HomeMy WebLinkAboutPACKET Town Board 2019-02-12The Mission of the Town of Estes Park is to provide high-quality, reliable services
for the benefit of our citizens, guests, and employees, while being good stewards
of public resources and our natural setting.
The Town of Estes Park will make reasonable accommodations for access to Town services,
programs, and activities and special communication arrangements for persons with disabilities.
Please call (970) 577-4777. TDD available.
BOARD OF TRUSTEES - TOWN OF ESTES PARK
Tuesday, February 12, 2019
7:00 p.m.
PLEDGE OF ALLEGIANCE.
(Any person desiring to participate, please join the Board in the Pledge of Allegiance).
AGENDA APPROVAL.
PUBLIC COMMENT. (Please state your name and address).
TOWN BOARD COMMENTS / LIAISON REPORTS.
TOWN ADMINISTRATOR REPORT.
CONSENT AGENDA:
1.Bills.
2.Town Board Minutes dated January 22, 2019 and Town Board Study Session Minutes
dated January 22, 2019.
3.Board of Adjustment Minutes dated December 04, 2018 (acknowledgement only).
4.Family Advisory Board Minutes dated January 3, 2019 (acknowledgement only).
5.Intergovernmental Agreement with Platte River Power Authority for Fiber
Management.
6.Resolution 03-19 Continuing the Family Advisory Board.
7.Revised Policy 306 – Leave.
8.Water Tap Fee Amortization, 1660 Fall River Road, Inn of Fall River.
9.Appointments to the Parks Advisory Board.
Dewain Lockwood, Reappointment, 3-year term expiring December 31, 2021.
Vicki Papineau, Reappointment, 3-year term expiring December 31, 2021.
J. Rex Poggenpohl, to complete the term of Rona Boles expiring December 31,
2019.
Ronald Wilcocks, Appointment, 3-year term expiring December 31, 2021.
LIQUOR ITEMS:
1.NEW BEER & WINE LIQUOR LICENSE APPLICATION FOR HIGH WEST
INVESTMENTS, LLC, DBA VINO GIU, 207 PARK LANE, ESTES PARK, CO 80517.
Town Clerk Williamson.
Public hearing to consider a new Beer & Wine liquor license.
Prepared 02-01-2019
*Revised 02-07-2019
1
NOTE: The Town Board reserves the right to consider other appropriate items not available at the time the agenda was
prepared.
PLANNING COMMISSION ITEMS: Items reviewed by Planning Commission or staff for
Town Board Final Action.
1. ACTION ITEMS:
A. VARIANCE TO SIGN CODE, CINNAMONS BAKERY, 920 WEST ELKHORN
AVENUE, BOB & CAROLE FIXTER/OWNERS. Code Compliance Officer Hardin.
Applicant request for a second freestanding sign.
ACTION ITEMS:
1. BUILDING DIVISION: ADOPTION OF OUTCOMES. Director Hunt.
Set initial customer-service and turnaround-time outcomes for Building Division, to be
measured and revisited with the Board in July 2019 and periodically thereafter.
2. FEE SUBSIDY REQUEST, WATER TAPS, 444 STANLEY AVENUE, LONG LUNCH
ENTERPRISES, LLC. Director Bergsten, Superintendent Eshelman or Coordinator
Rusch.
Developer requesting fee subsidy of $37,796.00 for development of a workforce
housing project.
3. TOWN ADMINISTRATOR EVALUATION PROCESS. Director Williamson.
To approve the 2019 evaluation process.
REPORTS AND DISCUSSION ITEMS:
1. DISCUSSION OF THE JOINT MEETING WITH LARIMER COUNTY
COMMISSIONERS ON FEBRUARY 19, 2019.
ADJOURN.
*
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Town of Estes Park, Larimer County, Colorado, January 22, 2019
Minutes of a Regular meeting of the Board of Trustees of the Town of Estes
Park, Larimer County, Colorado. Meeting held in the Town Hall in said Town
of Estes Park on the 22nd day of January, 2019.
Present: Todd Jirsa, Mayor
Cody Rex Walker, Mayor Pro Tem
Trustees Carlie Bangs
Marie Cenac
Patrick Martchink
Ron Norris
Ken Zornes
Also Present: Frank Lancaster, Town Administrator
Travis Machalek, Assistant Town Administrator
Greg White, Town Attorney
Kimberly Disney, Recording Secretary
Absent: None
Mayor Jirsa called the meeting to order at 7:00 p.m. and all desiring to do so, recited the
Pledge of Allegiance.
AGENDA APPROVAL.
It was moved and seconded (Cenac/Norris) to approve the Agenda, and it passed
unanimously.
PUBLIC COMMENTS.
Charlie Dickey/Town citizen stated he spoke with the Postmaster Manager who was
interested in establishing the issues related to the Estes Park Post Office. He also spoke
to Postmaster Kim Chase regarding a potential tour of the Post Office for Trustees in
February.
John Meissner/Town citizen inquired about the renewal of the Conference Center contract
which was discussed at the Study Session. He asked if the Conference Center generated
revenue for the Town and requested it be further discussed by the Town Board allowing
for public input. Mayor Jirsa agreed this should be added as a future agenda item.
TOWN BOARD COMMENTS
Trustee Zornes attended the Wasteshed Regional Policy Advisory Committee meeting
which focused on an Intergovernmental Agreement to be approved by Fort Collins,
Loveland and Estes Park. He would be attending the Open Lands Advisory Board
meeting on January 24, 2019. The Larimer County Mental Health Initiative Policy Council
has been accepting community member applications for the council as well as a 25-
member technical advisory board.
Trustee Norris stated the Estes Valley Planning Commission has been accepting
applications for one Town appointed vacancy. The Family Advisory Board would meet
February 7, 2019 and the joint meeting of the Town Board of Trustees and Larimer County
Board of County Commissioners has been scheduled for February 19, 2019 to discuss
the Intergovernmental Agreement and Estes Valley Comprehensive Plan.
Mayor Pro Tem Walker recognized the Estes Park Police Department, Larimer County
Sheriff’s Department and Rocky Mountain National Park staff for their efforts in a high-
speed chase which occurred in Town.
Mayor Jirsa attended the Colorado Association of Ski Towns meeting in Jackson Hole,
WY. DRAFT3
Board of Trustees – January 22, 2019 – Page 2
Trustee Bangs stated the Transportation Advisory Board met and would be providing
policy updates to the Town Board. She met with Director Muhonen and Manager
Solesbee to discuss license plate recognition software. Trustee Bangs recognized Flinch
Forward for their assistance to federal employees during the government shutdown.
Trustee Cenac stated the Rooftop Rodeo has been scheduled for July 8-13, 2019. The
Visit Estes Park (VEP) Board met and were introduced to the new CEO Eric Lund. VEP
has launched their winter campaign, which includes a new billboard.
TOWN ADMINISTRATOR REPORT.
1. POLICY GOVERNANCE MONITORING REPORT - Policy 3.3.
Town Administrator Lancaster presented the Policy Governance Monitoring
Report for Policy 3.3 Financial Planning and Budgeting. He reported compliance
per Policy 3.3, stating the Town Administrator has not jeopardized either the
operational or fiscal integrity of the Town. However, section 3.3.4 has been
reported with caution due to potential financial impacts caused by the government
shutdown. Currently the Town has waived penalty and late fees of utilities,
limitations on capital expenditures may continue to be imposed should the
shutdown continue.
In response to John Meissner’s inquiry Town Administrator Lancaster stated
Conference Center revenues are received by the operator of the Ridgeline Hotel.
The Town has been financially responsible for the center’s utilities and major
capital improvements. The contract for the Conference Center could be renewed
for 20 years, however giving ownership to the Ridgeline Hotel would save the Town
$2.8 million.
2. STORMWATER FEES UPDATE.
Director Muhonen provided an update on the Estes Valley Stormwater
Management Project. He highlighted the public opinion survey, and the distribution
of proposed stormwater fees and educational information to owners of 7676
improved parcels. Larimer County Public Works staff recently presented a concern
regarding fee structure to the Board of County Commissioners, requesting the
Commissioners consider a fee cap or tiered system for residential properties only.
The Commissioners have requested the Town Board provide an opinion on the fee
structure before it would be finalized and provided to property owners. The Town
Board discussed the fee structure options and determined to recommend Option
3, to create a fee reduction formula broadly available to more property owners.
Joel Holtzman/Town citizen spoke against the Stormwater utility stating it would
not be a fee but a tax not voted on by citizens. He also stated the utility would not
be effective and would negatively affect the rivers. He requested the Board review
the Silver Jackets Corp of Engineers Assessment on Flood Mitigation.
CONSENT AGENDA:
1. Bills.
2. Town Board Minutes dated January 8, 2019 and Town Board Study Session
Minutes dated January 8, 2019.
3. Estes Valley Planning Commission Minutes dated November 13, 2018 and
December 18, 2018 (acknowledgment only).
4. Parks Advisory Board Minutes dated November 15, 2018 and December 20, 2018
(acknowledgement only).
5. Transportation Advisory Board Minutes dated November 21, 2018 and December
19, 2018 (acknowledgement only).
6. Acceptance of Town Administrator Policy Governance Monitoring Report.
7. Resolution #02-19 Setting the Public Hearing date of February 12, 2019 for a New
Beer & Wine Liquor License filed by High West Investments, LLC, dba Vino Giu,
207 Park Lane, Estes Park, CO 80517.
DRAFT4
Board of Trustees – January 22, 2019 – Page 3
It was moved and seconded (Walker/Martchink) to approve the Consent Agenda,
and it passed unanimously.
REPORTS AND DISCUSSION ITEMS: (Outside Entities).
1. LOCAL MARKETING DISTRICT UPDATE.
The new CEO of Visit Estes Park (VEP), Eric Lund, introduced himself to the
Board. He stated the VEP staff and Board of Directors have been welcoming.
2. ESTES VALLEY PARTNERS FOR COMMERCE (EVPC) QUARTERLY
REPORT. President of the EVPC Charlie Dickey stated Stef Scroggin was recently
elected to the EVPC Board of Directors and provided an overview of additional
members of the Board and staff. He supplied an update on the Chamber
Taskforce, a formal proposal would be expected in April 2019 with a start date in
January 2020 to establish a Chamber of Commerce. A presentation on the status
of the Chamber of Commerce would be held January 24, 2019. Trustee Zornes
questioned how a Chamber of Commerce would affect similar entities in Estes
Park. Mr. Dickey stated the EVPC would cease operations however, each entity
would determine if they would continue to operate.
3. UPDATE ON FLOOD MITIGATION PROJECTS AND FUNDING BY THE
OFFICE OF EMERGENCY MANAGEMENT (OEM). Michael Willis, Director of
OEM provided an update on the application for a FEMA Pre-Disaster Mitigation
Grant for $1.5 million, the Town would have the option to match 10% of the grant.
Director Willis stated flood mitigation projects average a 6-1 return on investment.
Trustee Norris requested the Silver Jackets assessment be provided to the Board.
ACTION ITEMS:
1. ORDINANCE #01-19: AMENDMENTS TO THE 2015 INTERNATIONAL
RESIDENTIAL CODE (IRC). Mayor Jirsa opened the public hearing and Director
Hunt presented Ordinance #01-19 to amend the 2015 IRC. Previously the Town
Board and Board of County Commissioners adopted local amendments to the
2015 IRC requiring a Life and Safety Survey be conducted by Building Official to
ensure vacation homes and large vacation homes are safe. County and Town staff
has determined it would not be possible to complete the initial survey for all
vacation homes by the March 31, 2019 deadline. Thus, Town staff has
recommended amending the 2015 IRC §R327 to the following timeline: Life and
Safety Survey application submitted by March 31, 2019, Initial survey completed
by March 31, 2020 and final compliance and Certificate of Occupancy issued by
March 31, 2021. The Trustees discussed the ramifications of vacation homes not
meeting the application deadline. Director Hunt stated registrations would be
voided and subject to reapplication of a vacation home registration should the Life
& Safety Survey application not be submitted by March 31, 2019. Mayor Jirsa
closed the public hearing and Town Attorney White read the ordinance into the
record. It was moved and seconded (Walker/Cenac) to approve Ordinance #01-
19 with the removal of the second line of §R327.1 beginning with ‘prior’ and
ending with ‘home’, and it passed unanimously.
2. APPOINTMENTS TO THE NORTHERN COLORADO REGIONAL TOURISM
AUTHORITY BOARD (NOCO RTA). Mayor Jirsa presented the appointment of a
Trustee to the NOCO RTA Board and Mayor Pro Tem Walker volunteered. It was
moved and seconded (Cenac/Norris) to appoint Mayor Pro Tem Walker to the
Northern Colorado Regional Tourism Authority Board, and it passed
unanimously.
3. PARKS ADVISORY BOARD INTERVIEW COMMITTEE APPOINTMENT.
Town Clerk Williamson presented the appointment of two Trustees to the Parks
Advisory Board (PAB) Interview Committee for the two open positions. She also
provided an update on board vacancies for VEP, the Estes Valley Planning
Commission and the Family Advisory Board. It was moved and seconded DRAFT5
Board of Trustees – January 22, 2019 – Page 4
(Martchink/Norris) to appoint Trustee Martchink and Trustee Bangs to the
Parks Advisory Board Interview Committee, and it passed unanimously.
