Professional Documents
Culture Documents
AGENDA
Regular Meeting NO. 2015-06
Tuesday, March 17, 2015
5:00 PM
MEETING LOCATION:
MEETING PROCEDURE: Comments from the Public are welcome at two different
times during the course of the meeting: 1) Comments no longer than three (3) minutes
on items not scheduled on the Agenda will be heard under Public Comment; and 2)
Comments no longer than three (3) minutes on all scheduled public hearing items will
be heard following the presentation by Staff or the Petitioner. Please wait until you are
recognized by the Council President.
With the exception of subjects brought up during Public Comment, on which no action
will be taken or a decision made, the City Council may take action on, and may make a
decision regarding, ANY item referred to in this agenda, including, without limitation, any
item referenced for review, update, report, or discussion. It is City Councils goal
to adjourn all meetings by 10:00 p.m.
PUBLIC COMMENT: Public Comment will be provided as close to 7 p.m. as
possible (but not earlier), or at the end of the meeting (whichever comes first).
CITY COUNCIL WILL MAKE NO DECISION NOR TAKE ACTION, EXCEPT TO DIRECT THE CITY
MANAGER. THOSE ADDRESSING CITY COUNCIL ARE REQUESTED TO IDENTIFY THEMSELVES
BY NAME AND ADDRESS. ALL COMMENTS SHALL NOT EXCEED THREE MINUTES.
First
supplemental
budget
This item was postponed from the March 3, 2015 Council meeting.
residence address/location.
Presentation by the Opposition. Same guidelines as above.
Public Comment by individuals (not to exceed 3 minutes). Individuals to state name and
residence address/location.
City staff to provide a response.
REPORTS
13. City Council
14. Reports
a. Agenda Review: (Franklin)
1. Regular meeting April 7, 2015.
2. Regular meeting April 28, 2015.
15. Staff Reports
a. City Attorneys Update/Report. (Lettunich)
b. City Managers Report: Ongoing Projects. (Hinsvark)
ADJOURNMENT
BY:
THROUGH:
DATE:
ITEM:
NEXT STEP:
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_X_
I.
DIRECTION
INFORMATION
ORDINANCE
MOTION
PROCLAMATION
REQUEST OR ISSUE:
A proclamation recognizing Kate Elkins, the Executive Director of Grand Futures of Routt
County for her steadfast commitment to the health and wellbeing of the youth and
teens in our community in Steamboat Springs, Colorado.
II.
BACKGROUND INFORMATION:
Kate Elkins, the Executive Director of Grand Futures of Routt County is a remarkable
and passionate young professional that we have been fortunate to have in our
community. Since she assumed her role as the Executive Director with GFPC she has
been committed to going above and beyond in her role and duties with GFPC, the
Steamboat Springs Teen Council (SSTC) and the many programs she is involved. We
would like to take this time to thank her for her steadfast commitment to the health and
wellbeing of the youth and teens in our community in Steamboat Springs, Colorado.
Kate Elkins is described by SSTC members as someone who genuinely cares about the
future of the youth and teens in our community. Kate is an outstanding professional, an
amazing mentor and a role model to many youth and teens in Routt County. We are all
better people because of knowing her and she inspires you to strive and seek for
excellence, education and knowledge.
About Grand Futures Prevention Coalition
Grand Futures Prevention Coalition (GFPC) mission is to create and support healthy,
positive lifestyle choices as alternatives to substance abuse for our youth and in our
community. Their vision is Healthy communities where positive lifestyle choices are the
norm. Grand Futures builds awareness and educates the community about Alcohol,
Tobacco and Other Drug (ATOD) issues. They promote, support and educate about
ATOD policies, empower youth to make positive choices related to ATOD use, and build
organizational capacity. Programs offered by GFPC are designed to enhance protective
factors and reverse risk factors associated with ATOD use. They rely on current research
showing that effective prevention efforts must utilize multiple strategies, be long-term,
and target diverse segments of the population.
History of Grand Futures Prevention Coalition
The Grand Futures Community Partnership was founded in 1990 in Grand County,
Colorado as a division of the 14th Judicial District Attorney's Office. The agency's primary
focus was to provide substance abuse prevention activities, education, and training to
youth and adults in Grand County.
In 1995, Grand Futures expanded in to Moffat and Routt Counties to become Grand
Futures Prevention Coalition (GFPC). Since that time, GFPC has demonstrated an
impressive ability to build community collaboration and implement effective substance
abuse prevention programs, thus distinguishing itself as a provider of high-quality services
throughout northwestern Colorado.
In 1997, GFPC obtained its 501(c)(3) status and separated from the District Attorney's
office. Throughout the past years, Grand Futures has remained true to its mission and
goals and has diversified its funding, currently receiving financial support from a variety of
state and federal grants as well as from local donations and grant making foundations.
About Steamboat Springs Teen Council
The Steamboat Springs Teen Council (SSTC) is in their 8th consecutive year; SSTC is
currently comprised of 21 high school students from the Steamboat Springs High School,
Heritage Christian School and Steamboat Mountain School with two adult coordinators,
Kate Warnke, City of Steamboat Springs Teen Programs and Kate Elkins, Grand Futures
Prevention Coalition. SSTC meets the 2nd and 4th Wednesday of every month (September
May) at a Centennial Hall. Meetings are open to the public and many outside
organizations attend and seek feedback, advice, support and service from the council.
SSTC has grown and accomplished amazing things in the community over the past eight
years.
SSTCs vision is a community where teens have a voice. Their mission is to demonstrate
that teens are valuable assets and are caring members of the community who are
committed to education, health/wellness, the environment and service. As a channel and
resource for all teens, we strive to open lines of communication and provide common
ground for teens and adults. SSTC serves to:
Comment and make recommendations to City Council or any other decision making
group on any and all youth related matters
III.
NOW, THEREFORE, BE IT PROCLAIMED, by the City Council of the City of Steamboat Springs, Colorado, this seventeen day of March 2015 will be
recognizing Kate Elkins in the City of Steamboat Springs for all of her hard work and contributions to the Steamboat Springs Community.
ADOPTED THIS __17th__ day of _March 2015.
ATTEST:
________________________
Julie Franklin, CMC
City Clerk
_____________________________
Bart Kounovsky, President
Steamboat Springs City Council
AGENDA ITEM # 2.
CITY COUNCIL COMMUNICATION FORM
FROM:
THROUGH:
DATE:
ITEM:
___
_X_
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I.
DIRECTION
INFORMATION
ORDINANCE
MOTION
RESOLUTION
At the February 24, 2015 Council meeting City Council approved forming the Police
Station Committee to consist of seven members and two non-voting Council
Members. The deadline to receive applications for this Committee was March 12,
2015 at 5:00pm.
This volunteer opportunity was advertised on the March 9, 2015 City Page, in 14
stand-alone ads in the paper between February 27 and March 12, 2015, in addition
to a press release, and notification on the Citys website and Facebook page.
The City received 23 applications. At the time of this communication form staff has
not finished scheduling the interviews but will continue to contact the applicants.
Each applicant will have a five minute interview and phone interviews will be
accommodated.
We have one applicant, Mark Robinson, that is not able to attend interviews or
have a phone interview. His application is included.
II.
ALTERNATIVES:
STAFF RECOMMENDATION:
FISCAL IMPACTS:
NA at this time. The City Managers Office will staff the meetings of this public
Committee.
V.
LEGAL ISSUES:
NA
VI.
NA
VII.
LIST OF ATTACHMENTS
Interview schedule.
Applications in alphabetical order by first name.
846-1020
879-3600
846-0232
5:45-Edward Miklus
846-3012
303-358-4197
846-8957
846-2969
6:30-Jeff LaRoche
6:35-Mark Robinson
846-1344
6:40-Kemp Bohlen
719-330-7338
6:45-
6:506:55-Tom Leeson
846-2133
871-7934
7:10-
William Jameson
CELL PHONE:
846-8957
E-MAIL ADDRESS:
wintercondo@comcast.net
CURRENT OCCUPATION/EMPLOYER:
retired
Registered Pharmacist
Toledo, OH
OTHER COMMENTS:
none
Signature
12 March 2015
4
Date
Attachments:
http://www.steamboattoday.com/news/2007/oct/14/base_area_taking_shap
e/
http://www.steamboattoday.com/news/2009/mar/02/proposed_project_base_ski_
area_could_break_ground_/?print
http://www.steamboattoday.com/news/2015/mar/07/our-view-more-bang-urasbucks/
Charlie MacArthur
846-3505
FAX: 879-6238
WORK PHONE:
879-6231
This process has been flawed from the start, with City staff leading
Council and not the other way around. I commend Council for
pushing the process back to it's origins and believe a citizen
committee can successfully approach this subject from a needsanalysis on forward.
Whether I am appointed or not, this committee needs a variable makeup
of interested parties without conflict or opportunity for gains. I can
fill such a role, having no relationship (personal or professional)
with anyone in the City's Public Safety area.
OTHER COMMENTS:
3/3/15
Date
G^ of Steamboat Springs
APPjjmilQN FOBEQUCE^IAHQINLCQMMITEEE
Please type or print with black ink. If you have questions or need more
information, contact Julie Franklin, City Clerk at 871-8248 or
jfranklin@steamboatsprings.net. Return or email completed application to City
Clerks Office. City Half. 137 W Street. Post Office Box 775088. SteamboM
^te-m mn.
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HOW LONG HAVE YOU BEEN A RESIDENT OF STEAMBOAT SPRINGS? _ "": '
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OTHER COMMENTS:
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2015.
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Signature
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Date
NAME:
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OTHER COMMENTS:
All applications must be turned into City Hall, 137 10th Street, Attn: City
Clerk's Office, or emailed to jfranklin(5)steamboatsprings.net by 5:00pm on
March 12, 2015.
Date
NAME:
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OTHER COMMENTS:
All applications must be turned into City Hall, 137 10th Street, Attn: City
Clerk*s Office, or emailed to by 5:00pm on
March 12, 2015.
Signature
r^o^<rDate
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80487
@comcastnet
As CFO of the Jersey City Public Schools 1 reduced audit recommendations from
53 to 4. I also received national recognition for our CAFR.
OTHER COMMENTS:
All applications must be turned into City Hall, 137 10U> Street, Attn: City
Clerk s Office, or emailed to ifr^!lkjlE@ste^m^^^d^^iIlt by 5:00pm on
March 12, 2015. ^ ^^ ^
Signature
/ /, "7
Date
Page 1 of 3
EDWARD A. MIKLUS
3360 Columbine Drive Unit308
P.O. Box 883279
Steamboat Springs, CO 80488
Voice: 732-236-5898
EXPEMENCE HIGHUGHTS
email: iTtikiussteamboat@comcast.net
2004 - President;,
type:
o Implemented portfolio assessment, balanced integrated literacy, and
differentiated instruction
o Increased Advanced Placement course crffenngs at Wall High School from
five to eleven
o Developed a five-year curricula and staff development plan
data
0
facilities
Page 2 of 3
Accomplishments;
Reorganized district's Business Office
June 30,1997
o Completed $65M of school construcfcion and renovation projects
(cifcy ordinances required)
Organized and conducted fhe iirst board of education election in the history of
Page 3 of 3
1979 -1990 Moiunouth County School Business Adminisferatory
New Jersey Department of Education, Monmouth Couaty OfBee
Responsibilities:
Assisted and advised Moinmouth County Superint.endeat of Schools m all
aspects of his responsibilities including, but not limited to, program, special
education, vocational education, teacher certification, pupil transportation,
school finance. State mandated monitoring, etc.
Programmatic monitoring and fiscal oversight responsibilities for fche fifty-six
EDUCATION
B.S. in Education, Seton Hall University, Janiiary, 1968
M.A. in Education on an awarded assistantship, Seton Hall University, June 1969
Twenty-oae post Master s Degree credits in Administration and Supervision,
PROFESSIONAL LICENSES
School Administrator
School Business Admioistrator
Assistant Superintendent for Business
Principal (K-12)
Supervisor (K-12)
Elementary Teaching Certificate (K-8)
REFERENCES Furnished upon request
Gary A. Cogswell
RESIDENCE ADDRESS:
MAILING ADDRESS:
CELL PHONE:
FAX:
970-846-1020
970-456-4744
WORK PHONE:
E-MAIL ADDRESS:
970-879-3886
gary@cogswellconstruction.com
41 years
39 years
8 years
7 years
3.
4.
1. I feel I have worked effectively with both the private and public sectors of this Community
for many years.
2. I have had working relationships with many of the City and County Employees and
Elected Officials for many years.
3. In my role on all three major non-profit boards I was involved in many hours
of research, planning, negotiations and implementation of a wide range of things...
including but not limited to easements, contracts, permits, financing and construction
projects.
OTHER COMMENTS:
Note:
May I ask that my cell phone number not be published. All city officials and members of
the committee are welcome and encouraged to use my cell phone number to reach me.
For the general public, my office number is available and a matter of public record.
