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04-27-09 Town Council PacketSNOWMASS VILLAGE TOWN COUNCIL SPECIAL MEETING AGENDA APRIL 27, 2009 PLEASE NOTE THAT ALL TIMES ARE APPROXIMATE — ITEMS COULD START EARLIER OR LATER THAN THEIR STATED TIME CALL TO ORDER AT 5:00 P.M. Item No. 1: ROLL CALL Item No. 2: PUBLIC NON-AGENDA ITEMS 5-minute time limit) Item No. 3: COUNCIL UPDATES Item No. 4: COMPREHENSIVE PLAN REVIEW— TRANSPORTATION AND VISION Time: 2.5 hours) ACTION REQUESTED OF COUNCIL: Council is requested to review the Transportation and Vision Chapters of the Comprehensive Plan Comp Plan Team (Russ Forrest, Chris Conrad, Lesley Compagnone, Jason Haber, David Peckler) Page 1 Item No. 5: MANAGER'S REPORT Time: 10 minutes) Russ Forrest Page 9 Item No. 6: ADJOURNMENT NOTE: Total time estimated for meeting: Approx 3 hours (excluding items 1-3 and 5-6) ALL ITEMS AND TIMES ARE TENTATIVE AND SUBJECT TO CHANGE WITHOUT FURTHER NOTICE. PLEASE CALL THE OFFICE OF THE TOWN CLERK AT 923-3777 ON THE DAY OF THE MEETING FOR ANY AGENDA CHANGES. MEMO To: Town Council From: Russ Forrest, David Peckler, Susan Hamley, Lesley Compagnone,Jason Haber, Chris Conrad Date: April 27, 2009 Re: Review of Chapters 2 and 8—Update to the Comprehensive Plan 1. HOUSEKEEPING Per your request, we have provided you with a red-lined version of Chapter 9— Housing. This enables you to see where your changes were made. Please do a quick scan one more time to see that your changes were captured properly. We will need to accept the changes" to make the document a final draft for submission to Winston and Associates. 2. TODAY'S REVIEW A. Chanter 2: Community Character and Vision Focus on: Aspiration Statement—The Town of Snowmass Village Aspiration Statement was added by Planning Commission in its review. Character and Goals—This is important because these traits and goals are the umbrella under which all other chapters live. The Policies in chapters 3 through 9 are aligned with the Character and Goals set forth in Chapter 2. They should not compete with each other. Of Note- Please refer to Chapter 10: Actions and Implementation any time you need during this chapter review. B. Chanter 8: Transportation: Focus on: Existing Conditions and Guiding Principles—This section is a synopsis of the current state of the transportation components in Snowmass Village. It addresses the state of the following components in the peak periods: roadways, transit systems, parking facilities, and pedestrian circulation. Policies—There are 13 policy recommendations in the chapter. The first two policies are truly the meat and substance of the update. They recommend looking at all the components of the existing and future transportation system through the study of person trips" on every form of mobility. Future land use applications will be evaluated based on their impact to and sustainability of an integrated transportation system. Of Note—The new policies still identify issues to preserve the quality of the alpine resort community. They focus on restricting future traffic growth through a number of recommendations: link land use to mobility options, centralize employee housing and improve pedestrian mobility, cap core area parking but allow relocation of required parking, promote the increased use of transit, and strive to preserve transit corridors for future technologies. 3. PROPOSED REVIEW SCHEDULE April 20—Chapter 9: Housing (60 minutes) April 27th—Chapter 2: Community Character and Vision and Chapter 8: Transportation (2 hours) May 4 h—Chapter 1: Comprehensive Planning Process (60 minutes) May 18th—Chapter 7: Built Environment(60 minutes) June 1"—Chapter 4: Regional and Community Economics and Chapter 5: Community Services, Facilities and Amenities (60 minutes) June 15`h—Chapter 6: Environmental Resources and Chapter 3: Community Arts (60 minutes) July 6`h—Chapter 10: Actions and Implementation (60 minutes) 1 Chapter 9 Workforce Housing 2 3 January, 2009) 4 5 Strategic Objectives 6 The Town of Snowmass Village, as a resort community, considers the provision of affordable 7 employee housing (workforce housing) to be a critical element of our success. We aspire to 8 provide such housing to all full-time employees - as defined in the Land Use and Development 9 Code (LUDC) — who desire to live in Town with requirements that can be reasonably met. 10 Achieving this objective will assure an adequate workforce, create a diverse, vibrant community 11 and lessen the environmental impacts. 