HomeMy WebLinkAboutPACKET Town Board Study Session 2019-03-12Tuesday, March 12, 2019
5:30 p.m. – 6:45 p.m.
Rooms 202/203
5:15 p.m. - Dinner
5:30 p.m. Downtown Estes Loop Update.
(Project Technical Advisory Committee)
6:00 p.m. Follow up of Facilitated Listening Session with Contractors.
(Board Discussion)
6:15 p.m. Town Administrator Replacement Process.
(Board Discussion)
6:35 p.m. Trustee & Administrator Comments & Questions.
6:40 p.m. Future Study Session Agenda Items.
(Board Discussion)
6:45 p.m. Adjourn for Town Board Meeting.
Informal discussion among Trustees concerning agenda items or other Town matters may occur before this
meeting at approximately 5:00 p.m.
AGENDA
TOWN BOARD
STUDY SESSION
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PUBLIC WORKS Report
To: Honorable Mayor Jirsa
Board of Trustees
Through: Town Administrator Lancaster
From: Greg Muhonen, PE, Public Works Director
Project Technical Advisory Committee (TAC)
Date: March 12, 2019
RE: Quarterly Update on Downtown Estes Loop Project (DEL)
Objective:
Update the Town Board on the progress and activities that have taken place on the
Downtown Estes Loop Project (DEL) since the December 2018 Town Board Study
Session.
Present Situation:
Right of Way: Offers for all seven of the full acquisitions have been made to
property owners. Negotiations are ongoing and three property owners have
agreed to purchase terms and the property closing is complete or underway. The
Transportation Commission approved CDOT’s request for authorization to
condemn three parcels at the December 13 meeting. One parcel owner has
subsequently agreed to accept CDOT’s final offer. CDOT will ask the
Transportation Commission to authorize condemnation on a fourth parcel at the
March 21 meeting.
Consultant relocation agents have been meeting with the tenants and owners
who will be relocated to discuss specifics and the process of each relocation.
Design: The primary design focus over the last couple months has been centered
on finalizing the landscape design, intersection markings, wayfinding signage,
and miscellaneous details at the roundabout.
Hydraulics: The Project team continues work with CFLHD, CDOT, Town of Estes
Park and other regulatory agencies to determine the final approach to the
analysis in coordination with the CWCB’s Colorado Hazards Mitigation Program.
FEMA has indicated this project will be used to establish new nationwide
floodplain review criteria for projects that require 2D modeling.
Schedule: The project schedule anticipates completion of the construction
documents in 2019. Right of way acquisitions are expected to extend into 2020.
Construction is expected to begin in the summer of 2021.
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Scope Expansion: Increasing the project scope to include the Riverside and
Rockwell Bridges and channel widening downstream to US36 is under evaluation
if funding could be obtained thru a Federal BUILD grant application potentially
submitted in 2019. The call for grant applications is expect mid-year.
Proposal:
The TAC proposes to continue the design and right-of-way acquisition efforts in
preparation of bidding the construction work in early 2021.
Advantages:
The project benefits are numerous and include solutions to the Town’s downtown traffic
congestion problems, reduction in downtown flood risk from the Big Thompson River,
and closure to property owner uncertainty surrounding the DEL.
Disadvantages:
Resistance can be anticipated from some community member who do not support the
DEL.
Action Recommended:
n/a
Finance/Resource Impact:
The Town remains obligated to pay a local match in the amount of $4.2 million. This
money was provided to the Town by the Colorado Department of Transportation
(CDOT) in 2015 and obligated for payment in the amended 2018 budget. To date,
$2,264,767 has been spent by the Town on this project. Additional project costs have
been incurred by CDOT and Central Federal Lands.
Level of Public Interest
The known level of public interest in this item is high.
Attachments:
Preliminary copy of consultant presentation slides
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Draft Presentation subject to change.
Downtown Estes Loop Project
Estes Park Town Board Study
Session
March 12th, 2018
Draft Presentation subject to change.
Today’s Agenda
• Right-of-Way Update (CDOT)
• Recent Activities
– Hydraulics Update
– Roundabout Review
• Project Schedule
•Q&A
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Draft Presentation subject to change.
