Lake City & Hinsdale County

Comprehensive Housing Strategy

Moving from Planning to Implementation

Housing Steering Committee Meeting #1
June 30, 2025

Welcome & Introductions

Project Team

Sarah Brown McClain
Western Spaces - Project Lead

Ethan Mobley
Dynamic Planning + Science

Grant Bennett
Proximity Green

Jeff Moffett
Triple Point Strategic Consulting

Project Purpose

Create actionable housing solutions
Bridge gap from planning to implementation
Support Lake Fork development
Establish sustainable funding strategy
Enable workforce housing opportunities

Today's Meeting Goals

Morning: Review findings, discuss vision & objectives

Afternoon: Use housing simulator to set specific numerical targets

Lake City's Unique Housing Challenges

Geographic Constraints

96% federal land ownership - extremely limited developable land
Most remote county in lower 48 states
Higher construction costs, material challenges
Limited workforce access

Market Realities - Housing Split

985 units
VACANT/SEASONAL
72%

380 units
YEAR-ROUND
28%

Total: 1,365 housing units

Economic & Employment Context

~465

Total Jobs in County

98

Workers Commuting In Daily
CRISIS

40%

Summer Employment Surge
INSTABILITY

Key Challenge: Workforce can't afford to live where they work

Most jobs pay $25k-$45k annually • But families need $68k-$92k for self-sufficiency

38% tourism/hospitality jobs • 20% essential services • Growing underemployment

📊 77 local workers surveyed validate this crisis

The Income Reality Gap

What Jobs Actually Pay vs. What Families Need

Typical Local Wages (Annual)

Food Service: $25,499

Teachers: $34,353

Office Support: $36,458

Average All Jobs: $40,119

Construction: $44,072

Self-Sufficiency Standard (What's Actually Needed)

2 Adults + 1 School Child

$68,427

($16.20/hour each adult)

Single Parent + 2 Kids

$92,302

($43.70/hour)

Reality Check: Most jobs pay HALF of what families need for basic self-sufficiency

And that's BEFORE considering housing costs above $1,100/month

📊 Survey Validation

77 local residents and workers confirm:

74% own their homes, 21% rent - matching our market analysis

These are the voices of people experiencing this crisis daily

Key insight: Even "good" local jobs like teaching ($34k) fall far short of family needs ($68k+)

Seasonal Housing Pressure: The Data

Daily Visitors

8,000+

Peak Summer Days

vs ~1,000 in winter

Daily Commuters

100+

Peak Summer Commuters

Workers living elsewhere

Population Swings

Winter Base

~650

Summer Peak

~1,000

54% INCREASE

The Housing Math Doesn't Work

54% more people + 0% vacancy = Housing crisis every summer

Severe Market Imbalances

Ownership Crisis - Affordability Gap

80% AMI Can Afford

$245,000

VS

Median Market Price

$639,500

$394,500 GAP

(161% more than affordable!)

Rental Emergency

0%

VACANCY RATE

CRISIS LEVEL

Only 80 rental units county-wide
Zero vacancy rate with waiting lists
Median 2BR rent: $1,875/month
$651/month gap for service workers
Summer population +54% strains limited housing

Middle-Income Workers Can't Afford Local Housing

Even Teachers and Nurses Can't Afford Basic Housing

The affordability crisis extends far beyond minimum wage jobs

Essential Worker Estimates

Teacher: $69,000
Can afford $400k home

Nurse: $60,000
Can afford $350k home

Sheriff Deputy: $62,500
Can afford $365k home

County Clerk: $61,000
Can afford $355k home

Market Reality

$639k

Median Home Price
161% above what teachers can afford

Available Options:

Under $300k: 4 tiny units (all under 500 sq ft)
Under $400k: 5 total units
Under $500k: 8 total units
Family-suitable homes: Almost none