12 13 Background 14 The Town of Snowmass Village has historically been a leader in providing workforce housing for 15 employees. However, the demand for affordable housing remains a pressing issue in 16 Snowmass Village and the region.The median income of a three-person household in the Town 17 of Snowmass Village was $87,800. This income, based on a 2008 housing study from RRC 18 Associates, can afford a home valued at approximately $350,000. The median sales price of a 19 free market single-family home in Snowmass Village in 2007 was$3.96 million and$950,000 for 20 a multi-family unit(Coates, Reid, and Waldron,2007): Resort communities including Snowmass 21 Village have increasingly found the issue of work force housing challenging considering the 22 income levels supported by the resort service industry and the escalating price of free market 23 housing. The Town of Snowmass Village and Aspen have historically depended on employees 24 finding affordable housing down valley (Basalt to Rifle). However, with the oil and gas industry 25 in the area growing at a rapid pace, employees are finding jobs closer to home. In addition, 26 home values from Rifle to Snowmass Village are now out of reach for many service employees. 27 Maintaining both a quality work force, and a strong community, has required an aggressive 28 housing policy and these needs have only grown with additional job opportunities up and down 29 the Roaring Fork Valley. 30 31 It should be recognized that there are cycles in the labor and housing market. The policies 32 reflected in this chapter reflect long-term observations and trends in the labor and housing 33 market in Snowmass Village. 34 35 Existing Conditions and Guiding Principles 36 The critical issues associated with workforce housing include: 37 38 Total Jobs: In 2007 and 2008, RRC Associates was hired to determine how many 39 jobs and employees exist in Snowmass Village and where they live. They were also 40 asked to evaluate how many jobs Snowmass businesses generated. RRC concluded 41 that in the winter(06/07) there were 3,914 peak winter jobs and 2,474 summer jobs. 42 Each employee, on average, works 1.35 jobs in the winter and 1.3 jobs in the 43 summer (See Table 1). Based on the number of jobs in the Town of Snowmass 44 Village, there are 2,900 employees in the winter and 1,903 employees in the 45 summer. Based on the information in Table 2 there appears to be 1,740 full time 46 year round employees working in the Town of Snowmass Village. 47 48 Town of Snowmass Village Comprehensive Plan Chapter 9:Workforce Housing January, 2009 Page 1 1 2 Table 1: Current makeup of jobs/workers Winter 2006107 Summer 2006 Year-round jobs 1,659 42.4% 1,659 67.0% Seasonal lobs 2,256 57.6% 815 33_0% Total jobs 3;914 100.0% 2,474 100.0% 1 Average iobslworker 1.35 1_3 Employed persons 2,900M 1,903 3 Source: Colorado Dept.of Labor and Employment QCEW employer address files; 2008 4 I TOSV Employee Housing survey by RRC Associates. Seasonal employees represent 5 40% of total employees. 6 7 Historical Policy: Over the history of Snowmass Village, housing goals and polices 8 have fluctuated. The 1998 Comprehensive Plan stated policy was to house 60 9 percent of Snowmass Village employees. In addition,the 1998 Plan included a 10 policy to"increase employee housing mitigation requirements for developers so that 11 they mitigate 100 percent of their housing impact."The Land Use Code in 2008 12 requires that developers provide housing for 45 percent of new employees generated 13 from a project. 14 Where Employees Live: Table 2 summarizes where Snowmass Village employees 15 live. Of note,49 percent or 852 people of Snowmass Village's full time(work summer 16 and winter)employees (1,740 people)live within Town. Of the roughly 2,900 17 persons employed in Snowmass Village in the winter, approximately 1,100 (39 18 percent)are Snowmass Village residents,while approximately 1,800(61 percent) 19 commute from elsewhere.). This adds significantly to the daily traffic volume on 20 Brush Creek Road. It also should be noted that 23 percent of workers that live in 21 Snowmass Village in the winter out-commute to other communities such as Aspen. 22 If hypothetically,all these out-commuters worked in Snowmass Village,the Town 23 would house 50 percent of its total winter peak season workers. 