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HomeMy WebLinkAboutPACKET Town Board Study Session 2014-02-25 Tuesday, February 25, 2014 TOWN BOARD 4:30 p.m. – 6:40 p.m. STUDY SESSION Rooms 202/203 *Revised 2/21/14 4:30 p.m. Multi-Rater Evaluation Tool (Mountain States Employers Council) 5:15 p.m. Break for Dinner 5:30 p.m. Liquor Violation Policy. (Town Clerk Williamson) 6:00 p.m. Trustee Compensation. (Town Clerk Williamson) 6:10p.m. Update on The Neighborhood Covenants. (Attorney White & Director Chilcott) 6:15 p.m. Trustee Comments & Questions. 6:25 p.m. Future Study Session Agenda Items. (Board Discussion) 6:30p.m. Meeting Adjourn. “Informal discussion among Trustees concerning agenda items or other Town matters may occur before this meeting at approximately 4:15 p.m.” AGENDA Town Clerk Memo To: Honorable Mayor Pinkham Board of Trustees Town Administrator Lancaster From: Jackie Williamson, Town Clerk Date: February 21, 2014 RE: MSEC Multi-Rater Tool Objective: Review Mountain States Employers Council’s (MSEC) multi-rater tool and discuss moving forward with the use of the tool to evaluate Town Administrator Lancaster prior to April, with a final review conducted by the current Board no later than April 22, 2014. Present Situation: After the review process conducted in 2013, the Board requested an outside consultant be utilized to develop and conduct the annual review of the Town Administrator as well as the Town Attorney and Municipal Judge. At the January 14, 2014 study session the Board directed staff to contact the consultant utilized in the Town Administrator search as well as Alliance for Innovation to acquire letters of interest. Staff contacted 5 consultants and MSEC and only two responses were received, MSEC and Eric Marburger, both utilizing a multi-rater tool. The general impression was to move forward with MSEC. Proposal: Beau Burros/MSEC will be present at the Town Board study session meeting on Tuesday, February 25, 2014 to review the multi-rater tool with the Board. If the Board is in agreement to move forward, Mr. Burros will begin discussing how to outline the questionnaire. A sample of a questionnaire used for a Town Administrator can be viewed by following the link: http://www.mseccos.org/LaunchSurvey.aspx?suid=69517&key=9935734B The general timeframe would be the development of the tool over the next week. It could then be sent out to the Board for final review via email. If needed, MSEC could come to the next study session on March 25th to finalize the questions. Once final the questionnaire would be sent out to the Board with a week to complete the survey. The final results would be available for discussion at the March 25th meeting and a review held with Town Administrator Lancaster at the April 8th Town Board meeting. Advantages: N/A Disadvantages: N/A Action Recommended: N/A Budget: Funds were budgeted in 2014 for a consultant to assist the Board in completing annual reviews of the Town Administrator, Town Attorney and Municipal Judge. Sample Motion: N/A Attachment Sample questionnaire for Town Administrator Sample results report for the multi-rater tool Multi-Rater Evaluation Feedback Company: MSEC Ratee: MSEC Results Prepared by: Sample Report 2 | P a g e Presented on the following pages are the results of the Multi-Rater Evaluation Feedback instrument completed by you and your raters. The use of multiple raters increases the reliability and validity of the conclusions of this report. The following chart displays the number of participants by their relationship to you. Participation by Relationship to Ratee Recall that you and your respondents rated the level of agreement with behavioral statements. Raters utilized a six point Likert-type scale from 1 (Strongly Disagree) to 6 (Strongly Agree). Higher scores indicate areas of strength and lower scores indicate opportunities for improvement. Data are presented in several ways throughout the report (graphs, tables, narrative comments); 1. Competency results – organizes behavioral items into dimensions or success factors; displays mean ratings for each competency and gaps or differences between self and others’ ratings; 2. Strengths and Opportunities for Improvement –behavioral items that were rated highest and lowest by observers; 3. Item-by-item results - behavioral items that make up each competency area; 4. Qualitative feedback - raters' narrative responses to the open-ended questions. Follow-up/Next Steps At the end of your report there are general guidelines for using your feedback to focus on development planning. It is important to use your own judgment while determining where to focus your development efforts. We encourage you to review the feedback in detail and develop an action plan for improvement. Questions to consider while you review the report include: Are there any surprises? Are my self-ratings similar to the perceptions of my raters? Where are the most significant gaps or differences? Do you see consistencies between various rater groups? Do I