Please attach any documentation that would enhance your application.
All applications must be turned into City Hall, 137 10th Street, Attn: City
Clerks Office, or emailed to jfranklin@steamboatsprings.net by 5:00pm on
March 12, 2015.
Gary A. Cogswell
Signature
3/2/2015
Date
George Hresko
9708192506
E-MAILADDRESS:
SAME
WORK PHONE:
9708719531
GEORGEHRESKO@HOTMAIL.COM
CO 80477
NAME: JackTaylor
RESIDENCE ADDRESS: 31745 Soda Creek Rim Road/ 80487
MAILING ADDRESS: P. 0. Box 770853/ Steamboat Springs/ CO 80477
CELL PHONE: 970-879-3600 WORK PHONE: (Best) 970-879-1880
FAX: None E-MAIL ADDRESS: senator|tavEor3qwestoffice.net
DESCRIBE YOUR PREVIOUS EXPERiENCE AS A BOARD MEMBER OR A TEAM MEMBER AND WHAT YOU
FELT WAS YOUR STRONGEST CONTRIBUTION TO THE TEAM. WHAT WERE THE OUTCOMES OF YOUR
PERSONAL CONTRIBUTION TO THOSE EFFORTS?
. Substantial experience from Colorado legislative days as member and chair of numerous
committees and boards.
. Prime sponsor of numerous bills/ all of which were a team effort/ and 80% were passed
into law.
WHAT, IN YOUR OPINION/ ARE THE THREE MOST PRESSING ISSUES FACING THE C\Tf OF STEA MBOAT
SPRINGS RELATIVE TO THE POLICE STATION?
. Parking
. Encouragement for new businesses
. Strong support to the needs and applications of our judicial and law enforcement systems.
OTHER COMMENTS:
. Please see attached Bio.
_,^^^'"/f
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University. He and his brother still own and manage the operation of their family farm
which has been in the family for over 100 years. He was in the Navy R.OTC program in
college and is a Navy Veteran.
His large corporation experience includes working on the Apollo Moon Landing Project
with Boeing Aerospace in New Orleans, and workmg in Kuwait on a management team
with Peat Marwick MitcheU constmcting and staffing the first oil refinery in Kuwait.
Jack's small business experience and ownership started when he moved to Steamboat
Springs in 1969 and established his own real estate company, and was later a hands-on
and active partner/owner/operator in a small coal mining operation.
Jack served 8 years in the Colorado House of Representatives and 8 years in the Senate.
Senator Taylor knows and understands the issues m rural Colorado and worked hard on
water, tourism, skiing, small business, education, children's issues, health insurance,
home healthcare, energy, environmental, agriculture issues along with senior citizens and
veterans issues. He also was instrumental in providing better telecommunication access
in Northwest Colorado. A quote from one of his metro peers is "he's a bulldog on those
rural concerns that might otherwise get run over by the Front Range point of view".
Perhaps his most unique legislative status came j&om his time as an AIl-Conference
varsity baseball player at Iowa State. He is believed to be the only member ever of the
Colorado General Assembly to have played m a College World Series.
Jack and his wife, Geneva, have one married daughter and two grandchildren.
Senator Taylor served as Chairman of the Senate Finance Committee, the Agriculture and
Natural Resources Committee, and was a member and three-time chairman of the
Legislative Audit Committee and a member of the Water Resources Review Committee
and the Colorado Tourism Board. Senator Taylor was the West Slope's senior legislator.
"Hands on experience counts" and, over the 16 years he served in the Colorado General
EFFECTF^E.
JACKTAYLOR
P. 0. Box 770853
Steamboat Springs, CO 80477
Phone 970-879-1880 Cell 879-3600
E-mail: scnEiiornavbrimcnvcstoincc.ncf
12/13
Jeff LaRoche
NAME:
RESIDENCE ADDRESS:
MAILING ADDRESS:
CELL PHONE:
9703930846
WORK PHONE:
9708790826
FAX:
I have been a police officer and I know what they need and do not need in a new station.. I
came from a new station in Glenwood Springs to a relatively old station in Steamboat. I can
tell you what makes sense functionally as well as what does not make sense. I have also
worked on several capitol projects in the development stages and have a good knowledge of
construction. I have worked with several projects and can value engineer just about any
project if need be.
As a member of STS board, I worked to value engineer a complete building overhaul that cost
86 owners a total of 1.5 million. I was the sole contact for all contractors and boots were on the
ground every day. At the Chief, I have helped take a failing business into a Non Profit that
provides a needed entity to downtown as well as work to make it make sense monetarily for
everyone involved. I worked hand in hand with Scott Parker and Mary McClurg to renegotiate a
lease and a purchase of the Chief theatre.
I believe that with my past experience as being on the SSPD and on Patrol for a number of years
I can serve a purpose in helping the board decipher what is needed in the PD as well as the
functionality of location, flow and design of the new police department.
The current station is outdated and does not flow correctly at all
The evidence room is way way too small and is not streamlined
The patrol room is outdated and over populated
(4) There is no security measures in place in the parking lot in general and the PD has
minimal security inside for the officers.
OTHER COMMENTS:
Jeff LaRoche
Signature
03-04-2015
Date
NAME:
~^]rL.^\ ^e}J^^
MAIUNG ADDRESS:
^W_770^Q
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PREVIOUS WORK EXPERIENCE:
OQ^^H P^4iSSW^[
APPLICABLE COIVIMUNir^ ACTIVITIES/VOLUNTEER WORK:
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All applications must be turned into City Hall, 137 10 Street, Attn: City
Clerk's Office, or emailed to ifranklin(5)steamboatsprincis.net by 5:00pm on
March 12, 2015. ^
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Signature
Date
said here are a couple community groups I have worked with; The Legacy
Committee, Yampa Valley Medical Center, Strings in the Mountains, Perry
Mansfield, Routt County 4-H, Steamboat Rotary, Ski Town USA Rotary Club,
Steamboat Springs Pro Rodeo, Mountain Village Partnership and a few
others I cannot remember.
With that said the community is growing and old town is not necessarily
the best location. I think I can bring an objective opinion about what other
possible locations can serve this community in the future.
STATION?
facility.
2. Finding and acquiring the new location if it is decided we need a
new facility at a new location,
OTHER COMMENTS:
One concern that I have is my preference not to have late afternoon or
evening meetings. If the Committee can meet in the morning or at Noon I
am interested in serving on the Committee. If the Committee chooses to
meet late afternoon or evening I will probably not have an interest.
All applications must be turned into City Hall, 137 10th Street, Attn: City
Clerk's Office, or emailed to ifrank!En(%steamboatspnnas.nt by 5:00pm on
March 12, 2015. //
SfTgnature
Date
John L. Kerst
PO Box 774724
NAME:
JudyTremaine
pr
--,:
SPECIAL QUALIFiCATiONS APPLiCABLE TO THE POLICE STATION COMMITTEE: The Steamboat Springs
Planning Commission held meetings in the Public Safety Building. I have first-hand experience at how
inadequate the entire space was 20 years ago. Simply, the space did not work then and does not work
now.
DESCRIBE YOUR PREVIOUS EXPERIENCE AS A BOARD MEMBER OR A TEAM MEMBER AND WHAT YOU
FELT WAS YOUR STRONGEST CONTRIBUTION TO THE TEAM. WHAT WERE THE OUTCOMES OF YOUR
PERSONAL CONTRiBUTON TO THOSE EFFORTS? The City Code was revised during the time 1 served on
Planning Commission/ which required many hours of volunteer time beyond the normal functions of the
commission. My strongest contribution to the team was that I was a counter-balance to the "pave and
build at any cost" members.
WHY DO YOU WANT TO SERVE ON THE POLICE STATION COMMITTEE? I want to serve on the Police
Station Committee because our police department needs and deserves workable and safe facilities for
itself and the community at large. A strong, visibie law enforcement presence in a community deters
crime.
WHAT/ IN YOUR OPINION, ARE THE THREE MOST PRESSING ISSUES FACING THE CITY OF STEAMBOAT
SPRiNGS RELATiVE TO THE POLICE STATION: Inadequate space, poor working condition, and location.
OTHER COMMENTS: In my prior court reporting career in the Northern Virginia/Washington/ D.C. area, I
was very famiiiar with law enforcement agencies/ courtrooms, jails and federal prisons. I worked in
every possible building from the very old to modern construction and saw how law enforcement
personnel (and mysejf) acted and reacted to their work environment.
JudyTremaine
March 10, 2015
^ / L/^^^J^<^^^a
NAME:
^7> iJcu^tJ
3:^f^v^
COMMITTEE:
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C-y^sr JC^^f ^^^^ /^^ ^^^^-r^ /?^/^A^ ^^ ^ ^ a^^r-.-^
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^(^/'//' ''^TT f>\^- ^^-r^ (^o^<^:</^ ^,1 ^ A y/.-^-^-/Ay ^^/^/^^</) /^ ^ ^^ c^ec^r^c^t^/ ^{/f 7\.'f i^^-f ^ ^^^^r/ n^^u>^<
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OTHER COMMENTS:
^ ^ /A^r ^^^ /7^<^ ^i^^^'^fCf z^^7-/^< /^ ^ f^fi^^^
Signature
Koye Carlstrom
RESIDENCE ADDRESS:
MAILING ADDRESS:
CELL PHONE:
(970) 222-8593
WORK PHONE:
(970) 222-8593
FAX:
Volunteering for the arts council for improvements to the arts depot site.
I volunteered for a 501(c)3 fund raising organization called SOUL for the several
years that I lived in Denver, CO. My contributions with donations, small construction
projects, volunteer organization and planning, and other things were well praised.
I learned through pervious volunteering that my strong communication skills, allow
me to work well with others toward a common goal. I have a good attitude, combined
with a diligent work ethic and business structured mind that has proven to be
successful in the business community, and I believe these same traits could be a
asset for this project.
I have had the privilege to travel and volunteer abroad in 4 different countries
around the world. I have learned that volunteering is a strong way to give support,
but through my volunteering experiences, I have found that the strongest impact is
made through volunteering in your local community, over the long term. So I wanted
to begin to become involved in my new community, in a way that my experience could
also be utilized, that is why I thought that this project could be a good fit for me.
OTHER COMMENTS:
I would be honored to assist with this project, but if the decision is made to pursue
better suited candidates than myself, I am still ready and willing to volunteer an any
way that I could be of assistance, even if it not on this project.
Koye Carlstrom
Signature
3/9/2015
Date
NAIVIE: /yi^rk ^
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MAILING ADDR^Ssf^e
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CELL PHONE:
FAX: __f^
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OTHER"SOM1VIENTS:
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All applications must be turned into City Hall, 137 10t Street, Attn: City
Clerk's Office, or emailed to ifranklm(5)steamboatsprinfls,net by 5:00pm on
March 12, 2015.
f/VA.
iigfiafure
Z-Q-^Dl^
Date
W 11 m
Return or email completed application to City Clerk's Office, City Ha!l, 137 10 Street,
Post Office Box 775088. Steamboat Springs, CO 80477.
NAME: Nancy B Kramer
2006
Routt County Wildland Fire Management Planning Team, 2001 - 2004
Original Deign Committee for Routt County Justice Center
to the forefront are 1) the support of the Mountain Base URA (2005) and 2) the
first nationally advertised public art award and project development with city and
National Endowment for the Arts funds (1993).
WHAT, IN YOUR OPINION, ARE THE THREE MOST PRESSING ISSUES FACING
THE CITY OF STEAMBOAT SPRINGS RELATIVE TO THE POLICE STATION?
Relationship of our new public safety facility to other infrastructure needs
in the larger community.
Quality site and site development that meets programmatic needs for our
All applications must be turned into City Hall, 137 10 Street, Attn: City Clerk's
Office, or emailed to ifranklin(5)steannboatsDrings.net by 5:00pm on March 12,
2015.
Signature';
.^D^<^
Date
Nancy B. Kramer
P.O. Box 4965 Steamboat Springs, CO 80477 970-879-2739 (H) 970-846-2969 (Mobile)
Education
2004 Participant - Graduate School of Business Stanford University and the National Arts Strategies Executive
Program for Non-profit Leadership - Arts
Ongoing Professional Development Classes and Workshops
Registered Nurse / Board of Nursing Exam/Certification { State of Oregon (1969), Colorado (1975)
1969 Graduate / Emanuel Hospital School of Nursing f Portland, OR
1966 Graduate / Co/va///s Senior High School/ CorvaHis, OR
Work History
2008 - Current
Program Coordinator
Northwest Colorado Cultural Heritage Tourism
2007-Current
NBKramerLLC
DBA Steamboat Cheesecakes and Nonprofit
Consuitation
1993 - 2006 Steamboat Springs, CO
Executive Director
Steamboat Springs Arts Council
Community Arts Agency
1990 -1993 Steamboat Springs, CO
Utilization Review Nurse / DRG Coordinator
Established and developed department and position
Routt Memorial Hospital
Board of Directors
1985-1989: Steamboat Springs Beautification
Member - Vestry
Springs}
CO 80477.