24 Table 2:Summarizing Where EmploVees Currently Live 25 EMPLOYEES WORKING IN SV INWINTER W°rk in SY in TOTALwork In BOTH winter Work In SV in SV In wint summa winter ONLY w Live In TOSV 1119 652 267 Live elsewhere 1.780 L87 03 Total 2,900 1,740 L16o Live in TOSV 39% 49% 23% Live elsewhere 6t% 51% L a Total 100% 100%1001: 26 Source: Colorado Dept. of Labor and Employment QCEW employer address files; 2008 27 TOSV Employee Housing Surveys by RRC Associates. Town of Snowmass Village Comprehensive Plan Chapter 9:Workforce Housing January.2009 Page 2 1 2 Regional Housing: In the last 10 years, housing prices have risen sharply in down 3 valley communities. The average single-family home sales price has risen from just 4 above $200,000 to over$500,000 in both Glenwood Springs and Carbondale. Even 5 in traditionally affordable locations such a Rifle and New Castle home prices can be 6 out of reach for many employees. The average single-family homes sales price in 7 2007 was $301,739 and $372,000 respectively (Garfield County Assessors Office, 8 2007). 9 10 Housing Supply: Current housing supply is summarized in Table 3. Approximately 11 1,453 employees are housed in 563 restricted units (either by deed or zoning) and 12 360 non-restricted units (free market homes and dwelling units provided by 13 employers). It is difficult to determine how many units are occupied by seasonal 14 versus full time employees, and it should be noted that some households contain 15 both residents who work in Snowmass on a seasonal basis and residents who work 16 in Snowmass Village on a full-time year-round basis. However, it is estimated that 17 most of the Aspen Skiing Company units (68 units/154 employees), and some of the 18 dedicated units by lodging (150 units/179 employees) are utilized by seasonal 19 employees. This roughly equates to minimum of 23 percent of the total occupied 20 employee housing stock being occupied by primarily seasonal employees.The Town 21 has historically focused on providing housing to full time employees. 22 23 Table 3:Housing Supp/y- Employee Units in the Town of Snowmass Village 24 25 Percent of S resident Total employees employees Housing units housed housed EMPLOYEE HOUSING UNITS IN TOSV: TOSV Housing Office units 374 558 38% County deed restricted(Fairway 3) 30 48 3% Other restricted(e.g.by zoning) 35 45 3% Accessory Employee Units 7 7 0% Accessory Caretaker Units 43 43 3% Skim restricted(Club Commons) 58 154 11% Dedicated but t ed mostly lodges) 150 179 12% Total affordable l employee units 713 1,034 71% FREE-MARKET UNITS IN TOSV: Fr m rk ni Z10 0 gyp¢ TOTAL UNITS HOUSING EMPLOYEES IN TOSV 923 1,453 100% HOUSING UNITS OUTSIDE OF TOSV 890 1,781) nla GRANDTOTAL 1,813 3,233 nla 26 27 Source: Town of Snowmass Village housing records; Dec.2007 State of Snowmass; SV 28 employee surveys; RRC 29 30 Town of Snowmass Village Comprehensive Plan Chapter 9:Workforce Housing January,2009 Page 3 I Housing Demand in 2008: Based on the 2008 Snowmass Village employee 2 housing survey conducted by RRC Associates, of the 887 full time year round 3 employees that commute to Snowmass Village,approximately 33 percent are renters 4 who would prefer to live closer to work. Assuming 2 workers per household, this 5 yields a demand for approximately 146 units, of which all would need to be 6 subsidized. The potential demand for the peak number of 1,780 commuters (887 7 year round +893 winter seasonal employees) using the same methodology would be a 294 units. Additionally, approximately 50 employee-housing units would be needed 9 to accommodate unmet housing demand associated with unfilled jobs in the winter. 10 Demand from unfilled jobs may or may not to be added into our demand forecast, 11 since this may reflect typical unemployment in the Village. It is estimated that 164 12 full time year round employees would like to live in Snowmass Village. Another 13 indicator on current demand is that the Town of Snowmass Village Housing 14 Department in December of 2008 had the following wait list for deed restricted 15 housing: 80 people for studio unit; 86 people for a 1 Bedroom; 60 people for a 2 16 bedroom, and 3 people for a 3 bedroom. 