view the skill requirements of my job in the same way as other raters? We recommend that you spend time with your manager(s) and other raters to thank them for their feedback and to discuss your development plans. Remember, the people who provided you with input did so with your growth and development in mind. Sample Report 3 | P a g e Overall Personal Competency Profile Competency Self Mean Rating Others’ Mean Rating Gap Information Management 5.00 4.63 -0.37 People Reading 4.25 3.88 -0.37 Innovation/Openness 4.67 4.25 -0.42 Management Functions 5.20 4.76 -0.44 Developing Self & Others 4.75 4.24 -0.51 Emotional Control/Stability 5.00 4.35 -0.65 Team Building 4.75 3.97 -0.78 Task Orientation 5.50 4.63 -0.87 Job Knowledge 6.00 5.00 -1.00 Communication 5.50 4.47 -1.03 Dependability 5.57 4.24 -1.33 Person Orientation 5.33 3.96 -1.37 Delivering Results 5.57 4.15 -1.42 Light Gray indicates differences between self and observer rating larger than -.50. Dark gray indicates differences between self and observer rating larger than -1.00. Sample Report 4 | P a g e 1.00 2.00 3.00 4.00 5.00 6.00 Competency Means by Relationship to Ratee Self Mean Rating Supervisor Mean Rating Direct Report Mean Rating Colleague Mean Rating Peer Mean Rating Competency Self Mean Rating Supervisor Mean Rating Gap Direct Report Mean Rating Gap Colleague Mean Rating Gap Peer Mean Rating Gap Person Orientation 4.20 5.53 1.33 4.80 0.60 4.74 0.54 4.85 0.65 Innovation/ Openness 4.40 5.53 1.13 5.00 0.60 4.63 0.23 4.70 0.30 Developing Self & Others 4.75 5.50 0.75 5.06 0.31 4.60 -0.15 5.00 0.25 Delivering Results 5.25 5.75 0.50 5.13 -0.13 5.13 -0.12 5.31 0.06 Emotional Control/Stability 5.00 5.89 0.89 4.92 -0.08 4.67 -0.33 5.00 0.00 Information Management 5.00 5.67 0.67 5.00 0.00 4.25 -0.75 5.00 0.00 Job Knowledge 5.00 5.33 0.33 5.38 0.38 5.38 0.38 5.00 0.00 Communication 5.00 5.67 0.67 4.58 -0.42 5.33 0.33 4.92 -0.08 Management Functions 5.00 5.72 0.72 4.88 -0.13 4.78 -0.22 4.83 -0.17 Dependability 5.25 5.92 0.67 4.56 -0.69 4.73 -0.52 4.94 -0.31 Task Orientation 6.00 6.00 0.00 5.25 -0.75 5.25 -0.75 5.25 -0.75 Light Gray indicates differences between self and observer rating larger than -.50. Dark gray indicates differences between self and observer rating larger than -1.00. Sample Report 5 | P a g e Strengths Determined by Observer Ratings Sample Report 6 | P a g e Opportunities for Improvement Determined by Observer Ratings Sample Report 7 | P a g e Competency Profile by Behavioral Items Communication: Individuals high on this competency tend to actively attend to what others are saying; verbally express thoughts in a clear, pleasant, and straightforward manner; and are effective in presenting material to groups of people. Sample Report 8 | P a g e Delivering Results: Individuals high on this competency tend to maintain or enhance customer satisfaction and use good judgement in resolving customer problems; perceive situations that may require extra role performance to achieve organizational success; identify organizational work unit objectives and the methods for achieving them; measure progress toward meeting objectives and deadlines; and accomplish goals set by self or others. Sample Report 9 | P a g e Dependability: Individuals high on this competency tend to build respect and trust by modeling company appropriate behavior such as following company rules and policies; accepting responsibility for own actions, decisions, and directions to subordinates; maintaining confidentiality in dealing with sensitive information about the company, its employees, and its customers; demonstrating the standards of his or her career or occupational group; and effectively prioritizing organizational activities. Sample Report 10 | P a g e Qualitative Responses Responses are verbatim. Self Responses: Others Responses: Development Planning Preparation After reviewing your Multi-Rater Evaluation Feedback report, use the following general guidelines to help you identify and prioritize steps toward improvement. Improvement may come from building on your areas of strength, working on your opportunity for improvement areas, or focusing on high gap or difference scores identified in particular competency areas. Reflect on the Data What is my reaction to these ratings? Do I agree with them? What specific items are of greatest concern? Consider the Implications What might be the consequences if I don’t address the gaps and opportunities for improvement? (short and long-term) Assess the Potential for Success What are some other possible development options? Determine What Action to Take Considering my answers to the questions above, what do I want to do? The following allows you to identify your strengths and opportunities for improvement as indicated by your Multi-Rater Evaluation Feedback. Based on these strengths and development areas, use the form on the next page to create an action plan. Once your plan is developed, please share it with your manager/supervisor so it becomes part of your overall development