The Gap is Real
Even professionals earning $68k can't afford median homes

Essential workers face $150k-$400k gaps between income and housing costs

This forces teachers to commute 2+ hours daily or live in substandard conditions

What Local Residents & Workers Told Us

77 Full-Time Residents and Seasonal Workers Responded

This is the voice of people who live and work in our community year-round

Survey Validates Our Analysis

Housing Tenure:
74% own, 21% rent, 5% caretake
✓ Confirms our 80/20 estimate

Location Focus:
77% live in Lake City proper
✓ Validates town-centered strategy

Community Voice:
94% year-round residents
✓ Pure local perspective

Household Composition

52% couples without children
Aging population seeking right-sized housing

18% couples with children
Working families needing affordable options

14% adults living alone
Singles seeking rental or small ownership

These are your neighbors, teachers,
nurses, and coworkers speaking

The Real Impact: What Employers Face

20 Local Businesses Tell Us Housing is Breaking Their Operations

This isn't theory - it's happening right now to your local employers

Why People Refuse Jobs or Quit

85%

of employers report:
"Cost of living too high"

95%

lose workers to:
"Jobs nearer their residence"

20%

report people:
"Can't find adequate housing"

Daily Business Problems

90% of employers experience:

Unfilled positions
High employee turnover
Chronic absenteeism
Workers showing up late

Housing Crisis = Business Crisis
When workers can't afford to live here, businesses can't operate reliably

Bottom Line: Employers are losing the workforce they need

This represents 151 jobs from just 20 businesses - 1/3 of the county's total employment

The Real Impact: What Households Face

Projected County-Wide Impact (Based on 77-Household Survey)

If our survey sample represents the broader community, here's the true scope of crisis

Housing Quality Crisis

~360

households living in homes needing major repairs or poor condition
95% of all county households

~340

households say their current housing is too expensive
90% of all county households

~85

households paying over $2,000/month in housing costs
22% of all county households

Blocked Dreams & Forced Choices

~50 renter households want to buy but are stuck renting
65% trapped in rental market - wealth-building blocked

~45 households live too far from work
12% forced into long commutes daily

~35 households forced to have roommates
9% when they prefer to live alone

~30 households overcrowded
8% without enough space for their families

This is what housing crisis looks like across our entire community

95% in poor conditions, 90% can't afford housing, 65% blocked from homeownership

Methodology: Projections based on 77-household survey (20% sample) scaled to 380 total year-round households

The Bottom Line

Essential workers cannot afford to live in the community they serve

What This Means:

Teachers commuting 2+ hours daily
Healthcare workers living in substandard conditions
Service industry doubling up in overcrowded housing
Businesses unable to find reliable workforce
Community losing year-round residents

Without Action:

Economic vitality declines
Essential services at risk
Community character changes
Loss of workforce continuity
Increased inequality

Our Implementation-Focused Approach

STEP 1: MARKET ANALYSIS
Not just needs assessment

↓

STEP 2: SET GOALS
Specific, measurable targets

↓

STEP 3: CHOOSE TOOLS
Feasible strategies

↓

STEP 4: IMPLEMENT & BUILD
Deliver actual housing

DRAFT Vision Statement

"To provide housing opportunities across all life stages, enabling residents to find appropriate homes as they begin careers, raise families, and retire in the community they love."

Discussion Questions:

Does this vision capture our community's aspirations?
What would you add or change?
How do we balance community needs with market realities?

Core Objectives: Community Needs

1. Serve All Life Stages
Create diverse housing options that meet residents' changing needs - from workforce rentals to family homes to senior-friendly downsizing options.

2. Expand Housing Supply Strategically
Develop new rental and ownership opportunities across income levels, recognizing that 54% of households earn below 80% AMI.

3. Support Economic Stability
Expand housing opportunities for teachers, healthcare workers, service employees, and other essential workers.

4. Preserve Long-Term Affordability
Implement deed restrictions and other mechanisms to ensure public investment creates lasting community benefit.

Core Objectives: Implementation Approach

5. Maximize Limited Land Resources
Focus on strategic infill development and efficient land use within town boundaries.

6. Build Quality, Sustainable Communities
Prioritize durable construction, energy efficiency, and professional management.

7. Promote a Sustainable Housing Balance
Monitor and influence the ratio of year-round to seasonal housing to ensure adequate homes remain available for the local workforce.

