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Home My Public Portal AboutTBP 2016-02-17Town Board Briefing February 17, 2016 Please note that members of the Town Board will have dinner together starting at 5:30pm. The Board will begin the meeting at 6pm with a workshop discussion. Pat Jacques, our information technology consultant, will be attending to outline some baseline information regarding ongoing broadband discussions and opportunities in Grand County. As discussed during the last Board meeting, I have discussed the attainable housing proposal with Wendy Sullivan. She noted that the "Housing Needs" component is at a reduced cost due to the work completed in Winter Park (that component in WP cost almost $50,000). Based on Board direction, I would propose removing the "Development Environment" component along with the optional "Pro -Forma" component from the scope of work. This would reduce the cost to $30,200. Wendy will be available at the meeting to answer any further questions. Also, per direction at the last meeting, the draft Planning Services Request for Proposals has been amended to include the budget. Additionally, Catherine has identified another opportunity that is very cost effective and seems aligned with the Board goals. See enclosed briefing on this matter. On January 20th the McKinstry presented the community sustainability work they completed for us last year and recommended adoption of a plan and resolution establishing sustainability goals. Those are provided for your consideration. As you may know, Live Nation has withdrawn their application for a temporary use permit for the Touch the Sun Music and Camping Festival. Mayor Pro Tem Vandernail has requested that we add this to the agenda to discuss the matter further. I've scheduled another executive session regarding the annual review pending available time at the end of the meeting. As always, feel free to contact me if you have any questions or need any additional information. Jeff Durbin Town of Fraser PO Box 370, Fraser, CO 80442 office 970-726-5491 fax 970-726-5518 www.frasercolorado.com Town Manager Newsletter February 11, 2016 Community Matters I am pleased to report that this week we (the Town of Winter Park actually) purchased 10 buses from RTD. These are used buses that provided us the opportunity to upgrade our fleet more quickly. GotDrugs?. On April 301h the Sheriff's office will be participating in eleventh National Take Back Initiative (NTCI-XI), coordinated by DEA. The program is focused on providing convenient locations across the nation for the public to drop off excess, unused, and expired controlled substances and other medications from our nation's medicine cabinets. Drop-off sites have not yet been arranged, the attempt is, however, to have one at Kremmling Mercantile, City Market, and Safeway. In addition, if you can't make it to one of the national events, the sheriff's Un sod office maintains a drop -box year-round in the lobby at the jail. Please call 725-3343 for hours and information. An updated flyer will be disseminated when locations are set. Town of Fraser PO Box 370, Fraser, CO 80442 office 970-726-5491 fax 970-726-5518 www.frasercolorado.com Finance 2015 annual audit of Fraser has begun this week and in celebration of it, our Finance Manager has completed the 2015 Sales Tax Report for Fraser. After the Finance Department received reports for the Town and did our entries, Fraser 2015 collections ended the year with a 6% increase over the previous year's sales tax collections. Moreover, 2015 represents the largest sales tax collection year in the history of our Town! Exceeding collections in 2008 by just shy of $40k! Town of Fraser Sales Tax Report - Actual Collections Jan Feb March April May June July Aug Sept Oct Nov Dec Total Budget Amt +/- 2012 2013 $ Amt +/- % +/- 2013 2014 $ Amt +/- % +/- 2014 2015 $ Amt +/- % +/- $135,024 $154,698 19,674 12.72 $154,698 $166,660 11,962 7.18 1 $166,660 $158,549 -8,111 -5.12 $144,032 $148,979 4,946 3.32 $148,979 $146,266 -2,713 -1.85 $146,266 $172,330 26,064 15.12 $150,273 $171,102 20,829 12.17 $171,102 $177,000 5,898 3.33 $177,000 $199,083 22,084 11.09 $118,196 $109,023 -9,173 -8.41 $109,023 $114,311 5,287 4.63 $114,311 $115,086 776 0.67 $84,564 $87,347 2,783 3.19 $87,347 $81,854 -5,493 -6.71 $81,854 $89,840 7,985 8.89 $131,359 $119,942 -11,417 -9.521 $119,942 $121,906 1,964 1.61 $121,906 $127,481 5,575 4.37 $209,054 $220,039 10,985 4.99 $220,0391 $228,451 8,412 3.68 $228,451 $155,238 -73,213 -47.16 $128,839 $121,671 -7,168 -5.89 $121,671 $134,432 12,761 9.49 1 $134,432 $145,602 11,170 7.67 $115,404 $119,707 4,302 3.59 $119,707 $120,712 1,005 0.83 $120,712 $187,935 67,223 35.77 $88,338 $96,456 8,118 8.42 $96,456 $96,058 -397 -0.41 $96,058 $106,436 10,378 9.75 $106,965 $117,709 10,744 9.13 $117,709 $110,314 -7,395 -6.70 $110,314 $131,772 21,458 16.28 $178,196 $188,0831 9,887 5.26 $188,083 $240,384 52,301 21.76 $240,384 $257,907 17,524 6.79 $1,590,245 $1,654,756 64,511 4.06 1,654,7561 $1,738,348 83,592 5.05 $1,738,348 $1,847,259 108,911 6.27 $1,550,000 $1,600,000 50,000 3.13 $1,600,000 $1,650,000 50,00013.03 $1 650,0001 $1,595,000 -55,000 -3.45 $40,245 $54,756 $54,7561 $88,348 I $88,3481 $252,259 2.60 3.42 3.421 5.35 1 5.351 15.82 YTD - Compared to Previous Year 1,847,259 5.9% Percent Change Planning Commission On February 10th, the Planning Commission (PC) reviewed a Development Permit application for renovations at the former KFC at /Y A the Fraser Valley Center in preparation for a Wendy's restaurant. Aksan United Fortune, Inc., representing Wendy's, requested approval for a Development Permit for property located at 503 South Zerex to renovate the existing unoccupied structure as follows:-*Wdg-. • The interior will be completely gutted and a new layout will be used that will allow for the new back of house equipment and a fresh new dining area. • The exterior will receive new finish materials, paint and windows as needed. • The site will only receive minor changes such as a relocation of existing telephone pedestal box, relocating the trash dumpster enclosure and adding a freezer/cooler box on the rear of structure. • All plans and exterior elevations will be approved by Wendy's corporate to insure consistency of branding initiative. The PC approved PC Resolution 2016-02-01 approving the Development Permit with conditions. PA Public Works Water: The Fraser Public Works Department will be undertaking an emergency waterline repair project at the intersection of Eisenhower and Leonard on Friday February 12th at approximately 7:00 a.m. and lasting most of the day. We are uncertain about the cause of this leak. Sanitary Sewer: The North System Sewer Rehabilitation and Replacement Project update: Conroy continues making progress on the tap replacements with 13 of 27 now completed. The work is progressing slowly with the need to thaw the ground prior to excavating the sewer main but we are making headway! There were two sewer service line back-up incidents this past week that our staff received calls on. One was related to a new tap that failed from workmanship and the second issue appears to be coincidental to the timing and location of where we were working; however it was not a tap that was replaced and we were more than 20 feet away from this sewer tap. All issues have been resolved as far as we are aware. The Department is working on cost estimates and a staff briefing for our 2016 annual sewer system video and line cleaning work for our third year of three years for this work Streets: The core drilling and soils sampling work is complete on the Safeway frontage road and CR 8 roadway and bridge abutments. Once we receive the results of the soils samples, staff and Bowman will finalize the contract and bid documents for the Safeway Frontage Road Underdrain and Resurfacing project and get them out to bid. This additional sampling work has pushed our bid schedule back by a few weeks. Public Works staff has been busy hauling snow from storage areas and placing traction sand as needed in accordance to our Snow Management Operations Plan (SMOP). Gardens: Our Equipment Operator/Gardner Cathleen Brown has been working on the annual gardening plant and flower orders. For Further Information Please feel free to contact me Jeff Durbin 970-726-5491 x202 jdurbin town.fraser.co.us FRASER BOARD OF TRUSTEES MINUTES DATE: Wednesday, February 3, 2016 MEETING: Board of Trustees Regular Meeting PLACE: Fraser Town Hall Board Room PRESENT Board: Mayor Peggy Smith; Mayor Pro -Tem Philip Vandernail; Trustees; Eileen Waldow, Katie Soles, Cody Clayton Taylor, Andy Miller and Jane Mather Staff: Town Manager Jeff Durbin; Finance Manager Nat Havens; Public Works Director Allen Nordin; Town Planner, Catherine Trotter; Police Chief, Glen Trainor; Assistant Town Manager Bektur Sakiev Others: See attached list 1. Regular Meeting: Roll Call Mayor Smith called the meeting to order at 6:01 p.m. 2. Executive Session: For a conference with the Town's Attorney for the purpose of receiving legal advice on specific legal questions under C.R.S. Section 24-6-402(4) (b) and for the purpose of determining positions relative to matters that may be subject to negotiations, developing strategy for negotiations, and/or instructing negotiators, under C.R.S. Section 24-6-402(4)(e) regarding potential litigation and to include TM Durbin, Allen Nordin and TA McGowan. Trustee Taylor moved, and Trustee Vandernail seconded the motion to enter executive session. Motion carried: 7-0. Enter: 6:02 p.m. Exit: 6:47 p.m. Attorney's Opinion Required by C.R.S. 24-6-402(2)(d.5)(II)(B). As the attorney representing the Town of Fraser, I am of the opinion that the entire Executive Session, which was not recorded, constituted a privileged attorney-client communication. Rod McGowan, Town Attorney Trustee Vandernail moved, and Trustee Soles seconded the motion to exit executive session. Motion carried: 7-0. 3. Approval of Agenda: Page 2 of 3 Trustee Soles moved, and Trustee Waldow seconded the motion to approve the Agenda. Motion carried: 7-0. 4. Consent Agenda: a) Minutes — January 20, 2016 b) Resolution 2016-02-01 Regarding Appointment of Judges for the April 5, 2016 Town of Fraser Regular Municipal Election Trustee Taylor moved, and Trustee Waldow seconded the motion to approve the consent agenda. Motion carried: 7-0. 5. Open Forum: a) Gary Redfield — Touch the Sun Music Festival 6. Public Hearings: 7. Discussion and Possible Action Regarding: a) Attainable Housing A proposal from Wendy Sullivan and Melanie Rees for a Housing Needs Assessment and attainable housing consulting services was included in the packet. Wendy had planned on attending, but in order to reduce travel costs she's planning to attend February 17th. Board directed staff to revise the scope and bring it back. b) Economic Development including Water/Sewer Rate Study Economic Development proposal/scope, is focused on water and sewer plant investment fee rate structures. Enclosed in the packet is a proposal for consulting services from Ehler's, information and a proposal from Grand Park, and information from Trustee Mather. Trustee Mather moved, and Trustee Miller seconded the motion to approve Resolution 2016-02-02 as amended, authorizing the Town Manager to Enter into a Contract for Enterprise Fund Consulting Services. Motion carried: 7-0 C) Planning Initiative Request for Proposals The Fraser Town Board budgeted funds in 2016 to hire a Planning Consulting Firm to help us update our Comprehensive Plan with a "downtown specific" focus. We anticipate the plan will highlight a vision for redevelopment and revitalization for downtown Fraser, encouraging infill and mixed use opportunities. This will be brought back to the Board for further discussion d) Municipal Solid Waste Management General discussions regarding solid waste. Page 3 of 3 8. Other Business: Trustee Soles moved, and Trustee Taylor seconded the motion to adjourn. Motion carried: 7-0. Meeting adjourned at 9:47 p.m. Lu Berger, Town Clerk n WSW CONSULTING To From: Jeff Durbin, Town Manager Wendy Sullivan, WSW Consulting Subject: Town of Fraser Housing Needs Study Date: January 25, 2016 155 Allyn Ave. San Anselmo, CA 94960 www.wswconsult.com Thank you for the opportunity to submit this proposal to help the town of Fraser understand, define and meet its attainable housing needs. The attached scope of work has been prepared pursuant to our discussions regarding the desire for the town of Fraser to have the information it needs to pursue attainable housing as a priority in the town. This scope of work covers three primary components: • Housing Needs. Defining the town's workforce housing needs in terms of how many units are needed, what type (ownership and rental) and price points. This information will help define what "attainable housing" means in the town of Fraser; • Development Environment. Providing an overview of the local development environment, including town -owned land, zoning and fee provisions as they relate to providing attainable housing. This analysis will lead to recommendations on how the town may approach development of attainable housing on its land; place local development and fee requirements in context with three other mountain communities and help to identify other strategies the town can consider to help produce and fund more housing through incentives, regulation, or other methods; and • Resources and Opportunities. Providing an inventory of local and regional resources that may help meet attainable housing needs in the area. This will include an overview of housing resources available in the county, potential land and partnership opportunities. The research will conclude with a summary of recommendations, housing strategies to consider and strategic planning next steps that can help guide the Town as it focuses its housing goals and strategies. WSW Consulting; Navigate, LLC; Rees Consulting, Inc. 0 WSW CONSULTING 155 Allyn Ave. San Anselmo, CA 94960 www.wswconsult.com The attached scope clarifies our research plan, timeline, budget and outputs we propose to provide. We look forward to further discussing this proposal and to having the opportunity to help the Town understand and address its housing needs. Sincerely, Wendy Sullivan WSW Consulting Attachment WSW Consulting; Navigate, LLC; Rees Consulting, Inc. Town of Fraser Attainable Housing Study Proposal - Jan. 25, 2016 Proposed Scope of Services I. Housing Needs