planning. Strengths: Areas for Improvement: Questions/Areas Needing Further Clarification: Sample Report 11 | P a g e Action Plan for Development Use the chart below to plan for your development. Use the information from your report along with other feedback, information and knowledge you have about your skills and competencies. Note any key skills/knowledge you would like to gain, along with options for accomplishing the learning. Establish plans that balance the needs and resources of the organization with your personal goals. Share the completed plan with your manager/supervisor. Development Goals (Skills/Knowledge I Plan to Improve or Develop) Action Plan and Timeframe (e.g. on-the-job training, job rotation/cross-training, committee or project work, formal training and education, conferences, self-study, job shadowing, mentoring, job enlargement, customer/client visits, talking with employees in desired position(s), etc.) Resources and/or Support Needed for Success (e.g., money, people, time) Measures of Progress or Success Town Clerk Memo To: Honorable Mayor Pinkham Board of Trustees Town Administrator Lancaster From: Jackie Williamson, Town Clerk Date: February 21, 2014 RE: Review of Draft Liquor Violation Guidelines & Process Objective: To review proposed liquor violation guidelines with the Board and receive feedback on potential additions, changes or clarifications to the guidelines and bring forward a final document in March for Board approval. Present Situation: At the October 22, 2013 study session the Board reviewed public comment received at their meeting on October 8, 2013 as well as additional public comment received on liquor violation guidelines. Staff received direction from the Town Board to align the Town’s guidelines with the State guidelines, best practices and procedures and review the possibility of utilizing Restorative Justice. During the past months staff has been reaching out to other communities to review their guidelines and confirm the legal use of Restorative Justice as an alternative to suspensions. Staff drafted the attached draft guidelines for discussion with the Board. In essence, the guidelines align with State practices and other municipalities in Colorado. The most significant changes include a written warning for the first offense of a sale to a minor, sale to a visibly intoxicated person, and sale or service by an underage employee with the adoption of recommended practices; the ability to pay a fine in lieu of serving time; the addition of mitigating and aggravating factors in determining time served; and the addition of Restorative Justice process in lieu of a suspension. Proposal: N/A Advantages: N/A Disadvantages: N/A Action Recommended: Provide staff with direction on the draft guidelines. Budget: None. Sample Motion: N/A Attachment Draft Liquor Violation Guidelines for Compliance and Non-Compliance Check Violations Liquor Violation Sentencing Guidelines for Compliance and Non-Compliance Check Violations The purpose of these sentencing guidelines is to provide philosophical, non-binding guidance concerning negotiating stipulated agreements with licensees for liquor violations occurring within the Town of Estes Park. The actual penalty imposed is at the discretion of the Local Licensing Authority, and may vary under the guidelines depending upon the circumstances of each case and any mitigating factors. Definitions: “Level 1” means violations including, but not limited to Procurement of Liquor from a Prohibited Source; Failure to Meet Food Requirement; Failure to Report Change of Manager, Trade Name, Entity Structure, or Modification of Premises. “Level 2” means violations including, but not limited to Gambling; Refusal to Allow Inspection. “Level 3” means violations pertaining to Regulation 47-900 Conduct of Establishment; Unlawful Ownership. “Local Licensing Authority (Authority)” means the Town of Estes Park Board of Trustees sitting in its capacity as the Local Licensing Authority. If the Board chooses to appoint a separate Authority, this section would apply directly to that Authority. “Licensee” means the person or entity holding an alcohol beverage license of any class, or the person or entity holding an alcohol beverage permit of any type. “Town” means the Town of Estes Park, Colorado. Investigation of Cause for Suspension and Revocation of Licenses An investigation may be commenced upon motion of the Authority, request of the Police Department, or upon the Town Clerk’s own initiative. If the investigation shows reasonable suspicion to believe that grounds for suspension or revocation exist, Show Cause Hearing proceedings may be initiated. Pre-Hearing Negotiated Stipulation For violations as specified in this section, the Town Clerk, in conjunction with the Chief of Police and the Town Attorney, is authorized to conduct a pre-hearing negotiation meeting. After considering results of the initial investigation and considering any mitigating or aggravating factors, the Town Clerk may offer a