Caragol
NAME:
retail
APPLICABLE COMMUNITY ACTIVITI ES/VOLU NTEER WORK: Boy Scouts leader, participate regurlary in
volunteer work
to build
etc
real estate
from
Ability to quickly analyze issues and considerations and make thoughtful and workable
recommendations to a team for the purpose of achieving pre-determined goals.
DESCRIBE YOUR PREVIOUS EXPERIENCE AS A BOARD MEMBER OR A TEAM MEMBER AND WHAT YOU
FELT WAS YOUR STRONGEST CONTRIBUTION TO THE TEAM.
Generally speaking I am the boss but I generally employ a team approach to achieve goals.
Contributions include extensive experience in the real estate field coupled with the ability to lead a team
to find the best solution without endless meetings. I prefer to identify the tasks to move a project
forward then focus on each task without jumping all over. While focusing on the tasks consideration is
given to new ideas but preferably without derailing the process.
OTHER COMMENTS: Please attach any documentation that would enhance your application. A"
applications must be turned into City Hall, 137 10th Street, Attn: City Clerk's Office, or emailed to
jfranklin@steamboatsprings.net by 5:00pm on March 12, 2015.
czSJ;P
3-/~-Jr
Home 970-761-2541
SWSehnert@msn.com
2 years
Retired
Chief Financial Officer, H+L Architecture, Denver, CO (firm designed new Colorado Mtn College building)
CFO & Controller, Regal Piedmont Plastics, Littleton, CO
Contract CFO & Independent Financial Consultant
Consultant to Selection Committee for SS Winter Sports Club Executive Director Summer 2013
Community Council for Selection of SS Chamber Resort Assoc Chief Executive Officer 2014
Yampa Valley Medical Center Foundation Board Member & Chair of Finance Committee
Rotary Club of Steamboat Springs Board of Directors, Co-Chair Community Barn Dance, Webmaster
Tree Haus Homeowners Assoc. Board Member & Chair of Architectural Control Committee
Steamboat Ski & Resort Corp Volunteer Ski Ambassador (2 years)
SCORE Volunteer Business Advisor & Judge for Annual Business Plan Competition
Financial experience and education would provide abilities to analyze alternative financing
mechanisms and present cost effective solutions
I was interviewed and chosen as the consultant to the Selection Committee of the Winter Sports Club to
advise with the search process, position criteria, advertising, interviewing, selection, and recommendation to
the Board of Directors for a new Executive Director. The committee and I met twice a week during the
summer of 2013 and I participated in the presentation of the committee recommendation to the Board in
August. My contributions to the committee included:
- a recommendation for personal and electronic networking through community contacts and ski industry
executives in addition to print advertising in industry publications,
- encouraging open dialogue and consensus-building among diverse selection committee members,
- setting up an on-line communication tool for committee members to present job requirements, collect written
applications, and confidentially store applicant resumes,
- leadership in developing interview questions and process decisions for finalist in-person interviews,
- assisting with the presentation of the selected candidate to the SSWSC Board including written and oral
presentations.
The outcome was the successful hire of an outstanding business leader who has demonstrated his abilities to
lead the club members and staff, build community relationships, and set strategic directions for the future.
I believe that my consulting, financial, and business leadership expertise can help bring forward a logical
and explainable solution to a difficult decision that has political, operational, and financial components. I
have no pre-conceived ideas, no political connections, and no financial biases that would in any way make
this decision more complicated than it already is. There appears to be a need for a thorough analysis of
all the divergent needs that can lead to a necessary decision and I believe I have the personal and
business skills to help with that process.
1.
Location - A location that makes sense operationally for the Police Department and
will convince the citizens of Steamboat Springs that ihis location will assist in
meeting their needs for police protection.
2.
3.
OTHER GOMMENTS:
Trained in consensus building and process development
Time available to actively participate in the process
lnterpersonal and communication skills to timely complete the task
Personally committed to the success of this community
,Ld
$ignature
March 12,2015
Date
Attn: City
by 5:00pm on
10th Street,
STEPHEN W. SEHNERT
303-358-4197 Cell
970-761-2541 Home
SWSehnert@msn.com
SUMMARY
Experienced business executive with record of success in financial, operating, and administrative positions.
PROFESSIONAL EXPERIENCE
CFO, H+L Architecture. Denver, CO
2006 - 2010
Financial strategy, bank relationships, and operations for a privately-held 100 person architecture practice.
Recommended and implemented strategic business changes to management and employees through two
successive years of 30% revenue reductions and significant reductions in cash flow.
Implemented project-based accounting software change, lead the favorable outcome of project audits, banking
and loan changes, and successfully completed the transition back to profitability and improved cash position.
2004 - 2006
CFO & Controller, Regal Piedmont Plastics, LLC. Littleton, CO
Responsible for financial reporting, payables and receivables, inventory control, daily cash control, and loan
reporting requirements for a privately-held plastics distribution business with seven branches in the western US
and four locations in Mexico.
Guided management and employees through a joint venture with East Coast competitor.
Managed the transition to joint venture partners accounting, HR, payroll, and management systems. Trained
employees on new procedures and directed day-to-day decisions on data migration.
Devised and implemented a new sales commission structure for improved gross profit margin and continued
integration with joint venture partners program.
Member of three-person management team after resignation of CFO and board-initiated termination of CEO
within first year of joint venture.
1999 - 2004
Contract CFO & Independent Financial Consultant
For my client companies, accomplishments include these financial and operating changes:
Directed publicly-traded electronics firm through decision to file for financial reorganization and asset purchase
agreement.
Wrote business and financial plan for Internet startup and presented details to venture capital firms and private
investor groups.
Increased available line-of-credit by one-third and reduced financial reporting requirements.
Applied Effective Execution techniques with management teams to achieve planned objectives.
Removed Controller and recruited new person for this position.
Developed financial models of multiple operations and analyzed financial and operating performance.
The Packaging Store, Inc. Englewood, CO
1998 - 1999
1990 - 1997
EDUCATION
M. B. A. - The Wharton School - University of Pennsylvania, Philadelphia, PA
Major:
Business Finance
Honors:
Director's Honor List
B. A. - The College of Wooster, Wooster, OH
Major:
Economics
Honors:
Economics Achievement Prize
Selected Professional Development
Advanced Management Practices - University of Indiana
Petroleum Economics and Management - Northwestern University
Washington, D.C. Executive Program - U.S. Chamber of Commerce
NAME:
Tom Leeson
RESIDENCE ADDRESS:
MAILING ADDRESS:
CELL PHONE:
970.846.2133
FAX:
WORK PHONE:
970.416.2231
E-MAIL ADDRESS:
teleeson@gmail.com
This would be one of my first forays into community volunteer work. I have been involved in
community decision making processes my entire career, however, it has always been in a
professional capacity. I look forward to being able to provide my expertise on a volunteer basis.
As a former planner for the City of Steamboat Springs, I have a sound understanding of the
land use planning and development issues, the community development code, and the issues
surrounding the need for a new police station.
In my current capacity as Redevelopment Program Manager for Fort Collins, I lead complex
negotiations for property acquisition and disposition, analyze public financing mechanisms, and
negotiate public/private redevelopment projects.
DESCRIBE YOUR PREVIOUS EXPERIENCE AS A BOARD MEMBER OR A
TEAM MEMBER AND WHAT YOU FELT WAS YOUR STRONGEST
CONTRIBUTION TO THE TEAM. WHAT WERE THE OUTCOMES OF YOUR
PERSONAL CONTRIBUTION TO THOSE EFFORTS?
I have been on numerous project teams throughout my career and feel that my strength as
a team member comes from my ability to objectively look at issues and present solutions
based on the interests of the parties involved as opposed to some preconceived, biased
opinion.
My most recent example is my particpation on the City of Fort Collins negotiating team
that negotiated the Redevelopment Agreement with Alberta Development Partners that
provided $53M is public assistance for the redevelopment of the aging Foothills Mall.
While representing the City's interest, I played an important role in understanding and
articulating both sides of the issues which resulted in an agreement that has been viewed as
favorable by both sides and an example of a true partnership.
WHY DO YOU WANT TO SERVE ON THE POLICE STATION COMMITTEE?
I believe the decision to move forward with a capital project of this magnitude should be
made with the upmost respect for a transparent public process. Public projects are held
to a higher standard in terms of transparency and public participation. Given the history
of the police station project to date, this citizen committee will help to restore the
commuity's confidence in the decision making process. Given my background and
expertise, I believe I can contribute to the committee's ability to examine the issues
surrounding the police station and help to provide the City Council with a
recommendation that is based on sound analysis and is, ultimately, best for the
community.
Trust and Credibility: The need for a new police station has been discussed for years by City staff, by
City Councils, and by the overall community; however, a lack of trust and credibility has stalled an
important community project. It is critical the citizen's committee follow a transparent process that
results in a decision that helps to regain the trust of the community.
Location: The selection of a site for a new police station must take into account the unique
requirements of such a facility, such as response times, access, visibility, surrounding uses, and
acreage given the community characteristics of today, as well as the future. This must be balanced
with the underlying zoning of a particular area, as well as the highest and best use of a particular site.
Fiscal Responsibility and Efficiency: Construction costs are extremely high these days so an analysis
must be completed that looks at methods to control costs, while meeting the needs of the community
in terms of public safety. This could include partnerships with other public entities, public-private
partnerships, or other methods that result in an increased economy of scale. Various financing
strategies should be evaluated, as well as the design of the facility to ensure the community is getting
the biggest ban for the buck.
OTHER COMMENTS:
Tom Leeson
Signature
3/10/15
Date
Tyler Goodman
RESIDENCE ADDRESS:
MAILING ADDRESS:
CELL PHONE:
FAX: None
(970) 261-6791
WORK PHONE:
(970) 261-6791
Very simply, the most pressing issues are captured well in the directive of the Police
Station committee. Below are the three issues I see as most pressing:
1. Site location - What makes the most sense for location in regards to the response
times for emergency calls, access to other local services, and future private
development (including, but not limited to, the downtown area and Yampa Street).
2. Building Size - In order to be most effective, what does our police force need to do their
job; and what additional amenities would aid in operations, training, or retention that
doesnt dramatically increase costs.
3. Financing - With respect to the financial position of the City, where is the most logical
place for the funds for construction to come from, whether it be reserves, debt, a
combination of the two, or another currently unknown alternative.
OTHER COMMENTS:
Im looking forward to the opportunity to serve our community with a pragmatic and
common sense approach.
Date
THROUGH:
DATE:
ITEM:
I.
DIRECTION
Review and approve the draft Request for Proposals for the Iron Horse Inn and establish a
schedule for issuance and receipt of responses.
At the January 6, 2015 Council meeting, staff requested direction on the future of the Iron
Horse Inn. The request was prompted by inquiries from various individuals and entities
regarding the Citys future plans for the property and by the recent collateral movement
related to the COPs that financed the purchase of the Iron Horse Inn. At the January 6th
meeting, Council directed staff to prepare a draft Request For Proposal (RFP) for their
review at the February 24th meeting. This item was postponed until tonight. The draft RFP
is Attachment 1 to this communication.
II.
ALTERNATIVES:
1. Direct staff to issue the RFP, setting a deadline for submittals and placing this
item on a future agenda for Council to review.
2. Amend the RFP for a specific outcome i.e. management and operations of
workforce housing, redevelopment, selling the property, or alternative uses for
the existing facilities.
3. Decline to issue the RFP and continue to operate the property as-is with
workforce housing in the apartment building and sub-leasing the hotel building
to the Sheraton for their seasonal employees.
4. Decline to issue the RFP and continue to operate the property as-is with
STAFF RECOMMENDATION:
Staff recommends issuing the attached (with any Council revisions) Request for Proposals
with a deadline date of April 16, 2015 for submittals. In any case, staff recommends a
submittal deadline of at least 30 days from its introduction due to the complex nature of
this project. Staff will present the submittals to City Council at the April 28, 2015 meeting.
This discussion may need to be conducted in an executive session due to the possibility of
land purchase and to maintain the ability to negotiate.
IV.
FISCAL IMPACTS:
Proposed Expenditure: Staff time
V.
LEGAL ISSUES:
None noted.
VI.
LIST OF ATTACHMENTS
Attachment 1: Draft Request for Proposals Iron Horse Inn Property
Attachment 2: Council communication form from January 6, 2015 meeting
Attachment 1
City of Steamboat Springs
Request for Proposals
Iron Horse Inn Property
Deadline ???
I.
PURPOSE
The City of Steamboat Springs is soliciting proposals from qualified parties for the
purchase, redevelopment, management and/or repurposing of a City-owned property,
the Iron Horse Inn.
II.
PROPOSAL REQUIREMENTS
A.
2.
3.
4.
5.
6.
7.
B.