We propose to identify the housing needs of the local Town of Fraser workforce. This analysis will build upon studies completed at the end of 2015 (Grand Profile, Fraser Valley Economic Development Plan and survey, Town of Winter Park Housing Needs Assessment, etc.) to quantify attainable housing needs for the local workforce in the town of Fraser. As a cost-saving measure, housing market sales prices, jobs and other information will be used from these studies, so will reflect trends as of fall 2015. This report will also focus on how much housing is needed, rather than why workforce housing is needed. These prior studies documented the impact on current employers, economic development and the community due to housing shortages. The town has recognized this impact by placing attainable housing at the top of its priority list for 2016. We propose to provide a quantitative summary of housing needs for the Town of Fraser, which will evaluate and report upon the following: 1. Population and Demographic Trends, which will provide estimates for persons and households, examine growth and describe the demographic characteristics of households. Households by income and by tenure will also be examined. This affects the type of housing needed in town. Sources: 2010 US Census, ACS, Ribbon Demographics (Census/ACS computations), existing studies 2. Economic Conditions and Trends, which will include data on the number of jobs, seasonality in employment, average wages and types of jobs in Grand County and Fraser (where available). This section will also analyze commuting patterns. Job projections, wages and commuting are necessary to quantify housing needs presently and in the future. Sources: BLS, QCEW, local data (Chamber, Grand Profile Project, etc.) 3. Housing Inventory, which will include information on the number, type, tenure, and age of residential units. It will also include an inventory of existing affordable/income-restricted units in Fraser. Housing developments in the planning/ development pipeline will be included in this analysis. Current inventory and pending development affects the type of units needed. WSW Consulting; Navigate, LLC; Rees Consulting, Inc. Town of Fraser Attainable Housing Study Proposal - Jan. 25, 2016 Sources: Assessor property records, Census, planning/building dept, interviews. 4. Homeownership Market, which will consider the number of sales, home prices, and the availability of homes by price. This section will take into account the age and appropriateness of units listed for sale to serve as housing for residents. Local preferences for housing identified through realtor interviews will be presented. This illustrates the extent to which market housing addresses workforce housing needs and where gaps in the market exist. Sources: Assessor property records, MLS, building/planning/housing dept., interviews (Realtors, lenders), site analysis. 5. Rental Market, which will cover the inventory of rental units, condition/age of units, rents, and vacancies. This will inventory both market rate and affordable rentals. Local apartment property managers will be contacted for rent and vacancy updates. Sources: Census/ACS, city planning/building, interviews (property managers) 6. Current Needs and Gaps, which will compare housing costs to the incomes of residents to determine where gaps in home prices and rents exist, both currently and over a 5 -year period. Needs will be identified by income category based on groupings most useful to the town (e.g. <50% AMI, 50 to 80%,80 to 120%, and 120%+) and by ownership and rental housing. Considerations such as the age and availability of units will be considered. Commuting will be a factor in this analysis. Sources: data from above sections. II. Development Environment This section will provide the town of Fraser with information regarding: • Town zoning and fee provisions as related to providing attainable housing; • Cost of development; • Strategies for facilitating attainable housing development on town -owned land; and WSW Consulting; Navigate, LLC; Rees Consulting, Inc. Town of Fraser Attainable Housing Study Proposal - Jan. 25, 2016 • Strategies the town can consider to help produce and fund more housing through incentives, regulation, or other methods. 1. Development fees and code, which will compare Fraser's code and fee structure to three other resort mountain communities with attainable housing challenges. The communities selected will include a sophisticated attainable housing producer (town of Jackson, WY), a relative new -comer to building attainable housing (town of Frisco, CO), and a comparable low-wage resort community with more moderate home prices than many of the ski communities (town of Estes Park, CO). This information will be presented in a matrix for easy reference and will include a summary of development fees, code provisions and requirements, and attainable housing fees or dedicated funds collected by the towns (where applicable). 2. Building on Town -Owned Land, which will provide strategy recommendations on how Fraser could facilitate the production of attainable housing on their available land. This will provide information on ownership and rental projects, including cost of development, as follows: 1) Case studies of attainable apartment projects being pursued by the town of Breckenridge and the redevelopment of Timber Ridge at Vail will be presented to understand the cost of rental housing development in mountain communities. 2) A summary of approaches used to produce attainable housing on town -owned land will be provided as a reference guide for Fraser and what it takes to develop. 3) We propose as an optional item to produce a pro -forma for a homeownership development on the town's land. This will specifically identify the number of units, types and price points that could be produced and help the town understand how various fee waivers or other concessions (density bonuses, etc.) could affect project outcomes. 3. Attainable Housing codes, incentives and fees, which will provide strategy recommendations the town can consider to help produce and fund more attainable housing. Sources: building/planning departments, interviews, inventory of community resources. WSW Consulting; Navigate, LLC; Rees Consulting, Inc. Town of Fraser Attainable Housing Study Proposal - Jan. 25, 2016 III. Resources and Opportunities This section will provide an inventory of potential local and regional resources that can help meet attainable housing needs in the area, including: • A summary inventory of land and resources that the Town has available for housing; • A summary of regional resources, including the Grand County Housing Authority capacity, programs and roles; the town of Winter Park housing strategy and goals; and potential land and partnership opportunities with Grand County and/or Granby. This section will be useful when making recommendations on potential strategies for the town to address housing needs. Sources: building/planning departments, interviews. IV. Conclusions, Recommendations and Strategies This section will tie together information from this analysis to draw conclusions that are quantitative where applicable and informative about trends that could impact housing policies. This will include: • Recommendations regarding the current available supply of housing affordable to residents, units needed to fill gaps in housing needs, and related housing policy considerations; • Considerations in light of current development in the town, desire to improve private market participation, and steps that can be taken to implement recommendations. Strategies identified may include incentives (density bonuses or transfers, ADUs, etc.), regulatory mandates (inclusionary zoning, linkage, replacement programs, etc.), collaborative opportunities with other communities or the county, housing rehabilitation and preservation strategies, among other tools; and • Strategies to facilitate development of attainable housing in town, including development considerations, partnerships, local capacity, resources and tradeoffs. This will include recommendations on how gaps in town resources to produce and manage housing may be filled (e.g. potential funding mechanisms, developer relationships, regional collaboration, etc.). WSW Consulting; Navigate, LLC; Rees Consulting, Inc. Town of Fraser Attainable Housing Study Proposal - Jan. 25, 2016 Recommendations will focus not only on how to pursue housing development, but also how best to protect the town's investment in attainable housing over the long term. All sources and calculations in this report will be fully documented and explained, with links to on-line data as available. This lends credence to the report, makes results transparent, and will provide information that can assist with future updates. The report will be provided both in PDF and Word. Primary Data Research As noted above, we propose to use a combination of secondary data sources and primary research to collect the data necessary to complete the housing needs analysis. Primary research is proposed to include: • Three (3) to four (4) local employer interviews, • Interviews with up to two (2) local realtors, • Interviews with at least two (2) local developers and • Up to four (4) interviews to identify regional resources, proposed to include Grand County, the Grand County Housing Authority, town of Winter Park and town of Fraser. Employer interviews - Three or four representative employers in the town of Fraser will be interviewed to supplement information gathered from studies completed at the end of 2015. The purpose is to understand employer perceptions or problems associated with workforce housing needs, employee recruitment, wages and job positions, and other issues. We will also learn where their employees live and would prefer to live given housing opportunities. Realtor Interviews - Local realtors will be interviewed to obtain information on the ownership market including current prices, recent trends, occupancy patterns, availability and what households are seeking when looking to purchase or rent a unit. This discussion will help define housing preferences in the town, including unit type and locations. Local Developers - Interviews with at least two local developers will be held to acquire general information on the current costs of development (design, planning approval, construction, project management, and sale/lease-up), and local challenges of developing. If an ownership housing development pro forma is requested, a more in depth evaluation of costs associated with development will be performed, including interviews with general contractors, local trades, utility companies, architects and engineers. WSW Consulting; Navigate, LLC; Rees Consulting, Inc. Town of Fraser Attainable Housing Study Proposal - Jan. 25, 2016 Work Sessions, Site Visit and Presentation Kick-off meeting. Early in the process we will facilitate an in-person kickoff meeting, to include Town Council, to refine the project scope and target key informant interviews. Site visit. This will include a visit to town owned land and current neighborhoods. This will help set the local context for town land analysis, housing needs and opportunities. Draft report and conference call. We will issue the draft report to the town on May 18, 2016. We will host a question and answer session and gather Council and staff input at a meeting on or about May 25th. We will conduct this meeting via conference call. Information gathered from this discussion and through written comments from staff and Council will be used to finalize the report. Final report and presentation. We will issue the final report on or about June 8th. We will present report findings and recommendations in person at a public meeting the week of June 15th. We would prepare Power Point slides to support our presentation, which could be used in the future if there are other opportunities to present the findings. Town Assistance We seek town assistance with the following tasks: • Interviews: providing contact information for primary employers and key informants for interviews, with introductions made where possible. • Data: assistance compiling needed town data, including existing reports/studies, Assessor data/contacts, planning/building departments, GIS data coordination, etc. Deliverables We propose to provide: A report documenting our research, methodology, data and trends and recommendations from a complete assessment of the housing situation in Fraser, as defined above; and • Report presentation materials. WSW Consulting; Navigate, LLC; Rees Consulting, Inc. Town of Fraser Attainable Housing Study Proposal - Jan. 25, 2016 Budget We propose a fixed fee contract not to exceed $45,000 (or $50,000 if the optional pro -forma for the town's land is produced). Our budget is based on hourly rates ranging from $55 to $150 per hour. Other expenses would be charged at our cost. Component Cost Interviews (Primary Research) Employers (3 to 4) $1,800 Local development $11500 Realtors (2) $1000 Housing Needs Population and Demographics $1,200 Job projections and commuting $2,000 Housing Inventory $2,500 Homeownership Market Conditions $2000 Rental Market Conditions $2,000 Current Needs and Gaps $3,000 Development Environment Town land and codes $1,800 Comparative communities $3,000 Cost of development (ownership and rental) $5,000 Optional: ownership pro forma $5,000 Resources and Opportunities $5,000 Conclusions, Strategies, Next Steps $4,000 Meetings, Presentations, Management Kick-off work session (conference call) $800 Site -visit (two consultants) $3,000 Draft report Q&A (conference call) $800 Presentation (travel plus meeting) $3,000 Contract/project management $1600 Total $45,000 Total (including optional pro forma) $50,000 WSW Consulting; Navigate, LLC; Rees Consulting, Inc. Town of Fraser Attainable Housing Study Proposal - Jan. 25, 2016 Timeline The below timeline has an assumed kick-off date of February 23, but will be adjusted depending upon the contract start date. Week Feb March April May June 4 1 2 3 4 5 1 2 3 4 1 2 3 4 1 2 3 Kick-off meeting (2/23) x Site visit (3/9) x Secondary data collection x x x x x Identify local interviewees x x Interviews (local and regional) x x x x Analysis and initial report draft x x x x x x x Draft report submitted (5/18) x Draft report conference/discussion (5/25) x Final report and presentation (6/15) x x Team