stipulated agreement to the licensee. If the licensee agrees, the stipulation agreement will be presented to the Local Licensing Authority for final action. The range of the Town Clerk’s discretion is specified in this section. An offer of stipulation is intended to be a lesser penalty than the Local Licensing Authority would reasonably be expected to impose after a hearing. A stipulated agreement is not required to be offered, and both the Town Clerk and Chief of Police reserve the right at their discretion to move directly to a Show Cause Hearing. Penalty Guidelines Penalties for violation of any provisions of this Chapter, the Colorado Liquor Code, Colorado Beer Code, or Colorado Special Events Code shall be as provided in the guidelines below. Nothing in the following guidelines is meant to restrict the Local Licensing Authority from issuing a lesser penalty, a higher penalty, or additional penalties as allowed by this Code or state law, up to and including suspension or revocation of a liquor license. For any offense involving Sale to a Minor or Service of a Visibly Intoxicated Person, the Authority requires, as a condition of holding any days of suspension in abeyance, that the licensee present timely proof of approved alcohol server training of each employee of the establishment who sells or serves alcohol or malt beverages. When the penalty is a result of a violation that occurred during a compliance check, the guidelines in the Code of Regulations, 1 C.C.R. 203-2, Regulation 47-604 shall apply. The penalties described below reflect this Regulation, and may also be applied to a similar violation that occurs outside of a compliance check. GUIDELINES FOR SALE AND SERVICE ALCOHOL VIOLATIONS Violation(s): Sale to a Minor Sale To Visibly Intoxicated Person Sale or Service by Underage Employee Penalty Range Payment of fine permitted Negotiated Stipulation Range Additional Requirements First offense Written warning up to 15 day suspension Yes 0 to 15 days served with 15 to 0 days held in abeyance for one year If the employee making the sale has completed a state- approved server training, a written warning is recommended in compliance with Regulation 47- 604(A)(2). Adopt recommended practices. Second offense within one year Up to 30 day suspension or RJ Option Yes, if fine was not paid or suspension served for first offense and if there are no other offenses within the past two years (12- 47- 10 to 20 days served with 20 to 10 days held in abeyance for up to 18 months Any time held in abeyance from a prior penalty must be served. May not pay fine in lieu of this portion of the suspension. 601(3)(a)(III) Third offense within one year Up to 45 days suspension, RJ Option, or revocation No 30 to 45 days served Time held in abeyance not allowed. Time held in abeyance from prior offense(s) must be served. May not pay a fine in lieu of suspension. Second offense within two years Up to 21 day suspension or RJ option Yes, if fine was not previously paid 14 to 21 days served with 7 to 0 days held in abeyance for one year. If a second offense occurs within one (1) year of the first offense, any days held in abeyance from the first offense will be imposed in addition to separate sanctions for the second offense. May not pay a fine in lieu of suspension. Third Offense within two or three years Up to 30 days suspension, RJ Option, or revocation No 20 to 30 days served with 10 to 0 days held in abeyance for one year If a third offense occurs within one year of an earlier offense, any days held in abeyance from the earlier offense(s) will be imposed in addition to separate sanctions for the third offense. May not pay a fine in lieu of suspension. * Recommended Practices 1. Create and maintain a written sales policy – establishments should have a written policy identifying steps that staff must take for every transaction. 2. Train staff and management on the alcohol sales policy – all staff should be fully trained before being permitted to sell alcohol. 3. Provide the right tools for employees – provide appropriate tools to help staff sell responsibly. 4. Monitor staff conduct – monitor staff performance as a quality control strategy. 5. Keep records – in order to demonstrate company practices, document training, compliance checks, disciplinary actions; keep an unusual occurrence log; and appoint a high-level employee to oversee compliance with laws and company policy. When considering mitigating and aggravating factors, the Authority and/or Town Clerk, Chief of Police, and Town Attorney shall consider:  Action taken by the licensee to prevent violations, i.e. server training.  Licensee’s past history of success or failure with compliance checks.  Any corrective action taken by the licensee.  Any corrective action taken for prior violations and the effectiveness of the corrective action.  Willfulness or deliberateness of the violation.  Likelihood of recurrence of the violation.  