Cover sheet: The cover sheet shall list the name of the individual
or firm with names, email address and phone numbers of persons
who may be contacted to answer questions. Also, the cover sheet
shall state who prepared the submittal and how that person(s) can
be reached.
Describe the Proposers current operations and locations. Include
branding affiliations as may be applicable and any other pertinent
qualifications to achieve the intent of this request. Explain in detail
the type of development, operations or desire to purchase.
State whether the Proposer is offering a shared financial and/or
operational interest with the City for some or all of the proposed
development or operation. If proposal is for the purchase of the
property, the price must be included.
Proposer to provide specific detail of operational and financial
terms and conditions.
Describe the Proposers financial capability to purchase, develop or
operate the intended use.
Provide a general time frame for the improvement, development or
purchase of the property.
Any additional information that may be beneficial to the City to
indicate the Proposers interest.
BACKGROUND INFORMATION
The Iron Horse Inn was purchased by the City in November, 2007 with the intention of
providing rental housing for transitional, seasonal, and year-round employees of the
City and the private sector. The property consists of two structures: Building A, the
hotel, has 1 two-bedroom unit and 25 motel/dorm rooms; Building B, the apartments,
has 3 one-bedroom units and 24 efficiencies. The Inn transitioned from hotel
operations to workforce housing in November, 2008 under the management of a local
property management company. The management company and the City mutually
agreed to terminate the agreement in February, 2009. From June to November, 2009
the City operated the entire facility with month to month leases for local, workforce
housing. During this interim, the City issued a Request for Proposal for management
and operations of the Inn, with two proposals received. In December, 2009, the City
entered into a lease agreement with New West Inns, who proposed to operate the
property with nightly and monthly rentals.
Initial capital costs and the lagging economy resulted in a slow start for New West. The
City worked with New West by waiving lease payments for January and February and
deferring lease payments for March through June. In November, 2010, City Council
approved to restructure the lease with a monthly rent of $11,000 and no percentage
share in the annual net profit. Unfortunately, New West was not able to meet the terms
of the agreement and the lease was terminated in January, 2011. From January 2011,
to November, 2012, the City operated the Inn with nightly and monthly rentals.
Because the operating expenses outpaced the revenue stream, Building A was closed in
November, 2012 and the City continued to operate Building B with monthly rentals
which continue to the present. The Citys primary goal is to operate the Iron Horse Inn
as cost effectively as possible while maintaining appropriate levels of tenant services.
In September 2014, in response to an improved economy, a local hotel, the Steamboat
Sheraton, requested to lease Building A in its entirety for the upcoming winter ski
season in an effort to secure housing for their seasonal employees. The lease runs from
December 1, 2014 through March 31, 2015 at the rate of $18,000 per month.
Various parties have contacted the City requesting to purchase, repurpose, manage,
and/or redevelop the property. The purpose of this Request for Proposal is to determine
the best and highest use for the property.
Since January, 2011, the City has spent $183,000 in repairs and maintenance, which
include roof repairs and partial replacement on the apartment building, roof replacement
on the hotel, structural repairs to the exterior apartment stairs, HVAC upgrades, new
carpeting, gutter systems, lighting upgrades, key system upgrades, paint (exterior and
interior) and some electrical upgrades. A recent appraisal values the property at $1.6
million.
Additional documentation regarding the property including floor plans, the Phase I
Environmental Site Assessment, photographs, survey, Asbestos Report, structural
inspection report and appraisal can be found on the Citys website:
http://steamboatsprings.net/DocumentCenter/Index/400.
IV.
GENERAL REQUIREMENTS
During the performance of any contract issued pursuant to this Request for Proposal,
the contractor agrees as follows:
A. Not to discriminate against any employee or applicant for employment
because of race, religion, color, sex or national origin, except where religion,
sex or national origin is a bona fide occupational qualification reasonably
necessary to the normal operation of the contractor. The contractor agrees
to post in conspicuous places, available to employees and applicants for
employment, notices setting forth the provisions of this nondiscrimination
clause.
B. In all solicitations or advertisements for employees placed by or on behalf of
the vendor, will state that such contractor is an equal opportunity employer.
C. Notices, advertisements and solicitations placed in accordance with federal
law, rule or regulation shall be deemed sufficient for the purposes of meeting
the requirements of this section.
D. Contractor shall be in compliance with the applicable provisions of the
Americans with Disabilities Act of 1990 as enacted and from time to time
amended and any other applicable federal, state, or local laws and regulations.
A signed, written certificate stating compliance with the Americans with
Disabilities Act may be requested at any time during the life of this Agreement
or any renewal thereof.
E. Contractor shall provide at his own expense the following insurance for himself
and his employees in connection with their work under this contract:
1. Workers Compensation: Statutory
2. General Liability: $1,000,000 each occurrence and aggregate
3. Auto Liability: $150,000 each occurrence and $600,000 aggregate
V.
AWARD OF CONTRACT
A. The City will evaluate responsive proposals and may select two or more
proposals as the best and highest use of the property. Further information
and negotiations may be requested from those selected proposers. After the
evaluation, information gathering, and further negotiation is completed, the
City shall select the proposal, which in its opinion, best meets the need of the
City, and shall award the contract to that proposer. Should the City
determine, in its sole discretion that only one proposal meets the needs of
the City, a contract may be negotiated and awarded to that proposer.
B. The City of Steamboat Springs reserves the right to reject any or all
proposals, to waive informalities or irregularities in the proposals received,
and to reject non-conforming, non-responsive, conditional or qualified
proposals, and to accept the proposal, in whole or in part, which, in the Citys
judgment, best serves the interest of the City of Steamboat Springs and its
citizens
VI.
GENERAL CONDITIONS
A.
D.
Any person or agency on the US Attorney Generals list of ineligible
contractors will not be considered.
E.
The offeror certifies by signing this proposal that this proposal is made
without prior understanding, agreement or accord with any other person
submitting a proposal for the same product or service and that this proposal is in
all respects bona fide, fair and not the result of any act of fraud or collusion with
another person engaged in the same line of business or commerce. Any false
statement hereunder constitutes a felony and can result in a fine and
imprisonment as well as civil damages.
F.
shall be required to comply with all State and Federal requirements related to the
contract.
G.
Proposals shall be considered public information unless advised otherwise
by the proposer. Proposer shall include a separate letter stating which parts of
the Proposal are deemed confidential and/or proprietary information not to be
released.
H.
The submitted proposal will become a part of any contract or Purchase
Order issued for this project.
Attachment 2
AGENDA ITEM #
CITY COUNCIL COMMUNICATION FORM
FROM:
THROUGH:
DATE:
January 6, 2015
ITEM:
X MOTION
X INFORMATION
X DIRECTION
I.
REQUEST OR ISSUE:
Staff seeks Council direction on the future of the Iron Horse Inn. Does Council wish to continue
providing affordable workforce housing; should the property be redeveloped; should the City sell
the property?
II.
FISCAL IMPACTS:
BACKGROUND INFORMATION:
As Council is aware, the October, 2007 purchase of the Iron Horse Inn occurred at a time of very
low unemployment when housing was needed for several local entities including the City. In order
to recruit bus drivers in 2006 and 2007, the City rented housing for seasonal drivers at a cost of
$40,500 for the 2006/2007 winter season. Since its purchase, the property has been operated and
managed under a variety of scenarios. See the attached summary and timeline of those various
methods of operation.
Since January, 2011, the City has spent $183,000 in repairs and maintenance, which include roof
repairs and partial replacement on the apartment building, roof replacement on the hotel,
structural repairs to the exterior apartment stairs, HVAC upgrades, new carpeting, gutter systems,
lighting upgrades, key system upgrades, paint (exterior and interior) and some electrical upgrades.
A recent appraisal values the property at $1.6 million.
Currently, the hotel building, whose use has been converted to a dormitory, is rented to the
Steamboat Sheraton Resort for employee housing. The Sheraton continues to express interest in
renting the building for 3 4 months in the summer and then again the following ski season.
There may be interest among other members of the lodging community to partner with the
Sheraton in providing employee housing to address their seasonal staffing needs and the shortage
of workforce housing. It is also feasible to consider the dormitory as a means of recruiting seasonal
transit drivers.
Todays operations generate approximately $18,000 per month ($216,000 annually) from the 26
apartment units and $18,000 per month ($72,000 over 4 months) from the Sheraton renting 23
units in the dormitory (hotel) building. If Council desires to continue providing affordable workforce
housing for the foreseeable future, additional ongoing maintenance and repairs are necessary.
Over the course of the next 10 to 20 years, both buildings will need electrical and plumbing
upgrades, roof replacement for the primary apartment structure, parking lot and drainage repairs,
drywall repairs/replacement and structural upgrades at a cost of $100,000 - $200,000 per year.
The collateral obligation related to the debt used to purchase the property was recently moved to
the Public Works campus relieving the Iron Horse of any constraints involved with changing the
use, demolishing and redeveloping or selling the property. Over the past year, staff has been
approached by several entities (individuals and corporations) seeking to purchase the property. It
is important to note that the City will continue to pay annually on the debt at a cost of
approximately $480,000 per year until 2032. The first opportunity to pay the debt off in full ($5
million) will come in December of 2018.
Now that no restrictions exist, staff seeks Councils input on future uses of the property.
V.
LEGAL ISSUES:
VII.
THROUGH:
DATE:
ITEM:
NEXT STEP:
ORDINANCE
x
RESOLUTION
MOTION
____ DIRECTION
____ INFORMATION
I. REQUEST OR ISSUE:
A resolution that dedicates to public use a roadway easement at the Anglers Drive
crossing of the Union Pacific Railroad tracks.
II.
BACKGROUND INFORMATION:
In 2008 the City petitioned the Public Utilities Commission to convert the then private
railroad crossing of Anglers Drive to a public crossing. The purpose of the conversion
was to improve access to the Fish Creek Mobile Home Park.
As part of the conversion process the City entered into a crossing agreement with the
Union Pacific Railroad. The crossing agreement included the conveyance by the railroad
of an easement to the City for public road purposes over the Union Pacific tracks.
The crossing agreement included a provision that the City would dedicate the easement
to public use. This provision is somewhat redundant because the language of the
____________________________________
Bart Kounovsky, President
Steamboat Springs City Council
ATTEST:
_______________________________
Julie Franklin, CMC
City Clerk
THROUGH:
DATE:
ITEM:
_
X
___
I.
ORDINANCE
RESOLUTION
MOTION
INFORMATION
Having remained silent on regional stormwater management since 1972, the State
Engineer has recently determined that regional public stormwater detention constitutes
a diversion of water that is subject to water rights administration. If this determination
holds, Water rights administration would require that regional detention facilities obtain
a water court decree for a plan for augmentation, a costly, time-consuming, and
litigious endeavor.
This change in administrative course would impact regional facilities. The State
Engineer does operate a policy entitled Administrative Approach for Storm Water
Management, which exempts private detention facilities associated with new
development on individual sites from water rights administration.
Water Rights and the State Engineers administration of the existing rules are an
important component of Colorado law. Retention of water is not allowed by City
Drainage Criteria for storm water management and is regulated by the State Engineer
via the Water Courts. Unlike retention, detention facilities are designed to slow the
release of drainage resulting from a storm event over a set time period (maximum 72
hours). This management technique is an important tool for mitigating flood impacts
and providing storm water quality treatment.
The 2014 Citywide Stormwater Master Plan identified a number of locations where
regional detention facilities would be a tool for mitigating flood impacts to the City of
Steamboat Springs. These regional facilities function to protect downstream properties
during storm events and serve to avoid costly or impractical improvements to
downstream infrastructure. The modified administrative approach that the State
Engineer is now applying may preclude the construction of a regional detention facility
without going through a lengthy and costly water rights augmentation process.
Effective management of stormwater entering into and originating within urban areas is
essential to protect public health and safety and to comply with state and federal law
relating to storm water management. While the City does not currently have a plan for
construction of any regional detention facilities, effectively removing this tool for
managing flood impacts and treatment of stormwater runoff would hamper the Citys
ability to serve its citizenry.
II.
ALTERNATIVES:
Approve the resolution to support the State legislation and endorse the attached letter of
support.
Deny the resolution to support the State legislation and do not endorse the attached letter
of support.
III.
STAFF RECOMMENDATION:
IV.
FISCAL IMPACTS:
None
V.
LEGAL ISSUES:
None
VI.
The City operates an MS4 (Municipal Separate Storm Sewer System) permit issued by the
CDPHE requiring that the City adequately manage the storm water quality released to the
river and creeks from urban areas. Detention facilities provide a viable option for
treatment of that storm water run-off and can help manage the peak flows from urban
environments in a manner replicating natural flow patterns.
LIST OF ATTACHMENTS
Glendale, City of
Littleton, City of
Mesa County
Montrose, City of
Palisade, Town of
Attachment 1
Bart Kounovsky
President
City Council
Debra Hinsvark
City Manager
City of Steamboat Springs
RESOLUTION NO._____
day of
, 2015.