Project Phasing – Phase 1
• Funded Phase 1:
• Reconstruction and realignment of
Riverside Drive
• Reconstruction of the Ivy Street
Bridge
• New and Coordinated traffic signals
with Riverwalk
• Associated transportation
improvements along Elkhorn and
Moraine
• New on street bike lane on Moraine
and Riverside
• Continuous sidewalks along entire
Loop
• Channel Improvements between Ivy
St and Rockwell St
• Wayfinding signs, parklands
• Does not include:
• Rockwell and Riverside Bridges
• Relocation of Public Restroom
• Downstream Floodplain Improvements
Draft Presentation subject to change.
Right-of-Way Update
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Draft Presentation subject to change.
Right-of-Way Acquisitions Process
• CDOT is the lead agency for Right of Way (ROW) Acquisition on
the Project
• Process follows Uniform Relocation Assistance and Real
Property Acquisition Policies Act of 1970 (Uniform Act).
• CDOT in process of 7
property Acquisitions
• CDOT is assisting
property owners and
tenants who require
Relocation
– Initial consultation with all
property owners (7) and
rental tenants(~13) has
occurred. Relocations in
process
X X
XXX
X
X
Draft Presentation subject to change.
Summary of Right-of-Way
Acquisition Process
• CDOT Transportation Commission (TC) Approves Right of Way Plans
• Notice of Intent (NOI) of Acquisition sent to Property Owner
• CDOT Appraisal
–IF Owner chooses they complete their own appraisal (paid by Project)
• CDOT Independent Review of Appraisal(s)
–IF Owner provided appraisal, review is complete of both appraisals
• CDOT completes Fair Market Value (FMV)
• CDOT presents Offer to Property Owner
• Property Owner Reviews Offer
–IF Owner Disagrees,THEN they can present Counter Offer
• CDOT presents Counter Offer or issues Final Written Offer
–IF Owner does Disagrees with Final Written Offer and negotiations have
stalled,THEN CDOT initiates CONDEMNATION Process (with TC approval)
–IF Owner Agrees,THEN CDOT starts Closing process
• CDOT completes Closing and Owner receives $$
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Draft Presentation subject to change.
Status of Right-of-Way
Acquisitions & Relocations
• CDOT has initiated 7 full property acquisitions and 20 relocations
– All offers, based on Fair Market Value from appraisals, have been
submitted to property owners
• Three (3) property owners have Agreed to price, closing is in
progress or complete
• Three (3) properties in Condemnation process. Negotiations
continuing (Note: It is possible to settle during condemnation
process)
• One (1) property entering Condemnation process.
Negotiations continuing.
– Relocations in process (looking for replacement properties,
estimating move expenses)
• Several tenant relocations complete (to new rentals or new
home purchases)
Draft Presentation subject to change.
Update on Properties in
Condemnation
• One (1) property entering condemnation process
– CDOT TC will authorize condemnation at March meeting
• CDOT TC authorized CDOT to initiate condemnation
process for Three (3) properties in mid-December
– Two (2) properties working with CDOT Attorney General Office on
possession and use agreements, protective rent agreements and
other items in the process
• Negotiations continue
• Relocation for owner and tenants continue at these properties
– One (1) property has Agreed to CDOT’s Final Offer and Closing
Process has begun (No Condemnation)
• Through relocation activities Property owner found relocation property and is
in process of purchasing new property
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Draft Presentation subject to change.
Hydraulic Analysis
• Expand final hydraulic analysis model to
include the full EA Proposed Action
– Includes modeling bridge replacements at Ivy, Rockwell and
E. Riverside and Downstream Channel improvements from
E. Riverside to US 36
• Use of full Proposed Action hydraulic
modeling to confirm best Ivy Bridge
configuration
– two span vs. single span
Draft Presentation subject to change.
Roundabout Review
• Peer Review of Roundabout
Design
– Geometric review
– Pavement marking
– Signing review
• Design Team is reviewing initial
comments and making
revisions for CFLHD, CDOT
and Town review
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Draft Presentation subject to change.
Project Schedule
(Phase 1)
Draft Presentation subject to change.
