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AGENDA
Joint City Council / BOCC Work Session
July 19, 2022
4:00 PM, City Council Chambers
427 Rio Grande Place
Aspen, CO 81611
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I.WORK SESSION
I.A.APCHA Board Interviews
1
MEMORANDUM
TO: Mayor Torre and City Council
FROM: Sara Ott, City Manager
MEMO DATE: July 14, 2022
MEETING DATE: July 19, 2022
RE: Joint Meeting with Pitkin County Board of County Commissioners
REQUEST OF COUNCIL: There is no Council direction requested.
BACKGROUND INFORMATION:
There is a joint meeting of the Aspen City Council and Pitkin County Board of County
Commissioners (BOCC) scheduled for 4 pm on July 19, 2022 at Aspen Council
Chambers.
The agenda is focused on housing at the request of the mayor and BOCC chair. The
meeting will begin with interviewing candidates for an expiring term for a community
member position on the Aspen Pitkin County Housing Authority. There are two applicants
– John Ward and Chris Council. Both the BOCC and the City Council will have opportunity
ask questions. The BOCC and City Council will discuss candidates separately and then
utilize the county/city managers to see if the governing boards agree on a preferred
candidate or if additional applicants should be accepted. It is anticipated that the
interviews will take approximately 1 hour. The 6th restated IGA is attached in full. In
summary, there is one vacancy for a 4 year appointment. The applications and the Pitkin
County staff report are included in your packet materials.
The second hour of the meeting is scheduled for a roundtable on affordable housing
moderated by the mayor.
The following documents are being provided as background on the City’s housing
philosophy and initiatives.
1. Aspen Area Community Plan Affordable Housing Chapter
2. Aspen Affordable Housing Strategic Plan
3. Affordable Housing Summary Slide Show
4. Recent Real Estate transaction data from the Aspen Area Board of Realtors
2
2
5. Colorado Municipal League summary of the Colorado Health Foundation Cost of
Living and Housing Survey, Colorado Municipal League Newsletter, Vol. 48, No
13, July 1, 2022
3
RESOLUTION #60
Series of 2019)
A RESOLUTION OF THE CITY OF ASPEN REPEALING THE PRIOR
INTERGOVERNMENTAL AGREEMENT AND ITS AMENDMENTS CREATING
THE ASPEN/PITKIN COUNTY HOUSING AUTHORITY IN THEIR ENTIRETY
AND REPLACING SUCH AGREEMENT AND ITS AMENDMENTS WITH AN
INTERGOVERNMENTAL AGREEMENT BETWEEN THE CITY OF ASPEN AND
PITKIN COUNTY ESTABLISHING THE ASPEN/PITKIN COUNTY HOUSING
AUTHORITY
WHEREAS,there has been submitted to the City Council an intergovernmental
agreement between the City of Aspen, Colorado, and the Board of County Commissioners of
Pitkin County, a copy of which agreement is annexed hereto and made a part thereof, and
WHEREAS,The City of Aspen and Pitkin County entered into an Intergovernmental
Agreement (IGA) on November 8, 1982 establishing a Joint City/County Housing Authority and
entered into an IGA on January 9, 1984, a First Amended and Restated IGA on September 26,
1989, a Second Amended and Restated IGA on September 13, 1999, a Third Amended and
Restated IGA on October 28, 2002, a Fourth Amended and Restated IGA on December 20, 2007,
and a Fifth Amended and Restated IGA on December 18, 2013, establishing a multi-
jurisdictional housing authority(the Authority) as a separate government entity, and
WHERAS, the City and County desire to continue to support an independent housing authority
that has all of the powers set forth at Section 29-1-204.5, C.R.S., and
WHEREAS,the City and the County desire to repeal and replace the Intergovernmental
Agreements listed above, and
WHEREAS,the City Council finds that it is in the best interests of the citizens of the City of
Aspen County to approve this Resolution.
NOW, THEREFORE BE IT RESOLVED that the City Council hereby repeals the previous
Intergovernmental Agreement and its amendments set forth above in their entirety and approves
the Intergovernmental Agreement, attached hereto as Exhibit A, between the City of Aspen and
Pitkin County establishing the Aspen/Pitkin County Housing Authority and authorizes the Mayor
to sign this Resolution and upon the satisfaction of the City Manager and City Attorney to sign
such Intergovernmental Agreement.
4
FINALLY,adopted,passed and approved by the City Council of the Cit of Aspen on the 131'
day of May 2019.
Steven Ska on;Mayor
1, Linda Manning, duly appointed and acting City Clerk 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 on the day hereinabove stated.
ddnning, City Clerk
2
5
RESOLUTION OF THE BOARD OF COUNTY COMMISSIONERS
BOCC") OF PITKIN COUNTY, COLORADO REPEALING
RESOLUTION NO'S 131-1982,003-1984,008-1989, 179-1999, 132-2002,
105-2007 AND 092-2013 IN THEIR ENTIRETY AND ADOPTING,A
RESOLUTION APPROVING AN INTERGOVERNMENTAL
AGREEMENT BETWEEN THE CITY OF ASPEN AND PITKIN
COUNTY ESTABLISHING THE ASPEN/PITKIN COUNTY HOUSING
AUTHORITY
RESOLUTION NO. 2019
RECITALS
WHEREAS, Pursuant to Section 2.8.3 (Actions) of the Pitkin County Home Rule Charter
HRC") official action by formal resolution shall be required for all actions of the Board
not requiring ordinance power on matters of significant importance affecting citizens, and
WHEREAS,The City of Aspen and Pitkin County entered into an Intergovernmental
Agreement (IGA) on November 8, 1982 establishing a Joint City/County Housing
Authority and entered into an IGA on January 9, 1984, a First Amended and Restated IGA
on September 26, 1989, a Second Amended and Restated IGA on September 13, 1999, a
Third Amended and Restated IGA on October 28, 2002, and a Fourth Amended and
Restated IGA on December 20, 2007, establishing a multi-jurisdictional housing authority
the Authority) as a separate government entity,and
WHERAS, the City and County desire to continue to support an independent housing
authority that has all of the powers set forth at Section 29-1-204.5, C.R.S., and
WHEREAS, the City and the County desire to repeal and replace the Intergovernmental
Agreements listed above, and
WHEREAS, the BOCC finds that it is in the best interests of the citizens of Pitkin County
to approve this Resolution.
NOW,THEREFORE, BE IT RESOLVED by the Board of County Commissioners of
Pitkin County, Colorado that it hereby adopts a RESOLUTION OF THE BOARD OF
COUNTY COMMISSIONERS (`BOCC") OF PITKIN COUNTY, COLORADO
REPEALING RESOLUTION NO'S 131-1982, 003-1984,008-1989, 179-1999, 132-2002,
105-2007 AND 092-2013 IN THEIR ENTIRETY AND ADOPTING, A RESOLUTION
APPROVING AN INTERGOVERNMENTAL AGREEMENT BETWEEN THE CITY OF
ASPEN AND PITKIN COUNTY ESTABLISHING THE ASPEN/PITKIN COUNTY
HOUSING AUTHORITY and authorizes the Chair to sign the Resolution and upon the
satisfaction of the County Attorney as to form,execute any other associated documents
necessary to complete this matter.
6
INTRODUCED AND FIRST READ ON THE DAY OF120194THANDSETFORSECONDREADINGANDPUBLICHEARINGDAY
OF 2019.
NOTICE OF PUBLIC HEARING AND TITLE AND SHORT SUMMARY OF-THE
RESOLUTION PUBLISHED IN THE ASPEN TIMES WEEKLY ON THE q DAY
OF 2019.
NOTICE OF PUBLIC HEARING AND THE FULL TEXT OF THE RESOLUTION
POSTED ON THE OFFICIAL PITKIN COUNTY WEBSITE (www.pitkincounty.com)
ON THEq0- DAY OF)_ 2019.
ADOPTED AFTER FINAL READING AND PUBLIC HEARING ON THE
DAY OF 2019.
PUBLISHED BY TITLE AND SHORT SUMMARY,AFTER ADOPTION, IN THE
ASPEN TIMES WEEKLY ON THEO)—DAY OF Nfdor , 2019.
POSTED BY TITLE AND SHORT SUMMARY Ofl THE OFFICI L PTTKIN COUNTY
WEBSITE (www pitkincounty com ) ON THE% DAY OF 2019.
ATTEST: BOARD OF COUNTY COMMISSIONERS
B By:4Jtyte Jones G chman, Chair
County Cle
Date:
APPROVED AS TO FORM: MANAGER APPROVAL
A r
John Ely, qbu-iit AW6iney Jon Pe cock, County MEWager
2
7
Attachment A
INTERGOVERNMENTAL AGREEMENT BETWEEN THE CITY OF
ASPEN AND PITKIN COUNTY ESTABLISHING THE ASPEN/PITKIN
COUNTY HOUSING AUTHORITY
This INTERGOVERNMENTAL AGREEMENT (hereinafter referred to as "Agreement"), made and
entered into thisI day of May, 2019, by and between the CITY OF ASPEN, Colorado, a home rule
municipal corporation(hereinafter referred to as"City")and the BOARD OF COUNTY COMMISSIONERS
of Pitkin County,Colorado,a body corporate and politic(hereinafter referred to as"County").This Agreement
shall become effective as of the 1st day of August,2019("Effective Date") regardless of the dates on which
it is signed.
RECITALS:
WHEREAS, the City is authorized by Article XX, Section 6 of the Colorado Constitution and
City and County are each authorized by Article XIV, Section 18 of the Colorado Constitution, Section 29-1-
204.5, Colorado Revised Statutes to contract with each other to establish a multi jurisdictional housing
authority as a separate government entity; and
WHEREAS, the City and County entered into an Intergovernmental Agreement on November 8,
1982,an Intergovernmental Agreement on January 9, 1984, an Amended and Restated Intergovernmental
Agreement on September 26, 1989, a Second Amended and Restated Intergovernmental Agreement on
September 13, 1999, a Third Amended and Restated Intergovernmental Agreement on October 28,
2002, a Fourth Amended and Restated Intergovernmental Agreement on December 20, 2007, and a Fifth
Amended and Restated Intergovernmental Agreement on December, 2013 establishing a multi-
jurisdictional housing authority under the provision of C.R.S. 1973, Section 29-1-204.5 which authority
is known as the Aspen/Pitkin County Housing Authority(APCHA) (hereinafter referred to as "Authority")
for the purpose of providing a program and a system to assure the existence of a supply of desirable and
affordable housing for permanent residents, persons employed in the City or the County, senior citizens,
disabled persons and other population segments residing or needing to reside in the Roaring Fork Valley
which are necessary for a balanced community; and
WHEREAS, the City and County desire to create an independent housing authority that has all of
the powers set forth at Section 29-1-204.5,C.R.S.;and
WHEREAS, the City and the County desire to repeal all prior agreements and enter into a revised
Agreement with the provisions contained herein.
AGREEMENT
NOW, THEREFORE, in consideration of the mutual benefits to be derived hereby, the City and
the County hereby agree to repeal the Intergovernmental Agreement of November 8, 1982, the
Intergovernmental Agreement of January 9, 1984, the Intergovernmental Agreement of January 9, 1984,
the Amended and Restated Intergovernmental Agreement on September 26, 1989,the Second Amended and
Restated Intergovernmental Agreement on September 13, 1989, the Third Amended and Restated
Intergovernmental Agreement on October 28, 2002, the Fourth Amended and Restated Intergovernmental
Agreement on December 20, 2007, the Fifth Amended and Restated Intergovernmental Agreement on
December, 2013,and approve this agreement to be effective on the date first stated above(Effective Date).
APCHA Intergovernmental Agreement—Draft May 8,2019 page 1
8
Attachment A
I.MULTI-JURISDICTIONAL HOUSING AUTHORITY—PURPOSE:
The Aspen/Pitkin County Housing Authority (hereinafter referred to as "Authority") has been
established as a multi jurisdictional housing authority for the purpose of assisting the City and County,upon
request by either party, in effecting the planning, financing, acquisition, construction, development,
reconstruction or repair, maintenance, management and operation of housing projects pursuant to a multi-
jurisdictional plan to provide residential facilities and dwelling accommodations at rental or sale prices
within the means of families or persons of low, moderate and middle income who are employed in the City
or the County, who reside or need to reside in the City or County, and who have identifiable needs for
affordable housing; e.g., limited incomes, senior citizens and disabled persons, as defined by the Authority
in published guidelines. The Authority shall be a political subdivision and a public corporation for the State
of Colorado, separate from the City and County, and shall be a validly created and existing political
subdivision and public corporation of the State of Colorado. It shall have the duties, privileges, immunities,
rights, liabilities, and disabilities of a public body politic and corporate. The provisions of Articles 10.5 (the
Public Deposit Protection Act") of Title 11, Colorado Revised Statues, shall apply to monies of the
Authority.
The Authority shall have any and all powers, duties, rights and obligations as such are set forth
herein and subject to the terms and conditions of this Agreement. In order to facilitate management
oversight and to provide additional resources to the Authority, the Authority shall delegate to the City
certain administrative functions as more fully described herein:
U. BOARD OF DIRECTORS:
A. Number,Manner of Appointment, Qualifications,etc.:
The Authority Board shall consist of five (5) directors (hereinafter referred to as "Directors"),
and three(3) alternates to be appointed as follows:
1. One (1) Director shall be a member of the City Council and shall be appointed by the
City Council. One (1) Director shall be a member of the Board of County
Commissioners and shall be appointed by the Board of County Commissioners.
2. One(1) Alternate Director shall be a member of the City Council and shall be appointed
by the City Council.One (1) Alternate Director shall be shall be a member of the Board
of County Commissioners and shall be appointed by the Board of County Commissioners.
In the event the Director from City Council or the Director from the Board of County
Commissioners are not present, they may only be represented by the Alternate Director
appointed from their respective elected body.
3. Three (3) Directors and one (1) Alternate Director shall be jointly appointed by the City
Council and Board of County Commissioners,and shall serve staggered terms.
4. As soon as reasonable after the effective date of this Amended Agreement, the City
Council and the Board of County Commissioners shall jointly appoint the Directors. All
Directors shall be appointed for a four-year term. Each director will be term limited to
two (2) consecutive four-year terms. A one-year absence from the Authority Board will
be required before a director can reapply. Terms limits will begin with the approval of
this Agreement. To initiate staggered term, the first term for each appointment shall be
one (1) Director for two (2) years, one (1) Director for three (3) years, one(1) Director
for four(4) years and the Alternate Director for four(4) years.
APCHA Intergovernmental Agreement—Draft May 8,2014 page 2
9
Attachment A
5. Directors and the Alternate Directors shall continue to serve as Directors until such time
as a successor has been appointed.
6. Jointly appointed Directors and Alternate Director may be removed at the
recommendation of the Authority Board with approval from City Council and County
Commissioners. Upon removal of a jointly appointed Director or Alternate Director, a
replacement shall be appointed for the unexpired term of the removed Director or Alternate
pursuant to paragraph 2(A) 3 of this agreement.
7. Directors appointed from the City Council and Board of County Commissioners shall
serve at the pleasure of their respective elected bodies.
B. Officers.
The officers of the Authority shall be a Chair,a Vice Chair,a Treasurer, and a Secretary.
I. Chair. The Chair shall preside at all meetings of the Authority. At each meeting, the
Chair shall submit such recommendations and information as she or he may consider
proper concerning the business,affairs and policies of the Authority.
2. Vice Chair. The Vice Chair shall perform the duties of the Chair in the absence or
incapacity of the Chair; and in case of the resignation or death of the Chair, the Vice
Chair shall perform such duties as are imposed on the Chair until such time as the
Authority shall select a new Chair.
3. Treasurer. The Treasurer shall perform the duties of the Chair in the absence or incapacity
of both the Chair and the Vice Chair. With respect to expenses incurred directly by
the Authority(as distinguished from expenses of either the City or County for affordable
housing projects and their operations), either the Treasurer or the Secretary shall approve
all orders and checks for payment of money and shall payout and disburse such monies
under the direction of the City's Finance Director. The Treasurer shall serve as advisor to
the Authority and the Board on financial matters.
4. Secretary. The Secretary shall ensure that the records of the Authority are properly
maintained, shall act as Secretary of the meetings of the Authority and ensure that all
votes are recorded, and shall ensure that a record of the proceedings of the Authority are
maintained in a journal of proceedings to be kept for such purpose, and shall perform all
duties incident to his or her office.
5. Election or Appointment. The Chair, Vice Chair, Treasurer, and Secretary shall be
elected at the annual meeting of the Authority from among the Directors of the Board,
and shall hold office for one year or until their successors are elected and qualified.
6. Vacancies. Should the office of Chair, Vice Chair, Treasurer, or Secretary become
vacant, the Board shall elect a successor from its membership at the next regular meeting
and such election shall be for the unexpired term of said office.
C. Voting Requirements:
1. Quorum. The powers of the Authority shall be vested in the Directors of the Board in
office from time to time. Three (3) Directors of the Board, with a representative from the
APCHA Intergovernmental Agreement-Draft May 8,2019 page 3
10
Attachment A
City Council and a representative from the County Commissioners present, shall
constitute a quorum for the purpose of conducting Authority business, exercising
Authority powers and for all other purposes. When a quorum is in attendance, action
may be taken by the Authority upon a vote of a majority of the Directors of the Board
present. Alternate Directors may be counted for purposes of determining the existence of
a quorum at a meeting and may have his or her vote counted only when the Director of the
body they represent is not present.
2. Manner of Voting. The voting on all questions coming before the Authority shall be by
roll call, and the yeas and nays shall be entered upon the minutes of each meeting by
name,except on the election of officers that may be by ballot.
D. Duties of the Officers.
The officers of the Authority shall perform the duties and functions of the Authority as
prescribed herein and such other duties and functions as may from time to time be required
by the Authority, the by-laws or rules and regulations of the Authority, or upon the request of
the City and County.
III. DUTIES OF THE PARTIES:
A. Personnel.
1. An Executive Director of the Authority shall be employed by the City who shall report to
and be supervised by the City Manager. The City Manager and County Manager shall
jointly hire the Executive Director.The City Manager shall have the authority to terminate
the employment of the Executive Director in accordance with City Personnel Policies
and Procedures, but shall exercise this authority only after reasonable consultation
with the County Manager.
2. The Executive Director and all other personnel employed to work under the supervision
of the Executive Director shall be City employees, subject to the City's payroll, benefits,
and personnel policies and procedures (including disciplinary procedures).
3. The Executive Director shall work under the supervision of the City Manager and shall
receive work assignments from the City Manager consistent with the Strategic Plan and
Annual Work Plan/Budget (see section Hl,C,I). The Authority Board may suggest work
assignments for the Executive Director to the City Manager, but shall have no authority
to directly assign work, tasks, or priorities to the Executive Director or any of his or her
staff.
4. Nothing in this Agreement shall create, or is intended to create, or shall be construed to
constitute a contract of employment, express or implied, between the Executive Director
and the Authority, the City or the County.
B. Finances and Accounting.
1. The Executive Director shall annually consult and cooperatively work with the City and
County Finance Directors or their representatives to prepare proposed budgets for the
City and County relating to affordable housing in their respective jurisdictions. The
Authority Board, upon reviewing the annual work plan and budget as presented by the
APCHA Intergovernmental Agreement—Draft May 8,2014 page 4
11
Attachment A
Executive Director shall make recommendation to the City and County for their adoption.
The annual budgets shall include funds necessary to reimburse the City for overhead
expenses for personnel, finance, administrative, legal, and asset management services
consistent with fees charged to other City departments.
2. The Executive Director shall annually consult and cooperatively work with the City's
Finance Director or their representative to ensure the proper care and custody of all funds
of the Authority, the prompt payment of all obligations of the Authority, and the keeping
of regular books of accounts showing receipts and expenditures of the Authority. The
Executive Director shall render to the Authority, the City and the County, at their regular
meetings, or sooner if requested, an account of Authority transactions and also of the
financial condition of the Authority.
3. All accounting, payroll, and audit services for the Authority shall be performed by the
Finance Department of the City.
4. The City's procurement policies, contract documents, and approval policies shall be used
for all procurements of goods and services of the Authority.
5. For each fiscal year of the City, the County and the Authority (each January 1 through
each December 31), the City and County shall each appropriate their prorated share of
operational monies necessary to provide for any budgeted deficit arising in connection
with the Authority's operations which has been approved by the City and County, provided,
however,that bonds, notes or other obligations payable solely from revenues as described
in Section III hereof shall never constitute an indebtedness of the City or the County.
The City and County shall each pay for 50% of the normal operating expenses of the
Authority. This shall include such normal operating expenses as guideline
development, qualifying applicants, enforcement, property management, etc. The City
and County shall pay its share of any special projects, which either party may request to
be included in the Annual Work Plan.
6. The County shall pay to the City for the benefit of the Authority its share of the Authority's
annual budget upon the request of the Finance Director of the City. Both the City Council
and the Board of County Commissioners shall approve any increases to the expense
budget.