Members and Roles We are a well seasoned team. Melanie Rees of Rees Consulting has been a housing consultant for almost 30 years and has been working with Wendy Sullivan of WSW Consulting since 2001. Christine Walker has been producing and managing affordable housing for over ten years, has been our client during much of that time and a co -consultant since starting her own business last year. Together, we have completed numerous city, county -wide and regional housing needs assessments in urban, rural and resort areas throughout the west. Melanie completed some of the first housing needs assessments in Colorado back in 1990. Since then Melanie and Wendy have continued to work with many communities over the years as their needs have changed. We are proud of our ability to serve so many repeat clients and to adapt to their changing needs over the years. We customize our work to meet each community's specific needs and goals, while also recognizing and addressing the unique constraints within each community. We have worked together so frequently that, from our client's perspectives, we function as one firm. WSW Consulting; Navigate, LLC; Rees Consulting, Inc. Town of Fraser Attainable Housing Study Proposal - Jan. 25, 2016 Resumes are included as an appendix to this proposal. Our contact information is as follows: Wendy Sullivan Christine Walker Melanie Rees Project Manager Research Associate Research Associate WSW Consulting Navigate, LLC Rees Consulting, Inc. 155 Allyn Ave 152 E. Gill PO Box 3845 San Anselmo, CA 94960 Jackson Hole, WY 83001 Crested Butte, CO 81224 (303) 579-6702 (307) 690-4487 (970) 349-9845 wendy@wswconsult.com christine@navigatejh.com melanie@reesconsultinginc.com Wendy Sullivan, principal of WSW Consulting, is a housing planner and attorney, licensed in Colorado and California, specializing in affordable housing market research and strategy. She has near 15 years of community planning experience as a planner, analyst and attorney in the public and private sector. Wendy has conducted and managed housing needs assessments, market studies and housing policy development for over 40 communities and counties, with particular focus on mountain resort communities. She is adept at primary research and interpretation, including survey administration and other community outreach methods, as well as secondary data research. Prior to starting her own business, she worked as a county planner for Blaine County, Idaho (home of Sun Valley ski resort), a senior housing analyst for RRC Associates, Inc. and as a contract attorney in municipal and affordable housing law. Wendy has a Bachelor's degree in computer science and math, a Master's in Regional Planning and a J.D. from the University of Colorado in Boulder. Wendy will be Project Manager. Christine Walker (Navigate, LLC) is a consultant based in Jackson, WY. Christine brings hands-on experience to addressing workforce housing needs. As the former Executive Director of the Teton County Housing Authority (TCHA) in Wyoming, Christine facilitated the development of and managed hundreds of homes for the Jackson Hole workforce. She understands the nuances of public policy and housing programs, how to structure programs and management to maintain affordability and quality of units over time and how to Navigate various program, funding and partnership opportunities to meet your housing needs. Christine will serve as a research associate for this study. Melanie Rees is a consultant based in Crested Butte with a long-established consulting practice that is exclusively devoted to housing. She started her own business over 25 years ago. Rees Consulting's main products are housing needs assessments, market studies for mixed -income developments and strategic/action plans for community housing. Her primary focus is housing in high-cost areas, particularly mountain resort communities. She previously worked in economic development for the State of Colorado and in community development for the City of Flagstaff. Melanie will serve as a research associate for this study. WSW Consulting; Navigate, LLC; Rees Consulting, Inc. Town of Fraser Attainable Housing Study Proposal - Jan. 25, 2016 Experience We have worked often in Grand County in the past and for the town of Winter Park most recently (2015). We have the historical perspective that is so valuable when analyzing current conditions and projecting future needs. Melanie Rees was a member of the consultant team on the housing needs assessments conducted in 1996 and 2001. Rees Consulting was the lead contractor on the 2007 Housing Needs Assessment. In addition, Rees Consulting has prepared project -specific market studies for several apartment and ownership projects in Winter Park, Fraser and Tabernash, preforming work for the Grand County Housing Authority, the Town of Winter Park and private developers. The following is a list of some of the additional locations where we have completed housing needs assessments. We have worked for most of these clients more than once and in some cases have had the opportunity to help communities understand their changing housing needs over a span of two decades. City of Aspen/Pitkin County Adams County Town of Basalt Blaine County, ID Boulder County & Broomfield City of Boulder Town of Breckenridge Central Oregon Region Clear Creek County Eagle County/Vail Town of Estes Park Garfield County/Glenwood Springs Gunnison County & towns City of Lafayette City of Louisville City of Longmont Mammoth Lakes, CA Mono & Inyo Counties, CA Ouray County & towns Routt County, Steamboat Springs San Miguel County/Telluride SE Colorado Region Summit County Teton Co, WY Upper Arkansas Region Valley & Adams Counties, ID WSW Consulting; Navigate, LLC; Rees Consulting, Inc. 10 Town of Fraser Attainable Housing Study Proposal - Jan. 25, 2016 Appendix —Team Information and Resumes WSW Consulting; Navigate, LLC; Rees Consulting, Inc. Town of Fraser Attainable Housing Study Proposal - Jan. 25, 2016 Wendy Sullivan Wendy possesses a diverse background in public and private planning and analysis. She is adept at practical applications of research techniques, including survey and qualitative research, to solve community planning and policy issues. She has consulted for land, housing, and transportation planning projects and is adept at providing the numbers by which community goals, policies, and strategies are formed. Housing needs assessments are particular areas of specialization. Wendy has also helped draft strategic plans, zoning ordinances and related regulations for communities of various sizes. PROFESSIONAL EXPERIENCE Principal WSW Consulting Present San Anselmo, California Attorney and planning research consultant, with a focus on housing needs assessments and housing policy. Senior Analyst March 2001— May 2007 RRC Associates, Inc. (Market research and planning firm) Boulder, Colorado Strategic consulting in land, housing and transportation planning. County Planner Planning and Zoning Department, Blaine County Graduate Research and Teaching Assistant Washington State University Professional Research Assistant Cooperative Institute for Research in the Environmental Sciences March 1998 — October 2000 Hailey, Idaho September 1995 — December 1997 Pullman, Washington September 1992 — November 1994 REPRESENTATIVE PLANNING STUDIES AND HOUSING ASSESSMENTS Eagle County and Town of Vail, CO Town of Snowmass Village, CO Pitkin and Garfield County, CO Summit County, Town of Breckenridge, CO Town of Telluride, CO Routt County and Steamboat Springs, CO Teller County, City of Woodland Park, CO Boulder, Lafayette, & Broomfield, CO EDUCATION Juris Doctor, May 2010 University of Colorado Law School, Boulder, Colorado Master of Regional Planning, December 1997 Washington State University, Pullman, Washington Boulder, Colorado Jefferson County and Cities of Arvada and Wheat Ridge, CO Town of Winter Park, CO Bridgeport, CT Blaine County, ID Town of Mammoth Lakes, CA Inyo and Mono Counties, CA City of Santa Fe, NM Teton County and Jackson, WY Bachelor of Science Computer Science, minor Mathematics, cum laude, May 1992 Colorado State University, Fort Collins, Colorado NAVIGATE, Ilc W604 �:z�l�:c�l�b�►[e�Y�Il�jrc�L[►+ Christine Walker, Principal 307.690.4487 Christine@NavigateJH.com NavigateJH.com Background: Christine is principle of Navigate, LLC a real estate development consulting firm that specializes in workforce housing strategies. Current projects include advising developers in Jackson Hole on methods to fund workforce housing projects, consulting with businesses on employee housing options specific to their needs, and guiding local government officials on solutions for their workforce housing initiatives. For almost a decade, Christine Walker acted as the Executive Director of the Teton County Housing Authority (TCHA) where she facilitated the development of hundreds of homes for working members of the Jackson Hole community. With Christine's leadership, Teton County, Wyoming strategically addressed its workforce housing goals through a multifaceted approach, helping to maintain a strong, healthy and vibrant community. Relevant Professional Experience: Affordable Housing Development: Christine has developed three workforce housing projects from concept to completion in the challenging development environment of Jackson Hole, Wyoming. All three involved complex land negotiations, layers of funding sources, thoughtful designs to respect adjacent neighborhoods, and careful maneuvering of the entitlement process. Application of Housing Development Regulations: With her extensive understanding of both local Land Development Regulations, Christine worked with developers to meet their housing requirements efficiently and within their constraints. By demonstrating the value to local developers in Teton County, Christine acquired nearly 250 restricted housing units, fulfilling the goals of both the community and the developer. Education and Experience: Bachelor of Science, Environmental Design University of Colorado, 1989 Wyoming Real Estate Broker 2003 - Present Constant Care Family Management Advisory Board 2015 - Present Teton County Planning Commission 2002-2004 NavigateJH.com 215 N. Gill Street, Jackson, WY 83001 307.690.4487 Christine@NavigateJH.com Town of Fraser Attainable Housi Melanie Rees Principal, 1991 - Present Rees Consulting, Inc. Over the past 20 years, Melanie Rees has become an industry leader in housing market analysis with clients that include private and non- profit developers, public housing authorities, lenders and local governments. Her focus is on high-cost areas throughout the mountain west, amenity towns and cities, downtowns and energy - impacted areas. The firm's services generally fall within three categories: Housing Needs Assessm en ts sal - Jan. 25, 2016 Ownership & rental market analysis Demographic & economic framework Historic trending Special needs populations Demand forecasting Resource identification Gap analysis Program evaluation Land/site evaluation Buyer & renter preferences Market Studies LIHTC properties Transit -oriented development Sustainable/green building Senior independent living Strategic Planning and Program Development Action/work plans Housing elements for comp plans Impact studies Nexus analysis Entry-level homeownership Mixed -income multifamily Mixed use Acquisition/rehab Mitigation requirements Inclusionary housing programs Administrative guidelines Deed restrictions Rees Consulting is an approved market analyst for programs administered by the Colorado Housing and Finance Authority and the Colorado Division of Housing. Other Professional Experience Economic Development Officer, 1984 - 1989 Colorado Office of Economic Development Community Development/ Grants Administrator, 1981 - 1984 City of Flagstaff Federal Grants Specialist/Client Representative, 1979 - 1981 International Systems, Inc. Education Master of Business Administration University of Colorado at Denver, 1991 Bachelor of Arts, Economics & Political Science Georgia State University, 1979 TOWN OF FRASER RESOLUTION NO. 2016-02-03 A RESOLUTION AUTHORIZING THE TOWN MANAGER TO ENTER INTO A CONTRACT FOR ATTAINABLE HOUSING CONSULTING SERVICES BE IT RESOLVED BY THE BOARD OF TRUSTEES OF THE TOWN OF FRASER, COLORADO THAT: The Town Manager is hereby authorized to enter into a contract for attainable housing consulting services in accordance with the attached proposal. READ, PASSED ON ROLL CALL VOTE, AND ADOPTED BY THE BOARD OF TRUSTEES THIS 17th DAY OF FEBRUARY, 2016. Votes in favor: Votes opposed: Absent: Abstained: (SEAL) BOARD TRUSTEES OF THE TOWN OF FRASER, COLORADO BY: Mayor Pro Tem ATTEST: Town Clerk POMMUNITY BUILDERS THE BUSINESS OF BUILDING STRONGER COMMUNITIES NEW MOBILITY WEST COMMUNITY ASSISTANCE OVERVIEW & APPLICATION In today's economy, successful communities are creating transportation systems that not only move people and goods, but improve the quality and character of the community. They recognize that building a strong and more vibrant economy relies on expanding mobility choices. In short, great communities have great transportation systems. This is the motivation behind New Mobility West (NMW), an initiative that provides communities across the Rocky Mountain West with tools and resources to improve their transportation systems while creating safer and more connected neighborhoods, stronger and more vibrant downtowns and a healthier economy. ABOUT NMW COMMUNITY ASSISTANCE An initiative of Community Builders, NMW provides direct technical assistance to communities across the Rocky Mountain West to address specific challenges or opportunities at the crossroads of transportation and community development. Assistance will be awarded through a competitive application process that is outlined in this document. Assistance projects are tailored to local needs and opportunities and take place over four to six months. NGW MOBILITY WEW AIPWANIE FOILAFES ON THREE KEY ISSUES 1. STATE HIGHWAYS IN COMMUNITIES Communities and state departments of transportation (DOTS) are commonly confronted .,i .. with an array of challenges when a highway runs through a downtown, along a main street or through other areas. NMW assistance can help �. communities and DOTS create win-win solutions �f that address both transportation and community Y goals. Park Avenue in Anaconda, Montana shown in its current state, and with improvements for increased safety and comfort for bicyclists and pedestrians (photo simulation): The Jackson Hole Community Pathways system is the result of long-term vision, local planning and capital investment strategies. It Russell Street in Missoula, Montana is a primary transportation and commercial corridor that the City is trying to redevelop into a multimodal, mixed-use corridor. 