______________________________
Bart Kounovsky, President
Steamboat Springs City Council
ATTEST:
________________________
Julie Franklin, CMC
City Clerk
Exhibit A
REDRAFT
2.25.15
STATE OF COLORADO
DRAFT
SENATE BILL
SENATE SPONSORSHIP
Sonnenberg,
HOUSE SPONSORSHIP
(None),
Senate Committees
House Committees
102
103
Bill Summary
(Note: This summary applies to this bill as introduced and does
not reflect any amendments that may be subsequently adopted. If this bill
passes third reading in the house of introduction, a bill summary that
applies to the reengrossed version of this bill will be available at
http://www.leg.state.co.us/billsummaries.)
Under current administrative practice, facilities that are designed
to detain storm water for environmental and public safety purposes may
be required to release water to avoid injury to water rights.
The bill specifies that storm water detention and infiltration
facilities and post-wildland fire facilities do not injure water rights. Water
Shading denotes HOUSE amendment. Double underlining denotes SENATE amendment.
Double underlining
denotes changes from
prior draft
REDRAFT
2.25.15
from these facilities cannot be put to beneficial use.
A "storm water detention and infiltration facility" is defined as a
facility that is designed and operated to continuously release or infiltrate
at least 97% of all of the water from rainfall events that are equal to or
less than a 5-year storm within 72 hours after the end of the rainfall event,
and continuously release the water from rainfall events greater than a
5-year storm as quickly as practicable while detaining water only long
enough to protect public safety and minimize damage to downstream
property and the environment.
A "post-wildland fire facility" means a facility that is not
permanent; is located on, in, or adjacent to a nonperennial stream; is
designed and operated solely for the mitigation of the impacts of wildland
fire events; and is designed and operated to minimize the quantity of
water detained and the duration of the detention of water to the levels
necessitated by public safety and welfare. The person who installed or
operated a post-wildland fire facility has to ensure that the facility is
removed or rendered inoperable after the emergency conditions created
by the wildfire no longer exist.
2
3
STORM
9
10
11
12
WATER
DETENTION
AND
INFILTRATION
FACILITIES
AND
(A)
CONTINUOUSLY
RELEASE
OR INFILTRATE
AT
LEAST
13
14
15
-2-
DRAFT
Double underlining
denotes changes from
prior draft
REDRAFT
2.25.15
1
IS:
10
11
(D) DESIGNED
12
13
14
15
16
RIGHTS.
17
18
AND
19
20
21
22
23
24
25
26
27
-3-
DRAFT
Double underlining
denotes changes from
prior draft
REDRAFT
2.25.15
1
SECTION 2.
applicability. (1) This act takes effect at 12:01 a.m. on the day following
10
11
12
(3) of article V of the state constitution against this act or an item, section,
13
or part of this act within such period, then the act, item, section, or part
14
will not take effect unless approved by the people at the general election
15
to be held in November 2016 and, in such case, will take effect on the
16
17
18
-4-
DRAFT
Double underlining
denotes changes from
prior draft
THROUGH:
DATE:
ITEM:
NEXT STEP:
ORDINANCE
RESOLUTION
MOTION
____ DIRECTION
____ INFORMATION
I. REQUEST OR ISSUE:
Introduce an ordinance approving the amendment of the Master Ground Lease between
the City and SBS Hangars II, LLC.
II. RECOMMENDED ACTION:
Introduce the ordinance.
III.
BACKGROUND INFORMATION:
The City in January of 2014 contracted with Airport Development Group (ADG) for the
construction of five hangar units in three buildings at the Steamboat Springs airport.
ADG performed the project through an entity known as SBS Hangars II, LLC. As part
of the project the City and SBS Hangars II, LLC entered into a Master Ground Lease
Agreement pursuant to which the City leased the project site to SBS Hangars II, LLC.
Maintenance obligations.
In December 2014 the City and ADG realized there was a disagreement as to the extent
of the maintenance obligations imposed by the Master Ground Lease. The City Council
on February 25, 2015 granted ADGs request to amend the Master Ground Lease to
clarify ADGs maintenance obligations. The proposed ordinance approves a First
Amendment to the Master Ground Lease Agreement (First Amendment) that restricts
ADGs maintenance obligations to the hangar buildings and the apron area within one
(1) foot of the hangar buildings.
Option
The Master Ground Lease included an option for ADG to lease additional property. ADG
has exercised the option and has requested that the City acknowledge ADGs exercise
of its option. The First Amendment contains language acknowledging the exercise of
the option.
IV. LEGAL ISSUES. Implementation of the Councils decision on February 25, 2015
regarding ADGs maintenance obligations requires that the First Amendment be
approved by ordinance.
V. FISCAL IMPACTS. Approving the First Amendment will require the expenditure of
City funds to maintain the project ramp and apron areas.
_______________________
Bart Kounovsky, President
Steamboat Springs City Council
ATTEST:
_______________________
Julie Franklin, CMC
City Clerk
FINALLY READ, PASSED AND APPROVED this ___ day of _____________, 2015.
__________________________
Bart Kounovsky, President
Steamboat Springs City Council
ATTEST:
__________________________
Julie Franklin, CMC
City Clerk
EXHIBIT A
FIRST AMENDMENT
TO
MASTER GROUND LEASE AGREEMENT
A.
Lessor and Lessee entered into the Master Ground Lease Agreement dated
January 7, 2014 (Original Lease to which reference is made for the meaning of capitalized
terms not defined herein) pertaining to the real property known as Phase I as described on the
Original Lease.
B.
Pursuant to Section 4 of the Original Lease, Lessee exercised its Option to add
Phase II as more particularly described in Exhibit F to the Original Lease, and Lessor and Lessee
desire to enter into this First Amendment to memorialize the addition of Phase II to the Original
Lease. The Original Lease as amended by this First Amendment is referred to as the Lease.
NOW THEREFORE, for good and valuable consideration, the receipt and sufficiency of
which is hereby acknowledged, the parties hereto do herby agree as follows:
1.
Amendment to Premises. The term Premises as used in the Lease shall mean
and refer to the real property described in Exhibit B and Exhibit F to the Original Lease which
together are described in Exhibit A attached hereto and the Premises as so described is subject to
the terms of the Lease.
2.
Amendment to Definition of Hangar Complex for the Purposes of Maintenance.
The first sentence of paragraph 6(b) of the Original Lease is deleted in its entirety and the
following substituted therefore:
From and after the date construction is completed on the Hangar Complex,
Lessee shall maintain the Hangar Complex, which, for the purpose of this
subparagraph and for the purpose of the Lease attached as Exhibit B, means the
hangar buildings, including roof and structural components, and that apron area
extending one (1) foot around each hangar building, at Lessees sole expense in a
neat, clean and safe condition, and in good repair, normal wear and tear
excepted.
SVC135933.4 / 107810-088
3.
By:
____________________________________
Name: ____________________________________
Title: ____________________________________
LESSEE:
SBS HANGARS II, LLC, a Colorado limited
liability company
By:
SVC135933.4 / 107810-088
____________________________________
Michael E. Dunn, Manager
EXHIBIT A
LEGAL DESCRIPTION OF THE PROPERTY
SVC135933.4 / 107810-088
AGENDA ITEM # 7.
CITY COUNCIL COMMUNICATION FORM
FROM:
THROUGH:
DATE:
ITEM:
___
___
_X_
___
___
I.
DIRECTION
INFORMATION
ORDINANCE
MOTION
RESOLUTION
ALTERNATIVES:
None noted.
III.
STAFF RECOMMENDATION:
Approve at first and second readings.
IV.
FISCAL IMPACTS:
General Fund:
Revenue
Expenditures
Use of Reserve
Capital Projects Fund:
Revenue
Expenditures
Use of Reserve
Accommodation Tax Capital Fund:
73,478
246,558
173,478
$1,906,547
4,913,485
3,006,938
Revenue
Expenditures
Use of Reserve
Airport Fund:
Revenue
Expenditures
Use of Reserve
Wastewater Fund:
Revenue
Expenditures
Use of Reserve
Water Fund:
Revenue
Expenditures
Use of Reserve
V.
343,992
343,992
$1,257,000
1,391,012
134,012
143,383
143,383
4,311,619
4,311,619
LEGAL ISSUES:
Supplemental Appropriations allowed per section 9.10 of the Home Rule
Charter.
VI.
VII.
LIST OF ATTACHMENTS
Exhibit A
Supplemental Revenues
Activity
General Fund - Revenues
Account Number
80007 10-03-01-01-321-3142
Amount
81410 10-03-01-01-321-3142
58020 10-35-00-20-321-3146
10-03-01-01-321-3142
81502 10-03-01-01-321-3141
11,805
10,000
37,403
11,770
2,500
Supplemental Expenditures
Activity
General Fund - Expenditures
R&M Buildings & Grounds-Howelsen Ice Arena
81732
R&M Buildings & Grounds-Howelsen Ski Lodge
81726
R&M Buildings & Grounds-Elkins House
81714
R&M Buildings & Grounds-Centennial Hall
81701
Outside Consultant-Human Resources
Motor Vehicle Parts-Transit-Regional
R&M Vehicles-Transit-Local
Communications-Fire Suppression
R&M Signals & Signage-Parks & Community Services-Trails
80007
Community Development Code-Planning
Grant Technical Support - Mainstreet
81410
Grand Futures Prevention
58020
CLG Survey
Contract Services - Document Management
81502
Account Number
65-10-18-60-540-5411
63-10-18-60-540-5411
10-10-18-60-520-5411
10-10-18-60-520-5411
10-10-12-30-5205105
10-15-21-20-520-5275
10-15-21-30-520-5531
10-25-37-40-520-5176
10-35-00-50-520-5537
10-40-00-20-520-5092
10-10-12-50-520-5075
10-35-00-20-520-5045
10-40-00-70-520-5076
10-10-12-40-520-5023
Amount
$
73,478
2,450
52,970
30,000
2,510
34,532
3,325
4,205
375
14,737
29,781
12,500
37,403
16,770
5,000
246,558
(173,080)
73,478
20003 20-03-01-01-321-3141
20005 20-03-01-01-321-3141
530,964
20054 20-03-01-01-321-3141
20712 20-03-01-01-324-3144
530,964
30,804
21313 20-03-01-01-321-3141
170,000
21216 20-03-01-01-322-3142
16,311
21235 20-03-01-01-324-3144
21275 20-03-01-01-322-3142
7,494
45,116
31,723
9,558
21407 20-03-01-01-322-3142
405,613
128,000
20003
20004
20005
20010
20042
20054
20712
20718
21313
21110
21115
21140
21216
21225
21235
21275
21277
21306
21309
21309
21315
21401
21402
21403
21407
21408
21413
21415
21508
20-01-01-01-765-6806
20-01-01-01-755-7080
20-01-01-01-765-6806
20-01-01-01-765-6808
20-01-01-01-755-7040
20-01-01-01-765-6806
20-01-01-01-715-7080
20-01-01-01-765-5153
20-01-01-01-745-7080
20-01-01-01-725-7040
20-01-01-01-745-7080
20-01-01-01-735-7081
20-01-01-01-715-7080
20-01-01-01-725-7040
20-01-01-01-765-6812
20-01-01-01-715-7080
20-01-01-01-715-7080
20-01-01-01-735-7080
20-01-01-01-735-7040
20-01-01-01-735-7080
20-01-01-01-745-7080
20-01-01-01-755-7080
20-01-01-01-755-7040
20-01-01-01-765-5108
20-01-01-01-765-6806
20-01-01-01-715-7080
20-01-01-01-715-7080
20-01-01-01-735-7040
20-01-01-01-765-6806
$
Accommodation Tax Capital Fund - Expenditures
Trails Construction
Yampa Street
40-80-00-20-745-7080
40-80-00-60-808-8772
4,913,485
(3,006,938)
1,906,547
54,092
289,900
534,573
85,893
663,705
57,965
175,063
663,705
30,925
48,217
212,500
7,537
96,044
21,801
16,311
67,179
9,369
69,954
2,773
72,934
165,191
1,430,000
18,462
72,890
11,741
118,437
160,000
56,966
21,160
10,190
12,000
343,992
(343,992)
-
88555
88555
30010
30010
30015
30015
88554
55-99-99-10-321-3141
55-99-99-10-322-3142
55-99-99-10-321-3141
55-99-99-10-322-3142
55-99-99-10-321-3141
55-99-99-10-322-3142
55-99-99-10-322-3142
250,000
319,812
123,000
6,832
150,000
8,333
399,023
30003
88555
88555
30010
30015 55-99-99-01-715-7080
192,667
88554 55-99-99-01-715-7040
88554 55-99-99-01-715-7080
78,914
364,444
55-99-99-01-755-7080
55-99-99-01-715-7040
55-99-99-01-715-7080
55-99-99-01-715-7350
$
Wastewater Fund - Expenditures
UV Modules
Sewer Capital Maintenance Project
Steamboat II Lift Station Rebuild
20064 51-99-99-01-715-7080
81163 51-99-99-01-715-7040
81170 51-99-99-01-715-7080
$
Water Fund - Expenditures
Dam Riprap & Resurfacing
Pamela Lane Water Main Connection
West 1 Million Gallon Tank
Water Rights Management
30012 52-99-99-01-755-7080
30016 52-99-99-01-715-7040
81158 52-99-99-01-715-7080
52-99-55-10-510-5086
$ 3,237,025
143,383
(143,383)
100,000
20,965
4,188,550
2,104
1,391,012
(134,012)
1,257,000
100,000
18,383
25,000
746
173,249
444,325
136,667
4,311,619
(4,311,619)
-
11,350,049
(8,113,024)
$ 3,237,025
$ 246,558
4,913,485
343,992
1,391,012
143,383
4,311,619
$11,350,049
Section 2.