REPORTS AND DISCUSSION ITEMS:
1. UPDATE ON THE ENTERPRISE WIDE CONTENT MANAGEMENT SOFTWARE
(LASERFICHE). Administrative Assistant Beers presented an update on the
Enterprise Wide Content Management Software (Laserfiche). She overviewed the
progress the Town has had implementing Laserfiche, how it has been
implemented and goals of automating over 15 processes in 2019. She highlighted
research for implementation, resources available to the Town, policy and naming
conventions, the Town Board Agenda process automation, processes which have
been streamlined via Laserfiche from 2011-2019 and business license and
registration renewal processing. The Trustees discussed the amount of work which
has been streamlined via Laserfiche and the goals for 2019 specifically in the
Building Division.
Whereupon Mayor Jirsa adjourned the meeting at 8:38 p.m.
Todd Jirsa, Mayor
Kimberly Disney, Recording Secretary DRAFT6
Town of Estes Park, Larimer County, Colorado January 22, 2019
Minutes of a Study Session meeting of the TOWN BOARD of the Town of
Estes Park, Larimer County, Colorado. Meeting held at Town Hall in the
Board Room in said Town of Estes Park on the 22nd day of January, 2019.
Board: Mayor Jirsa, Mayor Pro Tem Walker, Trustees Bangs,
Cenac, Martchink, Norris and Zornes
Attending: All
Also Attending: Town Administrator Lancaster, Assistant Town Administrator
Machalek, Town Attorney White and Recording Secretary
Beers.
Absent: None
Mayor Jirsa called the meeting to order at 5:15 p.m.
SOCIAL MEDIA AS A PUBLIC RECORD.
PIO Rusch provided an overview of social media as a public record. She stated the
Town has twelve accounts managed by various departments used as a communication
tool for emergency updates, conversations for answering questions and paid
promotions for events. All accounts generate approximately 5,300 records a year. Staff
has researched other communities and begun discussions on how social media records
relate to the Colorado Open Records Act (CORA) and record retention policies. A final
decision was made in December 2018 to move forward with archiving social media
records. Archiving would allow the Town to maintain the records for a calendar year and
be in line with the Town’s email retention schedule. Those posting to social media are
responsible for maintaining records and become the custodians of those records. PIO
Rusch provided national examples of social media controversies, including violation of
free speech rights, false reporting, and major social conflicts.
Board questions were heard and have been summarized: Whether Town committees
and boards are subject to archiving social media records; if a network exists where
problems and solutions are monitored and shared with staff for educational purposes;
and whether social media conversations could potentially violate the Sunshine Law.
BUILDING DIVISION OPERATIONS.
Director Hunt and Assistant Town Administrator Machalek stated concern over process
delays has led staff to develop a plan of action in a three-part process including:
performance standards, the development of metrics to monitor progress reported back
to the Board, and the hiring of a third party to monitor progress. Due to staffing changes,
data has not been collected over the past months; however, staff has data previously
collected when fully staffed in which a third-party consultant could use to compare with
other building departments/divisions. Staff intends to pursue the formation of a Building
Advisory Group consisting of members of the development community to evaluate the
division’s processes and provide feedback and input to the Town. Director Hunt stated
the division is dedicated to improving performance and committed to seeing the division
succeed.
Board comments have been summarized: The Board acknowledged dissatisfaction in
the community and showed strong interest an advisory group’s input; questioned where
the data for the standards was sourced; stated a need exists for process improvement;
the Board directed staff to review other municipalities to set those goals and standards;
and questioned what the defects in the process are including, errors, turnaround, poor
customer service, etc. DRAFT7
Town Board Study Session – January 22, 2019 – Page 2
Mayor Jirsa requested staff present recommended goals at the next regular Board
meeting to include the expectations from the advisory group. The Board was in
agreement to review goals and expectations from the advisory group at the regular
meeting on February 12, 2019 as an action item and welcomed public comment.
DISCUSSION OF LEGAL SERVICES.
Attorney White stated his intention to retire as Town Attorney on June 1, 2019. Options
for replacement included hiring an in-house attorney or contract an attorney most likely
through a firm. Staff gathered information from other communities regarding either
option and provided cost estimates to the Board. It was stated a contract firm attorney
would likely not be found locally. A timeline for replacing the attorney was presented to
the Board. The Board questioned whether Attorney White was a contract attorney and
who determines availability for contracted attorneys. The Board was in agreement to
start the process for hiring an in-house attorney. Review of candidates would occur by
the end of February 2019 and interviews would be scheduled in March 2019.
TRUSTEE & ADMINSTRATOR COMMENTS & QUESTIONS.
Town Administrator Lancaster received input regarding a resolution of support for
federal workers and or a resolution urging congress to move forward with correcting the
government shut down. The Board consensus was to move forward with the resolution
and to recognize the local community and businesses which have provided support.
The Board was in agreement to schedule two half day retreats facilitated by Town
Administrator Lancaster to begin the 2020 strategic planning process. The Board would
review philosophy statements, goals and objectives and performance measures.
The Conference Center ground lease expires November 1, 2019. Town Administrator
Lancaster stated Delaware North Companies owns the land and the Town owns the
building. The Town has an option to let the lease expire or renew the lease for 20 years.
The Board discussed the annual cost for maintaining the Conference Center and was in
agreement to provide a letter of intent to Delaware North Companies stating the Town
would not be renewing the lease and discuss the potential of early possession.
Town Administrator Lancaster stated his contract expires June 7, 2019 and requires a
60-day notice if the contract would not be renewed. A performance evaluation would be
completed to provide feedback for the decision to renew the contract. Mayor Jirsa and
Trustee Martchink would meet with the Town Administrator and Town Clerk Williamson
to develop the evaluation criteria and a 360 review. The Board agreed to develop the
process, a 360-review obtaining feedback from staff who report to the Town
Administrator and criteria for the evaluation. The evaluation would be completed by
March 26, 2019 and a decision to renew the contract would be required by the April 9,
2019 regular Town Board meeting.
FUTURE STUDY SESSION AGENDA ITEMS.
Mayor Pro Tem Walker requested clarification for topics qualifying for a citizen’s
initiative. Attorney White provide a review of the citizen initiated ordinance process and
timeline.
Town Administrator Lancaster stated the sunset review for the Family Advisory Board
would occur in April of 2019. The Board was in agreement to continue the Family
Advisory Board.
There being no further business, Mayor Jirsa adjourned the meeting at 6:43 p.m.
Bunny Victoria Beers, Recording Secretary DRAFT8
RECORD OF PROCEEDINGS
Estes Valley Board of Adjustment
December 4, 2018, 9:00 a.m.
Board Room, Estes Park Town Hall
Board: Chair Rex Poggenpohl, Vice-Chair Jeff Moreau, Wayne Newsom, Pete
Smith, John Lynch
Attending: Members Moreau, Newsom, Smith, Lynch
Also Attending: Senior Planner Woeber, Planner I Robin Becker, Recording Secretary
Karin Swanlund
Absent: None
Chair Poggenpohl called the meeting to order at 9:00 a.m. There were 7 people in
attendance. He introduced the Board Members and staff.
1. AGENDA APPROVAL
It was moved and seconded (Smith/Newsom) to approved the agenda as presented
and the motion passed 5-0.
2. CONSENT AGENDA
Approval of minutes dated November 6, 2018
It was moved and seconded (Newsom/Smith) to approve the minutes for November
6, 2018 as presented and the motion passed 4-0, with Poggenpohl abstaining.
3. 800 MacGregor Avenue, Black Canyon Inn
Planner Becker reviewed the variance request from Section 5.2.D.4, stating that it entails
an 11,900 square foot building which is 10,900 square feet over the allowed 1,000 square
feet of gross floor area permitted in for an accessory use. The Planning Commission
approved the Development Plan on November 13, with a condition of this variance
approval. A late public comment was received, but was mostly related to the
Development Plan.
Staff and Board Member Discussion:
Becker explained that the applicant wasn’t told of the use by right requirement until half
way through the application process, which is why this went to the Planning Commission
(PC) prior to the Board of Adjustment (BOA). Poggenpohl noted that the BOA would like
to see variances prior to the Planning Commission’s review. Board members also
recommended that Wedding Venues become a valid use in Code to avoid this type of
variance request.
Applicant Comments:
Steve Lane, Bas1s Architecture, disagreed that the use is not permitted explaining that in
table 5.2 banquet halls are permitted in A zone as an accessory to an Accommodations
use. This property is two parcels; this plan is not on the same lot as the restaurant and 33
9
RECORD OF PROCEEDINGS
Estes Valley Board of Adjustment 2
November 6, 2018
units, but there are 14 accommodation units of the wedding venue lot. Table 5.2 notes, in
additional conditions, except in A use meaning this was anticipated as an allowed use in
code (detached structure). Numerous precedents have been set around town, which
have all been allowed to be built. The square feet of primary vs accessory footage is
35,000 (accommodations)/12,000 (wedding venue).
Jess Reetz, Cornerstone Engineering, discussed the additional parking planned, stating
that the PC required an overflow parking plan as a condition to the Development Plan.
It was moved and seconded (Moreau/Lynch) to approve the requested variance with
findings and conclusions as outlined in the staff report. The motion passed 5-0.
There being no other business before the Board, the meeting adjourned at 9:27 a.m.
___________________________________
Rex Poggenpohl, Chair
__________________________________
Karin Swanlund, Recording Secretary
10
Town of Estes Park, Larimer County, Colorado, January 3, 2019
Minutes of a regular meeting of the Family Advisory Board of the Town of Estes Park,
Larimer County, Colorado. Meeting held in the Room 203 of the Estes Park Town Hall,
on the 3rd day of January, 2019.
Present: Laurie Dale Marshall
Nancy Almond
Jodi Roman
Michael Moon
Carrie Brown
Rachel Balduzzi
Karen Randinitis
Also Present: Ron Norris, Town Board Liaison
Suzanna Simpson, Administration Executive Assistant
Andrea Escorcia, Youth in Action
Absent: John Bryant
Courtney Hill
Tyler Schmitt
Sue Strom
Guests: Carlie Bangs, EVICS
Clare Brusard, United Way of Larimer County
Katherine Chu, Larimer County
Rosemary Truman, EVICS
Chair Randinitis called the meeting to order at 3:36 p.m.
PUBLIC COMMENTS
None
Vice Chair Marshall introduced Youth in Action member Andrea Escorcia.
NEW BOARD CHAIR
It was moved and seconded (Almond/Moon) that Laurie Dale Marshall become chair of
the Family Advisory Board, acknowledging that Chair Randinitis’ resignation from the
board will become effective when she takes her new position, and the motion passes
unanimously.
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Family Advisory Board – January 3, 2019 – Page 2
It was moved and seconded (Randinitis/Marshall) that Rachel Balduzzi become vice
chair and the motion passes unanimously.
TRUSTEE LIAISON REPORT:
Trustee Norris encouraged interested members of the Family Advisory Board to submit
an application for the 2019 Citizens Information Academy. He commended the board for
their progress over the last year and thanked Trustee Bangs for filling in for him when
needed. He stated that he will continue working with the board on childcare and
housing, and the newly formed task force is looking forward to working with the board
as well.
Discussion of Town’s newly implemented childcare assistance benefit. Executive
Assistant Simpson will send details to the board. Member Almond questioned if there
would be any data collection on how the funds are used and if EVICS should send any
Town employees seeking assistance from them back to the Town.
APPROVAL OF NOVEMBER MINUTES:
Member Brown provided an update on the Graves apartment property listing – a group
was interested but did not move forward. It is currently listed at $5.2 million.
It was moved and seconded (Roman/Almond) to approve the November meeting
minutes with corrections and the motion passed unanimously.
EVICS UPDATE
Carlie provided an update on the progress of a childcare waitlist. Rosemary will work
closely with families, gathering data on families coming into the Family Resource Center
and following up on their progress as they move through the system. The waitlist will be
generated by a proprietary system that will collect and organize the data. Carlie asked
the board if there are other stakeholders that should be brought into the discussion to
ensure a more comprehensive waitlist? Discussion on what the needs of the board
might be in relation to a waitlist, as well as the mechanics behind setting up and
entering the data. Trustee Norris suggested keeping this discussion in front of the Town
Board each month; he encouraged Member Almond to come to the next Town Board
meeting and give an update on the Family Resource Center and childcare waitlist.
Member Brown shared some of the details of the process that the Estes Park Housing
Authority uses to manage their waitlist.
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Family Advisory Board – January 3, 2019 – Page 3
Executive Assistant Simpson will find out what data was collected in the survey
conducted for Town employees prior to creating the childcare assistance benefit. The
board is looking specifically for income and spending on childcare. Members Roman
and Moon will work with EVICS on establishing the data points and will set up a Google
document for easy collaboration. Chair Marshall asked Member Almond to report
monthly on the progress to the Family Advisory Board. Discussion continued on the
need for data collection and the end goal, which the board primarily agreed was to
demonstrate the need and bring before the Town as part of the strategic plan, as well as
including on the monthly dashboard. Much of the data that exists now is anecdotal and
there is a need to collect factual data. Trustee Norris encouraged Member Escorcia to
bring forward any pertinent issues from fellow students and their families, and she
offered to also bring forward as much information as possible from the Hispanic
community.