17 18 Table 4:Housing Demand Persons Total perverts working in TOSY Persons working working in in both winter& In TOSV in winter TOSV In winter some[ only DEMAND ASSOCIATED WITH IN-COMMUTERS: incommuters 1,780 887 893 of in-pornmuters who rent 8 prefor to live closer to 33% 3% 33 of intommuters who rent d peter to We doser to v 588 293 295 1 Averaoe wvrkersltill 2_0 a,Q _a Housing units demanded by w<ommuters 294-- 146 _ _ 147 DEMAND ASSOCIATED WIf H UNFILLED JOBS: Unfilled jobs in TOSV 136 48 88 1 Average jobs per worker 1.35 1.35 1.35 fAveralie workers per household _ 2-0 A _ 20 Housing units required to fill ugfQkd jobs 50 _ 18 33 TOTAL HOUSING UNITS DEMANDED:-> 344 164 180 19 Source:2008 TOSV employer and employee surveys;RRC.ASsociates Deleted:sV 20 21 22 RRC Associates was asked to project future housing demand for bath full time and 23 seasonal employees. It should be noted that this prediction may reflect a worst case 24 scenario based on market forces for future demand of housing and assumes the 25 town does not implement polices to prevent the erosion of housing. The following 26 predictions do not include new development at the Center or West Village. They 27 made the following predictions: 28 29 30 31 32 Town of Snowmass Village Comprehensive Plan Chapter 9:Workforce Housing January,2009 Page 2 3 Table 5:Future Housing Demand Forecast 4 Units Assumption 164 Current unmet demand for housing in Snowmass Village of full time employees See Table 4 189 90%of free market units occupied by full time employees would be lost over time. 85 Dedicated unrestricted housing scattered through Snowmass Village if lost Assume 100%seasonal 36 Potential loss of 28%of owner occupied for-sale TOSV housing from retirement 474 Total demand for units assuming 2 employees per unit. 5 6 Policies 7 The Town of Snowmass Village shall: 8 9 The Town of Snowmass Village shall,as its primary housing goal,provide housing for 7L, ------- Deleted:es 10 percent of the full-time year round employees (60 percent of total employees). Recent 11 studies of historical patterns(RRC 2008 and Pathways 2003) indicate that 50 percent of 12 our current full-time employees live in the Village and an additional 10 percent wish to do 13 so under reasonable requirements. This suggests a total apparent demand of 60 14 percent. Full time employees represent 60% of total employees. An additional M-. oftletedM: 5e 15 percent is added to the mitigation ratio in response to forecasted changes in the future 16 environment. These changes foresee reduced affordability of"down valley" alternatives,The To"of Snowmass 17 increased cost and inconvenience of commuting, retired employee residency and a all 18 reduced contribution of Town free-market employee housing.a 19 woc 20 establish as a_ secondary goal to .provide housing to seasonal-employees ---This- %. Z 21 inventory could be allocated, on a priority basis, to small Town businesses (as defined in - ed:Not Highlight 22 the Lantl Use and Development CotlPJ, wMM are owned antl operated-by-Snowmass,:' The Town of Brawmess 23 Village residents. However, it is recognized that such projects would be a lower priority all 24 within the Town's housing program and addressed only after the primary goal has been Deleted:r 25 achieved. Deleted:65 26 Deleted:The mitigated housing 27 WORK ON STRUCTURE.&quire private developers to provide housing for 7 percent, should rust be provldled for full time 28 of total employees generated b a development. Mitigation housing should first be year round employees generates by 9 y development and then 29 provided to full time employees generated by a new development and then, at the ;'__,.. Deleted:, 30 discretion of the Town,for seasonalemolovees., 31 Deleted: employees generated by new development 32 The developer should provide the land for affordable hdusing and shall maximize (on Deleted: seasonal employees 33 sites deemed suitable by the Town) the location of affordable housing on the represent 40%of total employees— 34 development site. If physical constraints (in the Town's opinion) limit the location of add to Table 1. 35 housing on the development site, affordable housing required by developers should be Formatted:Not Highlight Town of Snowmass Village Comprehensive Plan Chapter 9:Workforce Housing January,2009 Page 5 I located either within walking distance of the development site or located to minimize the 2 use of commuting in personal vehicles. 3 4 rtsure that employees.are housed in close-.proximity to transportation. nodes l0 -.. Deleted:The Town shall 5 minimize vehicular traffic and the demand for-pa rking for affordable housing projects. In Deleted:a 6 addition,the Town shall explore design alternatives for auto-free employee housing. 