7. On or before June 15 of each fiscal year, the actual operations for the Authority for the
immediate preceding fiscal year shall be reviewed by the City and County Finance
Directors with the Executive Director for the determination of any necessary final
reimbursements (and, therefore, necessary supplemental appropriations of monies by the
City and the County) as a result of any non-budget appropriation of Authority staff or
expenditure. The City and County hereby agree to make all necessary appropriations
within a reasonable time to reconcile the final appropriations of each entity.
C. Operations.
1. Strategic Plan and Annual Work PlardBudget. In the first year of this agreement, the
Executive Director will work with the Authority Board to create a strategic plan defining
the overall mission, vision, values and key objectives of the Authority. The strategic plan
shall be ratified by the City Council and Board of County Commissioners and shall be
updated at a minimum every five years. Changes to the Strategic plan shall be ratified by
APCHA Intergovernmental Agreement—Draft May 8,2019 page 5
12
Attachment A
the City Council and Board of County Commissioners. Pursuant to the approved strategic
plan the Authority Board, working with the Executive Director, shall prepare an annual
work plan and budget that specifies goals, tasks, responsible employees, timelines, and
required budget for the operation of the Authority. The annual work plan and budget shall
include a summary detailing progress made in the implementation of objectives set forth in
the Authority's strategic plan. Following the finalization of the annual work plan by the
Authority Board, the Executive Director shall meet with the City and County Managers.
The Annual Work Plan shall be presented in August for the following Calendar Year and
shall be the basis of the Authority's funding request to the City and County.
2. Affordable Housing Guidelines. The Executive Director shall review the Affordable
Housing Guidelines when necessary, including updates and recommendations for
changes that:
a. Identifies category qualifications for ownership and rental housing within the City
and County for the population segments identified by the Authority as required by
existing agreements and land use regulations.
b. The Authority Board shall review the Affordable Housing Guidelines, including
deletions and additions, submitted to it by the Executive Director. Final approval of
Guideline changes shall be made by the Authority Board. Guideline changes shall be
brought forward in a resolution that shall require two readings separated by a minimum
of 10 business days and a public hearing and public comment at the second reading.
3. The Authority Board. The Authority Board shall meet at least monthly to conduct its
business. All meetings of the Authority shall be conducted in accordance with the
Colorado Open Meetings Law, Sections 24-6-401, el seq., C.R.S. and the City of Aspen
Municipal Code. The Authority shall be responsible for the following duties:
a. To act as affordable housing advocates in all of its business by representing the views
and perspectives of the larger communities of the City and County and translating
those views and perspectives into concrete recommendations to the City and County;
and
b. To review and make recommendations to the City and County with respect to the
Strategic Plan, Annual Work Plan/Budget, Housing Guidelines, Affordable Housing
Action Plans of the Aspen Area Community Plan,and Pitkin County Comprehensive
Plans and Master Plans and advise on any other affordable housing related matters
referred to it by either the City or County; and
c. To review specific development proposals initiated by the City or County and make
recommendations thereon upon the request of either the City or County; and
d. To assist the City, County, and Executive Director, upon request, to define the need,
planning, undertaking, construction, operation, or financing of low, lower moderate,
upper moderate, middle and upper middle income housing for the population
segments designated here or identified by the Authority residing in or needing to
reside in the City or the County; and
e. To assist the City, County and Executive Director, upon request, to plan, finance,
acquire, construct, reconstruct or repair, maintain, manage, and operate housing
projects pursuant to the Annual Work Plan;and
APCHA Intergovernmental Agreement—Draft May 8.2019 page 6
13
Attachment A
f. To assist the City, County and Executive Director, upon request, to purchase, acquire,
obtain options, hold; lease (as lessor or lessee), sell, or otherwise dispose of any real
or personal property, commodity, or service from firms, corporations, the City, the
County,other governmental entities or any other persons; and
g. To assist the City,County and Executive Director,upon request,to investigate housing
needs within the jurisdiction of the City or the County and the means and methods
for improving those conditions; and
h. To review growth management policy applications (or equivalent application
procedures as the same are developed or established from time to time) by developers
for low, lower moderate; upper moderate, middle and upper middle income housing
in the City or the County as requested by the respective Community Development
Departments of the City or the County for conformance with housing needs; and
I. To enforce all aspects of the affordable housing program, including, but not
necessarily limited to, the enforcement of deed restrictions (where the beneficiary
is the City of Aspen, Pitkin County, and/or the Authority), and the adoption of
guidelines or regulations for the implementation of the Authority's duties pursuant
to CRS 29-1-204.5 and this IGA. This includes the authority to adopt a program of
civil penalties to be imposed for violations of deed restrictions and the Authority's
guidelines or regulations, and to establish the position of a hearing officer for such
purposes
4. The Executive Director. The Executive Director shall be responsible for the
following duties in addition to any duties assigned to him or her by the City Manager:
a. Working closely with the Authority Board and the County and City Managers to
develop an Annual Work Plan and thereafter implementing said Work Plan under
the supervision of the City Manager; and
b. Maintaining records of all existing rental or resale deed restricted housing, including
City Accessory Dwelling Units(ADUs)and County Caretaker Dwelling Units(CDUs)
for the population segments designated herein or identified by the Authority and
assure that such housing is used and occupied in accordance with existing City or
County development approvals, contracts, or financing requirements;and
c. Taking all steps reasonably necessary to assure that all deed restricted units of housing
comply with City and County regulations or resolutions concerning the development
and administration of rental or resale restricted housing, including but not limited to
administrative review of City and County land use applications as requested by the City
or County Community Development department; and
d. Negotiating contracts as required to provide for management of deed-restricted
Authority units (as that term is defined in the Affordable Housing Guidelines as such
guidelines are published, modified, amended and supplemented from time to time);
and
APCHA Intergovernmental Agreement—Draft May 8,2019 page 7
14
Attachment A
e. To review and recommend establishment of a computerized rental availability record
system for use by the City, the County, the population segments designated herein or
identified by the Authority and members of the general public;and
f. Oversee the process for marketing and reviewing qualification of applicants for
rental deed restricted or for sale affordable housing units, and for marketing,
reviewing qualifications of applicants for, and arranging for transfer of title of deed
restricted units; and
g. Investigate and maintain data indicating housing needs within the jurisdiction of the
City or the County for the population segments designated herein or identified by the
Authority and the means and methods for improving those conditions;and
h. To review Aspen Area Community Plan and County neighborhood and
comprehensive plans and strategic initiative related to housing and recommend code
changes associated with the provisions o of said plans as they are modified,amended
and supplemented from time to time.
IV. BONDS, NOTES AND OTHER OBLIGATIONS:
A. The bonds, notes, and other obligations of the Authority shall not be the debts, liabilities, or
obligations of the City or the County unless expressly assumed by the City or the County.
B. The City and the County may provide for payment to the Authority of funds from proprietary
revenues for services rendered or facilities provided by the Authority, from proprietary
revenues or other public funds as contributions to defray the cost of any purpose set forth
herein, and from proprietary revenues or other public funds as advances for any purpose
subject to repayment by the Authority.
C. To carry out the purposes for which the Authority was established, the Authority is authorized
to issue bonds, notes, or other obligations payable solely from the revenues derived or to be
derived from the function, service, or facilities of the Authority or from any other available
funds of the Authority. The terms, conditions, and details of said bonds, notes, and other
obligations, the procedures related thereto, and the refunding thereof shall be set forth in the
resolution authorizing said bonds, notes, or other obligations and shall, as nearly as may be
practicable, be substantially the same as those provided by law for any of the contracting
parties to this Intergovernmental Agreement; except that bonds, notes, or other obligations
so issued shall not constitute an indebtedness of the Authority, the City or the County
within the meaning of any constitutional, home rule charter or statutory limitation or other
provision unless expressly assumed by the City or the County. Each bond, note, or other
obligation issued under this subsection shall recite in substance that said bond, note, or other
obligation, including the interest thereon, is payable solely from the revenues and other
available funds of the Authority pledged for the payment thereof unless expressly assumed by
the City or the County and that said bond, note, or other obligation does not constitute a debt
of the Authority, the City or the County or within the meaning of any constitutional, home
rule charter or statutory limitations or provisions unless expressly assumed by the City or the
County. Notwithstanding anything in this Section IV to the contrary, such bonds, notes, and
other obligations may be issued to mature at such times not beyond forty (40) years from
their respective issue dates, shall bear interest at such rates, and shall be sold at such prices at,
above or below the principal amount thereof, as shall be determined by the Board.
APCHA Intergovernmental Agreement—Draft May 8,2014 page 8
15
Attachment A
D. The resolution, trust indenture, or other security agreement under which any bonds, notes, or
other obligations are issued shall constitute a contract with the holders thereof, and it may
contain such provisions as shall be determined by the Board to be appropriate and necessary
in connection with the issuance thereof and to provide security for the payment thereof,
including, without limitation, any mortgage or other security interest in any revenues, funds,
rights, or properties of the Authority. The bonds, notes and other obligations of the Authority
and the income therefrom are exempt from taxation, except inheritance, estate, and transfer
taxes pursuant to the Colorado Revised Statutes.
V. LEGAL ASSISTANCE:
The Authority Board may retain independent legal counsel, as needed, for day-to-day
consultation and legal advice. The City Attorney shall review all contract documents that purport
to legally obligate the City in any fashion.The County Attorney shall review all contract documents
that purport to legally obligate the County in any fashion.
VI. DISPOSITION OF ASSETS UPON TERMINATION:
In the event of the termination of this Intergovernmental Agreement, which termination may only
occur in accordance with the requirements and limitations of Section VII hereof,and the resulting
dissolution of the Authority,the assets of the Authority shall be distributed as follows:
A. All assets acquired from contributions from the City or the County shall be returned to the
contributing party if said assets are still in existence.
B. If assets contributed to the Authority are not in existence, the contributing party shall have the
option of receiving the fair market value of the asset at the time of disposal by the Authority
in either cash or assets of the Authority.
C. All remaining assets acquired by the Authority after the date of this Intergovernmental
Agreement from funds provided by the parties shall be distributed to the parties on the basis
of the appraised value of said assets at the time of termination and in the same proportion as
the respective contributions of funds by the parties for acquisition of the asset.
D. The City and the County may agree to dispose of any assets of the Authority in any other
acceptable manner.
E. If the City and he County cannot agree on the disposition of any assets of the Authority
within sixty(60)days after termination,said assets shall be subject to an independent appraisal
and shall be sold at public auction as soon as practicable with the proceeds allocated to the City
and the County in the same proportion as the total contribution of funds by the respective
parties for acquisition of the asset.
VII. ANNUAL RENEWAL AND TERMINATION:
The term of this Intergovernmental Agreement shall be from the effective date hereof through
and shall automatically be renewed for successive one-year periods thereafter.
Either party hereto may terminate this Intergovernmental Agreement for any reason upon ninety
90) days' written notice, provided, however, that this Intergovernmental Agreement may not be
terminated or rescinded so long as the Authority has bonds,notes, or other obligations outstanding,
APCHA Intergovernmental Agreement—Draft May 8.2019 page 9
16
Attachment A
unless provision for full payment of such obligations, by escrow or otherwise, has been made
pursuant to the terms of such obligations; provided, however, that if full payment has been
provided by escrow, such termination or rescission shall not occur unless nationally recognized
bond counsel has delivered an opinion to the effect that such termination or rescission, in and of
itself, will not adversely affect the tax status of the interest on such escrowed obligations.
Furthermore, this Intergovernmental Agreement may not be terminated if the Authority has
obligations to the U.S. Department of Housing and Urban Development under any Low Rent
Public Housing Program, or other similar program, unless those obligations are assumed by the
City or the County.
VIII. ASSIGNABILITY:
This agreement is not assignable by either party.
IX. MODIFICATION OF THIS AGREEMENT:
This Agreement may be changed or modified only in writing by an agreement approved by the City
Council and Board of County Commissioners,acting separate and signed by authorized officers.
X. ENTIRE AGREEMENT:
This Agreement constitutes the entire Agreement between the parties and all other promises
and agreements relating to the subject of this Agreement,whether oral or written,are merged
herein.
Xi. SEVERABILITY:
Should any one or more sections or provisions of this Agreement be judicially adjudged
invalid or unenforceable, such judgment shall not affect, impair,or invalidate the remaining
provisions of this Agreement, the intention being that the various sections and provisions
hereof are severable.
XII. NOTICE:
Any notice required or permitted under this Agreement shall be in writing and shall be
provided by electronic delivery to the e-mail addresses set forth below and by one of the
following methods 1) hand-delivery or 2)registered or certified mail,postage pre-paid to the
mailing addresses set forth below.Each party by notice sent under this paragraph may change
the address to which future notices should be sent. Electronic delivery of notices shall be
considered delivered upon receipt of confirmation of delivery on the part of the sender.
Nothing contained herein shall be construed to preclude personal service of any notice in the
manner prescribed for personal service of a summons or other legal process.
To: City of Aspen With copies to:
Aspen City Council Aspen City Attorney
c/o City Manager 130 South Galena Street
130 South Galena Street Aspen,Colorado 81611
Aspen,Colorado 81611
APCHA Intergovernmental Agreement—Draft May 8,2019 page 10
17
Attachment A
To: Pitkin County With Copies to:
Board of County Commissioners Pitkin County Attorney's Office
c/o County Manager 530 E Main Street, Suite 301
530 East Main Street, Suite 302 Aspen, Colorado 81611
Aspen, Colorado 81611 attoLrko @pitkincounty.com
jon.l)cacock@pitkincounty.com
To: Aspen/Pitkin County Housing Authority
c/o Executive Director
210 E. Hyman Ave., Suite 202
Aspen, CO 81611
XIII. GOVERNMENT IMMUNITY:
The parties agree and understand that both parties are relying on and do not waive, by any
provisions of this Agreement, the monetary limitations or terms or any other rights,
immunities, and protections provided by the Colorado Governmental Immunity Act, C.R.S.
24-10-101, et seq.,as from time to time amended or otherwise available to the parties or any
of their officers, agents, or employees.
XIV. CURRENT YEAR OBLIGATIONS.
The parties acknowledge and agree that any payments provided for hereunder or
requirements for future appropriations shall constitute only currently budgeted expenditures
of the parties. The parties' obligations under this Agreement are subject to each individual
party's annual right to budget and appropriate the sums necessary to provide the services set
forth herein. No provision of this Agreement shall be construed or interpreted as creating a
multiple fiscal year direct or indirect debt or other financial obligation of either or both
parties within the meaning of any constitutional or statutory debt limitation. This Agreement
shall not be construed to pledge or create a lien on any class or source of either parties' bonds
or any obligations payable from any class or source of each individual party's money.
XV. BINDING RIGHTS AND OBLIGATIONS.
The rights and obligations of the parties under this Agreement shall be binding upon and
shall inure to the benefit of the parties and their respective successors and assigns.
XVI. AGREEMENT MADE IN COLORADO.
This Agreement shall be construed according to the laws of the State of Colorado,and venue
for any action shall be in the District Court in and for Pitkin County,Colorado.
XVII. ATTORNEY FEES.
In the event that legal action is necessary to enforce any of the provisions of this Agreement,
the substantially prevailing party,whether by final judgment or out of court settlement, shall
recover from the other party all costs and expenses of such action or suit including reasonable
attorney fees.
APCHA Intergovernmental Agreement—Draft May 8,2019 page 11
18
Attachment A
XVIII. NO WAIVER.
The waiver by any party to this Agreement of any term or condition of this Agreement shall
not operate or be construed as a waiver of any subsequent breach by any party.
XIX. AUTHORITY.
Each person signing this Agreement represents and warrants that said person is fully
authorized to enter into and execute this Agreement and to bind the party it represents to the
terms and conditions hereof.
The foregoing Agreement is approved by TY o 1 i3.c at its regular meeting held on the
day of 2019.
IN WITNESS WHEREOF, the parties hereto have executed this Intergovernmental Agreement
on the day and year first above written.
ATTEST: CITY COUNCIL F ASPEN,COLORADO
BY Y-
Linda Manning,Town Cie ad r , Mayor
APPROVED AS TO FORM:
By: '
mes True,City Attorney
BOARD OF COUNTY COMMISSIONERS OF APPROVED AS TO FORM:
PITKIN COUNTY,COLORADO
By: By:
e , oschman,Chair
1
m EI unty Attorney
C-
Manager Approval:
By:
Jon Pea ck,County Man r
APCHA Intergovernmental Agreement—Draft May 8,2019 page 12
19
AGENDA ITEM SUMMARY
WORK SESSION DATE: July 19, 2022
AGENDA ITEM TITLE: Citizen Board Interview - Chris Council / Aspen Pitkin
County Housing Authority (APCHA) Board
STAFF RESPONSIBLE: Charlotte Anderson
_____________________________________________________________________
ISSUE STATEMENT: Staff has been advertising regularly when there are any vacancies on
Citizen Boards. The Aspen Pitkin County Housing Authority Board (APCHA) has one regular
vacancy due to John Ward’s term expiring in August 2022. Chris Council has applied and will be
interviewed today at the joint City of Aspen and Pitkin County Commissioner meeting.
John Ward wishes to renew his term and will also be interviewed today.
BACKGROUND: Housing Authority is established pursuant to Intergovernmental Agreement
#66(82) The Board consists of eight members as follows: three (3) regular and one (1) alternate
citizen appointed jointly by city council and county commissioners, two (2) City Council appointed
directors, two (2) Board of County Commissioner appointed directors. All members shall serve four
(4) years, staggered terms, preference is given to residents living in the County for at least one year,
and members shall not be a part of any local Housing Authority.
The purpose of this board is to investigate housing conditions/needs in the city and county; prepare
and carry out construction, reconstruction, improvements and alterations of any project; issue bonds,
borrow funds, secure mortgages; manage existing employee housing projects; adopt rental and
ownership qualifications on an annual basis; market units and review applicants.
LINK TO STRATEGIC PLAN: Core Focus Area: Livable & supportive Community. Success
Factor #5: Improved community engagement and participation
KEY DISCUSSION ITEMS: Chris will attend your Work Session today for an interview.
BUDGETARY IMPACT: None
RECOMMENDED BOCC ACTION: Advise staff of your decision.
ATTACHMENTS:
● Attachment A: Chris Council Application
● Attachment B: Chris Council Resume
● Attachment C: APCHA Roster
20
7/8/22, 8:30 AM Pitkin County Mail - Online Form Submittal: Citizen Board Application Form
https://mail.google.com/mail/u/0/?ik=55c4318ae9&view=pt&search=all&permthid=thread-f%3A1737744752536812894&simpl=msg-f%3A1737744752…1/2
Charlotte Anderson <>
Online Form Submittal: Citizen Board Application Form
1 message
noreply@civicplus.com <noreply@civicplus.com>Thu, Jul 7, 2022 at 7:08 PM
To:
Citizen Board Application Form
Pitkin County seeks to create an inclusive and accessible process for individuals
who wish to serve on citizen boards. We strive to ensure that board members are
committed to our values around health and the environment, inclusion and equity,
quality data and lived experiences, and are representative of the communities we
serve.
Select the Board,
Commission, or Committee
applying for
Housing Authority
Personal Information
First Name Chris
Last Name Council
Physical Address
Mailing Address
City Snowmass Village
State CO
Zip 81615
Home Phone Number
Business Address
Business Phone Number 9
Occupation Photographer
Email Address
Residency Information
Length of Residency in Pitkin
County
11 years
Education and Hobbies
High School St. Mary’s High School, Annapolis MD
ATTACHMENT A
21
7/8/22, 8:30 AM Pitkin County Mail - Online Form Submittal: Citizen Board Application Form
https://mail.google.com/mail/u/0/?ik=55c4318ae9&view=pt&search=all&permthid=thread-f%3A1737744752536812894&simpl=msg-f%3A1737744752…2/2
College Loyola University Maryland
Trade or Business School Field not completed.
Hobbies Skiing, hiking, mountain biking, travel
Organization Membership Information
Are you currently serving on
other Boards, Commissions,
or Committees?
No
If yes, which Field not completed.
Have you served on a Board,
Commission, or Committee
before?
Yes
If yes, which APHCA
Please list organization
memberships and positions
held
Team Rubicon, communications leader, Western Slope CO
Please List Areas of Special
Interest
Affordable housing in Pitkin County
How did you hear about this
opportunity?
Carson Schmitz
Please Attach Your Resume
as a pdf
ChristopherCouncilResume.pdf
Email not displaying correctly? View it in your browser.
22
CAREER PROFILE:
•Project & Operations Management
•Financial Analysis & Accounting
•Business Strategy
•Business & Program Development
•Staff Development & Leadership
•Continuous Process Improvement
•Fundraising
•Commercial & Editorial Photographer
C2 Photography, Aspen, Colorado Aug. 2010 to present
President: Oversee business development, marketing, contract negotiations and financial
accounting. Execute photography assignments for commercial, editorial and corporate clients with
a focus on creating vibrant images for resorts & hotels, the travel and tourism industry and
magazines.
Aspen Daily News, Aspen, Colorado Aug. 2011 to April 2014
Chief Photographer: Provided daily photo coverage for the newspaper including breaking news,
features, sports and enterprise pieces. Developed a photo internship to engage college students
and the next generation of photojournalists. Organized the photo archive and implemented a
standardized workflow. Wrote long-form reported stories on a regular basis that covered
environmental, investigative, feature and enterprise topics. Photos consistently placed in the
monthly National Press Photographers Association contest. Contributed images to Getty Images,
the Associated Press and the Denver Post.