Member Almond stated that the community response to the Family Resource Center
has been positive and donors have come forward to help offset costs. EVICS received a
grant from United Way of Larimer County for the project and they plan to work more
closely with parent support groups. The membership into the Family Resource Center
Association will be complete in February.
OTHER BUSINESS:
Estes Valley Recreation and Park District is offering an after-school program called E-
Pass at the Estes Valley Community Center. Vice Chair Balduzzi added that the Rocky
Mountain Conservancy is working with them on a six-week program. E-Pass will have
more theme-based and adventure activities, including non-traditional sports.
Member Moon stated that the Estes Early Childhood Education group has filed their
Form 1023, moving toward their nonprofit designation.
Member Randinitis asked if the Town planned to open up applications for the board as
many renewals are coming up in April. Executive Assistant Simpson will follow up on
the process.
Executive Assistant Simpson will send a copy of the bylaws to Members Brown, Moon,
and Escorcia.
Member Randinitis asked if there was a handout from the Pewterbaugh presentation.
Executive Assistant Simpson will check with Assistant Town Administrator Machalek.
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Family Advisory Board – January 3, 2019 – Page 4
Member Moon stated that he is meeting with him soon and will provide an update on the
Wind River Childcare Facility following the meeting.
Seeing no further business, the meeting was adjourned at 4:59 p.m.
NEXT MEETING
The next meeting of the Family Advisory Board will take place Thursday, Feb. 7 at 3:30
p.m. in room 203 at Town Hall.
Suzanna Simpson, Recording Secretary
14
UTILITIES DEPARTMENT Memo
To: Honorable Mayor Jirsa
Board of Trustees
Through: Town Administrator Lancaster
From: Reuben Bergsten, Utilities Director
Date: 2/12/2019
RE: Intergovernmental Agreement with Platte River Power Authority
for Fiber Management
(Mark all that apply)
PUBLIC HEARING ORDINANCE LAND USE
CONTRACT/AGREEMENT RESOLUTION OTHER______________
QUASI-JUDICIAL YES NO
Objective:
Collaboratively use the PRPA fiber optic infrastructure to benefit the four PRPA
municipalities.
Present Situation:
PRPA owns miles of fiber optic cable connecting Estes Park, Fort Collins, Loveland, and
Longmont. The use is limited to electric operations.
This agreement establishes operational procedures and organizational oversight to
ensure the security and reliability of electric operations while allowing excess fibers to be
used to support municipal and regional services.
Proposal:
Staff recommends approval of the attached Intergovernmental Agreement.
Advantages:
Allows the optimal use of excess fiber
Establishes processes and practices that ensure the security and reliability of
electrical operations
Disadvantages:
Additional staff time is required to attend committee meetings.
Action Recommended:
Staff recommends approval of this agreement.
15
Finance/Resource Impact:
None at this time. There will be costs to using the fiber; however, using the fiber will
increase service levels or reduce the cost of existing fiber/data transport services.
Level of Public Interest
Low
Sample Motion:
I move for the approval of the Fiber Management IGA.
Attachments:
Intergovernmental Agreement with Platte River Power Authority for Fiber Management
Link
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RESOLUTION #03-19
CONTINUING THE FAMILY ADVISORY BOARD
WHEREAS, the Estes Park Board of Trustees adopted Policy Governance in 2015
and with the adoption established governing processes; and
WHEREAS, pursuant to Policy 102 Town Committees a sunset review was
established in accordance with Governing Policy 1.6.1.8. All committees will undergo a
regular sunset review, at least once every five years, unless otherwise provided for more
frequently and according to a staggered schedule to be adopted separately by the Board
of Trustees. This applies only to non-statutorily required boards/commissions; and
WHEREAS, the Town Board has reviewed the continuance of the Family Advisory
Board and has determined the Board should continue for an additional two years.
NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF TRUSTEES OF THE
TOWN OF ESTES PARK, COLORADO:
1. The continuance of the Family Advisory Board is hereby approved for additional
two years.
DATED this day of , 2019.
TOWN OF ESTES PARK
Mayor
ATTEST:
Town Clerk
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TOWN ADMINISTRATOR Memo
To: Honorable Mayor Jirsa
Board of Trustees
From: Town Administrator Lancaster
Date: February12, 2019
RE: Revision of Policy 106 - Leave
PUBLIC HEARING ORDINANCE LAND USE
CONTRACT/AGREEMENT RESOLUTION OTHER Policy
QUASI-JUDICIAL YES NO
Objective:
Simplifies the requirements for authorizing Volunteer Leave
Present Situation:
The current policy requires the completion of a separate form and approval by a
supervisor. Since this is a leave approval, the Paylocity payroll system already requires
supervisors to approve online any leave requests, so an additional form not needed and
does not add any value to the process.
Proposal:
Adopted the revised policy 306 as submitted to simplify the authorization process for
approving volunteer leave.
Advantages:
Streamlines an existing process
Reduces staff time
Reduces paperwork
Disadvantages:
None – supervisor oversight is maintained
Action Recommended:
Approved the revisions to policy 306
Finance/Resource Impact:
none
Level of Public Interest
Very low
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Sample Motion:
n/a – included on the consent agenda
Attachments:
Revised policy 306
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Document Title Policy 306 - Leave 2/8/191/28/19
Revisions: 1 Town of Estes Park, Administrative Services Page 1 of 16
Effective Period: Until superceded
Review Schedule: Annually
Effective Date: 2/13/2019
References: Governing Policies Manual 3.2, 3.8
ADMINISTRATIVE SERVICES
306
Leave
1. PURPOSE
The Town recognizes and respects its employees’ need for leave time away from work.
Such leave time is important in allowing employees to renew their physical and mental
capabilities and remain productive. To this end, the Town strives to create and maintain
a balanced work schedule for its employees by promoting quality of life through leave
time.
2. POLICY
In accordance with state and federal laws, the Town provides leave time to eligible
employees as set forth in the following procedure. Leave accountability is the
responsibility of the employee and the supervisor.
3. PROCEDURE
a. Reporting Absences and Tardiness
i. Expectations
Employees are expected to report to their place of work every day as scheduled,
unless on approved leave. Time off of any kind must be taken in accordance with
this policy and other applicable Town policies.
ii. Absent or Tardy Notifications
Employees who will be absent or late to work must notify their immediate
supervisor (or the supervisor’s designee) as soon as they learn of the need to be
absent or late. Failure to provide prompt notice of an absence or tardiness is an
unapproved absence and may result in disciplinary action.
iii. Process for Reporting Absences or Tardiness
Unless otherwise directed in written departmental work rules, employees must
notify their immediate supervisor no later than fifteen (15) minutes after the start of
the employee’s work shift if they will be absent or late. When notifying the
supervisor of the need to be absent or late, the employee must report:
1) The reason for the absence (or tardiness).
2) The date (or time) when the employee expects to return to work.
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iv. Exceptional Circumstances
The Town recognizes that under exceptional circumstances, neither the employee
nor someone on his or her behalf may reasonably be able to call within the time
required. In such a case, the employee or representative must contact the
employee’s supervisor as soon as possible after the beginning of the shift. If the
supervisor, at his or her discretion, believes the employee had a compelling reason
which prevented the employee from obtaining prior approval for the absence, or
from calling in on time, the supervisor may approve pay for the period of absence
or tardiness.
b. Vacation Leave
i. Eligibility
Vacation leave is accrued by all full-time, part-time employees and eligible contract
employees. Vacation leave is pro-rated for part time employees (50% for 20-29
hour part-time employees, 75% for 30-39 hour part-time employees).
ii. Amount of Hours Earned
Vacation accrual begins upon initial date of hire and hours are earned for the first
two pay periods of each month according to the schedule below. The date of initial
hire does not change with changes in employment within the Town organization
(i.e. promotions and transfers). However, if an employee leaves employment with
the Town, the initial date of hire will change for the purposes of vacation accrual
should the employee return to work for the Town. The amount of hours earned per
pay period is pro-rated for eligible part-time employees. The maximum vacation
leave carry over allowed is equal to double the amount of hours that can be earned
in a year. An employee moves through the “Years of Service” brackets at the
completion of the final year in the bracket. For example, an employee would move
from the “0 through 3” bracket into the “4 through 7” bracket at the completion of
the employee’s third year of service (36 months).
Years of Service Hours Earned per Month Maximum Carry Over
0 through 3 8.00 192 Hours
4 through 7 10.00 240 Hours
8 through 15 12.00 288 Hours
16 or more 14.00 336 Hours
iii. Amount of Hours Earned by At-Will Employees
Years of Service Hours Earned per Month Maximum Carry Over
0 through 3 10.00 240 Hours
4 through 7 12.00 288 Hours
8 through 15 14.00 336 Hours
16 or more 16.00 384 Hours
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iv. Authorization of Vacation Leave
1) Vacation leave shall be requested in advance and is granted at the
discretion of each employee’s supervisor.
2) Requests for vacation leave may be deferred based upon workload.
Supervisors and Department Directors shall ensure that every effort is made
for the employee to use vacation leave requests previously cancelled due
to department work load.
v. Forfeiting of Vacation Leave
On the employee’s anniversary date (date of hire), they will forfeit any accrued
vacation leave exceeding the maximum carry over articulated in Section 3.b.ii and
3.b.iii of this policy. If an employee’s vacation leave denial was unavoidable, the
employee will be allowed to carry over that amount of leave for a period of time
determined by the employee’s supervisor with the completion of a personnel action
form.
vi. Use of Vacation Leave
Vacation leave shall be taken in no less than one (1) hour increments. At no time
may an employee have a negative vacation leave balance.
vii. Separation of Employment Payout
Upon separation of employment, an employee receives payment for all accrued
vacation leave. The payment for accrued vacation will be based on the employee’s
pay rate at the time of separation. This payment is taxed at the supplemental
earnings rate
c. Holiday Leave
i. Eligibility
Holiday leave is granted to all full-time, part-time employees and eligible contract
employees. Holiday leave is pro-rated for part time employees (50% for 20-29 hour
part-time employees, 75% for 30-39 hour part-time employees).
ii. Holidays Observed
Holiday leave is observed and granted for the following holidays:
Nominal Date Holiday
January 1st New Year’s Day
May (Last Monday) Memorial Day
July 4th Independence Day
September (First Monday) Labor Day
November (Fourth Thursday) Thanksgiving Day
December 24th Christmas Eve Day
December 25th Christmas
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Holidays that occur on a Saturday will be observed on the preceding Friday, and
those that occur on a Sunday will be observed on the following Monday.
If an employee is not normally scheduled to work on the day that a Town-observed
holiday lands (i.e. a Friday for an employee working a 4/10 schedule), then such
employee shall receive one additional eight (8) hour floating holiday.
If an employee is normally scheduled to work on the day that a Town-observed
holiday lands, and does not work the holiday, such employee receives eight (8)
hours of holiday pay.
iii. Use of Holiday Leave
Holiday leave granted by the Town shall be used in the following manner:
1) Holidays must be taken unless the employee is scheduled to work by the
employee’s supervisor.
2) Holidays which occur during an employee’s absence due to vacation or
sickness shall not be counted as vacation or sick leave.
3) Employees, other than Department Directors and Police Department
personnel, who are required to work on a holiday will receive pay for the
hours worked as well as holiday pay.
iv. Use of Holiday Leave – Police Department
As the Police Department is required to be staffed on a 24/7/365 basis, Town-
observed holidays will be handled by the Police Department as described below:
1) Non-exempt patrol personnel and non-exempt dispatch personnel will
receive eight (8) hours of straight holiday pay for every holiday, regardless
of whether the day is worked or not. These hours will not count towards
overtime.
2) Non-exempt police personnel on an administrative schedule will receive
eight (8) hours of holiday pay for each Town-observed holiday. These hours
will count towards overtime.
v. Floating Holidays
In addition to the Town-observed holidays above, employees are allotted three (3)
floating holidays to be taken at their discretion, with supervisor approval. Floating
holidays must be used during the year accrued or they will be forfeited on
December 31st. Floating holidays are pro-rated for new employees. Floating
holidays are pro-rated for part-time employees (50% for 20-29 hour part-time
employees, 75% for 30-39 hour part-time employees).
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d. Sick Leave
i. Eligibility
Sick leave is accrued by all full-time, part-time employees and eligible contract
employees. Sick leave is pro-rated for part time employees (50% for 20-29 hour
part-time employees, 75% for 30-39 hour part-time employees).
ii. Amount of Hours Accrued
Sick leave will be accrued at the rate of four (4) hours for the first two bi-weekly
pay periods of each month (pro-rated for eligible part-time employees). Sick leave
accumulation is capped at 480 hours. When any employee accumulates more than
480 hours of sick leave, all excess sick leave will be converted to vacation leave
(on a two-for-one basis) on that employee’s anniversary date.
iii. Use of Sick Leave
Sick leave shall be used in the following manner:
1) Sick leave may only be used for:
a. A non-occupational personal illness that renders an employee unable to
perform their job.
b. Non-occupational, necessary medical, optical, and dental health
examinations and treatments, including reasonable travel time, when
such appointments cannot be scheduled outside of regularly scheduled
work hours.
c. When an employee’s family member has a medical appointment or is ill
and requires the care of the employee. For the purposes of this policy,
“family member” is defined as an employee’s child, spouse, sibling,
parent, grandparent, or grandchild, including natural, step, in-law, and
foster relatives, regardless of whether or not said relative is living within
the employee’s home.
d. For a Family Medical Leave Act (FMLA) qualifying event as outlined in
Policy 311.
e. For a single day, weather-related closure of Town facilities as
determined by the Town Administrator.