7 8 velop.policies.and actions to maximize the long-term-efficiency-of its housing stock. - Deleted:The Town shall T f9TheTownofSnowmassVillageshallimplementactionstoprovidehousingfor retiring Deleted:d 10 homeowners in deed restricted housing to maximize the efficiency of larger deed 11 restricted homes. In addition, the Town shall develop programs to incentivize free market 12 employee occupied housing from being lost from the employee housing supply., Deleted:n 13 Deleted:at>Encourege and 14 When appropriate, work regionally, in partnership with other public and private entities,fecildate the development of 15 to bring about a wide variety of affordable housing types, sizes and price ranges to serve workforce housing on Townawned and other public lands where 16 the needs of all employees, including those that choose to live outside of town limits.appropriate within land Use 17 Regional housing solutions should focus on sites that have close pedestrian access to considerations as necessary to close 18 mass transportation. Increasing density around transportation nodes transit oriented the gap tl any between existing fullpgtyPtimeemployeedemandandcurrent 19 development) to maximize housing at transportation nodes regionally, should be supply.¶ 20 encouraged and complement RFTA's Bus Rapid Transit program. Indent: 21 22 j3wiew and assess housing needs for both_full-time and seasonal employees, every 3 to_-..- Every 3to4 roars me- d 23 4 vears, to ensure housing supply is meeting demand for full time year round nowmass village shall 24 employees.r 25 26 Award higher priority in the tenure-based housing lottery process. and consider------- d:Indent:Le t: 0.25, 27 increased housing mitigation requirements of developers, in order to accommodate Level: 1+Aligned at: 28 housing needs of regional employees of districts and/or entities that provide services the b after: 1"+Indent at: 29 Snowmass Village community. 1",Tabs: 0.5",List mb+Not at 1" 30 Deleted:for critical Snowmass 31 Support energy efficient housing. Village and essential regional service 32 providers JOHN LANGUAGE HERE for example:day care.teachers, 33 s Long-term affordability needs to be maintained on deed restricted units that are medical personnel,public servants, 34 integrated with free market units when considering a new condominium development.community service).sofafforda lewbsoontalonsalesofrmore.le35Theeconomiceffectcreatedbypotentialassessments, both common and special,units of three bedrooms or more. The 36 should be considered, as they would affect the long-term affordability of the employee developer mitigation requkemem may 37 units. need to be Increased at the discreton of the Town.to accommodate Formatted:Indent:Left: 0.25" Deleted:regional employees that service the Snowmass Village community.¶ Town of Snowmass Village Comprehensive Plan Chapter 9:Workforce Housing January,2009 Page 6 TO: SNOWMASS VILLAGE TOWN COUNCIL FROM: RUSS FORREST, TOWN MANAGER SUBJECT: MANAGER'S REPORT DATE: APRIL 27TH Follow-up from Rodeo Place Housing Project The Town Council on April 20'" directed staff to price the phase 2 homes utilizing a subsidy so that there is parity with the pricing of phase 1. The following table does that while still providing a range to offer some element of flexibility. The subsidy is less for the town if the low range is realized and higher if the price lands on the high estimate. 16 9) $434,187 !!I118 $247.42 $201.81 $138,336 $434,187 $78,931 $434,187 24.2% 15.4% 17(11) 412,821 16 199.89 168.21 99,706 $412,821 53,596 $412,821 19.5% 11.5% 18(9) 434,187 118 247.42 201.81 138,336 $434,187 78,931 $434,187 24.2% 15.4% 19(11) 412,821 16 199.89 168.21 99,706 $412,821 53,596 $412,821 19.5% 11.5% 1,694,014 $2,170,098 068 476,084 $1,694,014 $265,054 $1,694,014 Strategic Direction for the Snowmass Village Town Council The following is a summary of the goals and specific actions the Town Council wanted to achieve from the retreat in December of 2008. Staff has provided an update on the progress to date on each goal and specific action identified by the Council. This is provided for the Council's information. Also if Council would want to modify any of the strategic goals or actions staff is happy to do so. f. Definition of Success and Goals Success for Town Council is achieved by attaining the following goals: 2. High Level Goal Areas of Council Provide the leadership to define and implement the community's vision. Ensure that the Town's plans for future development reflect the values and needs of the community while maintaining the quality of life the community expects during and after construction. Status: By completing the Comprehensive Plan and implementing the land use policy, the Council is realizing the Community's vision for the future. Provide the leadership that facilitates clear, open, honest, and full communication among Council members, staff and the community. Status: This might be a category that the Council evaluates. 