Chesapeake Habitat for Humanity, Baltimore, Maryland Jan. 2008 to June 2010
ReStore Director: Managed the opening and operation of the Restore, a social enterprise of
Habitat for Humanity that sells donated building materials. The role included strategy development,
operational efficiency, budgeting, financial and operational analysis, and marketing.
Downside Up, Moscow, Russia Feb. 2006 to July 2007
Fundraising Consultant: Raised funds from multi-national corporations to support the charity
sports programs of Downside Up, a Russian nonprofit dedicated to children with Down’s
Syndrome.
Sylvan Beach Foundation, Baltimore, Maryland Aug. 2003 to May 2005
Chief Executive Officer: Responsible for general oversight of the organization, including
operations, finances, marketing, strategy, fundraising, and program development. Sylvan Beach is
an entrepreneurial non-profit that provides housing, job-training, and education to at-risk young
men ages 18-22.
Net Impact / AmeriCorps VISTA, San Francisco, California July 2002 to July 2003
Program Manager: Developed and launched a national Service Corps that provides pro-bono
consulting to nonprofit organizations through the skillset utilization of MBA students across the
country.
Aether Systems, Owings Mills, Maryland Nov. 2001 to July 2002
Accountant/Financial Analyst: Provided accounting support and financial analysis for the
Transportation and Logistics business unit.
Vail Resorts, Breckenridge, Colorado Dec. 2000 to April 2001
Professional Ski Instructor: Taught and developed skiers with a focus on exceptional customer
service.
ATTACHMENT B
23
page two
McMaster-Carr, Atlanta, Georgia July 1999 to Dec. 2000
Management Program: Fast-track promotion through increasingly responsible operations
management positions with the second largest industrial distributor in the U.S.
PricewaterhouseCoopers LLP, Baltimore, Maryland June 1997 to June 1999
Assurance and Business Advisory Services Associate: Provided assurance services to
clients through obtaining an understanding of the relevant industry, analyzing control
environments, and performing substantive testing
EDUCATION
Loyola College in Maryland
Bachelor of Business Administration degree in Accounting (3.8 GPA), Summa Cum Laude, 1998.
ADDITIONAL SKILLS
A strong technical background that includes: multiple software platforms; website development,
especially on the Word Press platform; database structure; server management; encryption
technologies; best practices for IT security; email systems management. Fluency in Quickbooks
accounting software for small businesses and advanced knowledge of Excel spreadsheet
software for budgeting, modeling and financial analysis. Multimedia story development using
Adobe Premiere Pro and Final Cut X. Knowledge and use of social media such as Twitter,
Facebook and Instagram.
LANGUAGE & CULTURAL SKILLS
Lived in Moscow, Russia from 2005-2007 and have basic conversational Russian skills plus a
knowledge of the Russian culture, geopolitical situation, history and geography.
MEMBERSHIPS
National Press Photographers Association (NPPA).
American Society of Media Photographers (ASMP).
ACCOMPLISHMENTS
• Certified public accountant (C.P.A.): licensed in Maryland and Colorado.
• Former board member of the Aspen Pitkin County Housing authority.
• Volunteered with All Hands and Hearts in the Bahamas following Hurricane Dorian (Feb –
Mar 2021) to assist with post-disaster rebuilding.
• Volunteered with All Hands and Hearts in the USVI following hurricane Maria (December
2017) to assist with post-disaster recovery.
• Completed a solo bicycle ride across the United States and the East Coast of Australia.
• Summited Mt. Kilimanjaro.
• Avid hiker and backpacker, including locations such as the backcountry of Kamchatka,
Peru and Colorado.
• PADI certified Rescue SCUBA Diver – includes emergency first response primary and
secondary care.
• Team Rubicon Communications Leader (volunteer) for Western Colorado: Sawyer 1.
• FEMA ICS 100, 200, 700, 800 certificate completion.
24
ATTACHMENT C
APCHA BOARD ROSTER
July 19, 2022
NAME TERM EXPIRES
Citizen Appointed Directors
Carson Schmitz August 2023
John Ward (Current vacancy / renewal application
submitted)
August 2022
Alycin Bektesh August 2025
David Laughren - Alternate August 2023
City Council Directors
Rachael Richards
Skippy Mesirow - alternate
County Commissioner Directors
Kelly McNicholas Kury
Franci Jacober - alternate
25
AGENDA ITEM SUMMARY
WORK SESSION DATE: July 19, 2022
AGENDA ITEM TITLE: Citizen Board Renewal Interview - John Ward / Aspen
Pitkin County Housing Authority (APCHA) Board
STAFF RESPONSIBLE: Charlotte Anderson
_____________________________________________________________________
ISSUE STATEMENT: Staff has been advertising regularly when there are any vacancies on
Citizen Boards. The Aspen Pitkin County Housing Authority (APCHA) Board has one regular
vacancy due to John Ward’s term expiring in August 2022. Renewal interviews are normally
requested for any APCHA members wishing to renew.
Chris Council has also applied for this vacancy and will be interviewed today at the joint City of
Aspen and Pitkin County Commissioner meeting.
BACKGROUND: Housing Authority is established pursuant to Intergovernmental Agreement
#66(82) The Board consists of eight members as follows: three (3) regular and one (1) alternate
citizen directors which are appointed jointly by city council and county commissioners, two (2) City
Council appointed directors, two (2) Board of County Commissioner appointed directors. All
members shall serve four (4) years, staggered terms, preference is given to residents living in the
County for at least one year, and members shall not be a part of any local Housing Authority.
The purpose of this board is to investigate housing conditions/needs in the city and county; prepare
and carry out construction, reconstruction, improvements and alterations of any project; issue bonds,
borrow funds, secure mortgages; manage existing employee housing projects; adopt rental and
ownership qualifications on an annual basis; market units and review applicants.
LINK TO STRATEGIC PLAN: Core Focus Area: Livable & supportive Community. Success
Factor #5: Improved community engagement and participation
KEY DISCUSSION ITEMS: John will attend your Work Session today for an interview.
BUDGETARY IMPACT: None
RECOMMENDED BOCC ACTION: Advise staff of your decision.
ATTACHMENTS:
● Attachment A: John Ward Renewal Application
● Attachment B: APCHA Roster
26
Questions for renewing applicants:
1.What are the greatest contributions you made to the board during your first term?
As a board, we have worked through the renewal of the IGA with APCHA, Pitkin County,
and Aspen. We have implemented many updates to APCHA’s policy with the significant
addition of a Fine schedule. Another major accomplishment was the resolution of the
Mulcahey dispute.
2.What have you learned / gained through the experiences of your first term that you
plan to apply to your second term, if you are reappointed?
I think institutional knowledge is invaluable. The knowledge gained from my initial
service will be helpful in creative decision-making for the next term.
3.What can Pitkin County do to make your contribution as a Citizen Board member more
meaningful?
The incorporation of commissioners to the APCAH board has led to good
discussion, quick decision making and more credibility for the APCHA board.
4.Do you anticipate having conflicts that might prohibit regular meeting attendance?
Please explain.
NO
5.What are the top three issues currently facing your board?
Recent discussion has turned toward Pitkin County finding a funding source to be
additive to the City ’s already established funding source. The board needs to make sure
the City isn’t allowed to make rules to limit new units to employees that work only
within city limits.
6.What have been the three biggest challenges for the board while serving this term?
As mentioned above, working to maintain that any new housing is open to all Pitkin
county workers and not just those working in the city is an important issue
Finding creative ways to move retirees on which would open up units and rooms for
workers has been an issue I have tackled and been a hot button for various board
members. This issue goes hand in hand with the current Right-sizing discussion and
something we as a board are just scratching the surface to solve and may take incentives
and funding to solve.
7.Do you have any suggestions that would make this board more effective?
I believe the addition of city and county board members has made the APCHA
board more effective.
27
ATTACHMENT B
APCHA BOARD ROSTER
July 19, 2022
NAME TERM EXPIRES
Citizen Appointed Directors
Carson Schmitz August 2023
John Ward (Current vacancy / renewal application
submitted)
August 2022
Alycin Bektesh August 2025
David Laughren - Alternate August 2023
City Council Directors
Rachael Richards
Skippy Mesirow - alternate
County Commissioner Directors
Kelly McNicholas Kury
Franci Jacober - alternate
28
38
2012 Aspen Area Community Plan
HousingHousing
Vision
We believe that a strong and diverse year-round community and a
viable and healthy local workforce are fundamental cornerstones for
the sustainability of the Aspen Area community.
Philosophy
We are committed to providing affordable housing because it supports:
• A stable community that is invested in the present and future of
the Aspen Area.
• A reliable workforce, also resulting in greater economic
sustainability.
• Opportunities for people to live in close proximity to where they
work.
• A reduction in adverse transportation impacts.
• Improved environmental sustainability.
• A reduction in downvalley growth pressures.
• Increased citizen participation in civic affairs, non-profit activities
and recreation programs.
• A better visitor experience, including an appreciation of our
genuine, lights-on community.
• A healthy mix of people, including singles, families and seniors.
Many of the philosophical statements in the 2000 AACP still ring true
today:
“We believe it is important for Aspen to maintain a sense of
opportunity and hope (not a guarantee) for our workforce to
become vested members of the community. ... (We seek) to
preserve and enhance those qualities that has made Aspen a
special place by investing in our most valuable asset – people.”
“Our housing policy should bolster our economic and social
diversity, reinforce variety, and enhance our sense of community
by integrating affordable housing into the fabric of our town. A
healthy social balance includes all income ranges and types of
people. Each project should endeavor to further that mix and to
avoid segregation of economic and social classes ...”
Living in affordable housing is not a right or a guarantee, but a
privilege, carrying with it responsibilities to future generations, such as
long-term maintenance and regulatory compliance.
The creation of affordable housing is the responsibility of our entire
community, not just government. We should continue to explore
methods that spread accountability and responsibility to the private
sector, local taxing districts and others.
We continue to support the following statements from the 1993
and 2000 AACP: “Housing should be compatible with the scale and
character of the community and should emphasize quality construction
and design even if that emphasis increases [initial] costs and lessens
production, [within reason].” At the same time, new construction
should emphasize the use of durable and renewable materials in order
to improve our environmental stewardship.
We should demonstrate our commitment to future generations by
providing educational outreach regarding long-term maintenance
and regulatory compliance by adopting a strategic plan for long-term
maintenance of publicly-owned rental properties, and for handling
“unique” properties, such as those with a sunset on deed restrictions.
29
39
2012 Aspen Area Community Plan
Housing
At the same time, we need a new focus on the issues surrounding
retirement in affordable housing, as we are on the brink of a rising
retiree demographic. In addition, we should continue to provide
housing that accommodates the needs of people with disabilities.
The provision of affordable housing remains important due to several
factors, including the continued conversion of locally-owned homes to
second homes, a trend of a more costly down-valley housing market
and the upcoming trend towards retirement in affordable housing.
With limited vacant land in the Aspen Area and limited public funds, we
cannot build our way out of this challenge.
Our affordable housing program is continually encountering new
crossroads that demand creative thinking, understanding and
thoughtful action.
What’s Changed Since 2000
Since the adoption of the 2000 AACP, a total of 652 new affordable
housing units have been constructed, with another 181 approved but
not yet built. By any measure, these are impressive accomplishments,
but various relevant trends have continued to challenge the goal of
establishing and maintaining a “critical mass” of working residents, as
stated in the 2000 AACP.
While the ratio of local workers living in affordable housing units
increased from 25% to 32% from 2000 to 2008, the ratio of local
workers living in free market homes dropped from 22% to 13%, the
result of continued conversion of locally-owned free market homes to
second homes.
At the same time, the economic boom period of 2004 to 2007 saw a
dramatic increase in the cost of downvalley land and homes, reducing
opportunities for Aspen workers to find free market ownership options
in the valley. While the recession has rolled back prices, this plan must
assume that the economy will experience another period of prosperity
during the life of the plan. In addition, the number of retirees in deed-
restricted housing is estimated to jump from approximately 310 today
to more than 800 in 2021.
The 2007 Housing Summit considered all these factors and more. The
primary outcome of the Summit was to encourage additional “land-
banking,” which ultimately resulted in the purchase of the BMC West
property, a parcel at 488 Castle Creek Road and others. The 2008
Affordable Housing Plan evaluated 15 potential sites for affordable
housing units, identifying a range of up to 685 possible housing units.
Aspen Area Housing
History
In the early 1970’s free-
market housing that had
primarily housed local
employees was being
demolished and redeveloped
as second homes. By
1974, the City and County
began addressing this trend
by establishing separate
affordable housing programs
and 14 years later formed
the joint Aspen/Pitkin County
Housing Authority (APCHA).
APCHA is currently funded
through a City of Aspen sales
tax and a Real Estate Transfer
Tax (RETT).
The State enacted legislation
in 2001 granting Housing
Authorities across the state
specific powers to raise
revenue through sales taxes,
use taxes, an ad valorem
(property) tax, and/or a
development impact fee. To
date, APCHA has not pursued
these revenue sources. The
City of Aspen has a housing
sales tax, and both the City of
Aspen and Pitkin County have
Housing Mitigation fees.
APCHA operates under the 4th
Amended Intergovernmental
Agreement between the
City of Aspen and Pitkin
County. This agreement has
eliminated APCHA’s role as an
active developer of workforce
housing; that role has been
assumed by the City of Aspen.
Currently, APCHA is principally
involved in the qualification,
sales, and enforcement of
the housing program and is
involved in the oversight of
over 2,800 units of deed-
restricted housing. The
APCHA Board of Directors
alone, or in concert with
other entities, suggests new
policy, programmatic changes,
and legislation, or makes
recommendations, as required
by the City, County or State.
30
40
2012 Aspen Area Community Plan
Housing
What’s New in the 2012 AACP
Linkages
The creation of Affordable housing can help reduce pressures on the
valley-wide transportation system by providing housing opportunities
for our local workforce in the Aspen Area, while reducing air quality
impacts associated with a commuting workforce. Affordable housing
is also critical to a viable economy, and helps to ensure a vital,
demographically diverse year-round community. At the same time,
limited opportunities and funds mean we cannot build our way
out of the housing problem, and we recognize that new affordable
housing includes infrastructure costs ranging from transportation
to government services, schools and other basic needs. Controlling
growth and job generation can reduce the pressure to provide
affordable housing.
Housing
Growth &
Economy
Transportation
Community
Character
The re-use of philosophical language from past community plans is
due largely to the long-term support in the Aspen Area for affordable
housing as a critical tool to maintain a strong year-round community.
Some shifts in policy direction for the 2012 AACP can be attributed to
the long-term growth and maturation of the housing program, bringing
greater awareness of the need for long-term capital reserves and
maintenance for individually-owned and rental properties, as well as
publicly-owned rental properties.
Another difference in the 2012 AACP is the decision not to establish a
specific number of housing units to be developed during the 10-year
life of the plan. This should not be perceived as a wavering of support
for affordable housing units. The plan calls for exploring the potential
of a new housing unit goal, but specific research on this topic was not
conducted as part of this plan.
This plan focuses on the ongoing challenges of establishing and
maintaining a “critical mass” of working residents. The policies outlined
in the Housing chapter and related housing mitigation policies in the
Managing Growth for Community & Economic Sustainability chapter
are intended to meet these challenges as the community continues to
provide affordable housing.
At the same time, the 2012 AACP calls for further research on the
physical limits to development in the form of ultimate build-out,
projected future impacts related to job generation, demographic
trends, the conversion of local free market homes and other factors.
This kind of statistical analysis will help inform future decision-making
and goal-setting in a more meaningful way.
Instead, this plan emphasizes the need to spread accountability
and responsibility for providing affordable housing units beyond
the City and County governmental structures, and continuing to
pursue affordable housing projects on available public land through a
transparent and accountable public process.
While past plans have supported “buy-down” alternatives, there has
been little comprehensive effort in this regard. A “buy-down” program
may be an expensive proposition, but this plan calls for exploring it
more thoroughly. The idea is to finally determine if the community is
willing to pay the price for providing long-term affordable housing by
converting existing free market homes, and or affordable housing,
rather than building new homes.
On the Horizon
As the community continues
to provide affordable housing,
it is important to recognize
and understand future
challenges.
We must continue to track
changes to the Colorado
Common Interest Ownership
Act (CCIOA) and update our
housing policies on a timely
basis.
APCHA should vigorously
promote adoption of CCIOA
by existing associations, and
require new associations to
adopt CCIOA.
Lending practices are
changing, resulting in new and
potentially difficult financing.
31
41
2012 Aspen Area Community Plan
Housing
Policy
Categories
Collaborative Initiative
Collaborative Initiative, Work
Program for APCHA
Collaborative Initiative, Work
Program for APCHA
Collaborative Initiative
Incentive Program, Proposed
Code Amendment
Housing Policies
I. SUSTAINABILITY AND MAINTENANCE
I.1. Affordable housing should have adequate capital reserves for
major repairs and significant capital projects.
I.2. Deed-restricted housing units should be utilized to the maximum
degree possible.
I.3. Deed-restricted housing units should be used and maintained for
as long as possible, while considering functionality and obsolescence.
I.4. Provide educational opportunities to potential and current
homeowners regarding the rights, obligations and responsibilities of
home ownership.
I.5. Emphasize the use of durable and environmentally responsible
materials, while recognizing the realistic lifecycle of the buildings.
II. PROGRAM IMPROVEMENTS
II.1. The housing inventory should bolster our socioeconomic diversity.
II.2. Affordable housing should be prepared for the growing number of
retiring Aspenites.
II.3. Employers should participate in the creation of seasonal rental
housing.
II.4. Employers who provide housing for their workers through
publicly-owned seasonal rental housing should assume proportionate
responsibility for the maintenance and management of the facility.
II.5. Redefine and improve our buy-down policy of re-using existing
housing inventory.
II.6. Eliminate the Accessory Dwelling Unit (ADU) program, unless
mandatory occupancy is required.
III. FISCAL RESPONSIBILITY
III.1. Ensure fiscal responsibility regarding the development of
publicly-funded housing.
III.2. Promote broader support and involvement in the creation of non-
mitigation Affordable housing, including public-private partnerships.
Community Goal
Community Goal, Work
Program for APCHA
Collaborative Initiative,
Incentive Program
Collaborative Initiative,
Incentive Program
Work Program for APCHA
Proposed Code Amendment
Collaborative Initiative
Collaborative Initiative,
Incentive Program
32
42
2012 Aspen Area Community Plan
Housing
Policy
Categories
Housing Policies
IV. LAND USE & ZONING
IV.1. Affordable housing should be designed for the highest practical
energy efficiency and livability.
IV.2. All affordable housing must be located within the Urban Growth
Boundary.
IV.3. On-site housing mitigation is preferred.
IV.4. Track trends in housing inventory and job generation to better
inform public policy discussions.
IV.5. The design of new affordable housing should optimize density
while demonstrating compatibility with the massing, scale and
character of the neighborhood.
IV.6. The residents of affordable housing and free-market housing
in the same neighborhood should be treated fairly, equally and
consistently with regard to any restrictions or conditions on
development such as parking, pet ownership, etc.
V. HOUSING RULES AND REGULATIONS
V.1. The rules, regulations and penalties of affordable housing should
be clear, understandable and enforceable.
V.2. Ensure effective management of affordable housing assets.
Incentive Program, Proposed
Code Amendment
Proposed Code Amendment
Work Program for Planning
Department & APCHA,
Proposed Amendment
Data Needs
Proposed Code Amendment
Proposed Code Amendment
Work Program for APCHA
Work Program for APCHA
33
AFFORDABLE
HOUSING
STRATEGIC
PLAN
CITY OF ASPEN
2022-2026
34
CITY OF ASPEN
2022-2026 — Affordable Housing Strategic Plan
2
COMPREHENSIVE STRATEGIC PLAN OF ACTION
TO GENERATE & SUSTAIN AFFORDABLE HOUSING UNITS
POLICY
• APCHA Compliance Actions
• APCHA Policy Actions to
improve sustainability of existing
affordable housing
NEW
DEVELOPMENT
• Complete Burlingame
Phase 3 Project
• Complete Lumberyard Project
• Partnerships
• Regional Collaboration
• Land Banking
DEVELOPMENT
NEUTRAL
HOUSING
SUSTAINABILITY &
COMPLIANCE
FOUNDATION: 3,200 CURRENT UNITS IN THE APCHA HOUSING PROGRAM
• Replace Expiring Deed Restrictions with
Permanent Deed Restrictions
• Incentivize voluntary rightsizing
• Other future development
neutral items
• Community Development Policy Actions
• Affordable Housing Certificates Program
• Develop Financial Resources for Construction,
Expiring Deed Restrictions
& Land Banking
• APCHA Policy Actions to increase
numbers of available units
35
CITY OF ASPEN
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5CITY OF ASPEN
2022-2026 — Affordable Housing Strategic Plan
4
INTRODUCTION
With approximately 3,200 deed restricted affordable homes in the Aspen/Pitkin County area, our affordable
housing programs are the envy of every ski town in the US.