2) Sick leave may not be used during a scheduled vacation or compensatory
time off.
3) Employees who are eligible for holiday time and who are on sick leave
during a designated holiday must record holiday time for that day and not
sick leave. An employee who is scheduled to work on a holiday and
becomes sick must record holiday time only for the day.
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4) During paid sick leave under the terms of this policy, all benefits will
continue as though the employee were at work.
5) Sick leave shall be taken in no less than 30-minute increments.
6) At no time may an employee have a negative sick leave balance.
7) A Department Director may require an employee to take sick leave for any
of the reasons specified in 306.3.d(iii)(1).
8) Employees are prohibited from using sick leave except under the
circumstances described above. Employees who, in the Town’s judgment,
misuse sick leave are subject to disciplinary action. When there appears to
be a possibility that sick leave is being misused, the Department Director or
supervisor may:
a. Make further inquiry of the employee about past or ongoing use of the
leave time.
b. Require the employee to provide the type of information or submit to
medical examinations as provided in the “Medical Certification” section
of this policy (3.c.vi).
c. Require the employee to provide written medical verification or be seen
by the Town’s designated physician in order to use any further sick
leave.
iv. Notice of Brief Absence (3 days or less)
This portion of the leave policy applies to non-occupational absences for brief
illnesses, injuries, and minor medical procedures where the employee reasonably
expects to be absent three (3) days or less, even if the absence ends up being
longer.
1) Employees who need to use sick leave for an unexpected, brief illness or
injury must contact their supervisor within 15 minutes after the beginning of
the shift each day of the absence, or within a time frame set by the
employees’ Department Director.
2) Employees who need to be absent for a scheduled medical procedure or
short-term treatment must notify their supervisor as soon as the need for
the absence is scheduled with the health care provider.
v. Notice of Prolonged Absence (More than 3 Days) or Intermittent Leave
This portion of the leave policy applies to employees who need to be absent for
non-occupational illnesses or medical procedures for more than three days, or who
need to use sick leave intermittently. Employees seeking job protection under the
Family and Medical Leave Act (FMLA) should refer to Policy 311.
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vi. Medical Certification
1) The Town reserves the right to require employees to substantiate and/or
document their need for sick leave, whether it is based on their own physical
condition or the condition of an immediate family member.
2) The Town reserves the right to evaluate requests for, and extensions of,
sick leave by consulting with the physician of the employee, or with the
Town’s own medical consultants, and retains the right to request that the
employee seek a second opinion of the illness/disability from a physician of
the Town’s choice. Employees who request sick leave, or who have used
sick leave, may be required by their supervisor (in consultation with Human
Resources) to provide written verification of the following from the physician
or other health care provider treating the employee:
a. Date on which the condition commenced;
b. Nature and extent of illness or injury, but only as is necessary to
determine the employee’s ability to perform job functions;
c. Probable duration of illness or injury;
d. Confirmation that the employee is unable to perform essential job
functions;
e. Anticipated date on which the employee may return to work; and/or
f. Release stating that the employee is able to return and perform his
or her duties without endangering the health and safety of
himself/herself or others, and describing restrictions on the
employee’s work activities.
3) Any illness or injury of an employee or an employee’s immediate family
member requiring an employee to miss more than three (3) regularly
scheduled work days may, at the discretion of the Department Director,
require a physician’s statement verifying the condition of the person under
the physician’s care.
4) At the end of any sick leave, the Town may require a physician’s statement
verifying the employee’s fitness to return to work.
vii. Payment upon separation
A terminating employee that has completed 20 years of continuous service shall
be compensated for fifty percent (50%) of their accumulated sick leave hours. Said
compensation will be computed at the employee’s rate of pay at time of
termination. This payment is taxed at the supplemental earnings rate.
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e. Family and Medical Leave Act
The Town of Estes Park complies with the Family and Medical Leave Act of 1993, as
amended. The Town posts the mandatory FMLA Notice and, upon hire, provides all
new employees with notices required by the United States Department of Labor (DOL)
on Employee Rights and Responsibility under the Family and Medical Leave Act. For
more details on the Town’s compliance with FMLA, please see Policy 311.
f. Jury Duty and Witness Appearance Leave
The Town recognizes jury duty as an important civic obligation. If called to report to
jury duty or required to serve on a jury, an employee will be granted the necessary
time required and will be compensated at his or her regular pay rate.
i. Notification
If an employee is served with a summons to jury duty, the employee must inform
his or her supervisor by the next regular work day and provide a copy of their
summons (in electronic format or otherwise).
ii. Exempt Employee Compensation
Exempt employees will receive their regular wages for regularly scheduled work
hours for jury duty.
iii. Non-Exempt Employee Compensation
Non-exempt employees will receive their regular wages for regularly scheduled
work hours during each of the first three days of jury duty served during regular
work hours. Thereafter, any pay they receive for jury duty is paid by the
governmental entity requesting the employee to participate in the jury service.
iv. Compensation Requirements
The Town has no obligation to pay wages for time spent on jury duty until and
unless the employee’s supervisor verifies on the Court website that the employee
was on jury duty during that period.
v. Return to Work
Employees are expected to return to work on any day or portion of a day they are
released from jury duty as reasonable.
vi. Witness Appearance Leave
1) Exempt employees will be paid during time they are subpoenaed or
otherwise required by law to appear as a witness in any personal matter
that overlaps with scheduled work time up to a maximum of two working
days in any 12-month period. To receive this pay, the employee must pay
to the Town any witness pay received by the employee, excluding mileage
reimbursement. Any further time that an employee is required to appear as
a witness is unpaid by the Town unless the employee chooses to use
accrued paid leave time. A matter is considered personal if, in the discretion
of the supervisor, it is not directly related to the employee’s essential job
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functions. An employee’s appearance as a witness in non-personal matters
is considered regular working time and will be compensated accordingly.
2) Non-exempt employees will be granted all necessary time off when required
to appear as a witness in personal matters, but such time is unpaid by the
Town unless the employee chooses to use accrued paid leave time. An
employee’s appearance as a witness in non-personal matters is considered
regular working time and will be compensated accordingly.
g. Voting Leave
i. Eligibility
To qualify for voting leave, employees must:
1) Be a registered, eligible elector entitled to vote at an election.
2) Advise their manager of the leave of absence prior to the day of the election.
3) Have less than three (3) hours between the time the polls open and the time
the polls close during which they are not required to be on the job for the Town.
ii. Benefit
Eligible employees shall be entitled to up to two hours off, with pay, for the purpose
of voting on the day of the election during the time the polls are open. The Town
may specify the hours during which the employee may be absent.
h. Workers’ Compensation
The Town complies with all applicable federal and state laws pertaining to Workers’
Compensation. Employees who are injured on the job may be eligible for leave time
and other benefits. Any employee who suffers an occupational injury must report the
injury to Human Resources and follow the incident reporting policy. Questions about
workers’ compensation should be directed to Human Resources.
i. Military Leave
i. Eligibility
All Town employees, regardless of employment category, are eligible to take
military leave for active duty or active or inactive duty training if they are members
of the reserves or enlisted in any branch of the United States Armed Forces, or are
members of the National Guard of any state in the United States. Employees must
present official documentation of the military duty prior to the leave and upon
returning from leave.
ii. Length of Paid Military Leave
1) Employees are provided with paid leave for a maximum of 15 working days
(120 hours for full-time employees, pro-rated for less than full-time
employees) per calendar year for active duty or active or inactive duty
training with the National Guard or any branch of the United States Armed
Forces. If the intermittent schedule of a part-time employee makes it difficult
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to determine the number of hours the employee would have worked during
the leave period for proration purposes, the number of hours the employee
actually worked during the 21 calendar day immediately preceding the leave
shall be used to calculate the maximum length of the paid military leave.
2) After exhausting the 15 days of paid military leave, an employee may
choose to use accrued vacation time, compensatory time, accrued but
unused holiday time, and/or take leave without pay for active duty or active
or inactive duty training with the National Guard or any branch of the United
States Armed Forces. If an employee chooses to use the above described
accrued paid leave, such use must be at the rate of 40 hours per week
(prorated for part-time employees based on their FTE) and can only be used
during the initial portion of the leave. Once the leave becomes unpaid, and
employee cannot begin using accrued paid leave. An employee may not
use any other type of paid leave during military leave, including, but not
limited to, sick leave or injury leave.
iii. Continuation of Medical, Dental, and Vision Insurance
1) After the first 30 continuous calendar days of unpaid leave for active military
service, the Town-sponsored medical, dental, and vision insurance for the
employee and covered dependents will terminate. After coverage
terminates, the employee may elect to continue coverage at his or her own
expense, and will be provided with detailed notice of the right to continue
coverage.
2) Employees who are reinstated after completing active duty or active or
inactive duty training will be eligible for immediate coverage under any
applicable medical insurance plans existing at the time without a waiting
period.
iv. Retirement Plans
Employees who are participants in any Town-sponsored retirement plan will
continue to accrue service credits during military leave, and such leave will not
constitute a break in service, so long as the employee complies with requirements
for reinstatement after completing active duty or active or inactive duty training.
v. Life and Disability Insurance
After the first 30 continuous calendar days of unpaid leave for active military
service, coverage under the life and disability insurance plans sponsored by the
Town will terminate. These plans may contain limitations on coverage for death
and disabilities which occur during a declared or undeclared war. For more
information about the policy provisions of these plans, contact Human Resources
for a copy of the summary plan descriptions or policies.
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vi. Reinstatement
When all of the following conditions for reinstatement are met, an employee will be
reinstated to the same position they had at the time the military leave commenced,
or to a position of like status and pay, provided that:
1) The cumulative period of military service was no longer than five years,
unless a longer period is required by federal or state law.
2) The individual employee must return to work, or apply in writing, for
reinstatement in a timely manner as defined by federal and state law. While
these laws contain exceptions which could extend the time an employee
has to return to work, they generally define timely manner as follows:
a. Military service time of less than 31 days: reporting for work the next
regularly scheduled work day following safe travel time plus eight (8)
hours.
b. Military service time of more than 30 days but less than 181 days:
submitting an application for reinstatement within 14 days after
release from military service.
c. Military service time of more than 180 days: submitting an
application or reinstatement within 90 days after release from military
service.
3) The employee must provide documentation from the National Guard or United
States Armed Forces that he or she honorably completed military service or
active or inactive duty training, such as discharge papers.
4) An employee has the same right to reinstatement as if he or she had been
continuously employed during the leave period. For example, the employee is
not eligible for reinstatement if the job for which he or she was hired was for a
specific time period which expired, or for a project which was completed during
the absence, or if the position has been eliminated.
5) The employee is qualified to perform the duties of the pre-service position. If
the employee is no longer qualified to perform the job with reasonable
accommodations, he or she will be re-employed in another existing job that he
or she is capable of performing.
j. Administrative Leave
i. Imposition of Administrative Leave
1) All Town employees, regardless of employment category, may be placed
on administrative leave at any time, with or without cause or notice, at the
sole discretion of the Town Administrator. Placement on administrative
leave is not disciplinary in nature. Circumstances under which such a leave
may occur include, but are not limited to, the following:
a. To make inquiries into or investigate a work-related matter;
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b. To remove the employee from the workplace pending a
determination of job action;
c. To protect the employee;
d. To protect the public;
e. To protect other employees or property in the workplace; or
f. To further any other work-related or business-related purpose.
2) Unless it would harm an administrative or criminal investigation, and after
consultation with Human Resources, the supervisor or manager shall place an
employee on administrative leave as soon reasonably practical upon
determination that such leave is appropriate under Section 306.j.ii of this policy.
ii. Paid and Unpaid Administrative Leave
1) Administrative leave shall be with pay except under that following
circumstances, in which case administrative leave may be without pay:
a. The employee has been formally charged or indicted for a felony or
misdemeanor and:
i. The employee occupies a position of public trust and public
visibility; or
ii. The felony or misdemeanor relates to the performance of the
employee’s official duties
b. The employee has been formally charged or indicted for a crime of
theft, a sex offense, or an offense that involves minors.
2) Before an employee is placed on unpaid administrative leave, the employee
must be provided with a pre-determination hearing pursuant to Policy 308
for the purpose of providing the employee with the opportunity to be heard
and present information concerning whether or not there are reasonable
grounds to support the placement on unpaid administrative leave.
3) During paid administrative leave, an employee will continue to receive their
regular, straight-time wages and benefits based on their position’s
designated FTE. An employee eligible for holiday time and on paid
administrative leave during a designated holiday will receive holiday pay for
that day in lieu of pay for administrative leave.