2. LOCAL CAPITAL IMPROVEMENT PLANNING AND INVESTMENT A budget is the ultimate policy statement. Cities, towns and counties must maximize the return on their investment in transportation infrastructure. At the same time, market demand is pushing for projects that address multiple modes of transportation. NMW assistance will help communities take a strategic approach to capital planning and investment to expand mobility options while improving the community and attracting new investment. 3. RESHAPING COMMERCIAL CORRIDORS Often found in a community's historic downtown or just outside of it, commercial corridors have traditionally focused solely on attracting and accomodating vehicular traffic. A growing number of communities are looking to reshape their commercial corridors into more vibrant and walkable places. Assistance will focus on helping communities revitalize these areas as well as expand mobility options by examining options for strategic infrastructure investments and policy reform. Who can apply? Applications can come from municipal or county governments, downtown development authorities, urban renewal authorities or non-profit organizations. However, strong partnerships are essential for moving a project forward. This is why in addition to a project narrative, it is required that applicants submit letters of support from project partners and key stakeholders. Applications can only come from Colorado, Wyoming, Idaho and Montana. Because NMW aims to bring resources to underserved communities across the region, preference will be given to projects from rural towns and medium-sized cities and regions, up to 100,000 in population. However, strong applications from larger communities will be considered. What do projects entail? Successful applicants will work with the NMW team to create a scope that meets the community's specific needs and fits within the timeframe and budgetary constraints of the NMW assistance program. Typically, projects will include a two -to -three day site visit and workshop. Each project will include a short, visually compelling report with clear recommendations and action steps. Projects need to be highly focused. Total project time, including planning/scoping, execution and wrap-up, should not exceed six months. Projects will include at least one site visit and potentially more depending on the scope and scale of the project. Larger projects can be broken up into smaller phases if needed, in order to fit within budget or project timeframe. How will proposed projects be evaluated? Applications will be evaluated based on the following criteria: Clear Project Concept: Presents clear and achievable goals for the project that have the opportunity to create meaningful change in the community. Community Need: There is a demonstrated need for assistance. Partner Commitments: Demonstrate specific commitments from partnering organizations to actively participate in the project. Critical entities include local government (staff and elected officials), and at least one other local partner, which can include community organizations, local businesses, or other institutions. Implementation Capacity: Demonstrate opportunities for implementation based on project results, including capacity, funding, and necessary support from key decision -makers. Regional Relevance: Project has the potential to be used as a model for other, similar communities in the Rocky Mountain West. Match: Though not required, applicants that indicate any monetary or in kind resources they can contribute to the project will be more strongly considered. How can I apply? To apply, submit the following materials in PDF format no later than Friday, March 18th, 2016. Successful applications will clearly articulate the challenge at hand and desired outcomes: 1. Project Narrative: The project narrative describes the transportation -related challenge or opportunity your community is facing that you would like to address through the program, and also demonstrates your community's capacity for implementing change. Please separately address each of the below criteria (max 250 words for each): a. Goals and objectives that technical assistance through NMW could help move forward. b. Describe demographic changes that are shaping your community (i.e. high population growth, average age of population, average income or home value, growing families, etc.). Include the current population number and the projected growth rate for the next 10 years. c. A description of particular transportation -related and/or land use issues, hurdles or opportunities that you face on this project or initiative. d. Ongoing or upcoming planning or development efforts to address the issue described. 2. Partnership Verification (Max 500 words): successful projects require a strong partnership of key stakeholders to implement the actions necessary to reach goals.The partnership verification should describe the support or partnerships already in place for this project, including demonstrated support from the key decision -makers affiliated with the project. Include: a. An explanation of who the decision-making authority is that can influence the desired change(s) and explain their involvement in the issue to date. b. A description of any existing opposition within the community related to this project that we should know about should this project be selected. 3. Capacity Statement (Max 500 words): The capacity statement explains the anticipated actions necessary to reach the goals of the project, including how well the community is positioned to implement resulting recommendations, opportunities, or short-term actions within the next year. Include an explanation of the level of need for assistance. If you did not receive technical assistance, please describe how long it would take you to accomplish the same work without our assistance. 4. Letters of Support: Submit 2-5 letters of support from key project partners or stakeholders that the project will directly benefit or affect. If the application is being submitted by a local non-profit, a letter of support from the local government is required. 5. Match or In -Kind Resources: Please list any matching dollars or in-kind resources your team can contribute to the project if selected (this is not required for acceptance into the program). Optional supplemental materials can include maps, aerial imagery, video clips or media, or other relevant information. Applications for the Spring/Summer 2016 round of assistance under NMW's Community Assistance Program are being accepted through Friday, March 18th, 2015. Materials can be submitted to Jillian Sutherland at jillian@communitybuilders.org. Jillian can be reached at 970.928.3411 for additional information. It is recommended, though not required, that applicants contact Jillian before submitting their application to discuss the proposed project and application process. 91 V @CommunityBldrs www.newmobilitywest.org MEMO TO: Mayor Smith and the Board of Trustees FROM: Catherine E. Trotter, AICP, Town Planner DATE: February 11, 2016 SUBJECT: Planning Consulting Services MATTER BEFORE BOARD: The Fraser Town Board budgeted funds in 2016 to hire a Planning Consulting Firm to help us update our Comprehensive Plan with a "downtown specific" focus. We anticipate the plan will highlight a vision for redevelopment and revitalization for downtown Fraser, encouraging infill and mixed use opportunities. We have revised the draft RFP for your review. In addition, we have identified an opportunity for the Town of Fraser that might be the first step in our strategic downtown planning efforts. ACTION REQUESTED: No action, discussion only. We are looking for your feedback on the draft RFP and the community assistance program. BACKGROUND: The Comprehensive Plan for the Town of Fraser was last updated in 2010. To review the document click here: ://www.frasercolorado.com/Modules/ShowDocument.asox?documentid=524 During the budget hearings, we discussed combining a comprehensive plan update with a downtown specific focus that integrates downtown revitalization. Below is a link to the New Mobility West (NMW) community assistance program. Copy also provided in packet. http://newmobilitywest.org/wp-content/uploads/2016/01/NMW Assistance -Application Spring- 2016.pdf Essentially, this program "provides technical assistance to communities across the Rocky Mountain West to address specific challenges or opportunities at the crossroads of transportation and community development." Town of Fraser PO Box 370, Fraser, CO 80442 office 970-726-5491 fax 970-726-5518 www.frasercolorado.com New Mobility West assistance focuses on three key issues: 1. State Highways in communities 2. Local capital improvement planning & investment 3. Reshaping commercial corridors The applications are being accepted through March 18, 2016 for the spring/summer 2016 round of assistance, which will take place from April 2016 to September 2016. RECOMMENDATION: Staff presented the NMW community assistance program idea to the Planning Commission. We all agree that perhaps it makes the most sense to move forward with this low cost creative approach. This lower cost approach may leave some funds available for projects resulting from this work. This program appears to be a low-cost alternative to providing professional assistance to Fraser relating to transportation, circulation, land use planning and community development. Please contact me with questions/concerns. ctrotter(a)town.fraser.co.us Town of Fraser PO Box 370, Fraser, CO 80442 office 970-726-5491 fax 970-726-5518 www.frasercolorado.com REQUEST FOR PROPOSALS February 2016 PURPOSE: The Town of Fraser is seeking competitive proposals from qualified consultants or firms interested in carrying out a Comprehensive Plan Update with a "downtown specific" focus. Help us identify and prioritize our vision for redevelopment and revitalization for the Town of Fraser so we can be recognized as a place of opportunity. The Town desires to strengthen its identity and grow downtown Fraser into a vibrant and exciting business district, improve consumer and investor confidence and encourage commercial activity and investment in the Town. BACKGROUND: Fraser is a small mountain community centrally located within the Fraser Valley in Grand County, approximately 70 miles northwest of Denver. The Town of Fraser encompasses approximately 2,300 acres and is home to 1,200 year-round residents with huge seasonal population increases as a result of second home owners and transient workers employed in the tourism industry. The physical setting of Fraser is divided by the railroad, the Fraser River and US Highway 40. Berthoud Pass serves as the gateway into the Fraser Valley from the Front Range. The Town of Winter Park and the Winter Park Ski Resort are close neighbors and partners with the Town of Fraser. Grand County is a popular tourist and outdoor destination for visitors of all ages. Grand County boosts over 600 miles of hiking and biking trails throughout 1,869 square miles and is home to almost 15,000 residents. Grand County is overflowing with natural beauty and adventure, including Colorado's largest natural lake, Grand Lake, headwaters of the Colorado River and Rocky Mountain National Park. Fraser is at an elevation of 8,550 feet and was established in the early 1900's in anticipation of the arrival of the Moffat Tunnel. History tells fascinating tales of the struggle to move people and materials over the Continental Divide. Much of the character of Fraser comes from its strong-willed, independent, pioneering history! Fraser provides services, amenities and homes to the region's full-time residents, including the East Grand Fire Protection District, Fraser Valley Elementary School, Fraser Valley Library, Community Recreation Center and satellite EMS facility. Town of Fraser PO Box 370, Fraser, CO 80442 office 970-726-5491 fax 970-726-5518 www.frasercolorado.com Many people have relocated to Fraser for the recreational amenities that surround the Town, the quiet mountain beauty, proximity to Denver, and the relaxed, friendly and safe community atmosphere. Open space and recreation are important quality of life features. Fraser has experienced many changes since the 2010 Comprehensive Plan was adopted and will continue to change. As Bob Dylan so poignantly sang, "the times they are a-changin'." On November 3, 2015, Fraser voters approved an additional sales tax of 1 % which will provide revenues for public -transit, public multi -modal transportation improvements, public trails and capital projects. Recently, the Town of Fraser has partnered with the Town of Winter Park and the Chamber of Commerce to develop a strategic economic development plan to identify actionable near term opportunities for collaboration between the entities with the goal of improving our local economy. Soaring homes prices, a shift toward weekend vacation rentals and lots of undevelopable public land have created a housing crisis in Fraser, like many other rural -resort communities. We are trying to establish housing strategies and working force housing policies that will help provide opportunities for local employees to live in Town and help support the local Town character, sense of community and economy. Fraser is also working on a communitywide strategy to increase its sustainability and the development of a community and county wide strategy on Municipal Solid Waste diversion aimed at reducing the volume of materials headed to landfills. Our challenge is maintaining this small town and rural character, ensuring its sustainability and accommodating smart growth, economic vitality and fiscal stability. PROJECT BUDGET: The project budget has been established with a not to exceed dollar amount of $50,000.00. Interested consultants should provide a scope of work and a practical budget for undertaking this project. We realize that we are looking to accomplish a lot with minimal resources. We are at the crossroads of transportation and community development and are seeking professional assistance in addressing our challenges and opportunities. We are open to negotiating the scope of work and prioritizing our vision and goals. The consultant should identify ways that the community might use local resources to help minimize the expenses associated with project tasks. Town Staff, in-house GIS consultant, Planning Commissioners and a citizen task force of volunteers can also assist the consultant. PROJECT VISION & GOALS: The qualified consultant or firm would be retained to lead the community in the preparation and adoption of an update to the Comprehensive Plan with a downtown specific focus. The Town seeks a consultant that will guide the creation of a community vision, growth and development policies and implementation strategies. The final document shall provide framework and guidance for future planning and development decisions that, through public investment, private investment and public and private partnerships, will help to shape a truly exceptional downtown Town of Fraser PO Box 370, Fraser, CO 80442 office 970-726-5491 fax 970-726-5518 www.frasercolorado.com Fraser. The consultant must be skilled in helping our community agree on a vision for the redevelopment and revitalization of Fraser and the means to achieve it! SCOPE OF WORK: 1. Project Initiation — kick off meeting and scope refinement 2. Analyze, understand and review existing documents, plans, etc. 3. Community Engagement and Outreach — Public process (stakeholder interviews, public workshops, community survey, open houses, etc.). Please propose new and creative ways to engage our community! 