The forethought of elected officials to begin investing in affordable housing in the 1970s and their tenacious
commitment to it since that time has resulted in a vibrant, lived-in community. Interspersed throughout the
community, these 3,200 homes have helped the Aspen community fight the adverse effects of a historic rise
in housing costs, yet we are struggling to now keep up with the market shift in utilization of many homes from
residential to commercial in the form of short term rentals.
The historic and current day support for affordable housing by Aspenites of all economic strata remains strong.
This high level of community support is evidenced by voter-supported funding of the affordable housing program
and the fierceness with which the community defends this valuable and essential asset.
Compared to our peer ski town communities, we are fortunate to have this legacy of success with the development
of affordable housing. Yet, in the present context, several intersecting factors have created a scenario that
leaves the community challenged in sustaining important aspects of our economic and social fabric. In August of
2021, the Aspen City Council established three Priority Goals, with Affordable Housing being one of those. The
adopted Goal Resolution language set out five steps to accomplish this goal, with the first being the December
2021 Aspen City Council Housing Retreat and the second being this output of that retreat, the Affordable
Housing Strategic Plan.
The City Council made clear their intent for this Affordable Housing Strategic Plan to be more than an aspirational
document; they wanted a plan that is actionable. Accordingly, this plan prioritizes a series of actions to happen in
the next five years that can have a significant and positive impact on the quantity of units and overall sustainability
of our community’s affordable housing program.
The Aspen City Council has and will continue to be committed to addressing the need for more affordable
housing – and, as they have stated clearly, “We can’t do it alone.” To solve this challenge, we will need every tool
available to us and we’ll need every partner to do their part.
Thanks to the team who came together to develop this plan (in alphabetical order):
Ben Anderson
Chris Everson
Diane Foster
Matthew Gillen
Ron LeBlanc
Scott Miller
Sara Ott
Pete Strecker
Phillip Supino
ASPEN CITY COUNCIL’S DIRECTION & IDEAS ARE MEMORIALIZED IN THIS PLAN:
Mayor Torre — Rachel Richards — Ward Hauenstein — Skippy Mesirow — John Doyle
City Of Aspen Affordable Housing Strategic Plan _____________________________________________________________________6
What Is The Housing Strategic Plan Goal? .......................................................................................................................6
How Will The Goals Of The Plan Be Achieved? ..............................................................................................................6
A Focus On Action ......................................................................................................................................................................7
Pillars Of The Strategic Plan ...................................................................................................................................................8
Strategic Focus Areas ................................................................................................................................................................8
For Whom Is Affordable Housing Intended? ....................................................................................................................9
Where Will New Units Be Located? .....................................................................................................................................9
Livability Standards For Affordable Housing ....................................................................................................................9
Aspen Area Community Plan: Housing Policies & Policy Categories _________________________________________10
Looking Back, Moving Forward: Where Have We Been Successful ____________________________________________11
Looking Back, Moving Forward: What Can We Do Better In The Future ____________________________________12
Council’s Support Of Outcomes ..........................................................................................................................................12
Assessing The Need For Affordable Housing In Our Community ______________________________________________13
Summary Of Already-Completed Assessments .............................................................................................................13
Addition Of Updated Data That Informs The Needs ...................................................................................................13
Community Support Of The Need For Affordable Housing .....................................................................................14
Readiness Assessment ____________________________________________________________________________________________________________15
Staffing ............................................................................................................................................................................................15
Financial Capacity on Requested Timeline ......................................................................................................................16
Swot Analysis __________________________________________________________________________________________________________________________17
Action Plan Decision Matrix _____________________________________________________________________________________________________18
City Council’s Affordable Housing Goal ___________________________________________________________________________________19
Actions __________________________________________________________________________________________________________________________________20
Replace Expiring Deed Restrictions With Permanent Deed Restrictions..... ....................................................20
Complete Lumberyard Project ..............................................................................................................................................21
Complete Burlingame Phase 3 Project .............................................................................................................................22
Community Development Policy Actions .........................................................................................................................23
Certificates Of Affordable Housing Program Enhancements .................................................................................24
Develop Financial Resources For Construction, Expiring Deed Restrictions & Land Banking .................25
Incentivize Voluntary Rightsizing.........................................................................................................................................26
Partnerships .................................................................................................................................................................................27
APCHA Compliance Actions ................................................................................................................................................28
APCHA Policy Actions To Increase Number Of Available Units ............................................................................29
APCHA Policy Actions To Improve The Sustainability Housing Inventory ........................................................30
Additional Development Neutral Program Elements...................................................................................................31
Land Banking ...............................................................................................................................................................................32
Regional Collaboration ............................................................................................................................................................33
Actions Not Currently Prioritized __________________________________________________________________________________________34
Review Process _____________________________________________________________________________________________________________________35
Appendix _______________________________________________________________________________________________________________________________36
Appendix A: Housing Chapter Of Aspen Area Community Plan ..........................................................................36
Appendix B: Community Afordable Housing And Livability ....................................................................................42
TABLE OF CONTENTS
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7CITY OF ASPEN
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6
The City Council will continue to evaluate, identify opportunities, plan, partner, facilitate, and leverage
existing and new resources to invest in the development and maintenance of affordable housing. This will be
accomplished through:
(City Council Goal Resolution August 2021)
CITY OF ASPEN
HOUSING STRATEGIC PLAN
WHAT IS THE HOUSING STRATEGIC PLAN GOAL?
To provide an action plan to support the continued availability of affordable housing that is high quality, sustainable,
and results in a lived-in community and a healthy workforce. City Council has set a goal of of 500 affordable housing
units within the next five years. Nearly 50% of this goal number will be achieved without new development.
HOW WILL THE GOALS OF THE PLAN BE ACHIEVED?
POLICY PROGRAMS PARTNERSHIPS
Aspen Area Community
Plan & Land Use Code
encourage, support &
require the creation of
affordable housing within
the urban growth boundary.
City Council’s policy
direction regarding land
acquisition is to consider
any and all acquisitions,
including partnerships.
The Affordable Housing Certificates Program has been
in place since 2010 – with the first project completed
in 2012. This program encourages developers to build
affordable housing by providing a credit for each
affordable housing unit built. That credit can then
be sold to another developer who can use it to fulfill
employee mitigation requirements on a separate project.
The program has included new projects, conversions
of freemarket units to deed-restricted, and historically
designated properties.
The Aspen Pitkin County Housing Authority manages
the sales, rental, management and sustainability of deed
restricted affordable housing.
Development of affordable
housing through private and
public partnerships has and
will continue to provide
an alternative to the
City-as-Developer approach.
With reduced availability of
freemarket housing in the
Roaring Fork Valley, the need
for regional affordable housing
partnerships increases.
Supporting
continuous
improvement with
the APCHA program,
including ensuring
adequate resources
Convening a
City Housing
Retreat
Creating an
affordable housing
strategic plan
Completing
Council directed
affordable housing
development
projects
Continuing to
seek additional
affordable housing
development
opportunities
Leveraging
and amending
regulations
and policies
in support of
affordable
housing
Every member of the Aspen City Council – both before and during the December 2021 City Council Housing Retreat
– identified the importance of a specific Action Plan within the Affordable Housing Strategic Plan.
Every one of the fourteen items within the Action Plan have been identified by City Council as a priority action items
for staff. Items that are not a priority are identified on page 33 or are not included in this plan.
PRIORITY
• APCHA Compliance Actions
• APCHA Policy Actions to Increase Number Of Available Units
• APCHA Policy Actions to Improve The Sustainability Housing Inventory
• Additional Development Neutral Program Elements
• Land Banking
• Regional Collaboration
HIGHEST PRIORITY
• Replace Expiring Deed Restrictions with Permanent Deed Restrictions
• Complete Lumberyard Project
• Complete Burlingame Phase 3 Project
TOP PRIORITY
• Community Development Policy Actions
• Certificates of Affordable Housing Program Enhancements
• Develop Financial Resources for Construction,
Expiring Deed Restrictions & Land Banking
• Incentivize voluntary rightsizing
• Partnerships
A FOCUS ON ACTION
Marolt
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8
PILLARS OF THE STRATEGIC PLAN
Increase the
quantity of
affordable
housing
Increase
quality of new
& existing
affordable
housing
Preserve
affordability
Provide
community
housing
Ensure the
sustainability
of the
program
Support the
policies
identified in the
Aspen Area
Community Plan
1 2 3 4 5 6
STRATEGIC FOCUS AREAS
SAFE & LIVED-IN COMMUNITY OF CHOICE: Ensure Aspen is an
attractive, diverse and safe city to live, work and visit year-round. This includes
opportunities to access childcare, healthcare, housing, transit, parks, recreation and
technological connectivity.
COMMUNITY ENGAGEMENT: Ensure a trusted dialogue and relationship
in the community that encourages participation, consensus building, and meaningful
engagement.
PROTECT OUR ENVIRONMENT: Ensure that policy decisions, programs and
projects manage impacts to the environment, climate, and public health and well-
being.
SMART CUSTOMER FOCUSED GOVERNMENT: Provide value to the
community by continuously improving services and processes based on feedback,
data, best practices, and innovation.
FISCAL HEALTH & ECONOMIC VITALITY: Promote economic
sustainability of the Aspen community by advancing a healthy, diverse local economy
while responsibly managing revenue streams, community investments, and financial
reserves.
LIVABILITY STANDARDS FOR AFFORDABLE HOUSING
• environmental sustainability • accessibility
• quality of construction • parking & storage
• unit size • open space & trails
• natural light • public transportation
WHERE WILL NEW UNITS BE LOCATED?
Third Priority:
Outside of City limits
(This is a change from prior policy)
>> To allow for closer proximity to
major medical centers
>> Partnerships with Pitkin County
>> Other regional partnerships
FOR WHOM IS AFFORDABLE HOUSING INTENDED?
Affordable Housing in the Aspen area is both workforce housing and community housing.
The Housing Vision statement in the Aspen Area Community Plan (AACP) makes this clear:
We believe that a strong and diverse year-round community and a viable
and healthy local workforce are fundamental cornerstones for the
sustainability of the Aspen Area community.
The AACP cites the benefits of affordable housing to the Aspen community; it “helps to ensure a vital, demographically
diverse year-round community” made up of “a healthy mix of people, including singles, families and seniors.”
While affordable housing supports the community’s workforce, according to the Mission Statement in the Aspen Pitkin
County Housing Authority’s Regulations, affordable housing is also intended for retirees and people with disabilities who
have been actively employed within Pitkin County prior to retirement and/or disability.
1
2
3
Top Priority:
Within the roundabout,
including in the Core
Second Priority:
Within the
Urban Growth Boundary
Housing developments should endeavor to balance the principles of community, livability and quality against
impacts such as unreasonable levels of cost and construction activity intrusion. Housing structures should utilize
land as efficiently as possible and should seek construction efficiencies to levels that do not sacrifice livability
beyond levels that are not consistent with these goals. Architecture should be sensitive to neighborhood context
to the extent possible while achieving these goals. A myriad of design elements all combine to make a development
livable. As discussed further in Appendix B, these elements include, but are not limited to:
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10
ASPEN AREA COMMUNITY PLAN (AACP):
Housing Policies & Policy Categories
The policies outlined in the Housing chapter and related housing mitigation policies in the Managing Growth for
Community & Economic Sustainability chapter are intended to meet these challenges as the community continues to
provide affordable housing. A full copy of the Housing section of the Aspen Area Community Plan, pages 36-41, can be
found in Appendix A.
At the same time, the 2012 AACP calls for further research on the physical limits to development in the form of ultimate
build-out, projected future impacts related to job generation, demographic trends, the conversion of local free market
homes and other factors. This kind of statistical analysis will help inform future decision-making and goal-setting in a more
meaningful way.
This plan emphasizes the need to spread accountability and responsibility for providing affordable housing units beyond
the City and County governmental structures, and continuing to pursue affordable housing projects on available public
land through a transparent and accountable public process.
While past plans have supported "buy-down" alternatives, there has been little comprehensive effort in this regard. A
"buy-down" program may be an expensive proposition, but this plan calls for exploring it more thoroughly. The idea is to
finally determine if the community is willing to pay the price for providing long-term affordable housing by converting
existing free market homes, and/or affordable housing, rather than building new homes.
Little Ajax
(Source: 2012 Aspen Area Community Plan)
LOOKING BACK, MOVING FORWARD:
Where have we been successful?
With a total of approximately 3,200 deed restricted units within the Aspen/Pitkin County area, 72% (2,303) of which are
located within Aspen City limits, this area is home to what is likely the largest affordable housing program in the nation on
a per capita basis. In the early 1970s, responding to a loss of free-market employee housing, Pitkin County and the City of
Aspen started separate housing programs. Early recognition of the problem and immediate action and sustained investment
has created a housing program that is not only the envy of every ski town, it has been the key to maintaining the soul of the
community.
In 1982 Aspen and Pitkin County
joined together to form the Aspen
Pitkin County Housing Authority.
The City and County jointly fund this
program that is now operating under
the Sixth Amended and Restated
Intergovernmental Agreement,
signed in May 2019.
Importantly, and unlike some other
western ski resort communities, the
Aspen community has consistently
supported affordable housing
through both the 1% Housing Real
Estate Transfer Tax and 45% of the
.45% Housing and Day Care Sales
Tax. These funds have supported
the City in the role of developer —
although private sector companies
are hired to build the units— and
have also allowed the City to join
with private sector developers to
build new affordable housing units.
The aforementioned housing policies
implemented through the Land Use
Code, such as the Affordable Housing
Credits Program and the Growth
Management Quota System, have also
resulted in new affordable housing unit
generation.
COMPLETED PUBLIC PROJECTS: 2000 - 2021
YEAR FACILITY UNITS OWN/RENT
2000 Snyder 15 Own
2001 7th and Main 12 Own
2002 Truscott II 87 Rent
2005 Annie Mitchell 39 Own
2006 Little Ajax 14 Own
2007 Burlingame Ranch I 91 Own
2015 Burlingame Ranch II 86 Own
2020 802 West Main 10 Rent
2020 517 Park Circle 11 Rent
2021 488 Castle Creek 24 Rent
TOTAL COMPLETED 389 257 Own/ 132 Rent
TOTAL FTEs 840
FTEs: Number of full time employees housed
GENERAL RESIDENTIAL DATA (WITHIN THE CITY OF ASPEN)
YEAR 2000 2010 2020
TOTAL HOUSEHOLDS 4,354 5,929 6,197
% CHANGE 2000-2010 // 36.2% 2010-2020 // 4.5%
OCCUPIED HOUSEHOLDS 2,903 3,516 3,540
% CHANGE 2000-2010 // 21.1%% 2010-2020 // 0.7%
VACANT HOUSEHOLDS 1,451 2,413 2,657
% CHANGE 2000-2010 // 66.4% 2010-2020 // 10.1%
% OF VACANT UNITS
(free market and affordable combined)33%41%43%
Source: Colorado State
Demographer’s Office compiled
decennial US Census Data from
2000-2020; and APCHA data
derived from HomeTrek.
Deed Restricted APCHA
Units in COA (Source: APCHA)Total: 2,303
Free-Market Units Total from
Census less APCHA units Total: 3,894
% of Vacant Free-Market Units
(assuming 100% of APCHA units are occupied)68%
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12
LOOKING BACK, MOVING FORWARD:
What can we do better in the future
At its December 2021 City Council Housing Retreat, the Council identified what has been done well
and what could be done better in the future:
YEAR FACILITY UNITS OWN/RENT
*2022 Burlingame Ranch III 79 Own
**2024-2035 Lumberyard 310 2/3 Rent, 1/3 Own
TOTAL In Process 389 177 Own, 212 Rent
TOTAL FTEs 780
* Currently under construction
** Currently in planning, subject to change
COUNCIL’S SUPPORT OF OUTCOMES
When the City is the developer in an affordable housing project, the City Council has a significant role in the
design and development of that project. During the December 2021 City of Aspen Housing Retreat, the City
Council put forward the following statements in support of successful project outcomes:
PUBLIC PROJECTS CURRENTLY IN PROGRESS
Maintain the
quality of the
community through
sustainability and
have the courage
and political will
to preserve the
community
Ensure community
understanding of
why certain actions
are being taken and
help the community
to understand the
20-year outcomes.
Better
organize and
articulate
priorities
Make improvements
to existing programs,
including better use
of existing housing
stock and utilizing
unused bedrooms
already built
Preservation
and restoration
of existing
housing
Adding
housing
without
construction
when possible
Developing
voluntary
programming
around retirees
and seniors still in
housing by creating
a better situation
for them; provide
incentives to
rightsize
Staff will be supported with the resources when they are needed
City Council will take full ownership if we don’t succeed
City Council will not change direction
Council members commit to expressing concerns to staff ahead of time
Trust and have patience with staff
Lead with a public service heart
Burlingame
ASSESSING THE NEED FOR AFFORDABLE
HOUSING IN OUR COMMUNITY
SUMMARY OF ALREADY-COMPLETED ASSESSMENTS
2012 NEEDS ASSESSMENT: In 2012, staff prepared a strategic review of affordable housing document for a joint City/
County housing work session which occurred in September of 2012. The 2012 strategic review hypothesized that from 2012
to 2022, over 650 new housing units would be needed to overcome the forces of job growth, gentrification, and retirement.
2019 NEEDS ASSESSMENT: The 2019 Greater Roaring Fork Regional Housing Study suggested that the need for affordable
housing units in the Aspen-Snowmass area was greater than previously anticipated and growing. A copy of that report can
be found at: https://tinyurl.com/ycpx92hh
2021 EPS LUMBERYARD DEMOGRAPHIC AND MARKET ASSESSMENT: To prepare for the City’s Lumberyard affordable
housing development, in 2021 the City of Aspen commissioned the Lumberyard Demographic and Market Assessment
which found that the Roaring Fork Valley is losing households in APCHA income categories 1 (up to 50% AMI) and 2 (51-
85% AMI) and that most of the job growth in Aspen and Pitkin County is in APCHA income categories 2 (51-85% AMI) and
3 (86-130% AMI).
The 2021 Lumberyard Demographic and Market Assessment goes on to suggest that rental units should be created
primarily in APCHA income category 2 (38%), followed closely by category 3 (33%) and then category 1 (22%), and with
a few rental units in category 4 (7%). The 2021 study also suggests that ownership units should be created primarily in
APCHA income category 3 (34%), followed by categories 4 (26%) and 2 (23%) while providing some units in category 5
(17%).
A similar income mix should be considered for the 79 units at Burlingame Ranch Phase III which will be available for sale in
in the Fall of 2022.
2021 EMPLOYMENT DATA
The 2021 EPS study also showed 1,668 new jobs in
Pitkin County between 2010 and 2019. These jobs were
added primarily by the tourism-related job sectors of
Accommodations, Food Service, Arts and Recreation and
Retail Trade. 39% of job growth was under 80% of Pitkin
County Area Median Income (AMI) and an additional 35%
fell between between 80% and 120% of AMI.
EPS then applied an average of 1.6 earners per household
and then converted that job growth to APCHA's
Categories, which are based on Area Median Income. The
result showed the greatest job growth in Pitkin County
between 2010 and 2019 was in Category 3 and then in
Category 2 households.
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COMMUNITY SUPPORT OF THE NEED FOR AFFORDABLE HOUSING
One needs only to read one of the two daily newspapers or listen to the local NPR broadcast to understand the need for
additional affordable housing in our community, as well as for its preservation. These observations are well supported by
longitudinal empirical data.
The recently published results of the 2021 Pitkin County Community Survey also highlighted the community
interest in affordable housing: “Respondents were asked to identify County services and initiatives provided
by the County that they thought should receive the most emphasis, from County leaders, over the next two
years. Forty-nine percent (49.4%) of respondents selected the County’s efforts to address affordable housing,
including quality and quantity, as one of the most important services for the County to provide.”
>>> https://tinyurl.com/3tdze9z4
The 2018 City of Aspen Resident Survey cited “Ensuring the availability of adequate workforce housing at a
reasonable cost to rent/purchase” as an essential area for the City government to take action, falling just behind
protecting the quality and quantity of water in the Roaring Fork River.
>>> https://tinyurl.com/bddzm337
Similar results are seen in the 2016 Resident Survey, where “Ensuring the availability of adequate workforce
housing at a reasonable cost to rent/purchase” again fell just behind Roaring Fork River water quality and
quantity concerns, but tied with “Managing traffic in town more effectively” for third place.
>>> https://tinyurl.com/yucw4wru
The 2015 Resident Survey did not include a Roaring Fork River question. In this survey, “Ensuring the availability
of adequate workforce housing at a reasonable cost to rent/purchase.” was the top response.
>>> https://tinyurl.com/493ny3yr
Burlingame Ranch
2021 Pitkin
County
Community
Survey
2018 City
of Aspen
Resident
Survey
2016
Resident
Survey
2015
Resident
Survey
READINESS ASSESSMENT
STAFFING
Department & City’s Affordable Housing Development Fund
Currently, the City of Aspen has one full time employee in the Capital Asset Department dedicated to the planning
process for new affordable housing developments. Other full-time staff members from the Capital Asset Department
provide construction management support during City-developed projects.
Collaboration with staff from other departments is often leveraged during the planning process and may include
staff from the City Manager’s and City Attorney’s offices, Finance, Community Development, Engineering, Building,
Transportation, Parks, Utilities, Environmental Health and the Aspen Pitkin County Housing Authority.