Factors which might make the situation unique, such as: o Prior notification that the compliance check would be forthcoming. o The dress or appearance of the underage operative, i.e. the operative was wearing a high school letter jacket. o Licensee or Registered Manager is the violator or directed an employee or other individual to violate the law. GUIDELINES FOR LEVEL 1 – LEVEL 3 ADMINISTRATIVE VIOLATIONS Level 1 Violation Penalty Range Payment of fine permitted Negotiated Stipulation Range Additional Requirements First offense Written warning up to 10 days suspension Yes 3 to 7 days served plus 7 to 3 days held in abeyance for one year Second offense within one year 15 days suspension Yes, if fine was not paid or suspension served for first offense 5 to 10 days served with 10 to 5 days held in abeyance for one year Any time held in abeyance from a prior penalty must be served. May not pay fine in lieu of this portion of the suspension. Level 2 Violation Penalty Range Payment of fine permitted Negotiated Stipulation Range Additional Requirements First offense Written warning up to 20 day suspension (Aggravated: 25 day suspension) Yes 7 days served with 13 held in abeyance for one year (Aggravated: 8 days served with 17 days held in abeyance) Second offense within one year Hearing is set for revocation of license Level 3 Violation Penalty Range Payment of fine permitted Negotiated Stipulation Range Additional Requirements First offense 30 days suspension (If first offense is serious enough a hearing is set for revocation of license) No 10 days served with 20 days held in abeyance for one year Second offense within one year Hearing is set for revocation of license Consideration of Payment of Fine in Lieu of Suspension The Local Licensing Authority agrees to accept and adopt the optional procedures described in C. R. S. §12-47-601(3) through (6). This shall apply to any licensee who violates or whose employees violate any terms of this Chapter or of Title 12, Articles 46, 47, and 48, or the rules and regulations related thereto. A fine in lieu of suspension may be considered for suspensions of fourteen days or less. In considering the licensee’s petition to pay a fine in lieu of suspension, the Authority shall use the criteria set forth in C. R. S. §12-47-601(3)(a)(I) through (III), which provide that a fine in lieu of suspension may be considered when the authority is satisfied that the following conditions obtain: (I) That the public welfare and morals would not be impaired by permitting the licensee to operate during the period set for suspension and that the payment of the fine will achieve the desired disciplinary purposes; (II) That the books and records of the licensee are kept in such a manner that the loss of sales of alcohol beverages that the licensee would have suffered had the suspension gone into effect can be determined with reasonable accuracy therefrom; and (III) That the licensee has not had his or her license or permit suspended or revoked, nor had any suspension stayed by payment of a fine, during the two years immediately preceding the date of the motion or complaint which has resulted in a final decision to suspend the license or permit. The fine shall be determined in accordance with C. R. S. §12-47-601(3) (b) and (c), which provide as follows: (I) The fine accepted shall be the equivalent to twenty percent of the licensee's estimated gross revenues from sales of alcohol beverages during the period of the proposed suspension; except that the fine shall be not less than two hundred dollars nor more than five thousand dollars. (II) Payment of any fine pursuant to the provisions of this subsection shall be in the form of cash or in the form of a certified check or cashier's check made payable to the licensing authority i.e. Town of Estes Park. The Town Clerk is authorized to recommend payment of a fine in lieu of suspension that meets the criteria set forth as part of a stipulated agreement. Consideration of Restorative Justice in Lieu of Suspension For each liquor license violation case referred to Restorative Justice, a process of identifying harm and repairing harm would be followed. A contract would be developed in which the owner of the establishment and the employee involved in the sale would be required to fulfill in a specified amount of time. If any other infraction would take place or they failed to complete the contract, the business owner would go back to the Town Board to face further repercussions. The employee would be referred back to court as they would be facing criminal charges. This process allows for consequences to match the specific details and circumstances of each case as opposed to the same penalty being imposed for all incidences. It also allows the community a voice by inviting community members to be a part of the process. Recovery of costs If a stipulated agreement is offered but not accepted, and the Local Licensing Authority conducts a Show Cause Hearing and determines that the alleged violation did occur, the licensee is required to pay to the Town reasonable costs incurred, not to