4. Goal Setting and Visioning 5. Overall management of the Comprehensive Plan process and preparation of all draft and final plan documents to include: • Statement of community values • Land use and development • 3 mile plan • Parks, open space and recreation • Transportation & mobility • Infrastructure • Public safety • Housing • Health & well-being • Economic development • Sustainability • Natural resources & environment • Hazard Mitigation • Implementation framework • Downtown plan (see below) 6. Downtown Plan — to include the following at a minimum: • Assessment of Town -owned properties • Mitigate challenges of State Highway and railroad bisecting the town • Design standards in business district • Streetscape & incorporation of public art • Public spaces & gathering places • Circulation and parking analysis and plan for all modes of transportation • Fraser River opportunities • Train depot opportunities • Way finding signage Town of Fraser PO Box 370, Fraser, CO 80442 office 970-726-5491 fax 970-726-5518 www.frasercolorado.com DELIVERABLE PRODUCTS: The consultant should provide 20 copies of the final Comprehensive Plan. All data and information that has been collected through the process shall be provided in digital and hard copies. All documents must be available in electronic format, text in MS Word and Adobe PDF. In addition, the Consultant shall deliver a presentation on the Comprehensive Plan to the Fraser Town Board and Planning Commission at a joint meeting. PRELIMINARY TIMETABLE: The Town anticipates approximately 12 months for completion of the Comprehensive Plan project with the following schedule: 1. Release of RFP — 2. Questions due — 3. RFP due — 4. Town may request firm/consultant interviews by 5. Consultant/Firm selection — 6. Refine Scope of Work and project cost with consultant by 7. Consultant contract approved by 8. Project completion by RESPONSE FORMAT: All submittals shall provide the following information for consideration: Introductory Letter: The cover letter shall summarize your firm's background, resources, relevant experience and cost estimate for the total project. Also include the name, address, phone number, email address of the firm and the primary contact who will be involved in the execution of the scope of work. Provide a written description of your firm's intended approach to the project that demonstrates an understanding of the issues and tasks and the firm's ability to fulfill them. 2. Descriptions of Firm, Management and Team Members: Include descriptions of your organization and team. Also include a resume for each of the key team members. 3. Description of Subcontractors: Identify any portion of the scope of work that will be subcontracted. Include firm qualifications and key personnel, telephone number and contact person for all subcontractors. 4. Experience with Similar Projects: Include a brief description of at least three (3) previous projects performed that were similar in scope and complexity to this project. The information should include images or schematics of previous wayfinding design work. Include reference information for such projects. 5. Budget Proposal: Provide itemized costs for the elements listed in the Scope of Work, including travel expenses. Also include a fee schedule for supplemental charges for unforeseen work tasks. Town of Fraser PO Box 370, Fraser, CO 80442 office 970-726-5491 fax 970-726-5518 www.frasercolorado.com SUBMITTAL REQUIREMENTS: Submit one (1) original hard copy and an electronic copy of the proposal, along with three (3) color copies to the Catherine Trotter, Town of Fraser, 153 Fraser Avenue, PO Box 370, Fraser, Colorado 80442, no later than 5:00 p.m. SELECTION CRITERIA: All proposals will be reviewed and evaluated by the Town, based on the following factors: • Understanding of the scope of work to be performed; • Consultant's proposed methods and procedures; • Qualifications of the firm and experience with past projects; • References; and • Budget Proposal. The Town reserves full discretion to determine the capability of respondents. Respondents will provide, in a timely manner, any and all information that the Town deems necessary to make such a decision. The proposals submitted, and any further information acquired will become and are to be considered, a part of the final, completed contract. The Town reserves the right to retain all proposals submitted and use any idea or concepts in a proposal regardless of whether that proposal is selected. The Town may elect not to pursue any of the proposals. FOR MORE INFORMATION: Any questions regarding this Request for Proposal should be directed to Catherine Trotter, Town Planner at 970-726-5491 x209 or ctrotter(a-)-town.fraser.co.us no later than five (5) business days prior to the deadline. Town of Fraser PO Box 370, Fraser, CO 80442 office 970-726-5491 fax 970-726-5518 www.frasercolorado.com TOWN OF FRASER RESOLUTION NO. 2016-2-04 A RESOLUTION ADOPTING A SUSTAINABILITY PROGAM AND GOALS WHEREAS, the Town of Fraser partnered with McKinstry to develop a Sustainability Plan to identify opportunities to increase sustainability within the community with the goal of improving our local economy and environment; and WHEREAS, a sustainability program and goals are important milestones to becoming a leading sustainable community (defined as including social, fiscal, and environmental sustainability); and WHEREAS, the Town of Fraser recognizes that greenhouse gas (GHG) emissions from human activity are catalyzing profound changes in climate and weather, the consequences of which pose substantial risks to the future health, wellbeing, and prosperity of our community; and WHEREAS, a goal of 20% GHG emissions reduction below 2014 by 2025 is a realistic and achievable goal for the Town of Fraser community per recommendations detailed in the Sustainability Plan. NOW THEREFORE BE IT RESOLVED BY THE BOARD OF TRUSTEES OF THE TOWN OF FRASER, COLORADO THAT: 1. The Fraser Town Board hereby adopts the Town of Fraser Sustainability Plan 2. The Fraser Town Board directs staff to appropriate resources to the opportunities as identified in the plan and projects/programs as identified in the approved 2016 Budget. 3. The Fraser Town Board commits to reducing GHG emissions 20% below 2014 levels by 2025. DULY MOVED, SECONDED, AND ADOPTED THIS 17th DAY OF FEBRUARY 2016. TOWN OF FRASER BOARD OF TRUSTEES Peggy Smith, Mayor ATTEST: Lu Berger, Town Clerk Town of Fraser, Colorado Sustainability Plan February 2016 Produced by Alison Schwabe, McKinstry in collaboration with the Town of Fraser, Colorado rre ar rurr, Sueding� s` i 5D). Letter from the Town Manager OPTIONAL [A letter from leadership can help to demonstrate leadership and set the tone for the Sustainability Plan's implementation.] Town of Fraser, Colorado - Sustainability Plan Acknowledgements Project Leads Jeff Durbin, Town Manager, Town of Fraser Bektur Sakiev, Assistant Town Manager, Town of Fraser Alison Schwabe, Sustainability Program Manager, McKinstry Town of Fraser Staff Contributors Susan Stone, Project Manager and Public Works Administrator Nathaniel Havens, Finance Manager Joe Fuqua, Wastewater Treatment Plant Superintendent Lu Berger, Town Clerk Catherine Trotter, Town Planner Allen Nordin, Public Works Director Nancy Anderson, Utilities Administrator Other Contributors Laurie Batchelder -Adams, LBA Associates, Inc. Susan Hunter, Billing Supervisor, Mountain Parks Electric, Inc. Andy Ryan, DSM Product Analyst, Xcel Energy Scott Ledin, Director of Parks, Recreation and Golf, Fraser Valley Metropolitan Recreation District Greg Harris, Fraser Valley Ace Hardware James Chamberlin, Principal, Fraser Valley Elementary School Robin Wirsing, Owner, Allegiant Management, LLC Craig Clark, Owner, Fraser Valley Shopping Center Town of Fraser, Colorado - Sustainability Plan Town of Fraser, Colorado - Sustainability Plan Table of Contents Executive Summary I. Introduction A. Developing the Sustainability Plan B. Context for Sustainability C. ICLEI and the Five Milestones for Sustainability D. Relationship to Other Plans E. Sectors to be addressed in the Plan II. Sustainability Assessment and Challenges A. Greenhouse Gas Emissions Inventory for Community and Government Operations B. Greenhouse Gas Emissions Forecast C. Focus Areas and Key Challenges III. Summary of Sustainability Goals A. Greenhouse Gas Emissions Reduction Target for Community and Government Operations B. Focus Area Goals and Solutions IV. Initiatives and Implementation Matrix A. Recommended Community Strategies B. Recommended Government Operations Strategies V. Process for Monitoring Implementation Progress VI. Next Steps VII. Appendices A. GHG Emissions Inventory Methodology B. Utility Rebate Programs Town of Fraser, Colorado - Sustainability Plan 121 Executive Summary The Town of Fraser, Colorado (Town of Fraser) recognizes that greenhouse gas (GHG) emissions from human activity are catalyzing profound changes in climate and weather, the consequences of which pose substantial risks to the future health, wellbeing, and prosperity of our community. In response, the Town of Fraser has taken action to understand the sources of these emissions within our community through the completion of a greenhouse gas emissions inventory. The results of that study are included in this report. The Town of Fraser has multiple opportunities to benefit by acting quickly to reduce GHG emissions, both through local government operations and by inspiring action throughout the community. The Town of Fraser is doing its part. We have committed to ICLEI's Five Milestones for Sustainability Process: Milestone 1: Conduct a Sustainability Assessment Milestone 2: Set Sustainability Goals Milestone 3: Develop a Sustainability Plan Milestone 4: Implement the Sustainability Plan Milestone 5: Monitor/Evaluate Implementation Progress We have so far completed Milestones 1, 2, and 3, and are committed to implement the Sustainability Plan over the next year or so. Town of Fraser's Sustainability Plan The findings of this report provide a profile of GHG emissions sources within the Town of Fraser and establish a benchmark or emissions baseline that the Town of Fraser can later use to evaluate the success of our efforts. The Town of Fraser has also committed to a goal of 20% reduction in GHG emissions from 2014 by 2025 and has laid out initial strategies to help achieve this goal. In addition, the Town of Fraser will be repeating this analysis annually to annually assess programs and evaluate overall progress. Town of Fraser, Colorado - Sustainability Plan 5 I. Introduction A. Developing the Sustainability Plan Background The Town of Fraser has worked to increase sustainability for a number of years. The reason for developing this plan is to consolidate various efforts into a formal sustainability program, set goals, implement strategies, and measure progress. In 2015, the Town of Fraser engaged McKinstry, an energy services company, in a Technical Energy Audit to evaluate the energy use of its facilities and develop opportunities for the town to reduce energy use and save money on utility bills. To complement this effort, the town also engaged McKinstry in developing a sustainability plan that included a GHG emissions inventory baseline for town operations and the community, goal setting, scenario modeling, and recommended actions to achieve the goals set. Also in 2015, the Town of Fraser was awarded a grant for over $30,000 from the Colorado Department of Health and Environment to undertake a regional solid waste diversion planning initiative. Process The first step in this process was to define sustainability in a way that resonated with the Town of Fraser's staff and community. Early on, it was decided that outreach to staff and the local community was an important part of the process. In late 2015, town staff were presented an initial analysis of GHG emissions impact and asked to help define sustainability and brainstorm opportunities. Town staff decided that defining sustainability using the triple bottom line made the most sense and that other good ways to message sustainability include increasing "quality of life" and responsibility" as well as "making viable business decisions". Staff expressed interest in learning more about transit, housing, and what other communities are doing. Part of the analysis revealed that thirteen commercial utility accounts accounted for over half of the commercial electricity use. Since the Town of Fraser is relatively small, a few weeks later town staff and McKinstry met with a number of local businesses to talk about energy and sustainability efforts and get a general sense of their awareness of these issues. It turns out that some entities are engaging in comprehensive sustainability including Grand Park Community Center, Fraser Valley School District, and a few businesses have