Funds from the City’s Affordable Housing Development Fund are otherwise typically used to staff projects as needed with
third party professional and/or technical consultants on a project-by-project basis.
Community Development
Community Development has several staff members who focus on the development, implementation, and refinement of
policies that support affordable housing development. During the 2022 Moratorium, Community Development staff will
be working directly on new policies to support City Council’s affordable housing goals. As part of this work, significant
analysis will be conducted that will support improvements to affordable housing efforts beyond the period of the
Moratorium.
APCHA
Compliance: APCHA has two primary staff members who work part time on compliance, namely the Compliance, Policy
& Systems Manager and APCHA’s outside attorney. APCHA’s Executive Director and Deputy Director also participate in
compliance efforts.
Qualifications: Two Qualification Specialists at APCHA ensure that the people who rent or purchase APCHA deed
restricted property meet the requirements as defined in APCHA Regulations.
APCHA Housing Sustainability: General upkeep of rental and ownership properties.
• Rental housing sustainability for city-owned properties (Truscott, Aspen County Inn and Marolt), is managed by
APCHA’s two-member Property Management Team and four-member Maintenance Team.
• Housing sustainability for individual ownership units is a topic the APCHA Board began to address in April 2021,
supported by the Assistant City Manager, APCHA Executive Director, Deputy Director and the Compliance,
Systems and Policy Manager.
• Housing sustainability by Home Owners Associations of condominium and other multi-family developments is a
topic the APCHA Board would like to address in the future. APCHA staff will propose hiring a HOA Specialist
in the future to support this effort as well as to help HOAs of APCHA deed restricted properties with capital
reserve planning.
City Manager’s Office
The City Manager’s Office will be hiring a full time Housing Policy Analyst in the spring of 2022. Additionally, the City’s
Assistant City Manager works part-time on housing topics.
41
CITY OF ASPEN
2022-2026 — Affordable Housing Strategic Plan
17CITY OF ASPEN
2022-2026 — Affordable Housing Strategic Plan
16
A SWOT Analysis tool helps an organization to identify, at a high level, major internal and external Strengths,
Weaknesses, Opportunities and Threats.
•Strengths and Weaknesses are focused internally: What do we do well and where could we improve?
What resources do we have and what resources do we need.
•Opportunities and Threats are externally focused: Outside of our organization, what
opportunities exist? What threats could harm our efforts? What is happening in the market
that could help or hurt us?
STRENGTHS
• Community Support
• City Council Commitment
• Financial Resources
• Knowledgeable Staff
• 3 ,200 Affordable Housing Units
• Pitkin County Partnership
• Ability to hire outside private-sector
resources
WEAKNESSES
• Maintenance Costs
• Ability to access financial resources quickly
• No one solution will solve the problem
• Staff workload limits ability to take on new
projects
• Buying-down existing free-market
residential and converting to affordable
housing is prohibitively expensive
• Highly dependent on outside expertise/
staffing
OPPORTUNITIES
• Land Acquisitions
• Partnerships with
private & public entities
• Pitkin County potential for county-wide tax
• Regional partnerships
• Re-balance the cost to create affordable
housing with the current drivers of demand
for additional affordable housing
THREATS
• Scarcity of land
• Cost of Construction
• City of Aspen is sole source of funding
• Increased housing costs in entire
Roaring Fork Valley
• Deferred maintenance and escalating cost of
capital repairs in privately-owned affordable
housing HOAs
• Inability of affordable housing residents to
move into free market units in the future
• Politically motivated attempts to undermine
program/redefine need
HELPFUL
SWOT ANALYSIS
HARMFUL
EXTERNALINTERNALFINANCIAL CAPACITY ON REQUESTED TIMELINE
Since 2000, over $240 million in dedicated revenues has been invested into the
ongoing operation and expansion of the Aspen Pitkin County Housing Authority
affordable housing inventory. This includes the development of the completed
projects listed above as well as funds invested in upkeep and operation of existing
City-owned facilities.
Funds from this revenue stream are also budgeted annually toward the operation
of the Aspen Pitkin County Housing Authority (APCHA), and those funds are also
matched by Pitkin County. (The table to the right does not include such Pitkin County
funds.)
Funds have also been invested in land banking opportunities for future housing
developments.
Year Housing Fund
Revenues
2000 $5,302,335
2001 $4,845,133
2002 $4,751,964
2003 $8,543,109
2004 $8,090,180
2005 $12,773,154
2006 $14,000,177
2007 $14,075,761
2008 $12,001,447
2009 $8,373,748
2010 $8,321,575
2011 $9,752,953
2012 $8,986,581
2013 $9,584,101
2014 $11,590,103
2015 $13,039,396
2016 $10,084,871
2017 $13,422,231
2018 $13,042,701
2019 $13,784,319
2020 $21,009,309
2021 EST $38,147,667
2000-2021 $243,808,166
Truscott
42
CITY OF ASPEN
2022-2026 — Affordable Housing Strategic Plan
19CITY OF ASPEN
2022-2026 — Affordable Housing Strategic Plan
18
City Council has established a goal of 500 affordable housing units. This goal will be achieved:
• During the 2022-2026 timeframe;
• Within the City of Aspen’s Urban Growth Boundary;
• Can be an affordable housing unit achieved through either through development neutral means or
through new development; and
• Includes units created by private sector, other public sector organizations or City of Aspen.
CITY COUNCIL’S
AFFORDABLE HOUSING GOAL 2022-2026
GOAL OF 500 AFFORDABLE HOUSING UNITS
WITHIN THE NEXT FIVE YEARS.
Approximately 50% of this goal will be achieved without new development.
Category Action Item Units within 5 Years
Development Neutral Replace Expiring Deed Restrictions with
Permanent Deed Restrictions 200
New Development Complete Lumberyard Project 100
New Development Complete Burlingame Phase 3 Project 79
New Development Partnerships 35
Development Neutral APCHA Incentivize voluntary rightsizing or
voluntary buyout 30
Policy Certificates of Affordable Housing
Program Enhancements 40
Compliance &
Sustainability APCHA Compliance Actions 15
The average of City Council member goal numbers by tactic totaled 499.
That number was rounded up to establish the affordable housing goal:
GOAL OF 500 AFFORDABLE HOUSING UNITS WITHIN THE NEXT FIVE YEARS.
Approximately half of the goal will be achieved without new development.
ACTION PLAN
DECISION MATRIX
Ajax Apartments
Weight on a scale from 1 to 5, where 5 is high 5 3 4 4 5
Category Action Item
Development Neutral Replace Expiring Deed Restrictions with
Permanent Deed Restrictions 4 5 4 5 5 23 96 1
New Development Complete Lumberyard Project 5 4 3 4 3 19 80 2
New Development Complete Burlingame Phase 3 Project 4 3 2 4 5 18 78 3
Policy Community Development Policy Actions 3 4 5 5 2 19 77 4
Policy Certificates of Affordable Housing
Program Enhancements 3 4 5 5 2 19 77 5
Policy Develop Financial Resources for Construction,
Expiring Deed Restrictions & Land Banking 3 4 5 5 2 19 77 6
Development Neutral APCHA Incentivized voluntary
rightsizing or voluntary buyout 3 5 4 5 2 19 76 7
New Development Partnerships 2 4 4 5 3 18 73 8
Compliance & Sustainability APCHA Compliance Actions 1 4 5 5 2 17 67 9
Policy APCHA Policy Actions to increase
number of available units 1 4 5 5 1 16 62 10
Compliance & Sustainability APCHA Policy Actions to improve the
sustainability housing inventory 1 4 5 5 1 16 62 11
Development Neutral Additional Development Neutral Program Elements 3 4 1 5 2 15 61 12
New Development Land Banking 5 2 1 5 1 14 60 13
New Development Regional Collaboration 2 1 3 4 2 12 51 14Quantity of Affordable Housing UnitsProximity to Services Lower Cost: Most efficient use of land & dollarsSupports AACPHow quickly AF units will be realizedRaw ScoreWeighted Score Rank43
CITY OF ASPEN
2022-2026 — Affordable Housing Strategic Plan
21CITY OF ASPEN
2022-2026 — Affordable Housing Strategic Plan
20
ACTION:
Complete Lumberyard Project
ACTION ITEM OWNERS
Scott Miller & Chris Everson
OVERVIEW
The City of Aspen’s Lumberyard affordable housing project site is located just south
of the Aspen airport business center on the east side of Colorado state highway 82.
The City anticipated the development of affordable housing in the area of the current
project site and purchased part of the site in 2007. Later in 2020, the City purchased
the 3-acre Aspen Mini Storage property, bringing the total project site area to about
10.5 acres.
In 2019, Aspen City Council directed the start of a community outreach and conceptual
design process which included a process of community engagement and feedback
to help inform the design process. The 2019 outreach and conceptual design effort
helped to establish that the City should provide a variety of unit types, serving a mix
of demographics, and that the site is appropriate for larger buildings and potentially
higher density than may be appropriate elsewhere. Since parking is challenging at the
airport business center, there was a sentiment that the development should be careful
not to make the parking challenge worse by under-parking any development at the
Lumberyard site. It was also decided that childcare is needed in the community and may
be appropriate at this site
The conceptual design effort studied unit counts ranging from 140 units up to 500+
units, and given the affordable housing crisis in Aspen, City Council set their aim at 310
units of affordable housing to be designed for the site. In order to accommodate the
higher-than-usual density for the site, and to mitigate the impacts of the development
to create a livable neighborhood, it was necessary to explore the use of underground
parking and 4-story building massing. In late 2020, the project team presented a
conceptual master plan with 310 units and 100% underground parking.
Prior to beginning a schematic design process, Aspen City Council had concerns
about impacts of 100% underground parking, building spacing, height, orientation and
highway and airport noise. These concerns and much more are currently being reviewed
through a process of community engagement and City Council feedback, with Aspen
City Council weighing in on the evaluation of four potential site arrangements.
The project aims to create 200+ rental units and 100+ ownership units for the purpose
of housing local community workforce, qualified based on the Aspen Pitkin County
Housing Authority regulations.
To be successful, the project effort will bring together necessary funding to begin
construction of access and infrastructure at the project site in 2024, with phases
of housing development to follow thereafter. With the continued schematic design
process ongoing, a development application is anticipated in mid-2022 and the land use
approval process will be pursued at that time.
In early April 2022, the Aspen City Council decided to make the Lumberyard a more
livable community by reducing the unit number to 266, however that rightsizing will only
reduce the bedroom count by twelve.
ESTIMATED TIMELINE
2022:
Complete Schematic Design, Submit
Development Application for Approval
Process
2023:
PD Recording, Construction Documents,
Building Permit Application Process
2024:
Target for Access & Infrastructure
Construction Start
2025:
Target for First Phase of Housing
Construction to Start
2027:
Target for Occupancy of First Phase of
Affordable Housing
2028+:
Remaining Phases of Housing
Construction and Occupancy TBD
HOW THIS ACTION
INCREASES THE NUMBER
The Lumberyard Project is anticipated to yield
approximately 310 affordable housing units
CONNECTION TO AACP
The creation of affordable housing in the Aspen
area reduces pressures on the valley-wide
transportation system by providing housing
opportunities for local workforce nearer to where
they work and reduces the amount of time spent
commuting for workforce, significantly improving
quality of life. This effort similarly reduces air
quality impacts associated by reducing total
commuter miles.
New Development
ACTION:
Replace Expiring Deed Restrictions
with Permanent Deed Restrictions
ACTION ITEM OWNERS
Scott Miller, Chris Everson, Pete Strecker, Matthew Gillen
OVERVIEW
There are hundreds of deed restrictions with a sunset clause based on some
triggering event in the future. When those deed restrictions expire, they will be
gone forever. The goal should be to preserve the deed restriction permanently
and provide for the preservation of the integrity of the housing unit associated
with that deed restriction.
After identifying all known expiring deed restrictions, several tools for
preservation of those deed restrictions should be identified and the pros and
cons of each one explored.
Those tools include:
• Purchase the deed restriction and re-write the terms.
• Negotiate a trade with the owner of that deed restriction for
something of value.
• Enforce existing land use code, requiring replacement of
some deed restrictions.
• Legislate new land use code, requiring replacement of
some or all deed restrictions.
• Council and staff then need to actively pursue a strategy for
implementing these tools on an as-needed basis as
opportunities present themselves.
ESTIMATED TIMELINE
Spring 2022:
Update the inventory expiring deed
restrictions.
Summer 2022:
Council worksession to discuss recent
attempts to preserve deed restrictions
& explore the list of possible tools.
Summer 2022:
Include the identified tools into the
Housing Strategic Plan.
Fall/Winter 2022:
Land Use Code (LUC) updates, in
coordination with other potential
amendments to the LUC. There is a
high likelihood that other actions will be
necessary beyond changes to LUC.
HOW THIS ACTION
INCREASES THE NUMBER
By preserving existing deed-restriction now, no
ground will be lost. We will not need to replace
these units with new units simply to get back to the
status quo.
CONNECTION TO AACP
The AACP states that “The provision of affordable
housing remains important” but, “we cannot build
our way out of this challenge.” Preserving existing
deed-restricted housing stock eliminates the need
for entitling and building new deed-restricted
housing on a one-to-one ratio. To the extent that
this can be accomplished, this saves the community
development dollars and the environmental
impacts of construction.
Development Neutral
44
CITY OF ASPEN
2022-2026 — Affordable Housing Strategic Plan
23CITY OF ASPEN
2022-2026 — Affordable Housing Strategic Plan
22
Community Development works continually to better coordinate the AACP and the
LUC in the creation of affordable housing development opportunities. During the 2022
Moratorium, staff will work directly on several affordable housing- related improvements
to the LUC. The overview below identifies potential policy changes to be evaluated and
proposed during the Moratorium and beyond.
Additionally, Community Development and APCHA will work collaboratively on a number
of these items.
OVERVIEW
• The Land Use Code (LUC) is the mechanism for exacting housing mitigation (units,
fees, credits) from residential, lodge, and commercial development activities. In the
GMQS standards, the creation of FTEs from development activities is the basis for
the system of private sector affordable housing (AH) development.
• There are numerous tools available to ComDev to alter the regulatory, development,
and finance landscape to deliver additional affordable housing to the community,
including:
• Alter zoning standards to permit more density, intensity, and available land for
AH development within the City Limits.
• Create an AH overlay zone over appropriate zone districts that allows for AH
development where applied and with specific standards.
• Increase employee generation and mitigation amounts to require more AH
from private development.
• Require or incentivize on-site AH development for certain project
and use types.
• Restructure the GMQS to decouple AH FTE generation, unit creation, and fee
extraction from development. Assess a fee or tax or certain uses to generate
revenue for AH development, buy-down programs, land acquisition, and AH
development subsidies.
• Alter development review processes to streamline AH development reviews
that meet specific standards.
• Revise development fees to lower costs to AH development.
• Create an impact fee for certain uses or development types which creates a
revenue stream to offer financial subsidies for private sector AH development.
• Affordable Housing by Right in Every Zone
• In addition to the LUC, the AACP is another key tool for encouraging more AH
development over time. The next AACP update could include the following to ensure
more AH is developed:
• Identify, annex (as necessary), and zone specific lands within the UGB for AH
development.
• Tie utilities extension policies outside the City Limits and existing service area
to AH development standards.
• Create policies for the UGB which preclude development of lands within the
UGB for uses other than or prioritizing AH.
• Create policies tying transit MMLOS and transportation network service
extensions to AH development standards.
• Create policies identifying lands in the UGB for AH-focused TOD
developments.
• Adopt clearly articulated land banking policies targeting specific properties in
the UGB appropriate for acquisition and AH development.
ACTION:
Summary of Community Development Policy
Recommendations
ACTION ITEM OWNERS
Phillip Supino & Ben Anderson
ESTIMATED TIMELINE
Once work on the moratorium is
complete, Community Development
staff will revisit this Action Item to
provide a more robust plan.
HOW THIS ACTION
INCREASES THE NUMBER
By ensuring the City’s regulations, policies, and
development and impact fees extract AH units
and revenue commensurate with the employment
generation and community housing impacts.
Further, by leveraging regulatory processes and
police powers to ensure the community gets the
development needed to achieve adopted City
policy.
CONNECTION TO AACP
The following AACP statements (among others)
support this action item.
I.1. Achieve sustainable growth practices to
ensure the long-term viability and stability of our
community and diverse visitor-based economy.
VII.1. Study and quantify all impacts that are
directly related to all types of development.
VII.2. Ensure that all new development and
redevelopment mitigates all reasonable, directly
related impacts.
VIII.1. Restore public confidence in the
development process.
VIII.2. Create certainty in zoning and the land
use process.
II.5. Redefine and improve our buy-down policy
of re-using existing housing inventory.
III.2. Promote broader support and involvement
in the creation of non-mitigation Affordable
housing, including public-private partnerships.
IV.2. All affordable housing must be located
within the Urban Growth Boundary.
IV.3. On-site housing mitigation is preferred.
IV.5. The design of new affordable housing
should optimize density while demonstrating
compatibility with the massing, scale, and
character of the neighborhood.
Policy
ACTION:
Complete Burlingame Phase 3
ACTION ITEM OWNERS
Scott Miller & Chris Everson
OVERVIEW
Two prior phases have been completed, with a total of 177 affordable units at Burlingame
Ranch. This thriving neighborhood is home to a diverse working population including
many families and children. The third phase of building is currently in process as
of March 2021. The current construction effort will create 79 additional affordable
condominium units in 8 buildings, along with associated landscape and infrastructure.
There are also two remaining single-family units to be constructed before the
subdivision is complete.
The current construction effort utilizes factory-built modular building construction
to shorten the construction timeline and to minimize on-site construction impacts to
the surrounding neighborhood. Foundations are constructed on the site, and modular
buildings are trucked in, lifted and carefully placed, and assembled to completion on the
site. Site retaining, roadway infrastructure, and landscape work is also part of the effort.
The Burlingame Ranch Phase 3 project effort will deliver 79 new affordable ownership
condominiums to Aspen and Pitkin County’s inventory of affordable housing, and sales
are expected to begin September 2022. The architectural character, unit sizes and
interior configurations are consistent with the previous phase
Phase 3 includes carport structures which allow each unit to have one assigned, covered
carport parking space with attached storage closet. There will also be an equal number
of uncovered surface parking spaces to reach an overall parking capacity of 2 parking
spaces per unit. Terms of use for all parking spaces is expected to be governed by the
new phase 3 condominium homeowner’s association, which will be set up in the same
manner as the two existing condominium associations which exist at Burlingame Ranch
already.
Adjacent to public parks and Open Space, the landscape for phase 3 will be integrated
with the prior phases and includes numerous open lawn areas, hundreds of trees and
shrubs, and walkway connections to create a highly accessible community. Those internal
walkway connections are also integrated into the larger trail connection plan, and the
facility will utilize an irrigation system equipped with a raw water source to avoid the use
of potable water for the purpose of watering.
The phase 3 residential program consists of approximately 84,000 square feet of livable
area within a total of 79 condominium units. The condominium units are a mix of flats
and multi-level townhomes with (25) 1-bedroom flat units, (12) 2-bedroom flat units, (5)
2-bedroom townhome units, (23) 3-bedroom flat units, and (14) 3-bedroom townhome
units.
Unit sales for these 79 new affordable homeownership units beginning September
2022 are anticipated to be facilitated by the Aspen / Pitkin County Housing Authority
(APCHA) and are expected to be done via a lottery process. The income levels to be
served by these units is expected to be APCHA income categories 2 through 5, although
the specific details of the number of units in each category and further details of the
sales process will be more closely defined throughout the remainder of 2021 and in the
coming months.
ESTIMATED TIMELINE
Burlingame Phase 3 units
scheduled for sale fall 2022.
HOW THIS ACTION
INCREASES THE NUMBER
Burlingame Phase 3 will result in 79 new ownership
units.
CONNECTION TO AACP
The first phase of Burlingame Ranch affordable
housing was built in 2006.
While land banking is not specifically called out
in the AACP as a strategy, the primary outcome
of the 2007 Housing Summit was to encourage
additional “land banking,” which ultimately resulted
in the purchase of the BMC West property, a
parcel at 488 Castle Creek Road and others.
The 2008 Affordable Housing Plan evaluated
15 potential sites for affordable housing units,
identifying a range of up to 685 possible housing
units.”
New Development
45
CITY OF ASPEN
2022-2026 — Affordable Housing Strategic Plan
25CITY OF ASPEN
2022-2026 — Affordable Housing Strategic Plan
24
OVERVIEW
The current cost to develop an affordable housing unit in Aspen is approximately $1
million. Having the right portfolio of funding sources and funding partners is critical
to gain affordable housing units through development neutral means as well as new
development.
Taxes
• Current tax collections dedicated to affordable housing (1.0% RETT and 45%
of 0.45% sales tax) sunset 12/31/2040 (Resolution #81, 2008).
• Sales tax collections have been relatively stable, with annual escalation of
about 4-5% per year. RETT collections are extremely volatile & after the recent
two years of record transaction and price appreciation, it is anticipated that
there will be softness in the coming year(s) that will affect collections.