3. Specific Goals of Council Complete the Comprehensive Plan, which includes defining the community's vision and values, determining carrying capacity; updating land use policy and developing a long-term housing and environmental strategy. Status: Planning Commission has completed its review of the Comprehensive Plan and Council is now working through the document. Increase economic sustainability by strengthening the winter season and broadening the summer season while increasing the total capture rate. This would be achieved while living within the carrying capacity of the community. Status: We can measure this goal by analyzing the sales tax over the course of a year. Jason Haber is putting together a metric from the data collected in the Comprehensive Plan on carrying capacity. Maintaining sustainability in this economic environment is challenging and is being addressed through the Town's financial contingency planning. We may want to make this goal more specific and reflective of the economic environment we are working in. Staff will be reviewing our economic sustainability in the month of May. Complete a housing action plan and implement a new policy to address the following: 1. New development mitigation for housing Status: All background work has been completed. Council asked that the Comprehensive Plan be reviewed first before completing this review. 2. Review and revise housing policy for the lottery process and new deed restrictions for housing projects. Status: This review has begun with Town Council. 3. Other housing polices identified in the Comprehensive Plan. Status: Council has begun its review of the Comprehensive Plan. Complete and adopt an Environmental Sustainability Plan that will move the Town towards achieving a goal of renewable energy generation that offsets non-renewable energy use. Status: The sustainability plan has been completed. We are now beginning implementation to achieve this goal. Actively improve and enhance the Town's outreach and communication with the public. Status: 1. The Town has significantly upgraded its website to improve outreach and communication — included in the technology upgrades are a Town Manager's Blog, streaming video, improvements to the Contact Us" feature, an "Announcements" section and ease of use when signing up for E-newsletters. 2. The Town has stepped up proactive communication with the local paper and the two Aspen dailies; the relationship with all papers remains healthy. The Snowmass Sun now runs a regular Town Manager's guest column on topics ranging from public safety issues to the current financial situation. 3. The Town continues to send out quarterly E-newsletters to the public and the list has grown to more than 1,400 individuals. 4. Lastly, the Town has partnered with Pitkin County in its text messaging system —an initiative aimed at informing citizens of everything from emergencies, to construction updates to special events. 4. Other Specific Actions Discussed Insert the next agenda in Council packets Status: Complete and ongoing. Move the council delivery time of the packet back to allow more time for Council to review agenda items. Status: This has been completed Begin doing quarterly "informal' council meetings, potentially for lunch, to discuss goals, performance and to continue to enhance staff/Council relationships Status: Need to schedule an informal meeting. Regularly and proactively communicate information on Town projects. Status: The Town has proactively communicated information on budgetary issues, new policy (CO monitors), and actions. Summary of Ongoing and Pending Strategic Actions Last Updated—April 24, 2009 Staff Action Status Date to follow-up w/ Contact Council Land Use Comp. Plan Comprehensive The Planning Commission met on February Will be scheduled Team Plan Update 18`" 2009 and unanimously voted via a with Council until resolution to recommend approval of the draft approved. Ongoing