Near-Term Next Steps
• Complete Final Design
– Finalize Hydraulic Modeling
– Finalize Revisions to Roundabout
– Meetings
• Continue Right of Way Acquisition
– Develop schedule for Building Removals
• Finalize Utility Relocation Plans and Schedule
• Final Design Plans (Spring/Summer 2019)
• Town Board Updates
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COMMUNITY DEVELOPMENT Memo
To: Honorable Mayor Jirsa
Board of Trustees
Through: Town Administrator Lancaster
From: Randy Hunt, Community Development Director
Travis Machalek, Assistant Town Administrator
Date: March 12, 2019
RE: Follow up of Facilitated Listening Session with Contractors
The Town Board of Trustees held a facilitated listening session with local building
contractors, design professionals, and the public on Tue., Feb. 26, 2019, from 4:00 to
6:00 pm in Rooms 202/203 Town Hall. Summary notes of the comments and discussion
were taken by staff:
Attachment 1 is a transcription of the wall-chart notes taken by Executive
Assistant Suzanna Simpson and posted in front of the room during the session;
Attachment 2 consists of notes taken by Community Development Director and
Acting Chief Building Official Randy Hunt during the session.
The video/audio of the meeting is also available on the Town’s YouTube channel for
that date.
Staff believes this was a positive meeting overall. Many concerns about the Building
division’s practices were aired. Nearly all were accompanied by suggestions for positive
change, and expectations for a better future for the division and its stakeholders.
Staff would group and summarize the themes from the meeting as follows, in no
automatic order:
A new Chief Building Official needs to be confirmed as soon as possible;
That individual needs to be given time and resources to succeed;
Other resources – including money and staffing – must be provided;
Although our adopted Codes need attention, the primary issue is not the codes
themselves; it is process in the division;
Plan Review in particular is a process that needs attention and improvement;
The time lag between steps in Plan Review runs too long;
Third-party reviewers for Plan Review is not a solution for many practical
reasons; Plan Reviews should be in-house to the extent feasible;
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Other reviewing departments and agencies, and lag times in those reviews,
contribute to the bottleneck and lead to delays;
Additional resources for the division overall are needed.
Staff can report the following steps toward fixing these matters:
A CBO preferred candidate has been interviewed, in interested is us and vice-
versa, and at this writing (Thu., Mar. 7) negotiations are underway. If all
continues well, we expect this position to be filled in April.
SAFEBuilt CO LLC is now under contract to conduct performance reviews,
including detailed process examination and benchmarking – see Attachment 3
for their scope of work. Cost of this contract is not-to-exceed $10,500. The first
in-depth site visit by SAFEBuilt is Thursday, Mar. 14, 3 pm to 5 pm. We will be
getting regular progress reports from them, with a final report due and
presentation (by staff) to Town Board in July.
Acting CBO Hunt has begun streamlining processes and facilitating change.
Most are small and incremental, but should have a cumulative effect. My guiding
philosophy on such matters (as in many things) is “Don’t let the perfect be the
enemy of the good.”
No doubt Town Board has additional information, perhaps since the Feb. 26 listening
session, that will provide more insight. Staff awaits direction on further steps toward
improvement.
Attachments:
1. SUMMARY OF MEETING WITH TOWN BOARD, FEBRUARY 26, 2019
[transcribed from wall charts]
2. Building Priorities [Randy’s notes] 02/26/2019
3. Exhibit A from SAFEBuilt CO Contract: executed Feb. 27, 2019
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ATTACHMENT 1
[Town Board SS: 2019-03-12]
SUMMARY OF MEETING WITH TOWN BOARD, FEBRUARY 26, 2019
[transcribed from wall charts]
Town Board:
Process works/doesn’t work
Policy/Administration‐partnership with builders
Make things easier/more efficient
Customer Service
Future‐focused/outcomes
Building Community:
11 months
Everyone should attend meeting
Staff missed deadlines
Documents not distributed
Conflicting information between town/county
Staff turnover
Permits not timely
Late notice on new requirements
Plan reviews
Submitted comments not passed on
Discrepancies in fees and fines
Valuations incorrect
Different valuation method‐better explanation
Delays=rising construction costs
Disregard to timeliness‐key point
Penalized, punitive, vindictive
Third party delays, inconsistencies with plan requirements
Stakeholder inclusion
Bewildered by submittal requirements
No public review
New codes‐too many code changes (IBC)
Minutiae on drawings
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Local amendments/interpretation
Local control/governance
Higher snow/wind loads
Chief Building Official and Administrator
Lost projects/business
3rd party consultants nitpicking to prove they are doing their job
How to get flexibility back vs exactly as drawn. Expedite small changes
ELECTED OFFICIALS‐PRIMER ON PROCESSES
Educating contractors and designers on new codes
Process flow chart: steps, fees, timelines
How to agree on ONE process
Building department flailing, no structure, high turnover
Strain on the industry
Can’t talk about performance of building department without CBO; need time to
succeed
Need the most flexibility in site work
3rd party plan checkers are completely abstract; think they are doing their job with a
long list of comments
Adopt building codes every 6 years, not every 3 (be in synch with county or just every 6
years?)