Debt Obligation
Types of debt issuances possible depend on project:
• General Obligation debt – full faith and credit of the City would back this
issuance, but then would require voter approval. Will ensure best borrowing
rate possible. This could allow for an ownership type product to be produced
and sold, and would allow for some immediate payback into the fund when
units are sold.
• Tax Revenue Bonds – This would again require voter approval and would be
limited in the size of the issuance to the pledged resources (tax collections
generated by the sales or RETT taxes) to meet annual repayment terms. Best
leveraged in conjunction with extension of existing taxes noted above, to
maximize the duration for the payback term.
• Certificates of Participation (COPs) can be issued if willing to pledge a city-
owned asset of equal value (either can be the project itself or another asset(s))
– if it were the project, it would then mean the project would be rental units.
This would likely yield a borrowing rate that is one notch below the best rate
the City could achieve under a General Obligation type issuance.
• Does not create new resources but rather just changes the availability of
resources to achieve goals sooner (pledges future resources today and
therefore not available in the future)
• Debt is best for creating or acquiring new assets. It is not as good an option for
preservation of deed restrictions (but is possible).
Establishment of New Sources
• Exploration of new fees to supplement existing tax revenues and other
affordable housing mitigation collections (also under review).
• Collaborate with other jurisdictions to further a regional tax to support greater
housing preservation and development.
ACTION:
Develop Financial Resources for New Construction,
Expiring Deed Restrictions & Land Banking
ACTION ITEM OWNER
Pete Strecker
ESTIMATED TIMELINE
HOW THIS ACTION
INCREASES THE NUMBER
Specifics around any projects are needed to
best match debt issuance options for the desired
outcomes and to maximize the City’s credit rating
wherever possible. Until this is developed, any
debt issuance discussion is premature.
New fee creation will be explored during
the current land use moratorium period and
options will be brought forward to Council for
consideration.
CONNECTION TO AACP
Financing is a required component of any new
affordable housing acquisition or development.
Tax extensions and voter approval for debt
issuance authority are subject to regular
election cycles and would need to be
coordinated with that in mind, plus any
voter outreach effort prior to those voting
periods.
Fees can be adopted at any time, via the
City ordinance process. This will require
two readings and public review period.
Policy
OVERVIEW
The AH Certificates program is more than a decade old. The program has included
new projects, conversions of freemarket units to deed-restricted, and the use of
historically designated properties – all completed by developers in the private
sector. Other than the land use reviews, the City of Aspen did not have to expend
any resources in the development of these units. The FTEs generated by a project
are typically determined by the number of bedrooms in each unit in the project.
Categories of the units are assigned in the deed-restrictions. For the completed
projects, all have been created in Categories 2, 3, and 4. There have been 109
FTEs generated by completed projects to date, with another 43 – either with Land
Use approval or in Land Use Review.
A number of program enhancements have been identified as necessary to improve
program effectiveness, respond to market dynamics, ease program administration,
and ensure the maximization of the benefits to the community and developers
provided by the program. Those program enhancements include:
• permitting program participants to leverage outside tax benefits and
financing to develop AH units for credits;
• aligning the value of a credit with the real-world occupancy of an AH unit;
• ensuring alignment between the value of a credit and the cost to build an
AH unit;
• offering City financial incentives to credits developers to lower barriers to
credits projects;
• improved tracking of credit market dynamics including sale price and
supply and demand.
• Evaluate the potential for the City to purchase credits.
More detailed program analysis is needed to determine the full list of possible
program enhancements which could include queue priority for building permit
reviews as the potential for developer assistance or partnering. As it is included
in the Land Use Code, the normal LUC
amendment process is required to alter the
program.
Since its inception, the AH Certificates
program has succeeded in motivating private
sector development of non-mitigation
AH units. The credits created by those
developments has provided flexibility
to private sector development to meet
its mitigation requirements through the
extinguishment of those credits. This
symbiotic relationship has provided benefits
to both sides of the credits equation.
However, analysis is needed to determine if
the credits program has resulted in more AH
units that would have been required of the
same private sector development activities
over the same period of time.
ACTION:
Certificates of Affordable Housing Program Enhancements
ACTION ITEM OWNERS
Phillip Supino & Ben Anderson
ESTIMATED TIMELINE
2022-2023:
program analysis, stakeholder outreach,
ordinance development, Council action
HOW THIS ACTION
INCREASES THE NUMBER
Maximizing the effectiveness of the program will
incentivize private sector AH developers to build
new units, or convert free-market into deed-
restricted affordable units.
CONNECTION TO AACP
The following AACP statements (among others)
support this action item.
I.1. Achieve sustainable growth practices to
ensure the long-term viability and stability of our
community and diverse visitor-based economy.
I.5. Through good land use planning and sound
decision-making, ensure that the ultimate
population density of the Aspen Area does not
degrade the quality of life for residents and the
enjoyment of visitors.
V.2. Facilitate the sustainability of essential
businesses that provide basic community needs.
VII.2. Ensure that all new development and
redevelopment mitigates all reasonable, directly
related impacts.
II.1. The housing inventory should bolster our
socioeconomic diversity.
II.2. Affordable housing should be prepared for
the growing number of retiring Aspenites.
III.2. Promote broader support and involvement
in the creation of non-mitigation Affordable
housing, including public-private partnerships
TABLE 7. AH CERTIFICATES
PROJECTS SINCE 2012
Completed Projects FTEs Generated
301 W. Hyman 14
313/317 AABC 24
210 W. Main 18
518 W. Main 29.66
834 W. Hallam 18.75
815 Vine 3
829 W. Bleeker 1.25
TOTAL 109 FTEs
Projects with approval
or in review
FTEs Proposed
611 W. Main 15.9
1020 E. Cooper 14.1
1235 E. Cooper 12.7
TOTAL 42.7 FTEs
Policy
46
CITY OF ASPEN
2022-2026 — Affordable Housing Strategic Plan
27CITY OF ASPEN
2022-2026 — Affordable Housing Strategic Plan
26
ACTION:
Partnerships
ACTION ITEM OWNERS
Chris Everson & Scott Miller
ESTIMATED TIMELINE
HOW THIS ACTION
INCREASES THE NUMBER
Under the right conditions, partnerships
can increase the pace of affordable housing
development or redevelopment.
CONNECTION TO AACP
2012 AACP appendix
III.2 Promote broader support and involvement
in the creation of non-mitigation Affordable
housing, including public-private partnerships.
(Collaborative Initiative, Incentive Program)
II.2.a Establish a working group of people who
represent the City, County, public agencies,
and the private sector to implement the policy.
Explore models of producing affordable housing
units, including quasi-public housing development
corporations. (I - APCHA, Housing Frontiers,
City and County Managers, private sector, taxing
districts)
II.2.b Explore the creation of a program where
the City or County would provide a tax benefit,
payment or life-estate planning or other financial
incentive to a free-market homeowner to include
their property in the City/County’s land banking
for future affordable housing. (I - City Manager,
County Manager)
II.2.c Explore creating a program for deed
restrictions for a defined duration. (I - APCHA)
II.2.d Explore the benefits of expediting specific
affordable housing projects through the
development and construction phase.
OVERVIEW
Partnerships for Affordable Housing typically fall into three categories, (1) between
one or more governmental jurisdictions, (2) between a government and a non-profit,
and (3) between a government and private sector organizations.
The most common type of partnerships between one or more governmental
jurisdictions involves a city partnering with other cities to create an entity similar
to a housing authority. Some housing authorities have taxing authority, others do
not (APCHA). Local governments frequently form partnerships with non-profit
organizations to operate a housing program or manage a public housing project.
Sometimes the non-profit organization is eligible for grants that a governmental
jurisdiction is not. Non-profits also appeal to philanthropic organizations and
individuals who can claim tax deductions for making contributions.
Public–private partnerships (P3s or PPPs) often involve agreements among one or
more government entities and one or more private sector companies to design,
build, finance, operate, and/or maintain projects, facilities or operations which may be
funded and operated through a partnership of government and one or more private
sector companies. PPPs can be effective, but also bring challenges such as land cost,
funding, connections to the free market, expiring deed restrictions, and misalignment
of values.
Agreements to design, build, operate and maintain can be complex and can be effort-
intense to put in place and may incur significant legal fees due to the need to hire
attorneys to write complex, binding legal agreements which include arrangements
and terms that require certain obligations and guarantee and secure the cash flows
and involve outside funding mechanisms as well as management terms.
But PPPs can bring some benefits to the development process. Project risks can
be transferred to private partners, and greater price and schedule certainty can be
achieved. There can be opportunity for innovative design and construction techniques,
and public funds can be freed up for other projects or purposes. These potential
benefits come with limitations such as increased financing costs, limited flexibility and
often few bidders to partner with on such projects.
The amount of effort and/or risk taken on by a government or quasi-government entity
may be modified by including more or less of a role in the service or facility being
created. A PPP may be created so that the government or private sector partners
take on more or less of the work to create the service or facility sought.
Risks and/or activities transferred in PPP Agreements may include design,
construction, financing, operations, maintenance and may even include reversionary
rights. Financing risks may include financing costs, inflation, design/construction risks,
unforeseen project site conditions, permitting, and more. Operation and maintenance
risks may include facility maintenance and operations, future unforeseen conditions,
underutilization of assets, rent risks, and more.
In considering where to place itself on the spectrum, public agencies need to consider
questions about benefits of private sector innovation, benefits to accessing private
financing, private-sector performance incentives, and other private-sector tools which
public agencies may have difficulty managing.
New Development
No specific timeline can be
established for partnerships
at this point.
ACTION:
Incentivize voluntary rightsizing to recapture & utilize
unused bedrooms in the existing inventory
ACTION ITEM OWNERS
Chris Everson & Matthew Gillen
OVERVIEW
There are potentially 400+ underutilized bedrooms within the existing inventory.
Subsidies for the creation of each new bedroom can be some $150,000+ per
bedroom for new development. If incentives can be provided for owners/tenants
with unused bedrooms to move to a smaller unit and free up the unused bedrooms
so that they may be utilized to house people, and if this can be done at a lower cost
than developing new bedrooms, then this can save resources such as development
dollars, staff time and the environmental impact of construction.
Actions/tools needed may include:
• Incentive calculation which multiplies the fee in lieu at the category of the
bedroom being traded in by the number of FTE slots being freed up and
adjusting for depreciation. The amount of the incentive should be less than
the subsidy of developing a new bedroom.
• The household which is rightsizing may apply their incentive, which is
provided from the 150 Fund, to the purchase or rental of an existing or new
unit, when available, and will receive lottery priority to do so.
• Research and inventory specific units with vacant bedrooms and
communicate incentive to owners/tenants
Draft policy for implementation may include:
• Allow priority in lottery for re-location of target households, target
households should be able to use their priority to move to an existing or
new smaller unit as those come available.
• Implement policy with approval from APCHA board and City Council (for
use of 150 funds)
• Prepare incentive offers and agreements, target specific households for
solicitation of incentive
• Possibly of offering the rightsizing household the ability to qualify using
their original category or current category, whichever is lower
• Evaluate the potential use of the Affordable Housing Certificates program
ESTIMATED TIMELINE
Spring/Summer 2022:
Research and inventory specific units
with unutilized bedrooms
Spring/Summer 2022:
Draft policy for implementation - Include
incentive calculation methodology
and priority in lottery for re-sales and
available rentals for re-location of
target households, target households
should be able to utilize their rightsizing
incentive for a move to an available
existing (smaller) unit or a newly
developed (smaller) unit as those come
available
Summer/Fall 2022:
Discussions with APCHA Board &
Aspen City Council
Winter 2022/2023:
Implement policy with approval from
APCHA board and City Council (for use
of 150 funds)
Winter/Spring 2023:
Prepare incentive offers and target
those specific households for solicitation
of incentive
HOW THIS ACTION
INCREASES THE NUMBER
By incentivizing rightsizing to recapture and utilize
unused bedrooms in the existing inventory, we can
maximize the utilization of the existing housing
stock.
CONNECTION TO AACP
The AACP states, “Deed-restricted housing
units should be utilized to the maximum degree
possible.” For every unused bedroom that
can be recaptured and utilized, this saves the
community development dollars, staff time and the
environmental impact of construction.
Development Neutral
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OVERVIEW
APCHA has a responsibility to maximize value to the community and efficiency
and impact of APCHA housing. A simple measure of that impact is ensuring that
APCHA houses the maximum number of individuals possible in the available
housing units. Such a simple measure however, does not take into account
the wishes, goals and needs of APCHA residents, for whose benefit APCHA
properties were constructed. People’s needs and desires change over the years,
thus APCHA must seek voluntary, flexible, incentivized programs to maximize
occupancy in APCHA units.
• Maximum age of Dependent: In November 2021 APCHA lowered the
maximum age of a dependent from 24 to 19 in the employee housing
regulations, to free up space previously used by adult dependents.
• Monitoring “Excess” Units: Through the new HomeTrek system APCHA
can now better monitor and assess unit usage.
• “Buy-Down/Right Sizing”: The APCHA board will examine possible
programs to incentivize people, voluntarily, to move to small units, after, for
example retirement.
• In Complex Bidding: Currently bidders in the same housing complex have
a priority over outside bidders. This policy is an effort to sustain community
ties.
ACTION:
Potential APCHA Policy Actions to
increase number of available units
ACTION ITEM OWNER
Matthew Gillen
ESTIMATED TIMELINE
HOW THIS ACTION
INCREASES THE NUMBER
By providing residents who have outgrown their
properties an incentive – and importantly no
disincentives -- those residents may voluntarily
want to move to another unit.
CONNECTION TO AACP
The plan clearly says: “All deed-restricted housing
units should be utilized to the maximum degree
possible.”
These are ongoing policy actions,
some of which have recently been
implemented – such as the Dependent
Age – and others are still under
development or under consideration
by the APCHA Board.
Policy
OVERVIEW
APCHA has a compliance program to ensure affordable housing units are housing
people who qualify with APCHA’s rules and regulations, as created by APCHA’s
Board of Director. Concurrently, APCHA fully supports keeping qualified people
in their units.
APCHA’s compliance process starts with qualifications. APCHA is continually
seeking to improve performance to ensure that qualified buyers and renters
receive all due consideration during the qualification process, and that unqualified
applicants do not proceed in the process and are clearly and transparently
informed. Similarly, APCHA residents must comply with APCHA regulations,
including but not limited to, residency and work qualifications. It is APCHA’s
responsibility to the Aspen community to resolve noncompliance fairly and swiftly.
• Automated identification of violations: APCHA cross references the list
of all APCHA property with the City’s short term rental database.
• Investigations: While the qualification process is rigorous and requires
income and asset documentation similar to what is required when applying
for a home mortgage, there are rare instances where a renter or owner
has violated the terms of their deed restriction, such as posting their unit
on a Short Term Rental website or putting their APCHA unit into a Trust.
APCHA staff work with an outside attorney to conduct investigations of
possible deed restriction violations.
• Voluntary reporting of violations: “Report a Concern” is a button on
APCHA’s website homepage. This allows members of the community to
notify APCHA of violations. Importantly, it can be difficult for APCHA to
investigate some compliance cases if the reporting individual is anonymous.
• Hearing Officer: APCHA has hired and outside hearing officer to resolve
compliance cases where needed.
• Outreach and Communication: The best way to maintain compliance
is education. APCHA is revamping its communication and outreach
strategies with an emphasis on interactive, accessible forums and
education.
ACTION:
APCHA Compliance Actions
ACTION ITEM OWNER
Matthew Gillen
ESTIMATED TIMELINE
HOW THIS ACTION
INCREASES THE NUMBER
Compliance actions are important because
they ensure that affordable housing units
are being occupied by individuals who meet
the qualifications as outlined in the APCHA
Regulations. Because Compliance is a handled on
a case by case basis and it time intensive, it does
not result in a significant increase in available units.
CONNECTION TO AACP
The plan says, “all deed-restricted housing
units should be utilized to the maximum degree
possible”, which includes ensuring that units are
used by qualified residents.
This is an ongoing effort.
Compliance &
Sustainability
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OVERVIEW
This program has not yet been fully fleshed out. Staff from multiple departments,
including and importantly, Community Development, will need to work on this post
moratorium.
The development neutral program will pursue two different paths. First, policies
and investments will be explored that would lead to the conversion of existing
free-market units into deed-restricted affordable units. Second, the potential of
new streams of revenue form currently unmitigated economic activities and the
high value of real estate will be evaluated.
The revenue would mitigate impacts to the community from real estate
speculation, development, and resulting demands for services. The development
neutral program supports of number of complimentary policies, including
promoting appropriate residential density, re-using and sustaining existing
buildings, mixing free-market and AH units within neighborhoods, and requiring
development to mitigate for its impacts.
Specifically on the topic of “buy-downs”/ purchase of free market property for
the purpose of converting to affordable housing: While past plans have supported
“buy-down” alternatives, there has been little comprehensive effort in this regard.
A “buy-down” program may be an expensive proposition, but this plan calls for
exploring it more thoroughly. The idea is to finally determine if the community is
willing to pay the price for providing long-term affordable housing by converting
existing free market homes, and or affordable housing, rather than building new
homes. This type of program has two significant cost-related challenges:
1. Purchase of free market residential property is typically 1.5X the cost of
developing new residential property, and
2. Converting purchased free market residential property to practical, usable
affordable housing will add additional cost to this effort and could cause
the purchase/conversion process to cost 3X to 4X that of developing new
affordable housing.
It is unlikely that this could be accomplished at any meaningful scale without a 3-
to 5-fold increase to the current affordable housing tax revenues.
ACTION:
Additional Development Neutral Program Elements
ACTION ITEM OWNERS
Phillip Supino &
Pete Strecker
HOW THIS ACTION
INCREASES THE NUMBER
By exacting taxes to generate new revenue, the
City will increase funds available to purchase free
market units to bring into the AH system.
CONNECTION TO AACP
The following AACP statements (among others) support
this action item.
I.1. Achieve sustainable growth practices to ensure the
long-term viability and stability of our community and
diverse visitor-based economy.
I.5. Through good land use planning and sound
decision-making, ensure that the ultimate population
density of the Aspen Area does not degrade the
quality of life for residents and the enjoyment of
visitors.
II.1. The housing inventory should bolster our
socioeconomic diversity.
II.5. Redefine and improve our buy-down policy of re-
using existing housing inventory.
III.2. Promote broader support and involvement in
the creation of non-mitigation Affordable housing,
including public-private partnerships.
IV.2. All affordable housing must be located within the
Urban Growth Boundary.
IV.3. On-site housing mitigation is preferred.
IV.5. The design of new affordable housing should
optimize density while demonstrating compatibility
with the massing, scale, and character of the
neighborhood.
The current buy-down policy permits development with
an AH mitigation requirement to fulfill that requirement
through the purchase and deed-restriction of a free-
market housing unit, adding it to the APCHA system. In
the years since the creation of this policy, free market
housing has increased exponentially in value. Therefore,
individual buy-down units are a far less financially viable
option for development with a mitigation requirement
versus the purchase of AH credits or paying cash-in-lieu.
Simultaneously, the community has seen a significant
decrease in commercial development and, therefore,
the creation of new FTEs requiring housing units as
mitigation. This and other trends have reduced the
prevalence of the development of on-site AH units.
These dynamics have combined to decrease the number
of AH units brought into the system by the private sector,
relying instead on AH credits and City-built projects
to deliver the bulk of new AH units in recent years. It
has also increased the rate of population decline in
residential neighborhoods, undermining city policies
related to a healthy lived-in community, a diversity of
housing types and occupants in neighborhoods, and the
maximum utilization of residential housing units in town.
ESTIMATED TIMELINE
2022: City Council discussion, economic
analysis, case studies and legal analysis,
legislative development
2023: legislative process, TABOR vote
Ongoing: program development and
management
Development Neutral
OVERVIEW
With affordable housing in the Aspen area in such short supply, APCHA has a
responsibility to obtain maximum impact and value from existing APCHA housing
stock, while also protecting residents’ rights and benefit under APCHA regulations.
Part of this effort is maintaining the sustainability and lifespan of APCHA housing
stock. Each APCHA housing unit that has lifespan extended reduces the need for
a new unit.
Owners of APCHA deed-restricted housing units are responsible for upkeep
and maintenance of their homes, but, unlike the free-market housing cannot
recoup the full value (generally restricted to 10 percent), of home improvements
upon sale. Coupled with the fact that, due to the scarcity of housing in the Valley,
sellers find buyers willing to buy less than adequately maintained homes, there are
disincentives for APCHA deed-restricted homeowners to invest and maintain their
homes. Further, some APCHA units, such as mobile homes have a limited lifespan,
and must be periodically replaced.
Some of these actions may require public money for implementation.
Actions:
• Home Inspection Program prior to Resale: APCHA has difficult role while
facilitating the sale of APCHA deed-restricted units, representing both the
seller (and preserving equity gained during the home’s ownership period),
and the buyer (ensuring the home is in acceptable or good condition to buy).
In January 2022, APCHA fully implemented a home inspection program to
improve transparency as buyers and sellers negotiate.
• Mobile Home Pilot Program: APCHA is exploring a pilot program to assist
owners of mobile homes in replacing their homes.