done various one-off projects including Fraser Valley Shopping Center and Fraser Marketplace. That said, for the most part, there has been limited action, engagement, or even interest in sustainability. One barrier seems to be up -front cost and not many businesses knew about utility (MPEI or Xcel) rebates to help mitigate this. A few businesses did seem interested in learning more about rebates including LED parking lot lighting and also expressed interest in more recycling options. B. Context for Sustainability Sustainability and climate change are important community and issues that more and more cities and towns are addressing. At a global level, commitments around climate change have strengthened due to the successful Conference of the Parties to the United Nations Framework Convention on Climate Change (COP 21) in Paris this year. A two -decade -old global climate agreement was revised to become a common framework the commits all countries to Town of Fraser, Colorado - Sustainability Plan 0 strengthen their commitments and report regularly on GHG emissions and implementation progress. At the national level, the U.S. has made some progress on climate change legislation including the Clean Power Plan which requires GHG emissions from power plants to be reduced by 32% from 2005 levels by 2030. Fuel economy standards (CAFE) are the highest in history and are set to double the efficiency of cars and trucks by 2025. Over the last decade, clean energy has risen substantially; solar generation has increased by twenty times and electricity produced by wind has tripled. In 2012, U.S. GHG emissions were the lowest on record in 20 years. There is still a lot of work to be done; states, cities and towns can move these efforts forward and set higher local standards through collaborations such as the Compact of Mayors and other state- and locally - driven collaborative climate efforts. The State of Colorado has formed a Greening Government Leadership Council to lead by example and has committed to one and five year goals in the areas of energy, water, renewable energy, transportation, and GHG emissions. Regionally, Fraser is ahead of the curve and hopes to collaborate with other nearby towns to increase impact and regional sustainability. Other mountain communities such as Breckenridge, Vail, Steamboat Springs and Aspen have engaged in sustainability efforts as have the ski resorts through a "Save Our Snow" campaign. Town of Fraser "sister cities" such as Ouray and Nederland have set up advisory boards and developed sustainability action plans; there is no need to reinvent the wheel with so many great examples of sustainability in action here in Colorado. C. ICLEI and the Five Milestones for Sustainability ICLEI-Local Governments for Sustainability (ICLEI) is a membership association of local governments committed to advancing climate protection and sustainable development. Since its inception in 1990, ICLEI has grown to include over 1,000 cities in the world, more than 600 of which are in the United States. ICLEI's mission is to build, serve, and drive a movement of local governments to advance deep reductions in greenhouse gas emissions and achieve tangible improvements in local sustainability. ICLEI developed its Five Milestones for Sustainability to guide local governments through the process of developing a sustainability plan. The Five Milestones are defined below and illustrated in Figure 1. • Milestone One: Conduct a Sustainability Assessment • Milestone Two: Set Sustainability Goals • Milestone Three: Develop a Sustainability Plan • Milestone Four: Implement the Sustainability Plan • Milestone Five: Monitor/Evaluate Implementation Progress Town of Fraser, Colorado - Sustainability Plan 7 Milestone d: Milestone 3: Implement Policies Develop and Measures Sustainability Plan Figure 1: Five Milestones for Sustainability, ICLEI-USA D. Relationship to Other Plans The Town of Fraser has already laid the groundwork for incorporating sustainability into its culture and community. Sustainability is a common thread in the Town of Fraser's 2010 Comprehensive Master Plan. The Town of Fraser defines sustainability as a triple bottom line within this plan by stating "The Town of Fraser believes in and encourages sustainable development, which is defined as a pattern of resource use that aims to meet human needs while preserving the environment so that these needs can be met not only in the present but also for future generations. Incorporating sustainability concepts into the development review process would involve evaluating the triple bottom line, economic prosperity, environment quality and social equity (people, planet and profit)." Having this foundation is helpful in engaging the community in this effort and setting meaningful goals going forward. D. Sectors to be addressed in the Plan Below are the specific sectors addressed in this plan, both at a local government and community -wide levels. • Buildings Energy Use • Transportation Fuel Use • Water and Wastewater Energy Use • Materials • Solid Waste Generation Town of Fraser, Colorado - Sustainability Plan Milestone 1: Conduct Sustainability Assessment Milestone 5: Milestone 2: Evaluate Progress t Establish and Report Results Sustainability i31oals Pre -Milestone Planning: IAake Co rn rnitment and Org a n ize Team Milestone d: Milestone 3: Implement Policies Develop and Measures Sustainability Plan Figure 1: Five Milestones for Sustainability, ICLEI-USA D. Relationship to Other Plans The Town of Fraser has already laid the groundwork for incorporating sustainability into its culture and community. Sustainability is a common thread in the Town of Fraser's 2010 Comprehensive Master Plan. The Town of Fraser defines sustainability as a triple bottom line within this plan by stating "The Town of Fraser believes in and encourages sustainable development, which is defined as a pattern of resource use that aims to meet human needs while preserving the environment so that these needs can be met not only in the present but also for future generations. Incorporating sustainability concepts into the development review process would involve evaluating the triple bottom line, economic prosperity, environment quality and social equity (people, planet and profit)." Having this foundation is helpful in engaging the community in this effort and setting meaningful goals going forward. D. Sectors to be addressed in the Plan Below are the specific sectors addressed in this plan, both at a local government and community -wide levels. • Buildings Energy Use • Transportation Fuel Use • Water and Wastewater Energy Use • Materials • Solid Waste Generation Town of Fraser, Colorado - Sustainability Plan II. Sustainability Assessment and Challenges A. Greenhouse Gas Emissions Inventory for Community and Government Operations GHG emissions inventories are utilized to gauge overall sustainability at both the community level and within government operations. The impact of all GHG emissions sources are converted into carbon dioxide equivalent (CO2e) and measured in metric tons. This allows a community to map its activities in one common unit which provides insight into where opportunities for emissions reductions exist. For more information on the methodology and process used to conduct GHG emissions inventories see Appendix A. 1. Community GHG Emissions Inventory In the base year 2014 the community of Fraser emitted approximately 23,675 metric tons of CO2e, or about 20 metric tons per capita. This is consistent with other similar communities, however many opportunities exist for Fraser to reduce its impact. Residential energy contributed the most to GHG emissions at 50%, followed closely by commercial energy (41%), energy from water and wastewater treatment and distribution (8%), solid waste generation (2%) and energy from transportation (<1%). Table 1 and Figure 2 below show the breakdown of community emissions by sectors. Table 1: Town of Fraser Community Emissions Summary Emissions Source Sectors CO2 Equivalent (metric tons) Residential Energy 1168 Commercial Energy 9,709 Water/Wastewater Energy 1,607 Solid Waste 465 Transportation Energy 26 TOTAL 23,675 Town of Fraser, Colorado - Sustainability Plan 9 Figure 2: Town of Fraser Community Emissions Summary Water/ Transportation Wastewater_ Energy Solid Waste 0.1/ Energv �o� 8 2. Government Operations GHG Emissions Inventory In the base year 2014, the Town of Fraser government operations emitted approximately 2,094 metric tons of CO2e. Water and wastewater facilities contributed the most to GHG emissions at a whopping 77%, followed by buildings and facilities (9%), vehicle fleet (8%), employee commute (based on survey results -3%), public lighting (2%) and other emissions (1%). Table 2 and Figure 2 below show the breakdown of government operations emissions by sectors. Table 2: Town of Fraser Government Operations Emissions Summary Town of Fraser, Colorado - Sustainability Plan 10 • (metric tons) Water & Wastewater Facilities 1,607 Buildings & Facilities 188 Vehicle Fleet 174 Employee Commute 56 Public Lighting 45 Other Process and Fugitive Emissions 24 TOTAL 2,094 Town of Fraser, Colorado - Sustainability Plan 10 Figure 3: Town of Fraser Government Operations Emissions Summary Buildings an Facilities 9% Employee Public Lighting Other/SronP.3 Government operations emissions in Fraser constitute about eight percent (8%) of the town's total GHG emissions. Local government emissions typically fall between 2 to 10 percent of overall community emissions. As a minor contributor to total emissions, actions to reduce municipal energy use may have a limited impact on Fraser's overall community emissions levels. However, government action has symbolic value and demonstrates leadership that extends beyond the magnitude of emissions actually reduced. B. Community Greenhouse Gas Emissions Forecast Based on the community and government operations emissions inventories developed for the Town of Fraser for the base year 2014, the next step was to forecast future emissions generated in the community. The emissions forecast represents a business -as -usual prediction of how GHG emissions may change in the ommunity over time. The year 2025 was chosen as the forecast/target year as a mid-range goal year (not too short- or long-term). The forecast was based on average population growth over the last decade and assumed a 5% growth rate in GHG emissions. Other assumptions include small GHG emissions reductions due to regulations and policies that will come into effect over this time including the Clean Power Plan and CAFE standards. Table 3 below demonstrates the increase in GHG emissions or "business -as -usual" forecast that accounts for growth and regulations if no action was taken. Town of Fraser, Colorado - Sustainability Plan 11 Table 3 : Town of Fraser GHG Emissions and Forecast Summary Quantity of CO2e emissions in ,23,675 base year 2014 (tonnes) Business -as -usual projection of 23,993 CO2e emissions in 2025 (tonnes) Source: ICLEI ClearPath C. Focus Areas and Key Challenges Based on the above assessment, the Town of Fraser decided to focus primarily on the buildings energy sector including exploring ways to reduce energy use at the wastewater treatment plant. There are a number of key challenges in this focus area. The wastewater treatment facility is actually owned by three different entities and so making a decision to do any type of project there is difficult. There is a lot of opportunity in the residential energy sector, however targeting all town residents can be challenging and requires a significant increase in awareness and education. It is easier to target the commercial building energy sector, as 13 entities account for over 50% of commercial electricity use; that said, there are complications around ownership and a split incentive when it comes down to actually implementing strategies. III. Summary of Sustainability Goals A. Greenhouse Gas Emissions Reduction Target for the Town of Fraser Community Many factors were considered when selecting the Town of Fraser's reduction target. The town strove to choose a target that is both aggressive and achievable given local circumstances. Local factors considered in selecting the reduction target included estimation of the effects of implemented and planned programs and policies, an approximate assessment of future opportunities to reduce emissions, targets adopted by peer communities, and emissions reductions expected to be consequences of policies mandated by the state and the federal government. The Town of Fraser is proposing a community GHG emissions reduction target of 20% below 2014 levels by the year 2025. To reach this target, the Town of Fraser must reduce annual emissions by 4,735 tonnes by the year 2025. See Table 4 below for a summary of these goals. Town of Fraser, Colorado - Sustainability Plan 12 Table 4: Town of Fraser GHG Emissions Summary and Reduction Target Source: ICLEI ClearPath B. Focus Area Goals and Solutions It is clear that in order to meet the goals above, the Town of Fraser needs to implement actions within the focus area that have a significant impact and are relatively easy to implement in the near-term. The strategies outlined in the next section have all been vetted taking this into account. The Town of Fraser and McKinstry have identified some initial solutions for the key challenges listed above. It would be helpful to engage all three entities that own the wastewater treatment plant and walk them through the benefits (both from a cost and energy perspective) of implementing an energy project at the wastewater treatment plant. A residential energy awareness program could go a long way in communicating the benefits of no -cost behavioral strategies that could reduce energy up to 10% in every home. A similar commercial energy awareness program could be beneficial, as would promoting current rebates that would buy down the upfront cost of more capital -intensive measures. IV. Initiatives and Implementation Matrix A. Recommended Community Strategies The strategies below were developed collaboratively with the Town of Fraser and presented to the Town Board. These strategies are initial actions for the town to implement in order to meet their overall goal. Details about the strategies are presented below and Table 5 is a summary of the strategies in the form of an implementation matrix. 