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iii. Employee Required to Remain Available
An employee on paid or unpaid administrative leave must remain available during
their regular working hours, and be available to return to work within one (1) day if
requested to do so. This means that an employee on administrative leave may not
consider the leave time as vacation or personal time. The employee must provide
his or her supervisor with telephone numbers where he or she can be reached
during regular working hours and must promptly return calls from the supervisor or
Human Resources. In addition, the employee must obtain the prior permission of
the supervisor and use accrued vacation time, compensatory time, or other leave
time in order to be out of contact with his or her supervisor for longer than a single
workday.
iv. Employee Restrictions during Administrative Leave
During administrative leave, an employee may not contact other employees or be
at the work site unless directed to do so by their supervisor.
k. Bereavement Leave
i. Eligibility
In the event of a death in an employee’s immediate family (defined in Section iii
below), the Department Director may authorize paid leave of up to 40 hours for
full-time employees to manage family affairs and attend the funeral. Part-time
employees may be authorized paid leave at a prorated rate of 20 hours for an
employee working on average 20 – 29 hours and 30 hours for an employee
working on average 30 – 39 hours by their Department Director.
ii. Requesting Bereavement Leave
In order to request bereavement leave, an employee shall submit a written request
to his or her Department Director, who shall approve, deny, or reduce of leave
requested by the employee. In authorizing any requests for bereavement leave,
consideration shall be given to the distance to be travelled and personal demands
placed on the employee.
iii. Immediate Family
For the purposes of bereavement leave, the Town defines “Immediate Family” to
include a spouse, a child, a parent, a parent in-law, a sibling, a brother or sister in-
law, a grandparent, a grandchild, a stepparent, a stepchild, a stepbrother, a
stepsister, a legal guardian, or a person with whom the employee shares a
household with in a personal relationship.
l. Domestic Violence Leave
The Town complies with C.R.S. 24-34-402.7 as it relates to leave for victims of
domestic violence. An employee eligible for leave under C.R.S. 24-34-402.7 will
receive up to three (3) working days of unpaid leave from work in any twelve-month
period.
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m. Emergency Volunteer Service Leave
The Town complies with C.R.S. 24-33.5-801 through C.R.S. 24-33.5-828 as it pertains
to emergency volunteer service leave for employees.
n. Volunteer Firefighter Leave
The Town complies with C.R.S. 31-30-1131 as it pertains to the employment of
volunteer firefighters.
o. Volunteer Leave
The purpose is to create community engagement opportunities for Town staff that
support the Estes Valley. In addition, the Town recognizes that participating in
volunteer projects and encouraging philanthropy will also enrich and inspire the lives
of our employees and build strong work teams. Activities performed in the use of
Volunteer Leave are considered personal in nature and not representative of the
Town.
i. Eligibility: Eight hours is granted to all full-time and part-time employees
annually. Volunteer leave is pro-rated for part-time employees (50% for 20 - 29-
hour part-time employees, 75% for 30 - 39-hour part-time employees).
ii. Ineligibility:
1) Employees are ineligible if their employment terminates for any reason.
2) If the Volunteer leave program is discontinued for any reason, all leave
previously granted and unused will become null and void.
3) The Town reserves the right to modify, amend, suspend or discontinue the
program at any time without prior notice.
4) The Town reserves the right to revoke previous approval if it is determined
the employee is misusing the program.
iii. Leave Authorization:
1) Volunteer leave shall be requested in advance and is granted at the discretion
of each employee’s supervisor.
2) Employees using volunteer leave must fill out the Volunteer Leave form and
have it completed by their supervisor and the off-site volunteer coordinator.
2) 2) Employees must receive the approval of their supervisor for the use of volunteer
leave. It is the responsibility of the supervisor to ensure the leave approved is in
compliance with the requirements of this policy.
3) Work demands shall take priority over the volunteer leave request.
4) Volunteer leave may be used individually or with other employees as a team
volunteer activity.
5) Volunteer leave shall not be used in the computation of overtime and
compensatory time.
iv. Use of Volunteer Leave:
1) Volunteer leave must be used during the year accrued or it will be forfeited on
December 31st.
2) Employees will be paid at their regular wage for volunteer leave hours.
3) Following the use of volunteer leave, the employee must enter the time into
Paylocity using the Volunteer Leave code and insert a note regarding the
project.
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Document Title Policy 306 - Leave 2/8/191/28/19
Revisions: 1 Town of Estes Park, Administrative Services Page 15 of 16
4) Examples of appropriate volunteer leave include but are not limited to:
a. Working with an organization to clean up a road or trail.
b. Performing restoration work in a natural area.
c. Volunteering at a food bank.
d. Participating in childhood mentoring or educational programs.
5) Examples of inappropriate volunteer leave include but are not limited to:
a. Taking a ski vacation and charitably giving ski lessons.
b. Attending your child’s PTA conference.
c. Canvassing for a political campaign.
d. Religious, professional, or political activities.
e. Town events associated with an employee’s normal job duties per the Fair
Labor Standards Act (FLSA).
6) Volunteer Leave may be used in one day or spread over the calendar year in
one (1) hour increments, depending on the work needs of the employee’s
department and supervisor approval.
7) Volunteer Leave shall be used for nonprofits and taxing districts within the
Park R-3 School District boundary. The organization must serve the Estes
Valley.
8) Situations not addressed in this policy would require the approval of the Town
Administrator.
p. Education Leave
Eligible employees, when necessary, and upon approval of the Department Director,
may be granted a maximum of four hours per week of paid educational leave to attend
classes (see Policy 305.f for more information). For the purposes of this policy, Town-
sponsored and/or mandatory training is not considered education leave.
q. Leave without Pay
i. Eligibility
Any full-time, part-time employee and contract employee in good standing is
eligible for leave without pay.
ii. Benefit
When in the best interests of the Town and the employee, the Town Administrator
may grant a leave without pay to any eligible employee for a period of up to three
(3) months. Such leave shall not constitute a break in employment, and the
employee shall return to his or her position at the expiration of the leave period.
Temporary help may be obtained during the employee’s absence.
iii. Interaction with other Benefits
Annual and sick leave shall not accrue while the employee is on leave without pay.
Failure to return to work at the expiration of a leave of absence shall be considered
a resignation. If applicable, leave without pay may run concurrently with FMLA
leave subject to required medical certification. The employee will be responsible
for all insurance premiums, and must pay these in advance of leave.
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Document Title Policy 306 - Leave 2/8/191/28/19
Revisions: 1 Town of Estes Park, Administrative Services Page 16 of 16
iv. Requesting Leave without Pay
In order to request a leave without pay, an employee shall submit a written request
to his or her Department Director. Requests for leave without pay will be
considered in the following manner:
1) If the request is for two (2) days or less, and will not exceed the two (2) days
per month limitation, the Department Director may approve, deny, or
change the requested leave.
2) If the request is for three (3) or more days, or if the two (2) days per month
limitation is to be exceeded, the Department Director shall forward this
request to Human Resources and the Town Administrator along with a
recommendation to approve, deny, or change the requested amount of
leave. In this case, the Town Administrator makes the final determination
on whether to approve, deny, or change the requested amount of leave
without pay.
Approved:
_____________________________
Todd Jirsa, Mayor
_____________
Date
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UTILITIES DEPARTMENT Memo
To: Honorable Mayor Jirsa
Board of Trustees
Through: Town Administrator Lancaster
From: Reuben Bergsten, Utilities Director. Steve Rusch, Utilities Coordinator
Date: 2/12/2019
RE: Water Tap Fee Amortization. Inn of Fall River. 1660 Fall River Road
(Mark all that apply)
PUBLIC HEARING ORDINANCE LAND USE
CONTRACT/AGREEMENT RESOLUTION OTHER______________
QUASI-JUDICIAL YES NO
Objective:
To replace well water used at an existing business with municipal water. The Town of
Estes Park Utilities Department proposes to amortize the water tap fee for The Inn on
Fall River at 1660 Fall River Road over a ten (10) year period with an interest rate of 4%
on a principal balance of $206,050.00.
Present Situation:
This property is within Town limits and adjacent to municipal water infrastructure. It is
currently serviced by a well which is known to run dry in the height of drier summers.
When a building burned down in recent years, firefighters used the Town’s infrastructure
to put the fire out.
The previous and current property owners have been in contact with Town staff
numerous times over the past several years inquiring about tap fees. The fees are cost
prohibitive compared to their operational revenues.
Staff believes it is a win/win if the property is provided municipal water service. The
revenues from service will support the cost of suppling water for fire protection and the
business will have a reliable source of excellent drinking water.
Proposal:
Staff recommends approval of the attached agreement to enable immediate municipal
water service and full payment of the tap fees over time.
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Advantages:
The property owners can focus on their accommodations business and eliminate
the burden of complying with State drinking water regulations from an unreliable
well.
The revenue generated from water service will support ongoing water operations,
water for fire protection and the Water Division’s capital improvement projects.
Our other water customers will benefit from a more equitable sharing of water
service costs.
Disadvantages:
Owners could miss or skip payments, however per 2016 Colorado Revised
Statutes, 38-22-107, “Lien attaches to water rights and franchises.” Placing a lien
on the property for missed payments is addressed in the contract. This contract
will run with the land, so change of ownership will not negate payment
responsibilities.
If this contract is not approved, the property will remain status quo.
The Water enterprise is not set up to function in this manner; however there is
only one other property we know of meeting these same conditions.
Action Recommended:
Staff recommends approval of this contract.
Finance/Resource Impact:
None. The tap fee revenues offset past expenses.
Level of Public Interest
Low, this is a unique circumstance with only one other known comparable property.
Sample Motion:
I move for the approval of the Water Tap Fee Amortization Contract.
Attachments:
Water Tap Fee Amortization Contract Link
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TOWN CLERK Memo
To: Honorable Mayor Jirsa
Board of Trustees
Through: Town Administrator Lancaster
From: Jackie Williamson, Town Clerk
Date: February 12, 2019
RE: Parks Advisory Board Appointments
(Mark all that apply)
PUBLIC HEARING ORDINANCE LAND USE
CONTRACT/AGREEMENT RESOLUTION OTHER Appointments
QUASI-JUDICIAL YES NO
Objective:
To consider the appointments recommended by the interview committee for the Parks
Advisory Board.
Present Situation:
The Administrative Service Department advertised for positions on the Board to
complete the term held by Ronna Boles and fill 3 additional positions which expired on
December 31, 2018. Two of the positions are currently held by Dewain Lockwood and
Vicki Papineau, and one position is vacant.
Proposal:
The interview team recommends the reappointment of Dewain Lockwood and Vicki
Papineau to 3-year terms expiring December 31, 2021. Also, the appointments of Rex
Poggenpohl to complete Ronna Boles term expiring on December 31, 2019, and Ron
Wilcocks to a 3-year term expiring on December 31, 2021.
Rex Poggenpohl currently holds an appointment on the Estes Valley Board of
Adjustment expiring June 30, 2020. The Estes Valley Board of Adjustment meets the
first Tuesday of the month to discuss variance requests within the Estes Valley.
Ron Wilcocks currently holds an appointment on the Transportation Advisory Board
expiring March 31, 2021. The Transportation Advisory Board meets the third
Wednesday of the month to discuss local and regional transportation planning, the
Town’s transportation system and transportation capital projects.
Advantages:
To appoint qualified individuals to the Board to meet the goals of the Parks
Advisory Board.
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Disadvantages:
If the appointments are not made, the positions would remain vacant until the
positions could be re-advertised and interviews conducted.
Action Recommended:
Reappointment of Dewain Lockwood and Vicki Papineau to 3-year terms expiring
December 31, 2021, and the appointments of Rex Poggenpohl to a 1-year term expiring
on December 31, 2019, and RonWilcocks to a 3-year term expiring on December 31,
2021.
Finance/Resource Impact:
None.
Level of Public Interest
Low.
Sample Motion:
I move to approve/deny the reappointment of Dewain Lockwood and Vicki Papineau to
3-year terms expiring December 31, 2021, and the appointments of Rex Poggenpohl to
a 1-year term expiring on December 31, 2019, and Ron Wilcocks to a 3-year term
expiring on December 31, 2021.
Attachments:
None.
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TOWN CLERK Memo
To: Honorable Mayor Jirsa
Board of Trustees
Through: Town Administrator Lancaster
From: Jackie Williamson, Town Clerk
Date: February 12, 2019
RE: Liquor Licensing: New Beer & Wine Liquor License Application for High
West Investments Inc. dba Vino Giu, 207 Park Lane, Estes Park,
Colorado.
(Mark all that apply)
PUBLIC HEARING ORDINANCE LAND USE
CONTRACT/AGREEMENT RESOLUTION OTHER Liquor_
QUASI-JUDICIAL YES NO
Objective:
Approval of a new Beer & Wine liquor license located at 207 Park Lane, Estes Park,
Colorado. Application filed by High West Investments, Inc. dba Vino Giu.
Present Situation:
An application for a new Beer & Wine liquor license was received by the Town Clerk’s
office on January 2, 2019. All necessary paperwork and fees were submitted; please see
the attached Procedure for Hearing on Application – New Liquor License for additional
information. The applicant is aware of the Town Board’s Training for Intervention
Procedures (TIPS) requirement and has not been schedule at the time of this memo.
Proposal:
To present the application for the Town Board’s review and consideration for a new Beer
& Wine liquor license.