These objectives guide all our housing strategy decisions

The Housing Balance Question

72%

of homes are vacant/seasonal
(985 of 1,365 units)

PROBLEM

            What Other Mountain Communities Have Decided:
            Jackson Hole: Target 60% of workers living locally
Aspen: Achieved 35% vacancy rate through deed restrictions
Mountain Village (Telluride): 68% deed-restricted for local workers

        

📊 Our Survey Says

77 local residents participated in our housing survey

These are the voices of people who live and work here year-round

Not second-home owners or tourists - your neighbors and coworkers

Key Questions for Our Community:

What housing balance will allow Lake City to thrive as a year-round community?

Do we accept the current 72% seasonal rate, or do we believe year-round residents deserve priority for public resources and policy decisions?

Lake City at a Crossroads

Path A: Continue Current Trajectory

Essential workers keep commuting 2+ hours
More businesses struggle with staffing
School enrollment continues declining
Year-round community slowly hollows out

Path B: Invest in Year-Round Community

Teachers, nurses, workers can afford to live here
Businesses have reliable workforce
Families can stay through generations
Vibrant year-round community with services

Today's Question: Which path do we choose?

The housing decisions we make over the next 5 years will determine Lake City's future

Discussion Before Lunch

Vision & Objectives

Do these objectives address our most pressing needs?
What should we add or modify?
How should we prioritize competing objectives?

Housing Balance

What percentage of year-round housing do we need?
Should we set an explicit target?
What level of intervention matches our values?

The Bigger Picture

Are we willing to prioritize year-round residents over seasonal property interests?
Should seasonal employers house their own workers?
What does "community survival" mean to us?

After Lunch

Housing Goals Simulator

We'll use an interactive tool to:

Set specific production targets
Choose income mix priorities
Balance rental vs. ownership goals
See financial implications
Test different scenarios

Access the simulator:
lakecityhousingstrategy.com/simulator

Potential Housing Strategies for Lake City

Multiple Tools Available to Address the Crisis

No single solution will solve everything - we need a comprehensive approach

Land & Development Strategies

Public Land Development
• Lake Fork project (28 units)
• Land exchanges with USFS/BLM
• Community land trust creation

Zoning & Land Use Reform
• Allow higher density & smaller lots
• Support accessory dwelling units
• Enable "missing middle" housing

Funding & Financial Tools

State & Federal Programs
• Proposition 123 funding
• CHFA tax credits & loans
• HOME & CDBG grants

Local Revenue Options
• Short-term rental fees
• Vacant home taxes
• Local housing trust funds

Homeownership & Preservation

Ownership Support
• Down payment assistance
• Deed-restricted housing
• Shared equity programs

Housing Preservation
• Rehabilitation grants
• Tenant protections
• Conversion incentives

Next Steps: Strategy Selection & Prioritization

Meeting #2: August 2025

Moving from problems to solutions

What We'll Accomplish

Strategy Evaluation & Selection

Review detailed strategy options
Assess feasibility & impact
Consider local capacity & resources
Select priority strategies

Funding Strategy Development

Identify funding sources
Explore partnerships
Plan revenue mechanisms
Set implementation priorities

Between Now & Then

Community Engagement
• Share findings with your networks
• Gather feedback on priorities
• Build support for solutions
• Identify potential partners

Strategy Research
• Review detailed strategy packet
• Consider local implementation
• Think about trade-offs
• Prepare for decision-making

Key Questions to Consider

Which strategies best fit our values?
What can we realistically implement?
How do we balance urgency with capacity?
What partnerships do we need?

Call to Action

The crisis is real. The solutions are achievable. The time to act is now.

What Success Looks Like

Teachers living in the community they serve
Nurses walking to work instead of commuting 2+ hours
Young families staying instead of leaving
Businesses with reliable, local workforce
Vibrant year-round community

Your Role Between Meetings

Champion Solutions:

Share today's findings with colleagues
Discuss priorities with your networks
Build support for housing action
Identify potential partners
Prepare for strategy selection

Next Meeting: August 2025
Strategy evaluation & selection

Every month we delay, more families are forced to leave

Lake City's future as a year-round community depends on the decisions we make this year