All ordinances heretofore passed and adopted by the City
Council of the City of Steamboat Springs, Colorado, are hereby repealed to the
extent that said ordinances, or parts thereof, are in conflict herewith.
Section 3.
If any section, subsection, clause, phrase or provision of this
Ordinance, or the application thereof, to any person or circumstance, shall to any
extent, be held by a court of competent jurisdiction to be invalid, void or
unconstitutional, the remaining sections, subsections, clauses, phrases and
THROUGH:
DATE:
ITEM:
NEXT STEP:
X
___
X_
___
___
ORDINANCE
RESOLUTION
MOTION
DIRECTION
INFORMATION
LOCATION:
APPLICANT:
John & Sara Lamb, c/o Tom Effinger, PO Box 771965, Steamboat
Springs, 80477
EXECUTIVE SUMMARY:
1. Background Information:
The applicant is requesting to vacate a portion of the access, drainage and utility
easement at the end of Jay Court to allow additional space for a proposed house.
Please see the attached exhibit depicting the request.
The remainder of the easement will still be in place to accommodate existing and
proposed utilities that serve the neighborhood and surrounding properties. The applicant
has provided sign-offs from all of the applicable agencies agreeing to the vacation.
Easements are vacated by an ordinance and recorded by a Final Plat.
2. Recommended Motion:
Staff recommends approval of the easement vacation.
3. Project Location Map
4. List of Attachments:
Attachment 1: Applicant Narrative
Attachment 2: Utility Sign off sheets
Attachment 1
Attachment 2
Section 4. The City Council hereby finds, determines and declares that this
ordinance is necessary for the immediate preservation of the public peace, health, and
safety.
Section 5. This Ordinance shall take effect upon the later of the expiration of
thirty (30) days from and after its publication following final passage or the recording of
the final plat approved as FP-15-04, as provided in Section 13.6 of the Steamboat
Springs Home Rule Charter.
Section 6. A public hearing on this ordinance shall be held on April 7, 2015 at
5:00 P.M. in the Citizens Hall meeting room, Centennial Hall, Steamboat Springs,
Colorado.
INTRODUCED, READ AND ORDERED published, as provided by law, by the City
Council of the City of Steamboat Springs, at its regular meeting held on the 17th day of
March, 2015.
FINALLY READ, PASSED AND APPROVED this ___ day of _____________, 2015.
Exhibit A
THROUGH:
DATE:
ITEM:
NEXT STEP:
X
___
X_
___
___
ORDINANCE
RESOLUTION
MOTION
DIRECTION
INFORMATION
LOCATION:
APPLICANT:
EXECUTIVE SUMMARY:
1. Background Information:
4. List of Attachments:
Attachment 1: Applicant Narrative
Attachment 2: Utility Sign off sheets
Attachment 1
Attachment 2
Section 4. The City Council hereby finds, determines and declares that this
ordinance is necessary for the immediate preservation of the public peace, health, and
safety.
Section 5. This Ordinance shall take effect upon the later of the expiration of
thirty (30) days from and after its publication following final passage or the recording of
the final plat approved as FP-15-02, as provided in Section 13.6 of the Steamboat
Springs Home Rule Charter.
Section 6. A public hearing on this ordinance shall be held on March 17, 2015 at
5:00 P.M. in the Citizens Hall meeting room, Centennial Hall, Steamboat Springs,
Colorado.
INTRODUCED, READ AND ORDERED published, as provided by law, by the City
Council of the City of Steamboat Springs, at its regular meeting held on the 24th day of
February, 2015.
FINALLY READ, PASSED AND APPROVED this 17th day of March, 2015.
Exhibit A
THROUGH:
DATE:
ITEM:
___
___
_X_
___
___
DIRECTION
INFORMATION
ORDINANCE
MOTION
RESOLUTION
I.
REQUEST OR ISSUE:
The City of Steamboat Springs purchased property at 603 Yampa Street known as
the Workman Property in January with Accommodation Tax Funds. Staff requested
direction from Council at the February 3rd City Council meeting on how to move
forward with the site improvements and received direction to bring back a
supplemental budget appropriation to complete site improvements in 2015.
II.
RECOMMENDED ACTION:
Approve 2nd reading of supplemental budget appropriation in order to remove the
existing structure on the property and create greenspace in 2015 rather than
phasing the projection with a completion date of 2016.
III.
FISCAL IMPACTS:
Proposed Expenditure:
$125,000
Funding Source:
Accommodation Tax Fund Reserves (Advance of 2016 Yampa Street Funds)
IV.
BACKGROUND INFORMATION:
Three hundred thousand dollars ($300,000) per year for 3 years has been
dedicated to Yampa Street Improvement via an approved 2013 ballot question.
City Council approved budgets including $300,000 in 2014 and $360,000 in 2015
for the purpose of purchasing and improving 603 Yampa Street. City Council
agreed to advance $60,000 from the 2016 allocated funds leaving $240,000 for the
Yampa Street Improvements in 2016.
There is $50,000 budgeted in the Capital Projects Fund in 2015 for the culvert and
drainage work that needs to be done in and around the area of this property. It
would be beneficial from a cost, safety, and efficiency standpoint to
relocate/remove the structure, complete culvert work, complete riverbank
construction, and restore the land to a greenspace by the end of 2015 rather than
doing the project in two phases. This would require an additional advance of
Accommodation Tax Funds $125,000 from the 2016 allocation which would leave
$115,000 for 2016.
The initial phasing of this project will include removing the structures, both house
and garage, from the property, removing the walls along the Yampa River and
Butcherknife Creek, replacing the removed walls with riparian habitat, planting and
irrigating the area with grass, and relocating utilities from the building. Staff will
then work with stakeholders to identify what best fits in the interior of the park
through the winter of 2015/16 and complete the project in the summer of 2016.
Construction on all of these projects has to take place during low flow periods. This
phase 1 would take place from June September of 2015.
Based on the accommodation tax revenue received in 2014 along with the
projected revenue for 2015 there is sufficient reserves within this fund to account
for this advance from a cash flow stand point.
If this supplemental budget appropriation is approved, here is the proposed
timeline for the project:
January:
Temporary wall shoring began in late January.
February:
V.
LEGAL ISSUES:
None noted.
VI.
VII.
$ 125,000
$ 125,000
Section 2.
All ordinances heretofore passed and adopted by the City Council of
the City of Steamboat Springs, Colorado, are hereby repealed to the extent that said
ordinances, or parts thereof, are in conflict herewith.
Section 3.
If any section, subsection, clause, phrase or provision of this
Ordinance, or the application thereof, to any person or circumstance, shall to any extent,
be held by a court of competent jurisdiction to be invalid, void or unconstitutional, the
remaining sections, subsections, clauses, phrases and provisions of this Ordinance, or the
application thereof to any person or circumstance, shall remain in full force and shall in no
way be affected, impaired or invalidated.
Section 4.
The City Council hereby finds, determines and declares that this
Ordinance is necessary for the immediate preservation of the public peace, health and
safety.
Section 5.
This Ordinance shall take effect immediately upon the expiration of
five (5) days from and after its publication following final passage, as provided in Section
7.6(h) of the Steamboat Springs Home Rule Charter.
INTRODUCED, READ AND ORDERED PUBLISHED, as provided by law, by the City
Council of the City of Steamboat Springs, at its regular meeting held on the 24th day of
February, 2015.
FINALLY READ, PASSED AND APPROVED this 17th day of March 2015.
THROUGH:
DATE:
ITEM:
___
_X_
___
___
___
I.
DIRECTION
INFORMATION
ORDINANCE
MOTION
RESOLUTION
On January 25, 2015, the parks and recreation commission met to discuss its goals
for 2015; one being continuing discussions on alternative funding, recreation
districts and analyzing tools to sustain and enhance the parks system. The
commission discussed approaching City Council at an upcoming meeting and
present the commissions plan for moving forward to evaluate different funding
methods. Commissioner Tumminello agreed to bring a presentation before the City
Council.
II.
ALTERNATIVES:
Discussion item only.
Endorse the parks and recreation commissions plan to evaluate alternative funding
strategies.
Deny the parks and recreation commissions plan to evaluate alternative funding
strategies.
Amend the parks and recreation commissions plan to evaluate alternative funding
strategies.
Table discussion.
III.
STAFF RECOMMENDATION:
FISCAL IMPACTS:
Proposed Expenditure: not known at this time
Funding Source: not known at this time
V.
VI.
VII. APPLICABLE
responsibility
COUNCIL
GOAL:
Resource
sustainability;
LIST OF ATTACHMENTS
Attachment 1: Parks n Recreation Report
Attachment 2: Commissioner Tumminellos PowerPoint presentation
financial
ATTACHMENT #1
MEMORANDUM
PARKS AND RECREATION COMMISSION REPORT
TO:
DATE:
RE:
The parks and recreation meeting for March 11, 2015 was canceled due to lack of
quorum.
ATTACHMENT #2
Parks and
Recreation
Commission
Alternative Funding Update
and Discussion of Next Steps
}
}
}
}
Opportunities
}
}
}
}
}
}
Thank you!
Questions
THROUGH:
DATE:
ITEM:
Original Town of SS, Block 19, Lots 8-10 (Alpiner Lodge); #DP-1502
NEXT STEP:
LOCATION:
APPLICANT:
PC ACTION:
EXECUTIVE SUMMARY
1. Background Information
The Applicant is requesting Conditional Use approval through a Development Plan to
allow for the Temporary Use of the former Alpiner Lodge (424 Lincoln Ave) as a
dormitory (long term rental) for local resort employee housing. The request is for a
period of time ending April 30, 2016. The building includes 32 hotel rooms, a
maintenance room, lobby, and office. There are 28 parking spaces on the site. The
application states the use utilizes 30 guest rooms with a total occupancy of up to 50
people. There is an onsite kitchen available for use by the residents, and onsite and
offsite management is provided.
Please refer to Attachment 3, draft meeting minutes, for comment received at the
Planning Commission hearing.
4. Recommended Motion
On February 26, 2015, the Planning Commission recommended approval of the
Conditional Use (#DP-15-02) with a vote of 5-0 subject to the following conditions:
1. The term of the Conditional Use approval for Temporary Use as a Dormitory
shall expire on April 30, 2016.
2. Required sidewalk repair shall be completed by May 31, 2015.
5. Attachments
Attachment 1 Planning Commission Packet, February 17, 2015
Attachment 2 Revised Staff Findings for PC Meeting
Attachment 3 Draft Planning Commission Minutes, February 26, 2015
Attachment 1
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Attachment 2
STAFF FINDINGS
Staff finds that the Development Plan for the proposed Temporary Use as a Dormitory in the
Alpiner Lodge at 424 Lincoln Avenue (Original Town SS, Block 19, Lots 8-10; #DP-15-02), a
Conditional Use in the CO zone district, is INCONSISTENT with the Criteria for Approval for a
Development Plan. While the proposed use is inconsistent with the criteria for approval,
limiting the use to a very specific temporary time period may be acceptable.
If approved, Staff recommends the following conditions be placed on the Temporary Use:
1. The term of this Conditional Use approval for the Temporary Use as a Dormitory shall
expire on April 30, 2016.
2. The use shall comply with all applicable codes and regulations.
3. Required sidewalk repair shall be completed by May 31, 2015.
Attachment 3
STEAMBOAT SPRINGS PLANNING COMMISSION MINUTES
February 26, 2015
The regularly scheduled meeting of the Steamboat Springs Planning Commission was
called to order at approximately 5:00p.m. on Thursday, February 26, 2015, in the
Citizens Meeting Room, Centennial Hall, 124 10th Street, Steamboat Springs, Colorado.
Planning Commission members in attendance were: Michael Buckley, Kathi Meyer, Rich
Levy, Charlie MacArthur and Jerry Burns.
Absent: Jason Lacy
Staff members present were Principal Planner Rebecca Bessey and Director of Planning
Tyler Gibbs.
________________________________________________________________
PUBLIC COMMENT ON ITEMS NOT ON THE AGENDA
None.