Board of Appeals and Advisory Committee redundant?
Stay focused on new codes for life safety
Getting a Certificate of Occupancy; other departments hang us up: planning, zoning,
public works
Need them to pay attention
Business licenses‐timing with CO
Better coordination of all Town departments to get the CO
People can’t finalize mortgage without CO
Documentation process is broken
Laserfiche will improve the process
What is the mission statement that can be measured to be held accountable?
Vacation home permits taking away from dealing with core
Number of requests for vacation home life safety inspections overwhelming Building
Inspector, he is overbooked with these
Board has the power of the purse and this department needs support. Larimer County
has over 40 people
Staffing needs to be addressed
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ATTACHMENT 2
[Town Board SS: 2019-03-12]
Building Priorities [Randy’s notes] 2/26/19
Multiple rounds of reviews – moving targets each round
New comments on 2nd and subsequent reviews
Changes in previous comments/requirements (more detail, etc.)
3‐year code cycle difficult to keep up with
Energy Code (IEEC) especially hard; many changes
IEEC does not reflect local conditions in mountains
Wind and Snow loads ‐ bigger burden with no prescriptive solutions
Review times per step
Review steps
[Thomas B issue re 100 W Elkhorn]
Prioritize later‐round review with small changes
Educating elected officials necessary
Flow chart (?)
Codes not the problem; it’s process
Need CBO
New CBO needs room to succeed
Much of need for flexibility is site conditions; less so for construction materials and
methods
3rd party plan reviews ‐ weaknesses:
Reviewers do not know local conditions
Multiple/ different reviewers on successive rounds (“justifying their jobs”)
Other departments and agencies are bottlenecks
Public Works cited
Light and Power, Water are good
Vacation Homes are time consuming – rethink necessity, priority
$$$: TB has “the purse”
Staffing needed
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ATTACHMENT 3
[Town Board SS: 2019-03-12]
Exhibit A from SAFEBuilt CO Contract: executed Feb. 27, 2019
EXHIBIT A – LIST OF SERVICES AND FEE SCHEDULE
PROCESS IMPROVEMENT – ESTES PARK, COLORADO
A. Scope of Work
Review current business practices and provide recommendations for efficiencies and process
improvements that can be made to the Estes Park permitting process.
1) Permit Processing/ routing
2) Plan Review
3) Inspection scheduling, routing, process
4) Process Mapping
5) Forms and Documents
6) Identify Redundancies
7) Workflow metrics and tracking
8) System of record review
9) CO, TCO, License, etc. processes
10) Document Management
11) SOPs, Templates
12) Reports
B. Time of Performance
Services will be performed during normal business hours excluding Municipal holiday.
1) Discovery‐ 40hrs
2) Documentation/ Reporting‐ 20hrs
3) Presentation‐ 4hrs
4) Follow‐up/ Implementation Plan‐ 20hrs
C. Project Fee Schedule
1) Hourly rate: $125.00
2) Mileage: Current Federal Rate
3) Not to exceed $10,500.00
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Administrative Services Report
To: Honorable Mayor Jirsa
Board of Trustees
Through: Town Administrator Lancaster
From: Jackie Williamson, Director
Date: March 7, 2019
RE: Town Administrator Replacement Process
Objective:
To determine the recruitment process to be used in the search for a new Town Administrator.