• Sellers Standards/Capital Repairs: APCHA will continue to monitor
and seek ways to maintain the standard of units sold by APCHA owners,
balanced with the equity of the seller.
• Additional Ten Percent Capital Improvement Cap: The APCHA Board
recently voted to allow homeowners to update their deed restriction to
receive an additional ten percent capital improvement allowance to support
the maintenance of homes. This updated deed restriction also allows for
capital improvements above the ten percent cap for approved energy and
water efficiency and life/safety improvements.
• Encourage HOAs to Prepare Capital Reserve Studies: Homeowner
associations should be aware of their potential needs for capital improvement.
APCHA will be looking at the issue of HOA Capital Reserves in the future.
• Hire Contract Grant Writer: APCHA has funding and will hire a grant
writer for funding sources to support individuals who want to make repairs
to their APCHA Deed Restricted Property
ACTION:
APCHA Policy Actions to improve the sustainability of
the APCHA deed restricted housing
ACTION ITEM OWNERS
Matthew Gillen & Diane Foster
ESTIMATED TIMELINE
HOW THIS ACTION
INCREASES THE NUMBER
Maintaining existing housing units is minimizes the
need to replace or perform extensive repairs on
units.
CONNECTION TO AACP
The Aspen Area Community plan calls for
deed-restricted housing units to “be used
and maintained for as long as possible, while
considering functionality and obsolescence.”
These are ongoing policy actions,
some of which have recently been
implemented – such as the Home
Inspection Program – and others are
still under development or under
consideration by the APCHA Board.
Compliance &
Sustainability
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OVERVIEW
At the direction of the City Manager, City and APCHA staff have been active
participants in the Roaring Fork Valley Roadmap process, facilitated by Pitkin
County. The group has embraced the concept of collaboratively address the topic
of workforce sustainability. In October approximated fifty stakeholders participated
in a series of focus groups that included representatives from Roaring Fork Valley
nonprofits, local governments and agencies and the private sector. This group
recommended a specific focus on a regional affordable housing project, there was
also strong support for addressing issues related to diversity, equity and inclusion
as well as mental wellness.
While this project is still in its early stages, there has been active and consistent
participation from all of the Roaring Fork Valley local government staff, along with
DOLA staff. The collective and overwhelming consensus of stakeholders that more
affordable housing is needed in the Valley aligns well with City Council’s critical goal
of increasing the number of affordable housing units.
Concurrently, the Roaring Fork Roadmap team has been in discussions with a
Housing Coalition group that initiated discussions about forming some type of more
formal regional housing group. While that group had a temporary hiatus during the
early part of the pandemic, the group has been meeting again to develop a plan for
better regional collaboration around affordable housing.
These two groups have discussed how working together and in collaboration with
DOLA could yield results. Staff will keep Council updated as this project moves
forward.
In February and March 2022 the Aspen City Council, along with a number of other
local governments in the Roaring Fork Valley, adopted an MOU in support of the
creation of a Regional Housing Non-Profit. It is likely local governments from the
Colorado River Basin will also join this effort
Unrelated to the item above, during the December 2021 City Council Housing
Retreat, the City Council expressed support for Pitkin County considering a county-
wide tax to support affordable housing. The City Council has not taken, nor have
they been asked for a formal position on this topic.
ACTION:
Regional Collaboration
ACTION ITEM OWNER
Diane Foster
ESTIMATED TIMELINE
HOW THIS ACTION
INCREASES THE NUMBER
Affordable housing is an issue facing all
communities in the Roaring Fork Valley and
beyond. Where state and federal funding for
affordable housing will likely be available, a
regional effort is more likely to be successful than
individual localities seeking funding.
CONNECTION TO AACP
While the AACP encourages partnerships, the
AACP is generally silent on regional collaboration
Staff will provide City Council an
update on progress later in 2022
New Development
OVERVIEW
By definition, land banking is the process of acquiring and holding land for future
development, re-development, or land trade.
Success requires cohesive partnerships among a variety of stakeholders, funding
partners, and all levels of government, as well as confidentially. As land is a finite
resource, acquiring sites for future use as affordable housing preserves future
opportunities for the City to act typically in partnership with a private contractor.
The investment in the land can serve as a way to secure more financing options
and at more favorable terms. Land banking positions the City to take advantage of
favorable market conditions.
One of the challenges inherent in land banking is that it takes money away from
today’s projects. Nonetheless, land banking can offer a significant benefit to future
development, in the land costs are nearly always lower now than in the future.
Due to the nature of property acquisition in the public sector, specific properties
cannot be mentioned. Infill development alone cannot address mounting
affordable housing demands. City Council’s policy direction regarding land
acquisition is to consider any and all acquisitions, including partnerships.
Actions:
1. Continue to seek appropriate land for land-banking.
2. Consider an incentive program for sellers ??? Dedicate housing to family
name, other family incentives of value? Consider a tongue in cheek “cash
for homes” marketing effort, which would probably make national news.
3. Consider creating or enabling fast-track for Council approval of potential
contract to buy when needed. For example, 1.22 acres at 688 Spruce
Street was purchased by a private buyer before staff could bring it to
Council’s attention. Land purchase price was in range of other City
projects, ended up a missed opportunity for potentially around 20 new
units.
4. Consider purchase of parcels discussed with Council in executive session.
Consider a means of public discussion for potential conversion of other
City assets.
5. AACP Appendix
III.2.b Explore the creation of a program where the City or County would
provide a tax benefit, payment or life-estate planning or other financial
incentive to a free-market homeowner to include their property in
the City/County’s land banking for future affordable housing. (I - City
Manager, County Manager)
ACTION:
Land Banking
ACTION ITEM OWNERS
Scott Miller & Chris Everson
ESTIMATED TIMELINE
HOW THIS ACTION
INCREASES THE NUMBER
The availability of additional land creates more
housing opportunities, quantifying the number
is very difficult. The increase of AH units is
dependent on several factors: zoning, mass and
scale, NIMBYism, the useful amenities available
to the community, good design, incorporation of
smart growth principles.
CONNECTION TO AACP
The AACP provides guidance with respect to:
• Continuation of the Aspen Idea
• Environmental Stewardship
• Sustainable development
• Emphasis on quality and livability
• Addresses Housing and Daycare needs
While land banking must be an ongoing
action item, the benefits of land banking
actions are not realized until the future.
New Development
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An outcome of the July 2021 City Council Retreat, City Council adopted three Critical Goals in August 2021.
The Housing Critical Goal reads as follows:
Increase number of Affordable Housing Units: In order to deliver an affordable housing
system that is high quality, sustainable, and results in a lived-in community, Council will continue
to evaluate, identify opportunities, plan, partner, facilitate, and leverage existing and new
resources to invest in the development and maintenance of affordable housing.
This will be accomplished through:
• Convening a City Housing Retreat;
• Creating an affordable housing strategic plan;
• Completing Council directed affordable housing development projects;
• Continuing to seek additional affordable housing development opportunities;
• Leveraging and amending regulations and policies in support of affordable housing; and
• Supporting continuous improvement with the APCHA program, including ensuring adequate resources.
Since August 2021 Council has been presented with updates to the Housing Critical Goal and specific actions to further
that goal on a regular basis at Regular Meetings where Council has approved policy, work sessions to provide staff
direction on various affordable housing projects and program and through Information Only Memos.
The three departments primarily responsible for delivering on the Housing Critical Goal – the Capital Asset Department,
Community Development and Housing/APCHA – have all already scheduled appearances before City Council and
Information Only Memos for the entire 2022 calendar year. Rather than a wholesale review of this Housing Strategic Plan,
this Plan is a living document whose contents will be updated throughout the year.
That being said, staff does plan to do an annual review of overall progress and make whatever modifications are necessary
to the plan at that time.
REVIEW PROCESS
In any strategic plan that contains action items, it is also important to identify what action will not be pursued. Below
is a list of action we will not undertake at this point due to one or more of the following reasons
• Council asked staff NOT to pursue this strategy; and/or
• Lower chance of success than other strategies
These items could be pursued at a later date should Council’s policy direction change or is market conditions
change.
• Encourage new free market development in order to receive required affordable housing mitigation results
• Vail InDeed Model – Not pursing this model because
• It creates additional RO units; not the Category of units we need the most
• No rental caps
• No appreciation cap
• Buy-Downs: Buying down existing free-market single family residential and converting to affordable housing
is prohibitively expensive, given available resources and compared to the actions which have herein been
prioritized. Even though Buy-Downs are not a prioritized strategy, this does not preclude entertaining offers
such as a below market-rate offer to the City to buy or create a reverse mortgage for a home.
ACTIONS NOT CURRENTLY PRIORITIZED
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38
2012 Aspen Area Community Plan
HousingHousing
Vision
We believe that a strong and diverse year-round community and a
viable and healthy local workforce are fundamental cornerstones for
the sustainability of the Aspen Area community.
Philosophy
We are committed to providing affordable housing because it supports:
• A stable community that is invested in the present and future of
the Aspen Area.
• A reliable workforce, also resulting in greater economic
sustainability.
• Opportunities for people to live in close proximity to where they
work.
• A reduction in adverse transportation impacts.
• Improved environmental sustainability.
• A reduction in downvalley growth pressures.
• Increased citizen participation in civic affairs, non-profit activities
and recreation programs.
• A better visitor experience, including an appreciation of our
genuine, lights-on community.
• A healthy mix of people, including singles, families and seniors.
Many of the philosophical statements in the 2000 AACP still ring true
today:
“We believe it is important for Aspen to maintain a sense of
opportunity and hope (not a guarantee) for our workforce to
become vested members of the community. ... (We seek) to
preserve and enhance those qualities that has made Aspen a
special place by investing in our most valuable asset – people.”
“Our housing policy should bolster our economic and social
diversity, reinforce variety, and enhance our sense of community
by integrating affordable housing into the fabric of our town. A
healthy social balance includes all income ranges and types of
people. Each project should endeavor to further that mix and to
avoid segregation of economic and social classes ...”
Living in affordable housing is not a right or a guarantee, but a
privilege, carrying with it responsibilities to future generations, such as
long-term maintenance and regulatory compliance.
The creation of affordable housing is the responsibility of our entire
community, not just government. We should continue to explore
methods that spread accountability and responsibility to the private
sector, local taxing districts and others.
We continue to support the following statements from the 1993
and 2000 AACP: “Housing should be compatible with the scale and
character of the community and should emphasize quality construction
and design even if that emphasis increases [initial] costs and lessens
production, [within reason].” At the same time, new construction
should emphasize the use of durable and renewable materials in order
to improve our environmental stewardship.
We should demonstrate our commitment to future generations by
providing educational outreach regarding long-term maintenance
and regulatory compliance by adopting a strategic plan for long-term
maintenance of publicly-owned rental properties, and for handling
“unique” properties, such as those with a sunset on deed restrictions.
APPENDIX A:
HOUSING CHAPTER OF
ASPEN AREA COMMUNITY PLAN
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40
2012 Aspen Area Community Plan
Housing
What’s New in the 2012 AACP
Linkages
The creation of Affordable housing can help reduce pressures on the
valley-wide transportation system by providing housing opportunities
for our local workforce in the Aspen Area, while reducing air quality
impacts associated with a commuting workforce. Affordable housing
is also critical to a viable economy, and helps to ensure a vital,
demographically diverse year-round community. At the same time,
limited opportunities and funds mean we cannot build our way
out of the housing problem, and we recognize that new affordable
housing includes infrastructure costs ranging from transportation
to government services, schools and other basic needs. Controlling
growth and job generation can reduce the pressure to provide
affordable housing.
Housing
Growth &
Economy
Transportation
Community
Character
The re-use of philosophical language from past community plans is
due largely to the long-term support in the Aspen Area for affordable
housing as a critical tool to maintain a strong year-round community.
Some shifts in policy direction for the 2012 AACP can be attributed to
the long-term growth and maturation of the housing program, bringing
greater awareness of the need for long-term capital reserves and
maintenance for individually-owned and rental properties, as well as
publicly-owned rental properties.
Another difference in the 2012 AACP is the decision not to establish a
specific number of housing units to be developed during the 10-year
life of the plan. This should not be perceived as a wavering of support
for affordable housing units. The plan calls for exploring the potential
of a new housing unit goal, but specific research on this topic was not
conducted as part of this plan.
This plan focuses on the ongoing challenges of establishing and
maintaining a “critical mass” of working residents. The policies outlined
in the Housing chapter and related housing mitigation policies in the
Managing Growth for Community & Economic Sustainability chapter
are intended to meet these challenges as the community continues to
provide affordable housing.
At the same time, the 2012 AACP calls for further research on the
physical limits to development in the form of ultimate build-out,
projected future impacts related to job generation, demographic
trends, the conversion of local free market homes and other factors.
This kind of statistical analysis will help inform future decision-making
and goal-setting in a more meaningful way.
Instead, this plan emphasizes the need to spread accountability
and responsibility for providing affordable housing units beyond
the City and County governmental structures, and continuing to
pursue affordable housing projects on available public land through a
transparent and accountable public process.
While past plans have supported “buy-down” alternatives, there has
been little comprehensive effort in this regard. A “buy-down” program
may be an expensive proposition, but this plan calls for exploring it
more thoroughly. The idea is to finally determine if the community is
willing to pay the price for providing long-term affordable housing by
converting existing free market homes, and or affordable housing,
rather than building new homes.
On the Horizon
As the community continues
to provide affordable housing,
it is important to recognize
and understand future
challenges.
We must continue to track
changes to the Colorado
Common Interest Ownership
Act (CCIOA) and update our
housing policies on a timely
basis.
APCHA should vigorously
promote adoption of CCIOA
by existing associations, and
require new associations to
adopt CCIOA.
Lending practices are
changing, resulting in new and
potentially difficult financing.
39
2012 Aspen Area Community Plan
Housing
At the same time, we need a new focus on the issues surrounding
retirement in affordable housing, as we are on the brink of a rising
retiree demographic. In addition, we should continue to provide
housing that accommodates the needs of people with disabilities.
The provision of affordable housing remains important due to several
factors, including the continued conversion of locally-owned homes to
second homes, a trend of a more costly down-valley housing market
and the upcoming trend towards retirement in affordable housing.
With limited vacant land in the Aspen Area and limited public funds, we
cannot build our way out of this challenge.
Our affordable housing program is continually encountering new
crossroads that demand creative thinking, understanding and
thoughtful action.
What’s Changed Since 2000
Since the adoption of the 2000 AACP, a total of 652 new affordable
housing units have been constructed, with another 181 approved but
not yet built. By any measure, these are impressive accomplishments,
but various relevant trends have continued to challenge the goal of
establishing and maintaining a “critical mass” of working residents, as
stated in the 2000 AACP.
While the ratio of local workers living in affordable housing units
increased from 25% to 32% from 2000 to 2008, the ratio of local
workers living in free market homes dropped from 22% to 13%, the
result of continued conversion of locally-owned free market homes to
second homes.
At the same time, the economic boom period of 2004 to 2007 saw a
dramatic increase in the cost of downvalley land and homes, reducing
opportunities for Aspen workers to find free market ownership options
in the valley. While the recession has rolled back prices, this plan must
assume that the economy will experience another period of prosperity
during the life of the plan. In addition, the number of retirees in deed-
restricted housing is estimated to jump from approximately 310 today
to more than 800 in 2021.
The 2007 Housing Summit considered all these factors and more. The
primary outcome of the Summit was to encourage additional “land-
banking,” which ultimately resulted in the purchase of the BMC West
property, a parcel at 488 Castle Creek Road and others. The 2008
Affordable Housing Plan evaluated 15 potential sites for affordable
housing units, identifying a range of up to 685 possible housing units.
Aspen Area Housing
History
In the early 1970’s free-
market housing that had
primarily housed local
employees was being
demolished and redeveloped
as second homes. By
1974, the City and County
began addressing this trend
by establishing separate
affordable housing programs
and 14 years later formed
the joint Aspen/Pitkin County
Housing Authority (APCHA).
APCHA is currently funded
through a City of Aspen sales
tax and a Real Estate Transfer
Tax (RETT).
The State enacted legislation
in 2001 granting Housing
Authorities across the state
specific powers to raise
revenue through sales taxes,
use taxes, an ad valorem
(property) tax, and/or a
development impact fee. To
date, APCHA has not pursued
these revenue sources. The
City of Aspen has a housing
sales tax, and both the City of
Aspen and Pitkin County have
Housing Mitigation fees.
APCHA operates under the 4th
Amended Intergovernmental
Agreement between the
City of Aspen and Pitkin
County. This agreement has
eliminated APCHA’s role as an
active developer of workforce
housing; that role has been
assumed by the City of Aspen.
Currently, APCHA is principally
involved in the qualification,
sales, and enforcement of
the housing program and is
involved in the oversight of
over 2,800 units of deed-
restricted housing. The
APCHA Board of Directors
alone, or in concert with
other entities, suggests new
policy, programmatic changes,
and legislation, or makes
recommendations, as required
by the City, County or State.
53
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2022-2026 — Affordable Housing Strategic Plan
40
42
2012 Aspen Area Community Plan
Housing
Policy
Categories
Housing Policies
IV. LAND USE & ZONING
IV.1. Affordable housing should be designed for the highest practical
energy efficiency and livability.
IV.2. All affordable housing must be located within the Urban Growth
Boundary.
IV.3. On-site housing mitigation is preferred.
IV.4. Track trends in housing inventory and job generation to better
inform public policy discussions.
IV.5. The design of new affordable housing should optimize density
while demonstrating compatibility with the massing, scale and
character of the neighborhood.
IV.6. The residents of affordable housing and free-market housing
in the same neighborhood should be treated fairly, equally and
consistently with regard to any restrictions or conditions on
development such as parking, pet ownership, etc.
V. HOUSING RULES AND REGULATIONS
V.1. The rules, regulations and penalties of affordable housing should
be clear, understandable and enforceable.
V.2. Ensure effective management of affordable housing assets.
Incentive Program, Proposed
Code Amendment
Proposed Code Amendment
Work Program for Planning
Department & APCHA,
Proposed Amendment
Data Needs
Proposed Code Amendment
Proposed Code Amendment
Work Program for APCHA
Work Program for APCHA
41
2012 Aspen Area Community Plan
Housing
Policy
Categories
Collaborative Initiative
Collaborative Initiative, Work
Program for APCHA
Collaborative Initiative, Work
Program for APCHA
Collaborative Initiative
Incentive Program, Proposed
Code Amendment
Housing Policies
I. SUSTAINABILITY AND MAINTENANCE
I.1. Affordable housing should have adequate capital reserves for
major repairs and significant capital projects.
I.2. Deed-restricted housing units should be utilized to the maximum
degree possible.
I.3. Deed-restricted housing units should be used and maintained for
as long as possible, while considering functionality and obsolescence.
I.4. Provide educational opportunities to potential and current
homeowners regarding the rights, obligations and responsibilities of
home ownership.
I.5. Emphasize the use of durable and environmentally responsible
materials, while recognizing the realistic lifecycle of the buildings.
II. PROGRAM IMPROVEMENTS
II.1. The housing inventory should bolster our socioeconomic diversity.
II.2. Affordable housing should be prepared for the growing number of
retiring Aspenites.
II.3. Employers should participate in the creation of seasonal rental
housing.
II.4. Employers who provide housing for their workers through
publicly-owned seasonal rental housing should assume proportionate
responsibility for the maintenance and management of the facility.
II.5. Redefine and improve our buy-down policy of re-using existing
housing inventory.
II.6. Eliminate the Accessory Dwelling Unit (ADU) program, unless
mandatory occupancy is required.
III. FISCAL RESPONSIBILITY
III.1. Ensure fiscal responsibility regarding the development of
publicly-funded housing.
III.2. Promote broader support and involvement in the creation of non-
mitigation Affordable housing, including public-private partnerships.
Community Goal
Community Goal, Work
Program for APCHA
Collaborative Initiative,
Incentive Program
Collaborative Initiative,
Incentive Program
Work Program for APCHA
Proposed Code Amendment
Collaborative Initiative
Collaborative Initiative,
Incentive Program
54
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2022-2026 — Affordable Housing Strategic Plan
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2022-2026 — Affordable Housing Strategic Plan
42
CONNECTION TO AACP
Within the introduction of the 2012 Aspen Area Community Plan, two of the stated central themes are “Emphasize the quality and
livability of affordable housing.” and “Provide for a critical mass of year-round residents.”
Within the housing implementation portion of the appendix of the AACP is an implementation step that, in part, states, “Amend the
Housing Guidelines to establish livability standards that promote pride of living in affordable housing.”
And although the AACP also encourages area employers to participate in the creation and maintenance of seasonal rental housing,
the sections shown above, along with many other such statements in the AACP, support the Housing Philosophy stated within the
AACP, which aims to nurture a stable, year-round community, with a reliable workforce with an opportunity to live near where they
work, and with a healthy mix of people, including singles, families and seniors.
LIVABILITY AND COMMUNITY ENGAGEMENT
For public affordable housing developments, the City of Aspen performs typically performs rigorous community engagement, seeking
input from the community at large and neighborhood stakeholder groups. A significant portion of such community engagement is
typically devoted to affordable housing elements related to livability.