comprehensive plan to the Town Council. The Town Council now needs to determine how they would like to move forward with a review. Staff would like to make an initial presentation to summarize the formatting changes staff made with the Planning Commission and highlight the substantive changes made to the policies in the document. Chris Conrad Local Retail Tool The Council on March 2, 2009 requested that May 18, 2009 Box & Demolition staff prepare a "cool off' period ordinance to require allow a period of time for the Town to review a demolition permit request. In addition Council agreed that staff should develop language for future PUDs to identify critical integral components of a PUD that must continue to exist over time. In addition, John Wilkinson requested that staff bring back a land mark ordinance for discussion in the future Russ Tree Ordinance Frame goals and provide alternative June 15th approaches to tree protection. Staff has several ordinance examples available for Council. Trees on single-family lots are protected through the Snowmass HOA, which does regulate tree removal. Most PUDs in Snowmass have Landscape Plans that provide some level of protection from tree removal. Other Land Use Other Land Use Code Improvements should Code Issues also be considered with the completion of the Comprehensive Plan. Staff would recommend having a work session with Council to review potential code changes. Housing Housing Draw Site/Land As directed, the Housing Director retained June 1 2009 Department Inventory Design Workshop to complete a site analysis of the Draw Site for a housing project. Design Workshop has developed several alternative scenarios. Staff would be happy to review these site designs with Council. In addition, staff would recommend that a land inventory be completed (this is recommended in the draft Comprehensive Plan) to determine other potential housing project sites. On February 17`h the Town Council asked that the Land Inventory be completed after the Town completes is May Budget review. Housing Housing Develop a committee to review housing Staff will solicit Department Lottery/Guideline guidelines and lottery process. names for a housing S committee to review the lottery process Housing Housing Policy The consultant has completed a rational Department nexus study and can begin to work with the Town on a new housing policy. The Planning Council has asked Commission is also reviewing housing goals that this occur after as part of the Comp. Plan review. Staff will the Council schedule two agenda items based on the input completes review of from Council on October 6 (these could be on Comp. Plan or at the same dates) which would be 1) policy least the housing discussion to modify the current land use code chapter. related to affordable housing; and 2) a review of deed restriction policy. Joe C Natural Disasters On 1113 Council asked that staff further June 1, 2009 Terri and Cost evaluate criteria for allowing some costs from Everest) Recovery in Deed property damage incurred by natural disasters Restricted For in deed-restricted homes to be recovered Sale Housing upon the resale of the home. Examples of criteria discussed included: cap on recovery based on a % (percent) value of the home and requirements for comprehensive insurance. Bud-get/Finance Finance Monitoring Staff is carefully monitoring revenue and June 1, 2009 Department Revenue projected revenue by: Reviewing projected occupancy and Staff is also yield in the next 4 months in scheduling a meeting Snowmass Village with FAB Monitoring sales and lodging tax Monitoring parking and transit usage Regular communication with ski company, lodges, retail businesses on business activity Marianne Discussion of Council requested a direct discussion with May 4, 2009 hours with stakeholder (Aspen Skiing Co, West Pac stakeholders on Related, Staff, merchants) on hours of skittles lift summer operation for the Skittles. operation Environment/Sustainability Jason Haber Review of REOP On October 20, 2008, Council passed a October 2009 fee schedule motion directing staff to schedule this review for March 2, 2009. On March 2, Council asked that the fees and language for PUDs be reviewed prior to November 2009. Other Projects Art Smythe Incident Invite Ellen to do a 1 hour overview of ICS for Council asked that Command Council this be scheduled System with the BOCC P:\MANAGER.XSC\Managers Report 09\04-27-09final.doc