Advantages:
Approval of the license provides the business owner with the opportunity to operate
a liquor-licensed establishment in the Town of Estes Park.
Disadvantages:
The owner is denied a business opportunity to serve alcohol to patrons.
Action Recommended:
Approval of the application for a new Beer & Wine liquor license.
Finance/Resource Impact:
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The fee paid to the Town of Estes Park for a new Beer & Wine liquor license is $1,112.00.
The fee covers the administrative costs related to processing the application, background
checks, and business licensing. In addition, the annual renewal fee payable to the Town
of Estes Park for a Beer & Wine Liquor license is $662.
Level of Public Interest
Low.
Sample Motion:
The Board of Trustees finds that the reasonable requirements of the neighborhood
are/are not met by the present liquor outlets in the neighborhood and that the desires of
the adult inhabitants are/are not for the granting of this liquor license. Based upon these
findings, I move that the application for a new Beer & Wine liquor license filed by High
West Investments Inc. dba Vino Giu be approved/denied.
Attachments:
Procedure for Hearing
Application
Individual History
Police Report
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1
July 2002
PROCEDURE FOR HEARING ON APPLICATION
NEW LIQUOR LICENSE
1. MAYOR.
The next order of business will be the public hearing on the application of High West
Investments, Inc. dba Vino Giu for a new Beer & Wine Liquor License located at
207 Park Lane, Estes Park, Colorado.
At this hearing, the Board of Trustees shall consider the facts and evidence
determined as a result of its investigation, as well as any other facts, the reasonable
requirements of the neighborhood for the type of license for which application has
been made, the desires of the adult inhabitants, the number, type and availability of
liquor outlets located in or near the neighborhood under consideration, and any other
pertinent matters affecting the qualifications of the applicant for the conduct of the type
of business proposed.
OPEN PUBLIC HEARING
2. TOWN CLERK. Will present the application and confirm the following:
The application was filed January 2, 2019.
At a meeting of the Board of Trustees on January 22, 2019, the public hearing
was set for 7:00 p.m. on Tuesday, February 12, 2019.
The neighborhood boundaries for the purpose of this application and hearing
were established to be 3.15 miles.
The Town has received all necessary fees and hearing costs.
The applicant is filing as a Corporation.
The property is zoned CD – Commercial Downtown which allows this
type of business as a permitted use.
The notice of hearing was published on February 1, 2019 .
The premises was posted on January 25, 2019 .
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2
There is a police report with regard to the investigation of the applicant.
Status of T.I.P.S. Training:
X Unscheduled Scheduled * Completed
There is a map indicating all liquor outlets presently in the Town of Estes Park
available upon request.
3. APPLICANT.
The applicants will be allowed to state their case and present any evidence they
wish to support the application.
4. OPPONENTS.
The opponents will be given an opportunity to state their case and present any
evidence in opposition to the application.
The applicant will be allowed a rebuttal limited to the evidence presented by the
opponents. No new evidence may be submitted.
5. MAYOR.
Ask the Town Clerk whether any communications have been received in regard
to the application and, if so, to read all communication.
Indicate that all evidence presented will be accepted as part of the record.
Ask the Board of Trustees if there are any questions of any person speaking at
any time during the course of this hearing.
Declare the public hearing closed.
6. SUGGESTED MOTION:
Finding. The Board of Trustees finds that the reasonable requirements of the
neighborhood are/are not met by the present liquor outlets in the neighborhood and
that the desires of the adult inhabitants are/are not for the granting of this liquor
license.
Motion. Based upon the above findings, I move that this license be granted/denied.
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COMMUNITY DEVELOPMENT Memo
To: Honorable Mayor Jirsa
Board of Trustees
Through: Town Administrator Lancaster
From: Linda Hardin, Code Compliance Officer
Date: February 12, 2019
RE: Sign Code Variance – Applicant/Bob and Carole Fixter, owner Cinnamon’s
Bakery
(Mark all that apply)
PUBLIC HEARING ORDINANCE LAND USE
CONTRACT/AGREEMENT RESOLUTION OTHER______________
QUASI-JUDICIAL YES NO
Objective:
Approve or deny the installation of a second freestanding sign on the east frontage of
the building.
Present Situation:
The Estes Park Municipal Code, title 17.66 – Signs, regulates the number of
freestanding signs allowed on a property. One freestanding sign is allowed per property
frontage. This property has only one frontage.
Cinnamon’s Bakery opened in 2016. At the time, the owners opted for a single two
sided freestanding sign in the center of the circular drive. It soon became apparent that
this sign was not effective in identifying the business to traffic passing by. There are
many large trees along the roadside that hide the business that sets back approximately
80 ft. from the W. Elkhorn Ave.
The solution to the problem was to remove the existing sign and replace it with two
freestanding signs, closer to the road, and installed to face oncoming traffic from each
direction. The owners applied for sign permits for the new signs and then became
aware that they were not compliant with the sign code. The sign code allows for only
one freestanding sign per frontage. They removed one of the non-compliant signs in
anticipation of the variance approval to allow it to be re-installed.
Proposal:
To allow a second freestanding sign, 15 sq. ft. in size, to be placed on the east side of
the property adjacent to the entrance. The sign will meet all other requirements as
outlined in the Estes Park Municipal Code. The current 15 sq. ft. sign on the west side
of the entrance will remain in place. With a linear frontage of the building is 37 ft.,
55
allowing for approximately 55 sq. ft. of total sign area. They will remain well under the
allowable number with approximate 33 sq. ft. of total sign area.
Advantages:
This sign will provide better property recognition to vehicles.
The sign poses no threat to the health or wellbeing to the public.
Disadvantages:
Although unlikely, other businesses in town may apply for a second freestanding
sign, and additional variance requests may occur.
Action Recommended:
Staff: Approve the application for this variance to the sign code.
Budget:
There are no budget implications.
Level of Public Interest:
Low: The Town has not received any comments in regard to this application.
Sample Motion:
APPROVAL
I move that the Town Board of Trustees approve the application of Bob and Carole
Fixter dba Cinnamon’s Bakery for a variance to the sign code, allowing the installation
of a second freestanding sign in accordance with the application herewith, finding that it
meets all other requirements of the Estes Park Municipal Code.
Attachments:
1. Application
2. Statement of Intent
3. Photos (3)
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COMMUNITY DEVELOPMENT Memo
To: Honorable Mayor Jirsa
Board of Trustees
Through: Town Administrator Lancaster
From: Randy Hunt, Community Development Director
Date: February 12, 2019
RE: Building Division: Adoption of Outcomes
(Mark all that apply)
PUBLIC HEARING ORDINANCE LAND USE
CONTRACT/AGREEMENT RESOLUTION OTHER: Action Item
QUASI-JUDICIAL YES NO
Objective:
Set initial outcomes for Building Division to be measured and revisited with the Board in
July 2019.
Present Situation:
At the January 22nd Town Board Study Session, staff received direction to develop
outcomes for the Building Division in collaboration with the development community.
Staff met with the Building Advisory Subcommittee of the Contractor’s Association on
January 30th to this end. Refinement of outcomes is expected to be an ongoing process.
The recommendations that follow were developed in conjunction with that
Subcommittee.
Proposal:
Staff proposes the following initial outcomes be established:
First Plan Review Processing Time Standards (based on complete submittal):
o Over the Counter Applications: 1 working day
o Residential New Dwellings: 10 working days
o Residential Additions/Remodels: 10 working days
o Minor Commercial Remodels: 10 working days
o Major Commercial Remodels: 20 working days
o Commercial New Construction: 20 working days
100% of Inspections done next day for calls received by 4:00 pm on the previous
workday
o Not including Vacation Home Life Safety Surveys
o Look to improve to being able to schedule next day inspections up to
11:59 pm as well as being able to schedule inspections multiple days in
advance
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Customer Service Results
o National Citizen Survey results
o Survey of Contractor’s Association membership
o Specific goal to be developed in cooperation with Contractor’s Association
Building Advisory Subcommittee
Measures Already Underway:
Process:
o A contract for Plan Review services with SAFEBuilt Colorado, LLC was
executed on January 7, 2019. This is a pay-for-services contract (no
monthly minimum charge) and provides maximum flexibility in accelerating
plan review. A copy of the SAFEBuilt contract is attached. Please see
Exhibit A (p. 8 of 11) for contractual turnaround times. Note that first-
review times are at, or better than, the internal benchmarks above.
o Staff is negotiating with SAFEBuilt for a performance / process
improvement study contract. This will measure and benchmark our
processes, including those outlined in the Jan. 22 Town Board Study
Session memo. Initial results are expected to be available by Town
Board’s April 23, 2019 meeting.
o Interest has been expressed in authorizing third-party inspection services
as an alternative to in-house inspections by Town staff. Staff is open to
this discussion; however, pre-approval of these arrangements for
individual projects or systems is a best practice and would be necessary.
o The Laserfiche document-management system now being implemented
includes a customized Building division module that is nearly complete.
We expect to use Laserfiche to begin issuing miscellaneous permits by
March. Full implementation for all permits is hoped-for by late summer
2019. This system will replace our current PTWin permitting software,
which dates from 1991, runs on DOS, is no longer supported by the
vendor (company is out of business), and needs daily care and tending by
CD and IT staff. We welcome Laserfiche and will not mourn the passing of
PTWin.
Staffing:
o Community Development Director Hunt was appointed Acting Chief
Building Official for the Town on Feb. 5, 2019. One of my goals is to clear
out and rationalize any and all backlogged items in our pipeline. At this
writing I do not have a comprehensive list of those items, but my goal is to
complete that list, prioritize the overdue projects, and find a path toward
completing any Town-owned delays by balancing life-safety and similar
critical factors with issuing permits and closing out projects quickly.
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o Hiring for a permanent Chief Building Official is underway. Two interviews
have been held at this writing and a third is scheduled. Our goal is to have
someone on board before the end of March if at all possible.
o The 2019 budget includes approx. $30,000 for contract assistance in
Building division. Some of this is needed for the SAFEBuilt contracts. To
the extend possible, it will be helpful to bring in additional inspection
assistance for Vacation Home Life Safety Survey (building) inspections in
the Town, which is likely to comprise a substantial part of the Division’s
field and office workload through March 2021.
Note that the preceding is background information; the recommended motion for
tonight’s meeting is to set outcomes and not lock down process steps such as those
listed.
.
Advantages:
Setting outcome targets will allow the Town to measure performance in relation
to established standards;
Most of these specific items are believed to be in line with accepted regulatory
standards in many jurisdictions, and/or familiar to local contractors;
Ongoing conversations and collaboration with the Building Advisory
Subcommittee of the Contractor’s Association keeps lines of communication
open and ensures a forum to address issues in the Building Division.
Disadvantages:
The proposed initial outcome targets are a first iteration. These targets may need
to be adjusted once the Building Division gets up to full strength, processes are
improved, and workload is clarified. It is anticipated that conversations with the
Building Advisory Subcommittee and in the community will assist in evaluating
whether the outcome targets are appropriate as the parties experience them. To
ensure stability in expectations, changes in outcomes should be put on a close-
to-permanent basis.
Outcomes are only partially dependent on Town of Estes Park reviews; other
agencies’ processes and protocols are under their own control.
Action Recommended:
Staff recommends the Town Board adopt the additional outcome targets listed above
and establish an interim review date no later than April 23, 2019.
Finance/Resource Impact:
N/A for this specific item; overall outcomes improvements generally may necessitate
consideration of resource availability.
Level of Public Interest
There is a high level of interest in this issue among the development / contractor
community.
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Sample Motion:
I move for the approval/denial of the outcome targets listed in the February 12, 2019
memo to the Mayor and Town Board of Trustees.
Attachments:
1. Professional Services Agreement between the Town of Estes Park, Colorado
and SAFEbuilt Colorado, LLC (executed Feb. 7, 2019) LINK
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ECrVEDFebruary12,2019FEB122013TownofEstesPark170MacGregorAvenueADMMIS7ATPVESEVCESEstesPark,Co80517Tth,eBoardofTrustees:PertheinvitationbytheEstesParkBoardofTrusteesataJanuarystudysession,thenewlyformedTownAdvisoryCommittee,anarmofthenewlyre-instatedEstesValleyContractorsAssociation,offersthefollowingconcernsaswelookforwardtoworkingalongsideourelectedandappointedofficialstoImprovetheoveralloperationofOURBuildingDepartment.Thesepointsrepresentthemosturgentandsignificantconcernsthathaveplaguedourprofessionalcommunityformanyyears.TheseareNOTuniqueornewsolelyasaresultofthe“changingoftheguard”inApriloflastyear..Theseconcernsgenerallyfitintooneof3Categories...Permitting,Inspections,Final/CO.1.PermittingA.Lengthyplanreviewprocess1)Levelofrequireddetailsanddocumentationforsubmittal2)Unnecessaryreviews(&callout)ofdesignprofessionalswork3LackoftimelyresponsestoappJicantquestionsorcomments4)Inconsistencyofrequiredsubmiftals&info.Frequencyofcodecycleadoptions.5)Slowreviewsbyotherdepartments...mostnotablypublicworksB.Excessivedesigncriteria(snow&windloads)thatdonotfactorIncommonsenseconsiderationofhistoricalexperienceC.Footing&FoundationpermitsthatincludeundergroundplumbingANDslabplacement.2.Inspections-whiletheuseofaffidavitsinlieuofinspectionshas’beenagreatsourceof“relief’,therearestillsometroublingconcerns.A.Inspectionrequestdeadlineof4PMB.BurdensomeprocessinvolvingevenveryminorfieldchangesC.Loweredabilityofa“nonlocal”CBOtocorroboratewithasalocalteamtosolveproblemsIX‘BytheBook’attitudesthatleaveslittleroomforcommonsenseapproachesandsmalltownteamwork.Largrbeam,,headers,footings,etc.require“approvalfirst”E.VacationrentalinspectionsHastakentimeawayfromourneeds3.Final/COA.TimefromfinalinspectiontoreleaseofC.O.B.ApplicantresponsibilityfordepartmentalroutingC.Delaysfromotherdepartmentsmostnotably.,.PublicworksAswejourneydownthisroadtogether,wearewholeheartedlyanticipatingcreationofa“New&Improved”buildingdivisionthatthoseofusengagewithonanongoingbasisisourlivelihoodcanfeelgoodaboutcallingit“our”buildingdivision.