1. Community Solar According to the National Renewable Energy Laboratory, community solar is defined as "a solar - electric system that, through a voluntary program, provides power and/or financial benefit to, or is owned by, multiple community members." Community solar is an alternative to on-site generation, as many homes are not positioned or equipped to have rooftop panels nor are all homeowners interested in buying or leasing a photovoltaic (PV) system. Town of Fraser, Colorado - Sustainability Plan 13 , 5 0111k Base year 2015 7 Quantity of CO2e emissions in base 23,675 year (tonnes) Target year 2025 Business -as -usual projection of 23,993 CO2e emissions in 2025 (tonnes) Percent CO2e reduction targeted by 20% target year relative to base year (%) 18,940 Quantity of CO2e reduction targeted relative to base year (tonnes) Source: ICLEI ClearPath B. Focus Area Goals and Solutions It is clear that in order to meet the goals above, the Town of Fraser needs to implement actions within the focus area that have a significant impact and are relatively easy to implement in the near-term. The strategies outlined in the next section have all been vetted taking this into account. The Town of Fraser and McKinstry have identified some initial solutions for the key challenges listed above. It would be helpful to engage all three entities that own the wastewater treatment plant and walk them through the benefits (both from a cost and energy perspective) of implementing an energy project at the wastewater treatment plant. A residential energy awareness program could go a long way in communicating the benefits of no -cost behavioral strategies that could reduce energy up to 10% in every home. A similar commercial energy awareness program could be beneficial, as would promoting current rebates that would buy down the upfront cost of more capital -intensive measures. IV. Initiatives and Implementation Matrix A. Recommended Community Strategies The strategies below were developed collaboratively with the Town of Fraser and presented to the Town Board. These strategies are initial actions for the town to implement in order to meet their overall goal. Details about the strategies are presented below and Table 5 is a summary of the strategies in the form of an implementation matrix. 1. Community Solar According to the National Renewable Energy Laboratory, community solar is defined as "a solar - electric system that, through a voluntary program, provides power and/or financial benefit to, or is owned by, multiple community members." Community solar is an alternative to on-site generation, as many homes are not positioned or equipped to have rooftop panels nor are all homeowners interested in buying or leasing a photovoltaic (PV) system. Town of Fraser, Colorado - Sustainability Plan 13 In the case of the Clean Energy Collective (CEC) and other LLCs that have been set up to develop community solar projects, this member -owned model allows individuals to buy solar panels in a common installation. The utility credits these owners, or members, for the power produced at or above the retail rate (net metering) directly on their bill. If they move outside of the territory, members can resell their ownership at fair market value. The Town of Breckenridge, Colorado, purchased a total of 1,134 panels (-200 kW) in two community solar arrays developed by CEC. They spent less than $1 million and are expected to save over $150,000 the first year and over $1.8 million over 20 years. As an example, if the Town of Fraser installed half of what Breckenridge did, or a 100kW system, according to PVWatts, the town could save 150,000 kWh annually which is equivalent to around 2% of total residential electricity use. 2. Residential Energy Awareness and Education Many communities are targeting and engaging the residential sector through energy awareness and education programs. These programs can save households up to 10% in energy through no - cost measures. Many communities partner with their utility to pair these programs with rebates so that once the no -cost measures have been implemented, the rebates help with the upfront cost of any additional more costly measure the homeowner may be interested in as a next step. Since there are limited town resources to implement this type of a program, it would make sense to partner with another nearby community such as Winter Park or Granby. The first step for the Town of Fraser could be to form a "Green Team" that is made up of staff and community members that could increase awareness in a number of ways including setting up a sustainability website, adding energy saving tips to the monthly newsletter, and helping to educate households about the benefits of energy savings. For example, we assumed that if 20% of households reduced their energy consumption by 10% through this effort, this would reduce overall residential electricity use by around 6%. 3. Commercial Retro -commissioning Commercial retro -commissioning is similar to getting your car serviced regularly. There are systems in the buildings (heating, air conditioning, lighting etc.) that may be performing well when they are installed but over time things go wrong and may or may not be fixed. That is, unless you perform a regular analysis and inspection of the equipment. Retro -commissioning is a systematic process that identifies performance issues with a buildings' equipment and creates a plan or process to rectify these issues. The most important recommendations that usually come out of this type of a program include modifying equipment scheduling and setpoints. Reducing the time that a building is heated or cooled and changing the temperature settings to hotter or colder (depending on the season) can have an enormous impact on energy use. The Grand Park Community Recreation Center practices ongoing commissioning, so they actually look at these types of issues on a regular basis and make adjustments frequently. For the purpose of this analysis, we assumed that the Town of Fraser could retro -commission 100,000 square feet of commercial space (about the size of two recreations centers) which would have an overall impact of about a 5% reduction in commercial energy use. Town of Fraser, Colorado - Sustainability Plan 14 4. Expanding Participation in Residential & Commercial Rebates As mentioned previously, the Town of Fraser and surrounding Grand and Jackson counties are not utilizing many utility rebates. An energy awareness and education program could help with this problem, including promoting rebates to get the word out more. Xcel Energy (Xcel) has a number of rebates for new boilers, boiler tune-ups, furnaces, water heaters, pipe insulation, etc. (see Appendix B for the list and associated rebate amounts). Mountain Parks Electric, Inc. (MPEI) also has a number of rebates also listed in Appendix B; they also reported out on participation and impact. From our outreach efforts, there seemed to be an interest in an LED parking lot lighting rebate, which we have included in this analysis and assumed that around ten small LED parking lot lighting projects would be implemented. In addition, we found that heat pump water heaters provided a great payback and so we assumed with some additional promotion, potentially 20% of households would take advantage of this rebate. 5. Residential Weatherization Weatherization, or "weatherproofing" your home involves making sure a significant amount of air isn't leaking in or out of your home. If it is, some techniques to weatherize include sealing cracks/air ducts/lighting fixtures/window/doors, adding insulation, wrapping pipes, etc. Doing so will better keep warm or cold air in and save homes on utility costs. Xcel Energy and other utilities have rebates for low income "weatherization kits" to target low income populations that often spend the most on utility costs. According to the Office of Energy Efficiency & Renewable Energy, average annual savings from weatherization amount to around 30%; for this analysis we assumed that 20% of households would participate in this effort saving over 4,000 therms annually. 6. Increase Public Transit In November, measure 2A and 2B passed, approving a one percent increase in sales tax in the Town of Fraser and a two percent increase in sales tax in Winter Park, respectively, to fund a year-round transit (bus) system in the upper Fraser Valley. While the details are still being worked out and most of the system will serve Winter Park, for the purpose of this analysis we assumed a 10% decrease in vehicle miles traveled (VMT) due to this measure. Another option to explore in the future would be to use electric buses instead of gas- or diesel -run buses. B. Recommended Government Operations Strategies Though not an official goal, the Town of Fraser government operations could strive to meet the same goal it is setting for its community. In fact, the recommended project at the wastewater treatment plant that came out of the Technical Energy Audit would reduce annual electricity use by 700,000 kWh or over 25% of total government operations GHG emissions (beating the goal!). While the solid waste and recycling grant project is still in development and not included in this analysis, this regional effort led by the Town of Fraser will reduce solid waste sent to landfill thus reducing GHG emissions. Town of Fraser, Colorado - Sustainability Plan 15 Table 5: Town of Fraser's Sustainability Plan Implementation Matrix AssumptionsIIIIWIFD-escription of Initiative .. Responsilife . K Parties Overall Goal: Reduce Community GHG emissions 20% below 2014 by 2025 Town of Fraser 1. Community Solar Solar 100 kW system 2018 CEC model and partner 2. Residential Energy 10% reduction in Education Town of Fraser 2016 N/A Awareness/Education 20% of homes 100,000 sq. ft.; 3. Commercial Town of Fraser Rcx 5% reduction in 2017 N/A Retrocommissioning and partners energy use 4. Residential & TBD; 20% Rebates Town of Fraser 2016 Rebates Commercial Rebates participation 5. Residential 30% reduction in Town of Fraser Weatherization 2016 Rebates Weatherization 20% of homes and utilities 6. Increase Public 10% reduction in 2A Town of Fraser 2017 2A Transit I I VMT Sub goal: Reduce Government Operations GHG emissions 20% below 2014 by 2025 700,000 kWh Energy Savings reduction/over Energy Savings Performance Town of Fraser ESPC 25% GHG 2017 Performance Contracting at the and McKinstry WWTP emissions Contracting reduction Solid Waste Solid Waste Town of Fraser Reduction and and Recycling N/A 2016 CHPHE Grant and region Diversion Grant V. Forecast and Impact of Strategies Taking into account the business -as -usual forecast, the overall goal set, and if the strategies above are all implemented, Figure 3 below demonstrates how close the Town of Fraser would get to achieving its GHG emissions goal of a 20% reduction below 2014 by 2025. It is important to note that the assumptions listed above are conservative, and so it is more than possible to meet the town's overall goal by implementing these strategies. Of course, as implementation and progress is monitored, changing course or adding strategies to meet the goal is highly recommended. Town of Fraser, Colorado - Sustainability Plan 16 30k 2 51< kA v 20k U 'i y 15k E a 0 10k U 5k 01< Figure 4: Forecast, Goal, and Strategies Summary and Impact 2014 2019 2024 0 Residential Energy 0 Commercial Energy Transportation & Mobile Sources Water & Wastewater Solid Waste — Original Forecast -- 20% by 2025 Goal Reduction Goal Highcharts.com VI. Process for Monitoring Implementation Progress The Town of Fraser has developed a progress tracking system based on the Implementation Matrix included in this plan, and the staff and resources available. Staff was trained on this analysis and will be responsible for updating the GHG emissions information using ICLEI ClearPath and any progress on strategies and implementation in the form of an annual report. VI. Next Steps The next step for the Town of Fraser is to bring a sustainability plan resolution to the Town Board, committing the town to the goal of 20% reduction in GHG emissions from 2014 by 2025. After that, the town should consider forming a team of staff and community members and begin implementing the recommended strategies. Town of Fraser, Colorado - Sustainability Plan 17 VII. Appendices Appendix A — GHG Emissions Inventory Methodology Understanding a Greenhouse Gas Emissions Inventory The first step toward achieving tangible greenhouse gas emission reductions requires identifying baseline levels and sources of emissions in the community. As local governments have continued to join the climate protection movement, the need for a standardized approach to quantify GHG emissions has proven essential. Standard processes of accounting for emissions have been developed to which our inventory adheres. McKinstry used the Local Government Operations Protocol (LGOP) and U.S Community Protocol to inventory GHG emissions from the Town of Fraser's community and government operations and activities. The government operations inventory is a subset of the community inventory; for example, data on commercial energy use by the community includes energy consumed by municipal buildings, and community vehicle -miles -traveled estimates include miles driven by municipal fleet vehicles. By analyzing emissions in this manner, the Town of Fraser's local government is enabled to understand its own impact within the community and lead by example to reduce its impact on climate change. GHG Emissions Protocols In 2008, ICLEI, the California Air Resources Board (CARE), and the California Climate Action Registry (CCAR) released the LGOP to serve as a national appendix to the IEAP; the community protocol was developed in 2013.1 These protocols serve as the national standards for quantifying and reporting greenhouse emissions. The purposes of these protocols are to provide the principles, approach, methodology, and procedures needed to develop a local government or community greenhouse gas emissions inventory. McKinstry used these protocols to conduct the government operations and community GHG emissions inventories. Quantifying Greenhouse Gas Emissions Establishing a Base Year A primary aspect of the GHG emissions inventory process is the requirement to select a base year with which to compare current emissions. The Town of Fraser selected 2014 as the base year to be consistent with the Technical Energy Audit baseline. 