Present Situation:
Town Administrator Lancaster provided the Town Board with his 6-month notice at the February
26, 2019 Town Board meeting. His official last day will be September 6, 2019. Mayor Jirsa,
Town Attorney White and Director Williamson discussed briefly any legal issues, statutory
requirements and timing during a recent conference call in an effort to bring forward a proposal
for the Board’s consideration. The intent is to have a new Town Administrator identified and on
staff to provide a month or two of overlap prior to Lancaster’s final day.
Proposal:
To contract with ESM Consulting Services, Inc. to complete a full recruitment process. Please
see the attached proposal for more details on the process recommended. Staff has worked with
the consulting firm since 2013 to completely overhaul the Town’s compensation plan, annual
compensation market analysis, HR strategic plan development and other day-to-day HR
assistance. The firm has a strong understanding of how the Town functions, the Town’s culture,
and a good relationship with the Leadership team and HR staff. ESM has successfully
conducted other local searches for high level positions, most recently for the Estes Park
Housing Authority Executive Director. The proposal can be customized to meet the needs and
timing of the Town Board.
With Board agreement to move forward with ESM Consulting Services, the proposed timeline
would consist of the following:
Develop hiring brochure no later than March 31, 2019
Advertise position during the month of April 2019
Prepare final recommendations for the Board by May 15, 2019
Conduct onsite interviews with top candidates no later than May 31, 2019
Announce finalist list as required by statue during the first half of June 2019
Board to make selection at second Board meeting in June 2019
Onsite no later than the end of July 2019
The Board should be advised the above timeline leaves little room for additional processes such
as an RFP for consulting services. An RFP process would likely take a month or longer to
complete.
Advantages:
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Contracting with EMS would allow the Town the ability to move forward with the search and
allow the new Town Administrator to start prior to Lancaster’s retirement.
Disadvantages:
An RFP may present the Board with other firm options to complete the search.
Action Recommended:
Staff recommends contracting with ESM Consulting Services to complete the recruitment
process for the Town Administrator.
Finance/Resource Impact
Up to $11,500 for the outlined proposal and any additional cost for candidate travel expenses.
Level of Public Interest.
Medium.
Attachment.
ESM Consulting Services, Inc. Proposal
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ESM Consulting Services, Inc.
Human Resource, Compensation and Training Services for the Public and Private Sectors
PO Box 3505, Centennial, CO 80161 www.esmconsulting.net
303.995.4405 303.730.9870 (fax) eric@esmconsulting.net
Town of Estes Park
Town Administrator Recruitment Assistance
Submitted by: Eric Marburger, President
Laurie Graves, Senior Consultant
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Town of Estes Park
Town Administrator Recruitment Assistance
ESM Consulting Services, Inc. March 2019
Background
The Town of Estes Park contacted ESM Consulting to seek assistance and guidance in their
upcoming recruitment for a new Town Administrator. The Town’s current Administrator, Frank
Lancaster, is retiring during 2019 and the goal is to have a replacement on board to ensure a
smooth transition.
ESM Consulting has been working with the Town on a variety of Human Resources related
issues since 2013.
About ESM Consulting Services
ESM Consulting is a small, nimble human resources consulting firm that specializes in public
sector and health care human resources services. We are not a headhunting/recruiting firm. We
do assist clients in the process of recruiting and selection for key positions. We do not have a
stockpile of pre-sourced candidates for positions. What we have done very successfully with a
number of clients is to work with the organization/governing body to advertise, pre-screen and
ultimately select a candidate that best serves the needs of the organization. The following is a list
of clients for whom we have provided similar services over the past few years.
Estes Park Housing Authority, Executive Director
City of Black Hawk, City Manager
City of Northglenn, City Manager
Colorado Water Resources and Power Development Authority, Executive Director
La Plata Archuleta Water District, Executive Director
Metro Wastewater Reclamation District, Human Resources Officer
Pagosa Area Water and Sanitation District, Executive Director
Town of Erie, Town Administrator, Multiple Department Heads
Proposed Scope of Work
ESM Consulting Services proposes to:
Meet with the Town Mayor and Board to:
o Fully understand what is needed in the next Executive Director,
o Revise the Job Description,
o Understand the salary and benefits being offered,
o Determine the most appropriate outlets for advertising for the position,
o Identify any potential known candidates for the position,
o Discuss the parameters of the search process to include paying for interviewing
expenses, offering relocation expenses to the selected candidate, if needed, etc.,
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Town of Estes Park
Town Administrator Recruitment Assistance
ESM Consulting Services, Inc. March 2019
o Determine a timeline for the recruitment process,
o Establish with whom ESM Consulting would work with and everyone’s level of
authority in the process.