Formepersonally,at41yearsandcounting,It’srefreshingtoseethepossibilityofourelectedandnon-electedofficialslisteningtoawealthofexperiencefromourownlocalprofessionals.Forthatwearegratefulandcommendyouall.SincerelyandonbehalfoftheTownAdvisoryCommittee,MikeKingswood,ChairmanTownAdvisoryCommitteeMembersMikeKingswood,KingswoodHomesThomasBeck,BeckArchitectsMichaelTddd,tornerston&EngineeñngNateKinley,KlneyBuiltFrankTheiss,CMSPlanning
UTILITIES DEPARTMENT Memo
To: Honorable Mayor Jirsa
Board of Trustees
Through: Town Administrator Lancaster
From: Reuben Bergsten, Utilities Director. Steve Rusch, Utilities Coordinator.
Date: 2/12/2019
RE: Fee Subsidy Request, Water Taps, 444 Stanley Avenue, Long Lunch
Enterprises, LLC
(Mark all that apply)
PUBLIC HEARING ORDINANCE LAND USE
CONTRACT/AGREEMENT RESOLUTION OTHER Subsidy Request
QUASI-JUDICIAL YES NO
Objective:
To improve the affordability of workforce housing. The property owners at 444 Stanley
Avenue are requesting a subsidy toward water tap fees for their new workforce housing
project.
Present Situation:
The property currently contains four multi-family dwelling units. Upon completion, this
project will result in eight multi-family dwelling units. The owners feel the total project
costs are too high for workforce housing. They are requesting a subsidy toward their
water tap fees of $37,796.
The total 2019 budget for “General Town Board Fee Subsidy Pool” is $28,700.
Proposal:
Consider the developer’s request for a fee subsidy. This is the first request this year. A
percentage of the total request should be considered because the Fee Subsidy Pool
funds are limited.
Advantages:
Subsidy approval will lower the cost of this workforce housing project.
Approval may incentivize future workforce housing projects.
Approval would financially assist the property owner with their project.
Disadvantages:
Approval of this request will decrease the Fee Subsidy Funding Pool, however
Staff has not received any other inquiries at this time
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Action Recommended:
Staff recommends approving a percentage of the total request. Town Board approval
will be reflected as a reduction in the invoiced fees.
Finance/Resource Impact:
101-1100-411.29-05 Economic Development.
Level of Public Interest
Moderate
Sample Motion:
I move for the approval of a ____% (example 10%) fee subsidy of the total Water Tap
Fee.
Attachments:
Requestor’s Statement of Intent.
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Stanley Avenue Apartments
444 Stanley Avenue
Estes Park, CO 80517
Long Lunch Enterprises, LLC
Dan Smith Principal
STATEMENT OF INTENT
As the owners of the property located at 444 Stanley Avenue in Estes Park Colorado, it is our intent to
further develop the property in accordance with Chapters 4 and 7 of the Estes Valley Development
Code. This Development has been approved by Estes Park Staff, and in order to bring this project to
fruition, we are requesting a fee subsidy for water tap fees. We request that approval be granted for the
General Fund to pay the Enterprise Fund the amount of $37,796 for water tap fees, associated with this
workforce housing development.
Property Information:
Currently the property contains a triplex and one stand‐alone building that is in the process of
replacing the burned out stand‐alone building which was not rebuilt by previous owners after a
fire in 2017.
Current Status:
We are in the process of replacing the stand‐alone building that was burned in a fire in 2017.
That construction is expected to be completed in spring, 2019. Shortly thereafter, we intend to
begin building the previously approved two duplex units, pending the outcome of this decision.
Additional Information:
Overall, just the site development costs for this project exceed $123,000. This cost is only for site
development (we haven’t built a building yet). A breakdown is attached for your information. Just over
$60K of that amount is water installation cost. Tap fees, a main meter and a 1 ½ “ line equates to $38K,
$3K for new individual meters, and the remaining $19K is for running of the actual line, cutting the
street, and installation costs.
Once building of the previously approved two duplex units begins, we will incur costs for water taps,
new water lines, new meters and plumbing which are cost prohibitive to the project overall. Just the
cost for the water tap fees, main meter, and new line amounts to $37,796 for 4 new units. That equates
to nearly $9500 per workforce housing units, just in fees.
A new water line will be added to service the entire property, replacing the old line which is over 20
years old. This will result in lower ongoing maintenance costs and better service for the residents. As
well, each unit will be individually metered which will help control costs and promote water
conservation.
69
Workforce housing is badly needed in the Estes Valley. On smaller projects like this one, where only 4
units can be added due to density restrictions, the development costs of more than $123,000 become
cost prohibitive. Unlike other projects in the area, we are proposing a true workforce housing
development whereby units will be rented to those who live and work in the Estes Valley. Other
developments will sell condominiums, thereby realizing profit for the developer. The 444 Stanley
Avenue development will continue to serve the community for many years to come by providing a much
needed partial solution to what is arguably the most pressing problem with commerce in the Estes
Valley. We believe the ceiling for rent on these units to be in the $800/month range, and as such the
project ROI is significantly impacted by high site development costs.
Municipalities across northern Colorado are feeling the housing crunch. The lack of affordable housing
has led many Front Range communities including Colorado Springs, to lower tap fees and development
costs to spur development. Estes Park currently does not have a mechanism to do this and must take
these issues under advisement on a case by case basis.
This project will benefit local business and the Estes Park economy overall. A study conducted by the
Apartment Association of America a few years ago noted that renters spend far more of their earnings
locally, than homeowners do. In fact, nationwide, 70% of disposable income of apartment renters stays
local and goes for things like housing, food and transportation. More dollars in the local economy means
a better economy for Estes Park. Granted, we are talking only about 4 units in this development, but
these four units will contribute to the local economy, and may not be able to go forward without the
help of this subsidy.
Thank you for your consideration. We are happy to answer any questions. Thank you.
70
DEVELOPMENT COSTS 444 STANLEY AVENUE
(TO ADD 4 UNITS)
Category Cost of Development
Water: Tap fees, meters, new line,
new main meter, installation
$60,101
Sewer: New service $13,500
Electric: New service, additional
transformer
$4596
Phone: Run phone cables & lines,
ditching
$1000
Cable: Run cable Tv lines, ditching $2000
Grading: Leveling site/fill dirt $2000
Driveway: Surfacing existing,
parking bumpers/paint
$6500
Fire Hydrant: None – existing is
sufficient
$0
Landscaping: Per code
requirements
$8500
Garbage: Build bear proof
enclosure
$2000
Bike Rack: Install new rack $500
Development Plan: Engineering,
survey, plans
$12,000
Mailboxes: Per requirement $1600
Sidewalks, Handicapped Parking $9550
TOTAL SITE DEVELOPMENT COST: $123,847
PER UNIT COST (site development
only no building cost)
$30,962
71
72
TOWN CLERK Memo
To: Honorable Mayor Jirsa
Board of Trustees
Through: Town Administrator Lancaster
From: Jackie Williamson, Town Clerk
Date: February 12, 2019
RE: Town Administrator Evaluation Process
PUBLIC HEARING ORDINANCE LAND USE
CONTRACT/AGREEMENT RESOLUTION OTHER
QUASI-JUDICIAL YES NO
Objective:
To approve the review process for the Town Administrator’s 2019 annual review.
Present Situation:
The Town has utilized a number of different review processes over the past few years to
include a paper evaluation requiring a manual process to compile the data, a multi-tool
evaluator compiled by Employers Council, formerly Mountain States Employers Council,
which was presented to the Town Board by a third-party facilitator, and in 2018 a survey
was completed utilizing Survey Monkey and reviewed by the Town Board without a
facilitator.
During the January 22, 2019 study session, Town Administrator Lancaster stated, per
his employment contract, he has to agree to the evaluation process to be used, and
requested a discussion be held to establish the process for 2019. Mayor Jirsa, Trustee
Martchink, Town Administrator Lancaster and Director Williamson met on January 28,
2019 to discuss the process to be utilized, including a survey completed by the Town
Board, individual questions to be completed by the Leadership Team, and an employee
survey.
Proposal:
Staff with input from Mayor Jirsa, Trustee Martchink and Town Administrator Lancaster
have developed the three evaluation processes for the full Board’s review and approval.
Once the processes have been approved, staff will launch each of the reviews through
a Laserfiche form to be completed by Monday, March 4, 2019 by the corresponding
groups, i.e. Town Board, Leadership, and all employees. The Leadership Team and all
employee responses will be anonymous to elicit open and honest feedback. It has been
determined the industry norm is to provide the Board’s individual survey responses to
the Town Administrator. This should be a discussion item during the meeting.
73
A Special Town Board meeting will be held on March 13, 2019 to enter Executive
Session for the Board to complete Town Administrator Lancaster’s review with the
assistance of a facilitator. A final report will be drafted and provided to Town
Administrator Lancaster and reviewed during the March 26, 2019 Town Board meeting.
During the Town Board’s consideration and discussion of the evaluation processes,
staff would like to receive feedback from the Board and Town Administrator Lancaster
on the following questions.
- Would it be beneficial to know the employee’s department when they respond?
(This would provide the Board with an understanding of which employee groups
have responded.)
- What reporting information from previous evaluations have you found valuable?
(i.e. tables, graphs/charts, number rating, averages, etc.)
- What reports would be useful for the Board?
Advantages:
For the Town Board and Town Administrator Lancaster to agree on an evaluation
process and complete the process in March.
Disadvantages:
Without agreement the annual review process will not move forward and may be
delayed.
Action Recommended:
Approve the evaluation processes outlined and/or provide staff with direction on how to
improve the process. Provide staff with responses to the questions posed in the
memo.
Finance/Resource Impact:
None.
Level of Public Interest
Low.
Sample Motion:
I move to approve/deny the 2019 annual review process for the Town Administrator.
Attachments:
Town Board Survey
Leadership Team Questionnaire
All Employee Survey
74
Town Administrator Performance
Evaluation
RATING GUIDE ASSISTING THE BOARD WITH ITS POLICY-MAKING ROLE
INTERNAL ADMINISTRATION COMMUNITY (EXTERNAL) RELATIONS
PERSONAL CHARACTERISTICS NARRATIVE EVALUATION
Instructions: Using the rating guide below, select the drop down menu to indicate your rating of the Town
Administrator's performance.
Excels: Above and beyond. Consistently rises above and surpasses expectations.
Successful: Solid performance, fully competent, good work ethic, doing what is necessary for effective and successful
performance.
Improvement Needed: Less effective in this area, may need additional training or guidance Generally is not meeting
expected outcomes.
Unsatisfactory: Unacceptable performance, significantly below criteria for successful job performance.
Each Board member will complete the following performance evaluation for the Town Administrator. The evaluation must
be completed by Monday, March 4, 2019. The form can be saved as a draft. If you select "Save as Draft" it is imperative
you provide your Town email account to access the draft. An email will be sent to your Town email account with a link to
complete the evaluation at a later time. If you do not receive a link to the draft in an email, check your spam or junk
folder. The email with a link to your draft is the only access to your responses. If the email is deleted or lost your
responses cannot be recovered.
Next
Save as Draft
Previous
Town Board Survey
75
Town Administrator Performance
Evaluation
RATING GUIDE ASSISTING THE BOARD WITH ITS POLICY-MAKING ROLE
INTERNAL ADMINISTRATION COMMUNITY (EXTERNAL) RELATIONS
PERSONAL CHARACTERISTICS NARRATIVE EVALUATION
RATING GUIDE
Instructions: Using the rating guide below, select the drop down menu to indicate your rating of the Town
Administrator's performance.
Excels: Above and beyond. Consistently rises above and surpasses expectations.
Successful: Solid performance, fully competent, good work ethic, doing what is necessary for effective and successful
performance.
Improvement Needed: Less effective in this area, may need additional training or guidance Generally is not meeting
expected outcomes.
Unsatisfactory: Unacceptable performance, significantly below criteria for successful job performance.
1. Does the Town
Administrator keep
you informed, in a
timely manner, of the
things you want to
know about?
2. Do you feel that
you receive
information on an
equal basis with
other Board
members?