1 http://icleiusa.org/ghg-protocols/ Town of Fraser, Colorado - Sustainability Plan 0 Establishing Boundaries According to the LGOP, a government can use two approaches to define its organizational boundary for reporting greenhouse gas emissions: 1) activities and operations that the jurisdiction controls operationally; and 2) activities and operations that the jurisdiction controls financially. McKinstry estimated government operations emissions based on activities and facilities for which the town maintains operational control; the exception is the wastewater treatment plant which is owned by three entities. The community boundary is more straight- forward, it includes any activities that are within the boundaries or limits of a community. Emission Types The protocols recommend assessing emissions from the six internationally recognized greenhouse gases regulated under the Kyoto Protocol as listed in Table Al. Greenhouse gas emissions are commonly aggregated and reported in terms of equivalent carbon dioxide units, or CO2e. This standard is based on the Global Warming Potential (GWP) of each gas, which is a measure of the amount of warming a greenhouse gas may cause, measured against the amount of warming caused by carbon dioxide. Converting all emissions to equivalent carbon dioxide units allows for the consideration of different greenhouse gases in comparable terms. For example, methane is twenty-one times more powerful than carbon dioxide on a per weight basis in its capacity to trap heat, so one metric ton of methane emissions is equal to 21 metric tons of carbon dioxide equivalents. See Table Al for the GWPs of the commonly occurring greenhouse gases. Table Al: Greenhouse Gases Greenhouse Gas Chemical Formula Global Potential Carbon Dioxide CO2 1 Methane CH4 21 Nitrous Oxide N2O 310 Hydrofluorocarbons Various 43-11,700 Perfluorocarbons Various 6,500-9,000 Sulfur Hexafluoride SF6 23,900 Quantification Methods Greenhouse gas emissions can be quantified in two ways; the second method was used to generate this inventory: • Measurement -based methodologies refer to the direct measurement of greenhouse gas emissions (from a monitoring system) emitted from a flue of a power plant, wastewater treatment plant, landfill, or industrial facility. • Calculation -based methodologies calculate emissions using activity data and emission factors. To calculate emissions accordingly, the basic equation is used: Activity Data x Emission Factor = Emissions (method used for these inventories) Activity data refer to the relevant measurement of energy use or other greenhouse gas - generating processes such as fuel consumption by fuel type, metered annual electricity Town of Fraser, Colorado - Sustainability Plan 19 consumption, and annual vehicle miles traveled. See Appendix B for a detailed listing of the activity data used in composing these inventories. Known emission factors are used to convert energy usage or other activity data into associated quantities of emissions. Emissions factors are usually expressed in terms of emissions per unit of activity data (e.g. lbs CO2/kWh of electricity). Table A2 demonstrates an example of common emission calculations that use this formula. In addition, the Master Data Workbook that was used to collect and process activity data for this inventory was included with the submission of this report. Table A2: Basic Greenhouse Gas Emissions Calculations Activity Data Emissions Factor Emissions Electricity Consumption (kWh) CO2 emitted/kWh CO2 emitted Natural Gas Consumption (therms) CO2 emitted/therm CO2 emitted Gasoline/Diesel Consumption (gallons) CO2 emitted /gallon CO2 emitted Vehicle Miles Traveled CH4, N20 emitted/mile CH4, N20 emitted ClearPath Emissions Software To facilitate community efforts to reduce greenhouse gas emissions, ICLEI-USA developed the ClearPath emissions management software in 2014. ClearPath is designed for compatibility with the protocols and determines emissions by combining activity data (energy consumption, waste generation, etc.) with verified emission factors. ClearPath also has the ability to forecast emissions and create a plan to reduce emissions by modeling out various strategies. Evaluating Greenhouse Gas Emissions Greenhouse Gas Emissions by Scope For both community and government operations, emissions sources are categorized relative to the geopolitical boundary of the community or the operational boundaries of the government. Emissions sources are categorized as direct or indirect emissions — Scope 1, Scope 2, or Scope 3. The prevention of double counting for major categories such as electricity use and waste disposal is one of the most important reasons for using the scopes framework for reporting greenhouse gas emissions at the local level. Similar to the community framework, the government operations scopes are divided into three main categories: Scope 1: Direct emissions from sources within a local government's organizational boundaries that the local government owns or controls. Scope 2: Indirect emissions associated with the consumption of purchased or acquired electricity, steam, heating, and cooling. Scope 2 emissions occur as a result of activities that take place within the organizational boundaries of the reporting entity, but that occur at sources owned or controlled by another entity. Town of Fraser, Colorado - Sustainability Plan 20 Scope 3: All other indirect emissions not covered in Scope 2, such as emissions from up -stream and downstream activities that occur as a result of activities within the operational boundaries of the local government, emissions resulting from the extraction of and production of purchased materials and fuels, contracted services, and waste disposal. Scope 1 and Scope 2 sources are the most essential components of a local government greenhouse gas analysis because these sources are usually significant in scale and are directly under the control of local governments. Local governments typically have indirect control over Scope 3 emissions. For example, solid waste generated from government operations is included as Scope 3 because of the unique circumstances in which emissions are generated — emissions from waste are generated over time as the waste decomposes and not directly in the base year. Greenhouse Gas Emissions by Sector In addition to categorizing GHG emissions by scope, this inventory examines emissions by sector. Many local governments find a sector -based analysis more relevant to policy making and project management, as it assists in formulating sector -specific GHG reduction measures and sustainability plan components. These inventories evaluate emissions by the sectors listed in Table A3. Table A3: Sectors Government Buildings and Facilities Residential Energy Materials Commercial Energy Vehicle Fleet Transportation Employee Commute Water & Wastewater Treatment Water & Wastewater Treatment Solid Waste Public Lighting Solid Waste Town of Fraser, Colorado - Sustainability Plan 21 Appendix B — Utility Rebate Programs Xcel Energy Commercial Rebates For a limited time (before December 15) our rebates can cover up to 75% of your project's cost, which lowers out-of-pocket expense and speeds up the return on your investment. We offer several types of heating efficiency rebates: o Qualifying energy efficiency equipment rebates for new or upgraded boilers, furnaces and water heaters o Boiler tune-up rebates are available every two years o Boiler efficiency improvement rebates for pipe insulation, modular burner controls, outdoor air reset controls, stack dampers, and steam trap replacement and repairs o Custom rebates may be available for heating equipment not listed within the qualifying equipment section—pre-approval is required o To qualify, rebate applications must be submitted to Xcel Energy after installation of the equipment and within one year of the date of invoice and start-up Rebate Limits: 43�. Heating Efficiency bonus rebates cannot exceed 75% of the project cost (including equipment and labor). This limit has been expanded to provide more money back during the bonus rebate period (before December 15). On December 16, Heating Efficiency rebate limits will return to 60% of project cost (for equipment and labor). The minimum rebate is $5. Rebate qualifications do not imply any representation or warrant of such equipment, design or installation by Xcel Energy. Xcel Energy shall not be responsible or liable for any personal injury or property damage caused by this equipment. Xcel Energy does not guarantee any energy savings. In any case, Xcel Energy's potential liability shall be limited to the amount of the rebate paid. Eligibility To qualify for the rebate program, you must: • Be a business retail natural gas customer of Xcel Energy in Colorado • Install new or upgrade non -working equipment that uses natural gas as fuel (you may have dual -fuel as back-up) • Use heating equipment devoted to either space heating or domestic water heating purpose • Customers who use Gas Transport are not eligible for Heating Efficiency rebates. • Call our Business Solutions Center at 1-855-839-8862 to verify qualification. Qualifying equipment Rebate Town of Fraser, Colorado - Sustainability Plan 22 Hot Water Boiler Furnace greater than 150,000 BTUh and greater than 92% efficiency Water Heaters Pipe Insulation Replace a non -working or upgrade a functional hot water boiler, or install a new boiler where none existed 92% AFUE 94% AFUE Tankless or with PLAN A-1 85% min efficiency PLAN A-2 92% min efficiency fused on pipe cttameter and x value Rebate $750 per million BTUh $3,500 per million BTUh $80 per unit $120 per unit $200 per 100,000 BTUh $3—$5 per linear foot Boiler Tune -Ups Must meet tune-up requirements on $250 per million application BTUhl per boiler 'qj ��ofl'11111 FP $750 per million Modular burner contrc :1 turndown BTUhI; ratio�4. $2,000 maximum Improvements and Add- ons (Only eligible if a breakout of the equipment costs is clearly indicated on the invoice) Outdoor air reset controls Stack dampers Steam trap replacements $250 per million BTUhI $250 per million BTUh' 25% of trap cost up to $250 per trap; maximum $10,000 per facility ' Rebate dollar values shown reflect the rebate amount for qualifying boilers with input capacity of 1 MMBTUh (1 million BTU per hour). Rebate amounts will be prorated based on boiler input capacity. For example, a qualifying boiler with input capacity of 500,000 BTUh (half the size of 1 MMBTUh) would eam half the value of the designated rebate shown. Similarly, a boiler with input capacity of 2 MMBTUh would earn twice the value of the designated rebate shown. How to get started 1. Prior to purchase or installation, check that your equipment and/or improvements meet all eligibility requirements listed on the rebate application. 2. Purchase and install your equipment. (Note: For Custom Efficiency, the project must be approved before purchase and installation. See Custom Heating Efficiency under Additional Information.) 3. After installation, complete and submit the rebate application per the requirements and instructions listed on the form. All information needs to be supplied before a rebate check can be issued; incomplete applications will delay processing. Town of Fraser, Colorado - Sustainability Plan 23 4. Include a copy of your paid invoices (with the appropriate level of detail required) with the submitted application. Any missing information will cause a delay or denial of the rebate application. 5. If you've conducted a Boiler Tune -Up, use the Express Boiler Tune -Up application below. 2014 MPEI RUS Form 7 Part P: Energy Efficiency Programs Calculation Justifications 1. Residential Energy Star Clothes Washers • Total units: 38 • MMBTU saved per unit = 0.23 (per RUS calculator) • TOTAL MMBTU saved = 8.74 • 2014 dollars invested: $1,520 Unique customers: 28.15 Energy Star Dishwashers • Total units: 65 • MMBTU saved per unit = 0.163 (per RUS calculator) • TOTAL MMBTU saved = 10.6 • 2014 dollars invested: $ 1,950 Unique customers: 46.5 Energy Star Refrigerators • Total units: 104 • MMBTU saved per unit = 0.423 (per RUS calculator) • TOTAL MMBTU saved = 44.00 • 2014 dollars invested: $7,680 Unique customers: 93.65 Energy Star Refrigerators (with RECYCLED) • Total units: 87 • MMBTU saved per unit = 4.386 (per RUS calculator) • TOTAL MMBTU saved = 381.6 • 2014 dollars invested: $7,000 Unique customers: 79.25 Energy Star Refrigerators (RECYCLED ONLY) • Total units: 10 • MMBTU saved per unit = 3.96 (per RUS calculator) Town of Fraser, Colorado - Sustainability Plan 24 • TOTAL MMBTU saved = 39.6 • 2014 dollars invested: $400 Unique customers: 3 Electric Water Heaters • Total units rebated: 43 (18 Marathons, 25 non -Marathon per T -S spreadsheet & MPE 2014 sales records) (18 Marathons, MPE paid an additional $20 rebate) • MMBTU saved per unit = 0.548 (per RUS c. ulator, inputs: existing EF 0.88, new EF 0.91) �,� • TOTA77MMTtTsaved = 23.6 • 2014 dollars invested: $2,675 _ $3,03OTAIA Unique customers: 35.75 (per Rosie's report) Heat Pump Water Heaters • Total units rebated: 1 • MMBTU saved per unit 9.0 (per RUS calculator) •TOTAL MMBTU saved = 9.00 • 2014 dollars invested: $350 Unique customers: 1 n LED Lamps/Fixtures` • Total bulbs: 2,746 • MMBTU saved per unit = 0.185 • TOTAL MMBTU saved = 508.00 • J014 dollars invested: $16,614 Unique customers: 201.3 Air -Source Heat Pumps • Total tons: 0 • MMBTU saved per unit = 1.57 • TOTAL MMBTU saved = 0 • 2014 dollars invested: $0 Unique customers: 0 Ground -Source Heat Pumps • Total tons: 0 • MMBTU saved per unit = 3.24 • PUTAL MMBTU saved = 0 • 2014 dollars invested: $0 Unique customers: 0 Town of Fraser, Colorado - Sustainability Plan 25 2014 RESIDENTIAL TOTALS: Unique customers: 488.6 7014 amountinvested: = $37,677 2014 MMBTU Savings: 1,025.14 "NOTE: Not calculated: energy audits 2. Commercial LED Refrigerated Case Lighting • Doors:0 • MMBTU saved per door = 0.00445 • TOTAL MMBTU saved = 0 • 2014 dollars invested: $0 Unique customers: 0 Lighting Retrofits • TOTAL MMBTU saved: 524.1 • 2014 dollars invested:: $13,426 Unique customers: 7 Pole -Mounted Parking Lot Lights • TOTAL MMBTU saved: 14.4 • 2014 dollars invested: $646 Unique customers: 2 2014 COMMERCIAL TOTALS: Unique customers: 9 2014 amount invested: = $14,072 2014 MMBTU Savings: 538.5 "NOTE: Not calculated: energy audits & energy consumption data reporting •.�sssss��.. Town of Fraser, Colorado - Sustainability Plan 0