At each stage of the design development process, input received from the community engagement process is typically filtered
through Aspen City Council. This often results in a careful balance of various priorities such as livability, quality, neighborhood
impacts and project cost. And there are many more detailed project elements that require balancing as well, such as environmental
sustainability, accessibility, total cost of ownership or tenancy, constructability and more. These topics are interconnected with the
meaning of livability among the Aspen affordable housing community.
LIVABILITY – GENERAL PRINCIPLES
Goals: Housing developments should endeavor to balance the principles of community, livability and quality against impacts such as
unreasonable levels of cost and construction activity intrusion. Housing structures should utilize land as efficiently as possible and
should seek construction efficiencies to levels that do not sacrifice livability beyond levels that are not consistent with these goals.
Architecture should be sensitive to neighborhood context to the extent possible while achieving these goals.
Density: Density should be considered as more than just a number and should consider neighborhood context, available open space,
amenities and other considerations related to community character. Successful housing developments have been created in Aspen
with density ranging from around 7 units per acre up to nearly 80 units per acre.
Quality: Quality construction should be employed to mitigate sound and vibration transmission and to promote energy efficiency. It
is important to people not to feel as densely housed as they actually are, and it is possible to invest in construction quality, up to a
point short of diminishing returns, to make a densely populated facility feel as livable as possible given available resources.
Environmental Sustainability: Environmental sustainability standards which are consistent with community goals should be integral
to the construction quality program. Investments in sustainability measures should be carefully prioritized to be consistent with
housing development goals.
Housing Unit Sizes: Housing for a diverse population of income levels should not discriminate livable space based on incomes.
Creating equitably sized housing units of standardized sizes can create construction efficiencies and increases flexibility to transfer
units among households of different income levels. The Colorado Division of Housing has established “indicators of modest but
decent housing” with suggested sizes of 500 square feet for studio or efficiency units, 700 square feet for one-bedroom units, 900
square feet for two-bedroom units and 1,200 square feet for three-bedroom units.
necessary and where a high level of livability is otherwise demonstrated, with reduction criteria such as significant storage space,
above average natural light, efficient/flexible unit layout, site amenities including parks and open space, and above ground unit
versus below ground units.
APPENDIX B:
COMMUNITY AFFORDABLE HOUSING
AND LIVABILITY
55
CITY OF ASPEN
2022-2026 — Affordable Housing Strategic Plan
45CITY OF ASPEN
2022-2026 — Affordable Housing Strategic Plan
44
facilities should meet local codes and guidelines related to “wildlife-proof” requirements and recommendations and should otherwise
be consistent with wildlife management practices. Mail and transit stop facilities should attempt to keep people separated from
areas which could potentially attract bears or other wildlife.
Site Lighting & Facilities: Site lighting should provide safety while remaining contextually sensitive and where possible should
employ the use of timers and/or sensors to be as energy efficient as possible. Guide-on principles can be equally safe and less
intrusive than flooding large areas with light. External availability of water and electrical sources are amenities that tenants and/or
homeowners highly appreciate. “Dark skies” and other code-related requirements and recommendations should be rigorously met.
Public Transportation: Access to public transportation is a must. Reduction of daily automobile trips should be encouraged through
availability of convenient, multi-modal transportation alternatives.
LIVABILITY – CHECKLIST
The outline below is a useful inventory of decision points for considering characteristics which affect livability.
Density, Environmental Sustainability, Accessibility
Family oriented vs. non-family oriented
Working vs. retirement orientation
Flats versus multi-level townhomes & accessibility
On-grade access, stairs to get to unit, below-grade, partial below grade units
Ceiling heights greater than 8 feet, 8’-6” to 9’-0 where possible
Minimum bedroom size, 10 feet
Storage
Internal to the unit, Kitchen cabinets, Laundry, Foyer/mud – front and rear, linen closets, oversize bedroom closets (upper
shelves for seasonal storage), Additional unfinished areas, storage closets under stairways
Lockable external storage, enclosed preferred to cages, proximity to unit, outdoor gear storage, bikes, kayaks, skis,
snowboards, fishing, etc.
Trash/recycling/compost & mail facilities
Proximity to units, aesthetics, durability, parcel boxes, wildlife-proofing, separating trash from mail due to wildlife safety,
lighting
Outdoor living
Private outdoor space is preferred by most people, grill, patio, enlarged covered balconies, avoid drip through, snow
barriers/trellis
Parking
Location on site and relationship to pedestrians, streets/alleys
Quantity per unit, per bedroom
Above grade uncovered, above grade covered, lots, street, head-in, parallel, angle, on-site, offsite
Guest / visitor / service usage, loading zone
Accessible parking
Proximity to unit
Dimensions of spaces / access, geometry of getting in and out
Integrated storage with parking
Snow removal, snow storage, haul-off, street clearing, secondary clearing
Public space/recreation
Location, trail, pedestrian access, on-site open site areas, landscape
Flexible use spaces, fencing, demarcation, open
Child safety, dog parks, community gardens, programmed spaces
Access to public transportation
Secure, covered bike storage at transportation nodes
The APCHA Affordable Housing Development Policy includes the following Minimum Unit Sizes and defines an “occupancy standard”
based on 400 square feet per “employee”.
Unit Minimum Net Sq Ft Occupancy Standard
Studio 500 1.25
1-Bedroom 700 1.75
2-Bedroom 900 2.25
3-Bedroom 1,200 3.00
In practice, the occupancy standard is less of an actual counting mechanism for occupancy and more of a conversion tool and
general benchmark related to the 400 square feet per “employee” standard.
The APCHA Affordable Housing Development Policy allows for the reduction of unit sizes by up to 20% in cases where both
necessary and where a high level of livability is otherwise demonstrated, with reduction criteria such as significant storage space,
above average natural light, efficient/flexible unit layout, site amenities including parks and open space, and above ground unit
versus below ground units.
Accessibility: Affordable housing facilities should be accessible above and beyond code requirements where possible. Varying
levels of accessible dwelling units include Type A Full Accessibility, Type B Adaptable and Type C Visitable. Type A Full Accessibility
units should be included at or above code minimums, and all other unit should be Type B Adaptable where possible. Townhome units
or units which otherwise include a stairway internal to the unit should be Type C Visitable, and Universal Design should be used in
common area facilities.
Noise and Air Quality: Locations for affordable housing should be sought which have favorable noise and air quality characteristics.
For locations where noise and air quality characteristics are not without flaws, mitigation techniques should be implemented to
reduce adverse impacts to reasonable levels.
Pedestrian Safety and Automobile Circulation: Whenever possible, housing developments should prioritize pedestrian movement
over automobile movement and pedestrian safety over automobile circulation.
Community Open Space: Community open space should be created to maximize the use of available land and should be landscaped
to facilitate peaceful, playful and socially interactive enjoyment with turf or low-grow grasses as well as strategically placed shrubs
and trees to facilitate demarcation of areas and/or privacy where needed. A mix of non-programmed and lightly programmed areas
are encouraged.
Parks and Trails: Parks and trails provide community benefits and should be connected to housing developments where possible.
The use of boulder retaining walls can create material cost efficiencies and can be a contextually sensitive means of retaining earth
as opposed to engineered alternatives.
Parking and Storage: Parking and storage are key attributes that relate to day-to-day interaction with a housing facility. Local
workers may not use their cars every day, but they have a right like everyone else to keep a car in their possession, particularly
because Aspen is a remotely located City. Affordable housing units do not generally afford the amount of space that suburban
living in America generally affords so convenient access to a reasonable amount of storage space is a key attribute to any housing
unit. Parking and storage should be located within reasonable distance to one’s housing. The use of carport structures can be an
equitable means of providing covered parking without a high level of expense and can be used where needed to retain earth or
serve as sound barriers from nearby sources of noise.
Total Cost of Ownership: Total cost of ownership or total rent should be considered in affordable housing designs. The use of
durable assemblies and materials as well as low-maintenance mechanical systems along with operational efficiency considerations
such as ease of snow removal and landscaping can help keep long-term costs down. Thoughtful design for management of snow,
ice, moisture and freeze/thaw conditions can eliminate the need for gutters and downspouts and can help keep maintenance costs
down.
Wildlife: Sensitivity to wildlife and surrounding open areas is extremely important. Trash, recycling and compost staging
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2022-2026 — Affordable Housing Strategic Plan
46
Noise
Unit-to-unit transmission, wall/wall, floor/ceiling, STC, IIC
Outdoor noise, mitigation, berms, trees, façade
Lighting
Natural light
Indoor lighting
Exterior lighting
Ventilation / heating / cooling
Low voltage & electric - controls, network outlets, electric outlets, cable/satellite, utility usage, lighting, etc.
Laundry in unit versus common, size & fit, maintenance, availability
Heating – type
Heat pumps (cooling?), mini splits, ducted, radiant, baseboard, cove
100% electric where possible
Common vs. in-unit
Hot water heating – common versus in-unit, tank, tankless, efficiency, accessible location, floor drain
Solar and PV accessibility/orientation, roof space for p/v, rooftop decks
Pets, service animals, emotional support animals, cleanup, bags, dna testing
Landscaping
Turf, native grasses, low-grow, low water
Upkeep, Irrigation
Hose bibs
Community gardens
Stormwater, raingardens
Kitchen
Single, double sinks
Electric appliances, refrigerator, dishwasher, disposal, range type, microwave, range hood externally vented
Solid countertops, island or space for dining table
Trash, recycling, compost
Storage, cabinets, soffits, natural light/windows
Bathrooms
Quantity per unit
Lighting
Tubs, showers, toilets
Storage
Ventilation
Finishes, durability, aesthetics
Sinks, single vs. double, fixture counts, types
Maintenance
Access to HVAC equipment, accessible filter locations, spare filters
Appliances, Floor coverings
NOTES
57
www.aspen.gov // 427 Rio Grande Place, Aspen, CO 81611
58
Notes:
•The information in the presentation is taken from a report by Economic and Planning Systems which was prepared for the City of Aspen in late 2021.
•The report primarily utilized US Census data, American Community Survey data and Colorado Quarterly Census of Employment and Wages (QCEW)
data. Additional data sources include DOLA, BLS and recorded real estate transaction data.
•In some cases within this presentation, the years 2020 and 2021 have been omitted due to data irregularities caused by impacts of Covid-19.
Contents:
1. Pitkin County Employment/Job Growth Trends
❖Total Pitkin County Employment/Job Growth Since 2010
❖Employment/Job Growth by Sector
❖Top Five Employment Growth Sectors
❖Incomes for Jobs in Top Sectors
❖Job Growth by Area Median Income
2. Production of Housing
❖Income Levels of Recent RFV Housing Developments (not in Aspen)
❖Continuing the Mismatch of Housing Development and Worker Income Levels
❖Filling the Housing Income Gap -City of Aspen Housing Developments
❖The High Cost of Developing Housing in Aspen
Production of Housing at Income Levels Suitable for Job Growth in Pitkin County
59
Total Pitkin County Employment/Job Growth Since 2010
Since 2010, total employment in Pitkin County was up by 12% by 2019, but due to Covid impacts, declined to 11% by 2021.
This is an increase of approximately +1,700 jobs in Pitkin County since 2010.
60
Pitkin County Employment/Job Growth by Sector
❖The top five growing job sectors accounted for 87% of job growth from 2010 to 2019.
❖Accommodation & Food Services, Arts & Recreation, and Retail accounted for 58% of job growth.
❖The remaining two of the top five contributors were Public Administration and Real Estate.
61
Top Five Employment Growth Sectors in Pitkin County
Notes about the sectors Accommodation & Food Services, Arts & Recreation, and Retail:
❖Three of the top five growing job sectors in Pitkin County
❖Collectively comprise 58% of total job growth in Pitkin County
❖These job sectors are essential to Aspen’s tourism economy
❖Incomes tend to be lower than the other top employment sectors
62
Incomes for Jobs in Top Sectors
❖Looking at data that further breaks down the top job sectors in Pitkin County,
many of those incomes are below 85% of Area Median Income (AMI).
And there is also significant growth occurring in number of jobs with wages from 85% to 120% AMI.
63
Job Growth by Area Median Income
❖In fact, jobs with incomes from 85% to 120% AMI are the fastest growing income cohort in Pitkin County.
❖And a large component of job growth is also occurring for jobs with incomes from 50% to 85% of AMI
Combined, more than 80% of job growth in Pitkin County is occurring for jobs with wages from 50% to 120% of AMI.
In the Aspen Pitkin County Housing (APCHA) Income tier system, these are income Categories 2 and 3.
Number of jobs added in Pitkin County from 2010-2019
APCHA Income Category => 1 2 3 4 5 RO+
64
June 2022 Roaring Fork Valley MLS Sales Data
Rolling 12-Month Median Sale Price Single Family and Townhouse/Condo
2022 Year to Date
Median Sales Price for
Townhouse/Condo:
•$2,950,000 Aspen
Up 68% from 2021
•$1,670,000 SMV
Up 104% from 2021
•$526,725 Old SM
Up 30% from 2021
•$920,000 Basalt
Up 48% from 2021
•$933,673 C’dale
Up 56% from 2021
•$525,000 GWS
Up 45% from 2021
65
Income Levels of Recent RFV Housing Developments (not in Aspen)
❖The recent RFV housing developments shown below produced 350+ housing units.
❖But less than 30% of units were for workers with incomes at or below 120% of AMI.
In fact, none of the units produced on this list, some of which are free market developments and some of which are affordable
housing developments, are a fit for workers with incomes from 85% to 120% of AMI, Aspen’s fastest growing income cohort.
66
Continuing the Mismatch of Housing Development and Workforce Income Levels
❖The final phase of Willits in Basalt looks to be heading in a similar direction.
❖With about 20% of units aimed at households with incomes at or below 120% AMI.
❖And about 80% of units aimed at household incomes above 120% AMI.
❖This information suggests that many RFV developments appear to be creating three-to four-times more
housing for household incomes over 120% AMI than for household incomes at or below 120% AMI.
❖This appears to be opposite what is needed for local workforce housing as we move forward.
We are starting to hear more pushback
than ever over housing Pitkin County
workers in affordable developments in
communities outside Pitkin County.
In some cases, this is being used as a
wedge issue to rationalize more housing
serving incomes greater than 120% AMI.
67
Filling the Housing Income Gap -City of Aspen Housing Developments
❖Over the course of roughly the next 10 years, the City of Aspen is planning to develop the 356 units shown below.
❖286 units (80%) are aimed at serving Pitkin County workers having jobs with incomes of 120% AMI or less.
❖70 units (20%) are aimed at serving Pitkin County workers having jobs with incomes from 120% to 240% AMI.
❖Although future job generation is TBD, let’s assume for a moment that roughly another 1,700 jobs are added in the next 10 yea rs,
❖These units would house less than 30% of new worker households added over that 10-year period. It’s not enough!
In the past 20 years,
the City of Aspen
produced nearly
400 affordable
housing units.
Since 2010, Aspen’s
housing mitigation
credit program
produced about
another 75 units.
68
The High Cost of Developing Housing in Aspen
❖In 2015, the City of Aspen completed development of 82 for-sale units at Burlingame Ranch Phase 2 for a cost of
approximately $260,000 per bedroom, including all costs such as land and infrastructure.
❖The City of Aspen is currently constructing another 79 for-sale units at Burlingame Ranch Phase 3, the final cost of
which are projected to be approximately $380,000 per bedroom, including all costs such as land and infrastructure.
❖The national average is closer to $100,000 to $120,000 cost per bedroom for multifamily development.
❖Although we see spikes in construction cost increases, our experience is around 6%per year in construction cost
increases on average, for working-class level multifamily residential housing projects.
❖When Aspen City Council approved 161 new units at Burlingame Ranch Phases 2&3 back in 2011 (Ordinance 22 of
2011), they did not know at the time exactly how the City would be paying to implement the units which are
currently under construction in 2022.
❖Increasing construction cost is not the only uphill battle. Land cost increases have become the primary constraint
with (depending upon whose numbers you prefer) increases of some 20% annually and spiking up to 100%!
❖Due to exhausting land and funding resources, the City of Aspen has no other housing developments in the current
pipeline, no further resources to use to stem the rising costs of housing local workforce to serve local businesses.
69
The High Cost of Developing Housing in Aspen
•City of Aspen cost and subsidy data for phased implementation of Burlingame Ranch affordable housing development
•Projected phased implementation project cost estimate for Lumberyard affordable housing development
•Increasing subsidies are due to costs increasing at a higher rate than sales price increases
Lumberyard
Units:277 Cost per Unit:$1,533,387
Bedrooms:467 Cost per Bedroom:$909,525
FTEs:590 Cost per FTE:$719,607
Livable Sq Ft:258,650 Cost per Livable Sq Ft:$1,642
Lumberyard subsidy is TBD with Phases 1 & 2 currently scheduled to be for rent for
APCHA income Categories 1-5 and with Phase 3 currently scheduled to be for sale for
APCHA income Categories 2-5.
based on
schematic design
70
Median and Average Home Values, May 2021 – May 2022 for Communities in the Roaring Fork and Colorado River Valleys
Source of Housing Prices: Colorado Association of Realtors, through Aspen Board of Realtors,
aspenrealtors.com/statistical-reports-by-town/ Housing prices are based on sales from May 2021 through May of 2022.
* Household income necessary to afford median household price with 20% down payment. Affordability set at 36% Debt to Income Ratio.
Assuming 5.6% interest rate. Income rounded up. Source: Nerd Wallet Calculator, nerdwallet.com
Aspen Snowmass
Village
Basalt Carbondale Missouri
Heights
Glenwood
Springs
New Castle Rifle
Single Family
Median $13,750,000 $6,136,250 $1,565,000 $1,736,250 $1,800,000 $805,500 $595,000 $430,500
Single Family
Average $18,156,750 $7,753,106 $1,918,500 $1,906,893 $2,459,065 $916,476 $634,741 $468,376
Income
Needed* $2,362,000 $1,065,000 $286,000 $316,000 $327,000 $157,000 $120,000 $93,000
Multi-Family
Median $2,950,000 $1,670,000 $920,000 $933,673 N/A $525,000 $400,000 $294,750
Multi-Family
Average $4,587,000 $2,052,325 $1,090,818 $963,344 N/A $506,144 $395,555 $274,000
Income
Needed* $522,000 $304,000 $177,000 $179,000 N/A $109,000 $88,000 $70,000
71
Advocacy, information, and training to build strong cities and towns
7 Colorado Municipal League Newsletter, Vol. 48, No 13 July 1, 2022
RESEARCH CORNER: COST OF LIVING AND HOUSING
he Colorado Health Foundation released
the first batch of findings from the 2022
Pulse: The Colorado Health Foundation Poll,
an annual look at the priorities, perspectives,
and experiences of Coloradans. The first
phase of the results of the survey conducted
in April of 2022 reveals Coloradans’ perspec-
tives on cost of living and housing. View full
results at https://bit.ly/39CvLNB
3 PUBLIC PERCEPTION
1 COSTS OF LIVING
2 ALL INCOME LEVELS
T
50%
About 9 in 10 Coloradans think the rising cost of living and the cost of
housing are “extremely serious” or “very serious” problems. Homelessness
also ranked highly as a concern.
RISING COST OF LIVING
THE RISING COST OF LIVING
COST OF HOUSING HOMELESSNESS
4 MAKING SACRIFICES
5 RESOURCES FOR LOCAL OFFICIALS
32%48%24%
32%32%
31%49%22%
26% 52% 13%
Nearly one-third (30%) of respondents are worried about losing their homes
because they can’t aord the rent or mortgage. Many Coloradans, especially
renters, report making sacrifices to pay rent or mortgage in the past year.
TOTAL RENTERS HOMEOWNERS
Worked multiple jobs, or more hours than wanted
Housing
38%Food / groceries
30%Fuel / gas / oil
95%< $30,000
83%$100,000+
93%$30,000-$50,000
87%$75,000-$100,000
93%$50,000-$75,000
COST OF HOUSING
93%< $30,000
82%$100,000+
89%$30,000-$50,000
89%$75,000-$100,000
88%$50,000-$75,000
Percentage of respondents most concerned
with the price of:
Coloradans of all income levels are concerned
about the cost of living and housing. Respondents
reporting the below problems as “extremely
serious” or “very serious,” by household income:
Could not aord to move
out of undesirable housing
Avoided asking landlord to fix problems*
Cut back or went without other needs
*Only asked of renters
Explore CML’s Housing Resource page at https://bit.ly/39I7Dcb. Read sample
housing assessments and plans, view grant opportunities, and learn how munici-
palities around the state are addressing challenges.
CML is a sponsor of the Colorado Health Foundation’s six-part “Reimagining
Housing Solutions” training series, designed to equip Colorado’s local leaders to
as they work to address their community’s urgent housing needs. View past
recordings and register for upcoming trainings at https://bit.ly/3N1qyfO.
Join Rural LISC’s virtual “Rural Talks: Housing” for a no-cost opportunity to hear
about research trends in rural housing, federal priorities related to rural housing,
and opportunities and solutions being implemented around the United States.
Learn more and register at https://bit.ly/3QwSOtN.
Extremely serious
Very serious
Somewhat serious
Not too serious or don’t know
61%27%
10%2%
61%25%
11%3%
39%
33%
21%
7%
72