3. Do reports provide
adequate information
and analysis to help
you make sound
decisions?
A. Providing Information:
76
4. Are agenda items
and supporting
documents
appropriate and
brought to the Board
in sufficient time for
deliberations?
5. Does the Town
Administrator follow-
up promptly on
Board requests for
information or action
without having to be
reminded?
Comments
1. Does the Town
Administrator have
adequate knowledge
of municipal affairs?
2. Does he exercise
good judgement?
3. Do you feel the
Town Administrator
considers
alternatives before
making
recommendations?
Particularly if you scored at the highest or lowest end of the scale.
B. Providing Advice:
77
4. Does the Town
Administrator plan
ahead, anticipate
needs and recognize
potential problems?
5. How do you feel
about the quality of
the analysis which
accompanies
recommendations?
6. Does he have a
good sense of timing
in bringing issues to
the Board for action?
Comments
1. Does the Town
Administrator
implement governing
body actions in
accordance with the
intent of the Board?
2. Does the Town
Administrator
understand, support,
and enforce local
government's laws,
policies, and
ordinances?
Particularly if you scored at the highest or lowest end of the scale.
C. Policy Execution
78
3. Does the Town
Administrator offer
workable alternatives
to the governing
body for changes in
law or policy when
existing policy or
ordinance is no
longer practical?
Comments
Previous Next
Save as Draft
Particularly if you scored at the highest or lowest end of the scale.
79
Town Administrator Performance
Evaluation
RATING GUIDE ASSISTING THE BOARD WITH ITS POLICY-MAKING ROLE
INTERNAL ADMINISTRATION COMMUNITY (EXTERNAL) RELATIONS
PERSONAL CHARACTERISTICS NARRATIVE EVALUATION
RATING GUIDE
Instructions: Using the rating guide below, select the drop down menu to indicate your rating of the Town
Administrator's performance.
Excels: Above and beyond. Consistently rises above and surpasses expectations.
Successful: Solid performance, fully competent, good work ethic, doing what is necessary for effective and successful
performance.
Improvement Needed: Less effective in this area, may need additional training or guidance Generally is not meeting
expected outcomes.
Unsatisfactory: Unacceptable performance, significantly below criteria for successful job performance.
1. Are you
comfortable with the
Town Administrator's
approach to budget
preparation and
review?
2. Is the Town
Administrator
effective in
controlling costs
through economical
utilization of
manpower, materials,
equipment?
A. Financial Management
80
3. Does the Town
Administrator have
sufficient knowledge
of financial matters?
4. Does the Town
Administrator
provide you with
sufficient information
on the financial
status of the Town
government?
5. Is the budget
process timely?
Comments
1. Is the Town
Administrator
successful in guiding
people so they work
together as a team
toward common
objectives?
2. Is the Town
Administrator
effective in selecting
and placing key
personnel?
Particularly if you scored at the highest or lowest end of the scale.
B. Personnel Management
81
3. Is the Town
Administrator willing
to face up to
disciplinary
problems and take
action when
warranted?
4. Is the Town
Administrator
effective in assuring
staff makes a
positive impression
on citizens?
Comments
1. Do you have a
feeling the things the
Board decides or
directs get done?
2. Does the Town
Administrator pay
sufficient attention to
detail to avoid error
or things "slipping
through the cracks?"
3. Does the Town
Administrator have a
good sense of
priorities in the way
he spends his time
on the job?
Particularly if you scored at the highest or lowest end of the scale.
C. Getting the Job Done
82
4. Is the Town
Administrator able to
analyze problems or
issues and identify
causes, reasons, and
implications?
5. Does the Town
Administrator
develop and carry-
out short and long-
term action plans?
Comments
Previous Next
Save as Draft
Particularly if you scored at the highest or lowest end of the scale.
83
Town Administrator Performance
Evaluation
RATING GUIDE ASSISTING THE BOARD WITH ITS POLICY-MAKING ROLE
INTERNAL ADMINISTRATION COMMUNITY (EXTERNAL) RELATIONS
PERSONAL CHARACTERISTICS NARRATIVE EVALUATION
RATING GUIDE
Instructions: Using the rating guide below, select the drop down menu to indicate your rating of the Town
Administrator's performance.
Excels: Above and beyond. Consistently rises above and surpasses expectations.
Successful: Solid performance, fully competent, good work ethic, doing what is necessary for effective and successful
performance.
Improvement Needed: Less effective in this area, may need additional training or guidance Generally is not meeting
expected outcomes.
Unsatisfactory: Unacceptable performance, significantly below criteria for successful job performance.
1. Does the Town
Administrator
generally make a
positive impression
on the citizens and is
he respected in
Estes Park?
2. Is he effective in
handling disputes or
complaints involving
citizens?
3. Does the Town
Administrator have
appropriate visibility
or identity in the
community?
A. Citizen Relations
84
4. Does the Town
Administrator
represent the
Board's positions
and policies
accurately and
effectively?
Comments
1. Is the Town
Administrator
effective in
representing the
Town's interests in
dealing with other
agencies?
2. Does the Town
Administrator
participate in enough
intergovernmental
activity to have an
impact on behalf of
the Town?
Comments
Previous Next
Save as Draft
Particularly if you scored at the highest or lowest end of the scale.
B. Intergovernmental Relations
Particularly if you scored at the highest or lowest end of the scale.
85
Town Administrator Performance
Evaluation
RATING GUIDE ASSISTING THE BOARD WITH ITS POLICY-MAKING ROLE
INTERNAL ADMINISTRATION COMMUNITY (EXTERNAL) RELATIONS
PERSONAL CHARACTERISTICS NARRATIVE EVALUATION
RATING GUIDE
Instructions: Using the rating guide below, select the drop down menu to indicate your rating of the Town
Administrator's performance.
Excels: Above and beyond. Consistently rises above and surpasses expectations.
Successful: Solid performance, fully competent, good work ethic, doing what is necessary for effective and successful
performance.
Improvement Needed: Less effective in this area, may need additional training or guidance Generally is not meeting
expected outcomes.
Unsatisfactory: Unacceptable performance, significantly below criteria for successful job performance.
1. Is the Town
Administrator's
personality suited to
effective
performance of his
duties?
2. Is the Town
Administrator easy
to talk to?
3. Do you feel he is a
good listener?
4. Are
communications
thoughtful, clear, and
to the point?
A. Personality and Communication
86
5. Does the Town
Administrator show
sensitivity to the
concerns of others?
Comments
1. Does the Town
Administrator
demonstrate interest
and enthusiasm in
performing his
duties?
2. Does he have
sufficient leadership
characteristics to
command respect
and good
performance from
employees?
3. Does the Town
Administrator show
initiative and
creativity on dealing
with issues,
problems, and
unusual situations?
4. Is the Town
Administrator open
to new ideas and
suggestions for
change?
Particularly if you scored at the highest or lowest end of the scale.
B. Management Style
87
5. Is the Town
Administrator honest
and ethical?
6. Does the Town
Administrator work
well under pressure?
7. Is the Town
Administrator able to
change his approach
to fit new situations?
8. Does the Town
Administrator create
an atmosphere in
which employees
can enjoy working
for the Town?
9. Can the Town
Administrator
consistently put
aside personal views
and implement Board
policy and direction?
Comments
Previous Next
Save as Draft
Particularly if you scored at the highest or lowest end of the scale.
88
Town Administrator Performance
Evaluation
RATING GUIDE ASSISTING THE BOARD WITH ITS POLICY-MAKING ROLE
INTERNAL ADMINISTRATION COMMUNITY (EXTERNAL) RELATIONS
PERSONAL CHARACTERISTICS NARRATIVE EVALUATION
What would you
identify as the Town
Administrator's
strengths,
particularly with
regards to his
achievements,
during the past 12
month rating period?
What performance
area(s) would you
identify as most
critical for
improvement?
What other
comments do you
have for the Town
Administrator?
Previous
Submit Save as Draft
Next
89
Attachment #2
Town Administrator Evaluation
Direct Report Review
As a direct report to the Town Administrator you are being requested to provide input to
the Town Board of Trustees on the Administrator’s annual review. Please carefully
review and answer the questions below by Monday, March 4, 2019. All responses will
be delivered directly to the Town Board for their review and will be anonymous.
1. What is one thing the Town Administrator has accomplished in the last year that
you are proud of?
2.Do you feel like the Town Administrator and your team work well together? If not,
what are the problems you are experiencing?
3. Does the Town Administrator help you to improve your job performance?
4.What is one area where you feel like the Town Administrator could improve to help
you do your job?
5. How has the Town Administrator helped you or hindered you in doing your job and
with your job performance?
6. Are the Town Administrator’s work methods and approach to accomplishing his job
effective, efficient, and continuously improving?
7. Are there any other comments you would like to share with the Board about the
Town Administrator’s job performance and leadership?
Leadership Team Questionnaire
90
Town Administrator Performance
Evaluation
All Employees must submit the following form reviewing the Town Administrator by Monday, March 4, 2019.
Instructions: Using the rating guide below, select the drop down menu to indicate your rating of the Town
Administrator's performance.
NOTE: All responses are anonymous and will not contain personal information of the submitter.
Excels: Above and beyond. Consistently rises above and surpasses expectations.
Successful: Solid performance, fully competent, good work ethic, doing what is necessary for effective and successful
performance.
Improvement Needed: Less effective in this area, may need additional training or guidance Generally is not meeting
expected outcomes.
Unsatisfactory: Unacceptable performance, significantly below criteria for successful job performance.
1. Treats employees
with respect
2. Responds
effectively to
employee concerns
3. Demonstrates
fiscal responsibility
4. Works well with
others
RATING GUIDE
The Town Administrator:
All Employee Survey
91
5. Communicates
information to
employees in an
honest, timely and
clear manner
6. Shares information
freely, when
appropriate
7. Clearly explains
the reasons behind
decisions and
actions
8. Promotes a
supportive
environment which
encourages the
continuous growth
and personal
development of
employees
9. Fosters and
supports
commitment to the
Town
10. Treats people
fairly at all levels of
the organization
11. Represents the
Town in a positive
manner
12. Cares about the
employees
13. Is professional in
his interactions with
staff and the public
92
14. Is ethical and
honest
14. Supports the
goals and mission of
my department
15. Promotes a
climate of teamwork
and cooperation
within the Town
16. Is approachable
and friendly
17. Has my trust
18. Is a good leader
19. Exercises good
judgement
20. Plans ahead,
anticipates needs
and recognizes
potential problems
21. Shows sensitivity
for the concerns of
employees
22. Is open to new
ideas and
suggestions for
change
23. Supports the
implementation of
programs and/or
services identified by
departments
93
24. Provides effective
strategic direction
for the Town and is
proactive and
forward thinking
25. Effectively
balances the needs
and best interests of
the Town, the
community members
and the employees of
the Town
What do you see as
the Town
Administrator's
strengths?
What could the Town
Administrator do
better?
Do you have any
other comments
about the Town
Administrator you
would like to share
with the Board?
Submit
94
TOWN ADMINISTRATOR Memo
To: Honorable Mayor Jirsa
Board of Trustees
From: Town Administrator Lancaster
Date: February 12th, 2019
RE: DISCUSSION OF THE JOINT MEETING WITH LARIMER
COMMISSIONERS ON FEBRUARY 19, 2019.
PUBLIC HEARING ORDINANCE LAND USE
CONTRACT/AGREEMENT RESOLUTION x OTHER______________
QUASI-JUDICIAL YES X NO
Objective:
To discuss the upcoming joint meeting with the Board of County Commissioners on
February 19th to discuss the next steps in the revision of the Estes Valley
Comprehensive Plan, the intergovernmental agreement on land use development
(expires in February 2020) and the options for proposed fees for the proposed storm
water utility.
Present Situation:
Both the Town and the County have budgeted for a new comprehensive plan in the
Estes Valley. This can be done as a joint plan, or the Town and County can develop
comp plans independently, but possibly coordinated. County/Town staff cannot
proceed with selecting a consultant and public process for the comp plan without
direction from the elected bodies on whether it will be a joint plan or separate plans.
This is the priority issue for the joint meeting at this time.
Depending on the policy decision on the Comp plan, both the Town and County would
like to make adjustments to the current land use IGA prior to its expiration. This ranges
from continued joint planning as currently done, to independent land use planning by
the Town and the County, with a number of options in between. There is time for
additional public discussion and analysis of the options for the IGA, once the Comp plan
decision is made.
County and Town staff have been working on a proposed storm water utility to address
and fund storm water management projects and flood protection projects. This is still in
the proposal stage and will require much more public outreach and discussion. Staff is
prepared to reach out to each landowner in the Valley with a description of the program
and the specific fee that would be charged to their property. There are several options
for calculating the fees, mostly around the level at which the model mitigates the larger
fees charged to larger residential properties. This agenda item is to gain direction from
95
the Town Board and Board of County Commissioners on the fee model so staff can
proceed with reaching out to the public with the proposed program structure.
Proposal:
Discussion only
Advantages:
The Town Board will be better prepared and have more information prior to the
upcoming meeting with the County Commissioners.
The Town Board has an opportunity to discuss the overall Board’s position on
these policy issues prior to the joint meeting
Disadvantages:
None
Action Recommended:
None – discussion only
Level of Public Interest
High
96