Original Town of SS, Alpiner Lodge, #DP-15-02
DRAFT
STAFF PRESENTATION
APPLICANT PRESENTATION
Jon Wade:
We did not prepare a formal presentation; were ready to answer any questions. Weve
worked fairly closely with Planning to arrive at this recommendation and are happy with
the recommendations. We wanted to provide affordable housing and saw it as a way to
help the resort economy through our relationship with Resort Group.
1
DRAFT
Commissioner Levy:
For staff, in the CO district its a conditional use for hotels. We have now three or four
hotels in the CO district. Do you see that as a long-term vision to start excluding them
from the CO district or having them refurbish and put commercial on the first floor?
What do you think the vision for that regulation is?
Tyler Gibbs, Director of Planning:
I cant speak to when that originated. Id have to do some research to determine what the
thought behind that was with either city staff or the city council at the time that put the
prohibition in. But wed be happy to look at that. Im not sure that its part of a long-term
vision at this point, but I cant speak to the original intent.
Commissioner Meyer confirmed that Jon Wade is the owner and Resort Group is the
tenant.
Meyer: For staff, when you looked at the conditions for calling this a dormitory, since the
lease is really to one entity, what triggers the dormitory designation? If they had been
renting to individuals on a short term, would you have had a different category or
classification?
Bessey: Hotels are defined and intended to provide temporary accommodation on a shortterm basis. We arrived at dormitory because it was really more consistent with the way
the use is operating. Regardless if they have individual leases with people for individual
rooms versus the building-wide lease to Resort Group didnt really come into play. It was
really more how the use was operating and how long folks were staying there and that its
not operating in a manner consistent with the definition of a hotel. Its not short-term; its
not temporary accommodation for guests; this is really providing a residence per say for
folks on a longer-term basis. Were not able to classify it as multiple-family dwellings
because the individual rooms dont meet the definition of a dwelling unit. So thats where
they fit best into that dormitory use where they have a common kitchen that they share
and individual sleeping rooms.
Levy: For staff, whats the circumstances if the applicant or another applicant wants to
extend these conditions? Is it a total new process? Is it completely prohibited? Is a
continuation or a new application for temporary use processed?
Bessey: The code allows for temporary uses; it allows for them as a conditional use; and
it defines temporary use as a use that is defined and intended to only exist through a
specified time period not to exceed two years. I dont think that would preclude an
applicant from coming forward and asking for another temporary use of a dormitory for
another two years. I think it would have to go through another public hearing process,
and I think at that point we would have to look really long and hard as to if we stack
multiple temporary use approvals on top of each other, havent we just created really a
permanent use or allowed for the existence of this use that wouldnt otherwise be
permitted in that zone. But I dont think it prohibits someone from asking.
DRAFT
MacArthur: Matt, would you mind reminding us from a Public Works perspective what
you would be looking for regarding the sidewalk repair since that was kind of thrown in
today?
Matt Eggen, Staff Engineer:
The code requires that any property owner adjacent to a sidewalk maintains and repairs
his or her own sidewalk. We do an annual sidewalk inspection that identifies any trip
hazards thats mainly what we look for and then deterioration, problems with the
sidewalk. We sent them a letter in 2007 and 2008. The first letter was just kind of you
need to fix it; the second letter was you have until May 29, 2009 to fix it. They still
havent complied.
MacArthur: Do we know what happened the previous five years?
Eggen: We try to do the whole city probably every three, four, five years, but we dont
inspect the entire city every year.
MacArthur: Not holding you to this, but in your opinion to come into compliance is this a
remove and replace situation, or is grinding down a trip hazard?
Eggen: It could be either. Looking at the entrance, it looks like more of a replace, but if
theres some trip hazards it could just be filling or grinding to come into compliance.
3
PUBLIC COMMENT
Mark Walker, President, Resort Group:
I just want to say that it was a large need in order to have housing for this winter for our
employees. If this wouldnt have occurred, Im not sure how the impact would be on our
guests in our units, our employees staying outside of Steamboat Springs, and the overall
impact on the visitor. We were down to the last wire, and there was an opportunity there
of a property sitting in downtown Steamboat Springs empty, and we were able to make
very good use of it partnered with Jon Wade. Its worked out very well for us thus far.
Its housekeeping that is in that building. They keep it clean. I have maintenance teams
down there on a regular basis. I drive by on a regular basis, and its amazing how low
impact it is. You rarely see anybody there. Most of my staff dont have cars. Its quiet; I
touch base with the neighbors. Its very important to us to respect the location that were
in, and weve been on that big time. I think its gone very well from our perspective, so I
hope that youre going to continue to work with the Alpiner owners because its
something we desperately need.
APPLICANT COMMENTS
DRAFT
Wade: Like I said at the start, we had an asset that just wasnt being used. This isnt a
financial positive for us to do it, but we thought it was important to have a use down there
and to help provide a resort economy. I dont know if youve seen, but rentals are tighter
than they were in 2007, so these guys probably didnt have a place to go. Mark didnt
mention it, but their previous units got pulled kind of at the last minute where these
people were going to be. So it wasnt lack of planning on their part; they were adapting to
a change in situation. I think we all wish that we had understood how the codes would be
applied a little better at the start, but I can assure you our intentions were good all along.
Rich, your question about first-level use downtown is a great question. Chris and I were
talking about this earlier, and he made the point that
Chris Paoli, Co-Owner, Alpiner:
We were talking about how the citys overall code for first-level use almost causes an
oversupply of product from a retail standpoint and almost impacts in a negative way the
retail experience and puts extra strain on our retailers because I think it becomes very
fragmented. I think it's a good part of our code that probably at some point needs to be
looked at. I think the Alpiner falls in the category of being outside the main corridor of
where people walk.
Wade: Like anything, I think we have a good code to start with, but things evolve. There
are some uses that were complicated, economic circumstances that were complicated, and
we would appreciate any judgment that you might exercise in recognizing those things in
relation to this use.
STAFF COMMENTS
Gibbs: I just wanted to mention that this is not a situation where we were ever opposed to
this use per say; we just wanted to make sure that everybody was working together to
4
make sure we understood what was occurring and make sure we were addressing any
issues that were brought up regarding the conditions and safety of the people who were
being housed there. Again, we werent opposed to this; we just wanted to make sure that
it was all being documented and everybody understood exactly how we needed to work
together to make this successful.
COMMISSIONER DELIBERATION/MOTION
MacArthur: In the broader context of things here, I dont think theres too many people
in the community that arent sitting back and applauding a free-market solution to what
we all know is a rough rental and housing market here in Steamboat especially for the
lower-wage workforce. I would applaud staff for looking through those lenses at this
project and working with the applicant to get to where they are today. I think that says a
lot about where we can go.
MOTION
Commissioner MacArthur moved to approve #DP-15-02 with revised conditions #1 and
#3.
MacArthur: I am specifically excluding Condition #2: You shall comply with all
applicable codes and regulations I think thats inherent in all approvals we give.
However, as we know, this particular application has a bigger battle ahead at city council.
For the record, it would be my hope that council would work with the applicant to at a
minimum get through the 2015 season and potentially on to the 2016 season. I dont want
our condition of approval to preclude that conversation happening.
Commissioner Burns seconded the motion.
DRAFT
DISCUSSION ON MOTION
Levy: I have to ask staff: #2, besides the conflicts that weve discussed specifically with
the fire code, do you think there are any other codes or regulations that #2 is meant to
address?
Bessey: I was referring to the building and fire code issues that were in the previous
conditions. I think Charlies motion is fine; it is inherent in our approvals that were not
exempting anyone from meeting any other codes. So I dont have any concerns with
removing that.
Meyer: Im going to be supporting the motion. I would rather see a request to approve a
temporary use than have a vacant building on Main Street. I think its very important for
as Charlie stated, we clearly have a huge need. But I would hope that the long-term
vision for this property is much bigger and will be looking forward to having those
discussions.
VOTE
Vote: 5-0
Voting for approval of motion to approve: MacArthur, Levy, Meyer, Burns and Buckley
AGENDA ITEM # 13
City Council President Bart Kounovskys Report
I talked with Roger Good and the school board would prefer meeting on Monday the
23rd at their regularly scheduled work session meeting at the district officeAgenda items from their perspective
SMyller CC Report
Emerald Mountain Partnership (EMP)
I have sat on this committee since before I was elected and it has changed names
during my tenure. During the sale EMP was set up to maintain, improve and operate at
its own expense the 586 acres of open space the city purchased in 2011. This
committee was set up prior to the purchase to improve the property into a Nordic Ski
Center - and other trail uses. During the recent Emerald Mountain Park Master Plan the
interpretation of the Conservation Easement specifically eliminated nordic ski trails, and
since then, the group hasn't got together. As they receive no funding and are tasked
with maintaining 568 acres, I think we are setting them up for failure. As I recall, this
committee funded nearly half of the master-plan that ended their own existence.
It may make sense to start the process of dismantling this committee. If you all agree to
discuss this at an upcoming council meeting - I can reach out to the group and see
where they are on this, and Staff can work through the agreements and see what it
would take to dismantle.
Scott L. Ford
City Council Report
For March 17, 2015
Monday, March 9th
Community Survey Planning Team
Four (4) companies submitted proposals to conduct the Steamboat Springs Community
Survey. Two of the companies had the key competencies that as a team we had
identified as being critical to this task. Winnie would be asking these companies followup questions specifically about their benchmarking abilities, survey methodologies and
Spanish language capabilities.
Hopefully by our Council meeting on 17th I will be able to announce what company has
been selected to conduct the community survey.
Public Comment
Current situation is that City Council provides for Public Comment at 7:00 pm or at the end of
the meeting whichever comes first. The problem is that if City Council is engaged in a discussion
at 7:00 pm, citizens expecting to address City Council have to wait. Is this a best practice?
Two Possible Solutions
1. Modify the wording currently being used regarding Public Comment to indicate that:
PUBLIC COMMENT: Public Comment will be provided at 7 p.m., or as soon after
7:00 pm at the discretion of City Council President if Council is engaged in a
discussion or at the end of the meeting, (whichever comes first).
2. Both the Planning Commission and the Parks and Recreation Commission take public
comment at the beginning of their respective meetings. Planning Commission at 5:00
pm and Parks & Rec. Commission at 5:30 pm. City Council could accept Public Comment
as the first item of business at 5:00 pm. This would follow the same practice of both of
commissions. It removes any ambiguity as to when Public Comment would occur.
In the interest of citizens waiting to address City Council which of the two options would be
the most considerate to them and their time?
Sonja Macys
Council Report
March 12. 2015
Kudos:
Kudos go to the downtown business establishment Kali. They had the best sales in July 2014 that
they have ever had since opening in 1995!
Kudos go to STEAMBOAT DANCE THEATER. What an amazing show!
FOR DISCUSSION:
Free Concert
Despite the fact that the motion did not pass to give money to the Free Concert Series over and
above the allocation recommended by the Arts Coalition, I believe Council Members see the
value in this program. Have we ever considered a "tax free" day/series? Id like an update on
this. I can only assume the Free Concert Series pays the City sales taxes on the alcohol sold at
the event. What if they could simply keep those taxes for an event, or even the series? Has there
been any additional movement on this issue?
Transit
I would like to request that we place a discussion about transit on the agenda for a meeting not
later than May 2015. The intent of this would be to initiate the discussion well in advance of the
budget hearing. From my perspective, the 2014-15 changes to transit got buried in the budget
hearing. I think the public would appreciate more opportunity to weigh in on the issue and transit
staff need more certainty as to how to staff for 2015-16.
Legislation to Watch (summaries from CML)
SB 15-014, Marijuana: Medical Marijuana Regulation
This bill makes several changes intended to limit abuse of the medical marijuana system in
Colorado by addressing shortcomings that open the door to such abuse. It would place greater
structure in the process medical marijuana recommendations for patients by physicians for those
claiming to suffer from severe pain. Most notable is the requirement for all primary caregivers to
register with the state health agency and Marijuana Enforcement Division (MED) that includes
penalties for failure to register. It also allows limited information sharing between MED and
CDPHE to ensure that a medical marijuana patient has only one caregiver and is not using a
primary caregiver and a medical marijuana center. This bill came from the Marijuana Revenue
Interim Committee, of which CML staff was a member. Support.
SB 15-079, Affordable Housing: Document Recording Fee.
SB 15-079 creates a document recording fee of $2 at the county level. The county clerk may
keep $1 for costs incurred and requires the clerk to transmit the other $1 collected to the state
treasurer to credit to the statewide affordable housing investment fund. The bill is estimated to
bring in $1 million for the Statewide Affordable Housing Trust Fund annually. CML supports
state financial support for the Division of Housing's loan and grant program for low- and
moderate-income housing. Support.
SB15-135 is still moving through the legislature. That is related to County representation
on urban renewal authorities.
I have been tracking the Littleton special election regarding urban renewal. The vote
came down the night of our last meeting (3.3.15) and here is an article that summarizes it.
http://www.denverpost.com/news/ci_27639183/littleton-voters-pass-measure-restricting-citysurban-renewal
Here are the first two paragraphs:
Littleton will need to go to the voters before employing commonly used urban renewal
tactics, like tax increment financing or eminent domain, according to special election
results released late Tuesday.