exceed one thousand five hundred dollars ($1,500). The Town shall submit its bill of costs to the Licensee within 45 days of the Show Cause Hearing. These costs are intended to represent actual expenses for legal fees, professional services, or any other direct out- of-pocket expense paid by the Town in connection with conducting the hearing. These costs are separate and in addition to any other penalty imposed by either the Local Licensing Authority or Court. The licensee shall be notified of this requirement in writing at the time of rejecting a stipulated agreement. Recovery of costs will not apply if a stipulated agreement is not offered and the violation moves directly to hearing at the request of either the Town Clerk and/or the Chief of Police. Recovery of costs will not apply if a stipulated agreement is presented to the Local Licensing Authority but declined for approval. Failure of a licensee to pay the costs assessed within 30 days of receipt of the bill of costs from the Town is punishable as a violation of this Policy / Code, and may be considered as a violation of the ongoing requirement that a licensee be of good moral character. Town Clerk Memo To: Honorable Mayor Pinkham Board of Trustees Town Administrator Lancaster From: Jackie Williamson, Town Clerk Date: February 21, 2014 RE: Town Board Compensation Objective: Review the Town Board compensation and determine if Board compensation should be adjusted prior to the upcoming Municipal election on April 1, 2014. Present Situation: An extensive review of Board compensation was completed by Interim Town Administrator Richardson in 2012. After careful consideration, the Town Board approved an increase in March 2012 for newly elected Board members in April 2012: Mayor - $7,500, Mayor Pro Tem - $6,500 and Trustee - $5,500. The Board members elected in April 2014 would receive the current salaries unless a change is approved prior to the election. Staff reviewed the data provided to the Board in 2012 and found that only two communities have changed their compensation packages – Steamboat Springs and Blackhawk. None of the changes impact where Estes Park ranks in relation to peer cities. The information is being provided for Board discussion at the study session. Steamboat Springs: Mayor salary 2012- $21,096 Mayor salary 2013 - $9,917 Trustees 2012- $15,840 Trustees 2013- $7,449 Blackhawk: Mayor salary 2012- $9,847 Mayor salary 2013- $10,402 Trustees 2012- $9,437 Trustees 2013- $10,402 After presenting the above information to the Board in October 2013, the Board requested staff review the possibility of providing an incremental increase over a four year period, and to determine if the current salaries would be sufficient to cover the cost of health care premiums. Proposal: Town Attorney White reviewed state statute Section 31-4-405 C.R.S. which provides, in part, as follows: “The emoluments of any member of the governing body, including the mayor, trustees, and councilmen shall not be increased or diminished during the term for which he has been elected or appointed…” The term emoluments is defined to mean the returns arising from office or employment, usually in the form of compensation or prerequisites. His opinion was the Section does not allow for any increase of a Trustee’s compensation during the individual’s four-year term in office. Staff reviewed the Board salaries versus health insurance premiums over the past 5 years and found the following: The only year the Board's salary did not cover the cost of insurance was in 2011 prior to the increase in salaries for newly elected officials in 2012. It is staff's opinion the current salaries would cover the cost of insurance and the increase to premiums over the next four year, and therefore, would not recommend an increase at this time. Additionally, staff submitted a question to the Clerk's listserv asking if other municipalities would be increasing Board salaries. All responses received stated there was no intent at this time to increase salaries for the Board. Advantages: N/A Disadvantages: N/A Action Recommended: Staff recommends the salaries for the newly elected officials in 2014 remain at the current rate. Budget: An increase in compensation would require an update to the Legislative personnel line items. Sample Motion: N/A Attachment None.                February 25, 2014 March 11, 2014  2014 Objectives - Progress / Review  Committee Appointments / Definitions April 8, 2014 (Tentative)  Senior Center / Museum Master Plan June 13, 2014 (Board Retreat)  Review Strategic Plan – Goals & Objectives New Board Discussion  Town’s Role in Events  Policy Governance Briefing and Town of Estes Park Policy Governance Model Items to be Scheduled (Items are not in order of priority)  Review Results of Citizen’s Survey  Update on Community Center Feasibility Study  Town’s Role in Events  Review of the Accelerated Development and Design Process Used for Parking Structure  Review Capital Investment Plan Future Town Board Study Session Agenda Items