Create a posting and to advertise that posting in the pre-determined sources.
Receive resumes and applicants and identify the candidates that have the strongest
background and relevant experiences as determined above.
Conduct phone screening interviews with qualified candidates.
Keep the Town informed of the progress at each step.
Prepare a grouping of semi-finalists for the position.
Schedule and attend interviews with the “Selection Committee” of the Town. This may
be Board members, the current Town Administrator, and others as determined by the
Board.
o This includes drafting proposed interview questions, identifying strengths and
weaknesses of candidates, ensuring compliance of the process.
o It is anticipated that there could be two interviews with the finalists before a
selection is made. If there is only one interview, our costs would be appropriately
reduced.
Assist in any discussions to determine a consensus choice of the Board.
Negotiate with the selected candidate on behalf of the Board until the selected candidate
has accepted an offer of employment (pending any employment screens/practices that the
Town utilizes).
Total Costs
All costs include routine expenses, travel, hotel, mileage and incidental costs for ESM
Consulting staff. These costs do not include any costs associated with advertising for the
position, travel costs for candidates for interviews, relocation expenses, etc. Those direct
recruitment costs would be borne by the Town and/or reimbursed to ESM Consulting.
The services as described above would be provided at a cost not to exceed $11,540.
Assigned Staff
ESM Consulting would provide the following staff:
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Town of Estes Park
Town Administrator Recruitment Assistance
ESM Consulting Services, Inc. March 2019
Eric Marburger, President and Senior Consultant: Eric has specialized in professional
public sector human resources and compensation consulting for over 25 years. He
founded ESM Consulting Services in 1999 and has performed consulting work for the
Mountain States Employers Council for over 15 years. Eric served as the Director of
Human Resources for El Paso County, Colorado, for the City of Hagerstown, MD and
has served as an Interim HR Leader for many public-sector organizations. Eric has
consulted with the Town of Estes Park for many years.
Eric holds professional certifications from the Society for Human Resources
Management (SPHR) and from the International Public Management Association for
Human Resources (IPMA-CP); a Master’s degree in Business Administration from Hood
College.
Laurie Graves, Senior Consultant and owner of Graves Consulting, LLC: Laurie holds
professional designations from the Society for Human Resources Management (SPHR),
the International Foundation of Employee Benefit Plans (CEBS), and the National
Alliance for Insurance Education and Research (CRM).
Laurie has more than 25 years of experience in Human Resources leadership and through
Graves Consulting has worked in several areas within HR. Her primary focus areas are
Compensation & Benefits, HR Strategic Planning and Performance Management. She
has many municipal clients throughout Colorado as well as multiple clients across the US
that include municipalities, non-profit organizations and publicly and privately held
organizations in a variety of industries.
Kris McDaniel, Administrative Coordinator and Technical Support: Kris has assisted a
variety of executives as an administrative/project coordinator in the public sector for over
15 years. Kris specializes in project coordination, data collection and analysis, document
preparation, formatting and management. Kris is an expert in a variety of software
packages and would ensure that our work products meet your needs.
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March 26, 2019
Removing 500 Foot Limit for Liquor
Licenses Tentative pending Stanley
update
“Open Space” Designations on
previous zoning maps
Introduction to Water Rates Study
Process
Update on Film Center Plans
Tentative pending confirmation from
John Cullen
April 9, 2019
Review of County Wasteshed
Master Plan
April 23, 2019
Presentation of Stanley Park Master
Plan
Parking Update/Seasonal Parking
Issues
June 11, 2019
Downtown Estes Loop Quarterly
Update
September 10, 2019
Downtown Estes Loop Quarterly
Update
Items Approved – Unscheduled:
Estes Park Housing Authority
Project on Highway 7 – Part II
Discussion with Town Prosecutor
and Municipal Judge
Future of Human Resources
Management
Distributed Energy Discussion
Items for Town Board Consideration:
None
Future Town Board Study Session Agenda Items
March 12, 2019
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