The city in Denver's southern suburbs became the first Colorado community to place
such constraints on a local government's ability to use the state-sanctioned economic
development tools.
HAPPY ST. PATRICKS DAY!!!
A.
ROLL CALL
B.
PROCLAMATIONS
1.
2.
Child Abuse Prevention Month.
_________________________________________________________________
C.
D.
CONSENT
CALENDAR:
MOTIONS,
ORDINANCES FIRST READINGS
RESOLUTIONS
AND
ITEMS ON THE CONSENT CALENDAR GENERALLY REQUIRE LITTLE COUNCIL DELIBERATION AND
MAY BE APPROVED WITH A SINGLE MOTION. ANY MEMBER OF THE COUNCIL OR THE PUBLIC
MAY WITHDRAW ANY ITEM FROM THE CONSENT CALENDAR FOR FURTHER DISCUSSION AT ANY
TIME PRIOR TO APPROVAL.
4.
E.
F.
5.
6.
G.
PARKS AND RECREATION COMMISSION REPORT
________________________________________________________________________
H.
I.
7.
J.
PROJECT:
PETITION:
LOCATION:
APPLICANT:
PLANNING COMMISSION VOTE:
K.
REPORTS
9.
City Council
10.
Reports
a.
Agenda Review (Franklin):
1.) Regular Meeting April 28, 2015.
2.) Regular Meeting May 5, 2015.
11.
Staff Reports
a.
City Attorneys Update/Report. (Lettunich)
b.
City Managers Report: Ongoing Projects. (Hinsvark)
L.
OLD BUSINESS
12.
M.
Minutes (Franklin)
a. Regular Meeting 2015-04, February 24, 2015.
b. Regular Meeting 2015-05, March 3, 2015.
c. Regular Meeting 2015-06, March 17, 2015.
ADJOURNMENT
BY:
A.
ROLL CALL
B.
PROCLAMATIONS
_________________________________________________________________
C.
D.
CONSENT
CALENDAR:
MOTIONS,
ORDINANCES FIRST READINGS
RESOLUTIONS
AND
ITEMS ON THE CONSENT CALENDAR GENERALLY REQUIRE LITTLE COUNCIL DELIBERATION AND
MAY BE APPROVED WITH A SINGLE MOTION. ANY MEMBER OF THE COUNCIL OR THE PUBLIC
MAY WITHDRAW ANY ITEM FROM THE CONSENT CALENDAR FOR FURTHER DISCUSSION AT ANY
TIME PRIOR TO APPROVAL.
E.
1.
2.
F.
3.
4.
G.
PARKS AND RECREATION COMMISSION REPORT
________________________________________________________________________
H.
I.
5.
PROJECT:
PEITION:
LOCATION:
APPLICANT:
PLANNING COMISSION VOTE:
____________________________________________________
J.
K.
REPORTS
7.
City Council
8.
Reports
a.
Agenda Review (Franklin):
1.)
Regular meeting May 5, 2015.
2.)
9.
L.
Staff Reports
a.
City Attorneys Update/Report. (Lettunich)
b.
City Managers Report: Ongoing Projects. (Hinsvark)
ADJOURNMENT
BY:
STAFF REPORTS:
a) City Attorneys Update/Report. The above is a discussion item
b) City Managers Report: Ongoing Projects. Report to follow this page
At the February 24 Council meeting, staff were asked to identify a target on-time percentage for our transit
operations and to use comparative transit systems for that target. Specifically, we were asked to check with
RAFTA about their on-time percentage. The following is a response from Transit Manager, Jonathan Flint:
SST tracks the reasons that there are fluctuations to the schedule. The two primary ones are weather/road
and passenger volume. This year in particular, one can mirror the on time performance to the days it
snowed.
What is a good target? The quick answer is 100% of the time, but having studied it, I would argue against
that. In a very controlled operation, such as heavy rail, the dispatcher controls speed and dwell time, and
there are few factors that can impede the progress of the train. They should operate near 100% on time.
We operate in an uncontrolled environment. We must contend with passenger volume, traffic, weather and
construction. To achieve 100% or close, we would have to adopt one of two options. In the Swiss model,
they stage buses and drivers throughout the system that enables them to put a reserve bus into service
when the main is delayed. The result is a system that does not require a Swiss watch, as it is always on
time. However, the system is very expensive. The other alternative is to build dwell time into sections of the
route that enable a late bus to catch up. If so much dwell time is built in to support the highest levels of
volume, traffic and conditions, on a normal day, the trip would take so long that the public would most likely
select a timelier alternative.
I would recommend aiming for 80-90% on time performance. Although we achieve close to this much of the
time, we have encountered very few snow days and a 12% reduction in overall volume. If this was a
normal year, I would anticipate that we would be operating between 50-70% on time. I think this would be
determined to be unacceptable. I would also assert that the 12% reduction is primarily made up of choice
transit users that now use a different mode.
There are so many variables in route development, environment and volume that a comparison with other
systems is not especially helpful. A target should be established that is based on local expectations, then
year over year consistency should be measured. We can do this with the GPS system and look forward to
using it to measure performance and develop scheduling.
While Jonathan does mention that he isnt sold on comparisons for our transit system, he has done some
research in that area and finds that in Greeley/Evans they were running 75% on time, 15% ahead of
schedule and 10% behind schedule. After re-educating drivers about not running ahead of schedule, they
are now running 88% on time, 5% ahead of schedule and 7% behind schedule. They use 8 minutes as the
demarcation line between on time and late.
RAFTA responded as follows: On-time for RAFTA means 3 minutes late or less. Our experience for the
longer-haul commuter service is similar to yours. What we have noticed is that we have times of day when
things run closer to on-time and others when they dont. Weather is always a factor. The MV-Aspen City
route is 84.92% on time, Snowmass to Aspen is 71.61% on time, BRT is 62.49% on time.
Our performance stats (and we use a 4 minute late or less criteria for on-time) for last week were:
o 03/04/2015
73% on time
25% late
o 03/05/2015
81% on time
18% late
o 03/06/2015
68% on time
31% late
o 03/07/2015
76% on time
23% late
o 03/08/2015
88% on time
11% late
o 03/09/2015
75% on time
23% late
o 03/10/2015
78% on time
21% late
Council has requested information on subject matter experts who could facilitate the newly formed Police
Station Committee. Jim McClaren is the principal of an architectural firm that specializes in the planning and
design of civic and laboratory architecture. The firms emphasis is design for law enforcement, justice, civic,
bio-safety and the forensic sciences. The firms work includes over 300 police facilities and crime labs in 42
states. We have been working with Mr. McClaren as the advising architect on the Steamboat Springs Police
Station design for the last two years and he has indicated he will make himself available to this committee.
Additionally, we reached out to ICMAs public safety expert, Leonard Matarese. Mr. Matarese has served as
a Police Officer, Deputy Sheriff, Public Safety Officer (fire/police), Director of Public Safety, Chief of Police,
City Manager and the Commissioner of Human Resources. He has worked in ICMAs Center for Public
Safety Management since 2007. He has indicated that he would be pleased to assist the Committee.
Bios for both men follow. Staff recommends offering the service of both experts to the Committee.
Mr. Matarese has authored numerous publications, including the landmark work, Forecasting the
Outcome of Police/Fire Consolidations, an ICMA publication. He was a member of the advisory
task force for the ICMA's 50th Anniversary Edition of Local Government Police Management
and was a member of the Advisory Board for the groundbreaking ICMA/National Institute of
Justice, Project on Community Oriented Policing. He is currently editing an ICMA publication
on selecting police and fire chiefs and is a Steering Committee Member of the Department of
Justice, Law Enforcement Leadership Initiative and has been a member of numerous committees
for the Department of Justice, including the Advisory Committee for the Department of Justice,
IACP/COPS Linking Law Enforcement Internal Affairs Practices and Community Trust
Building project, the Law Enforcement Leadership Initiative, The Officer Safety and Wellness
Group and the LEOPRD Project.
Then Chief Matarese led a team of 45 police officers from South Florida to assist the NYPD in
the aftermath of the 9-11 attacks. His account of that experience has been published in several
newspapers. He holds a Bachelor of Arts degree from Rutgers University and a Masters in Public
Administration from Florida Atlantic University. He has served as an Adjunct Faculty Member
in two universities and has been elected to several national honor societies. He holds the
Credentialed Manager designation from the ICMA and the Certified Professional designation
from the International Public Management Association - Human Resources.
The Routt County Humane Society (RCHS) and City Staff are close to completing the transition of operational
responsibility of the City of Steamboat Springs Animal Shelter from the City to RCHS. Several details are still
being worked out in the management agreement, but we are still aiming for an early May transition to RCHS.
This transition will result in the City maintaining responsibility for the building and the mechanical systems
while RCHS will maintain the property and be responsible fo rthe interior/exterior areas associated with their
operations. When RCHS commences operation of the shelter and for as long as they operate it, they wish to
rename it the Routt County Humane Society Animal Shelter. Does this meet with Councils approval?
GOALS UPDATES
1. Sustainability
The Cen$ible Energy program that Council funded is in place and being operated by the Sustainability
Council. We have also paid our dues into the STAR City program and are working out a plan of action.
2. Council Communications
In alliance with the Citys mission and Councils goals and policies, we have added a section to the amended
Council Communication form to tie, whenever possible, the agenda item to a mission, goal or policy.
GENERAL INFORMATION
1. Accolades
Cathy Glynn writes to the Ice Arena staff: Thank you for a great weekend of hockey! All went very
smoothly and Steve, Mike and Rob were all great. Howelsen Ice Arena is a fantastic facility and we are so
very proud to host a division of the CDYHL playoffs. Go Dmitry and gang!
The Citys co-ed pentathlon team won its division! You did us proud Joel Rae, Mel Stewart, Kelly Heaney
and Chuck Cerasoli! And thanks much to math teacher, Ben Barbier, who stood in for Kyrill Kretzchmar
when he became ill and could not participate.
2. Human Resources
We have 3 open positions in the Police Patrol division, three open bus driver positions and two open
equipment operator positions. We have a new Community Service Officer, Brady Suppeland and our new
GIS Technician, Jason Blair, will start on April 13. Interviews are scheduled for the Ice Arena Crew Leader
and Planning Technician. We are currently advertising for the Community Development Engineer, Airport
Manager, Golf Course Mechanic (Dave Morter is retiring) and a Fleet Mechanic.
3. GIS
Colorado Northwest Broadband has asked the City GIS to map all fiber in the ground in Routt County. The
members of CNB now have access to a secure City GIS map to input data related to each organization into
one site. This online map will prove valuable for collaboration among the groups.
4. Teens!
On Friday, March 20, the Steamboat Springs Teen Council and Teen Programs will be hosting a High
School event: Nothing but Nerf Wars Capture the Flag this event will be at SSHS from 9-11pm.
5. Clean up
The City is collaborating with the County for its annual clean-up day. It will be on Saturday, May 15 and we
are looking for volunteers as well as prizes for our participants.
6. Fire/EMS Activities
Call volume continues to be greater than 2014 February is 12.6% higher mostly in EMS calls. There have
been 5 cardiac arrest calls since January 1, two of which resulted in the successful resuscitation of the
victims. We say goodbye to Bobby Davis, formerly a full time member of the force and most recently a part
time member he has now retired from the SSFR. Our team remains active in their training with 15 of them
receiving various training certificates in February.
Officer Devon Krebs, from Mapleton, Utah began working Monday, March 9 Welcome to Officer Krebs and
his family which includes his wife and three children.
8. Shuttle Loading/Unloading
Captain Jerry Stabile and Chief Joel Rae met with Larry Mashaw and representatives from numerous
resorts to discuss Yampa Street shuttle concerns. They skillfully worked to resolve some of the issues by
adding three shuttle drop-off/pick-up points:
o The loading/Unloading Zone on the South Side of Yampa at 7th St.
o The lower parking lot at the Police Station.
o The City lot between Backdoor Sports and the Search and Rescue Building.
9. City Website
The City web site received 12,522 views last month with the most frequently used search word being: bus
followed closely by transit and then bus schedule.
You have probably seen a busy Streets division out cleaning the Lincoln Avenue sidewalks this past week.
They are using non-potable water and cleaning in advance of the upcoming Sidewalk Sale scheduled for
March 20-22. This years operations will be a little different. They will be testing a new Inlet Protection Filter
in the catch basins. Instead of cleaning debris from the catch basins, this filter will catch all the debris as
well as any sediment flowing to the stormwater system. Then the filters and the sediment caught in them
will be removed and disposed. If successful, we will look at expanding the use of these filters across the
City.
Chris Coles last day is Friday, March 27. Chuck Anderson will lead a team of City and Aviation enthusiasts
in the hiring of Chris replacement.
12. Finance
Finance completed the upgrade and integration of the Court Management module into the general ledger
system which will create efficiencies in our current processes.