Town Board of Trustees Tuesday, August 8, 2017 Public Meeting Room / Eagle Town Hall 200 Broadway Eagle, CO This agenda and the meetings can be viewed at www.Townofeagle.org. Meetings are also aired online at https://vimeo.com/channels/Townofeagle/. Times listed are approximate and are subject to change.

6:00 PM – REGULAR MEETING CALLED to ORDER

PUBLIC COMMENT - Citizens are invited to comment on any item not on the Agenda subject to a public hearing. Please limit your comments to five (5) minutes per person per topic, unless arrangements have been made for a presentation with the Town Clerk.

PRESENTATION (15 minutes) 1. Nathan Lehnert, Eagle County Animal Control – Funding and Service Increases 2. Michael Wall, Sylvan Lake State Park – Sylvan Lake State Park Management Plan

CONSENT AGENDA Consent agenda items are routine Town business, items which have received clear direction previously from the board, final land use file documents after the public hearing has been closed, or which do not require board deliberation. (5 Minutes) 1. Minutes –July 25, 2017 2. Payroll and Bill Paying July 2017

ACTING TOWN MANAGER, ATTORNEY AND STAFF UPDATES (90 minutes) 1. Acting Town Manager a. Introduction - Russ Thrasher, Building Official b. Staff Updates c. Outdoor Event Noise Complaints i. *Optional* Executive Session to hold a conference with the Town’s attorney to receive legal advice on specific legal questions, pursuant to CRS §24-6-402(4)(b). d. Strategic Plan Update 2. River Park Update, Colleen Kaneda NV5 3. Recruitment Advisor Hiring Committee a. Finalists Discussion and Selection SGR Bill Efting GovHR 4. Department Staff Reports 5. Town Attorney

NEW BUSINESS (30 Minutes) 1. License Authority - Sweet Leaf Pioneer Renewal of Medical Marijuana Center License and Medical Marijuana Center Cultivation/Optional Premises (Staff report recommending approval)

Page 1 of 241

LAND USE (25 minutes) Project: Commercial General Zone District Text Amendment File #: LURA17-04 Applicant: Town of Eagle Location: All CG properties in the Town of Eagle Staff Contact: Morgan Landers, Assistant Town Planner Request: Add “Kennels” as a Special Use in the Commercial General Zone District

2. Project: Wanderlust Dog Ranch Special Use Permit & Development Review File #: SU17-05 & DR17-03 Applicant: Jason Hershman Location: 11 Eagle Park East Drive Staff Contact: Morgan Landers, Assistant Town Planner Request: Special Use Permit for Kennel in Commercial General Zone District and Minor Development Permit for Expansion of Commercial Space to Add Overnight Accommodations for Dogs at Current Dog Daycare Facility

OLD BUSINESS (15 Minutes) 1. Coordinated Election with Eagle County, November 7, 2017 a. Draft Resolution Municipal Excise Tax on retail Marijuana Cultivation Sales – Ed Sands b. Draft Resolution Opt Out of SB 05-152 (Broadband) – Ed Sands c. IGA with Eagle County Coordinated Election (Due August 25th)

BOARD DISCUSSION and FUTURE AGENDA ITEMS (15 Minutes) 1. Mayor’s Update a. Sister City Concept b. Proposed Worksession for August

CORRESPONDENCE 1. Vail Valley Partnership 2017 Economic Development Memo 2. Vail Valley Partnership MyPartner Career Network 3. Vail Valley Partnership 2017 Workforce Survey Report

ADJOURN (9:00 P.M.)

I hereby certify that the above Notice of Meeting was posted by me in the designated location at least 24 hours prior to said meeting.

______Jenny Rakow, CMC Town Clerk

2 | Page Page 2 of 241 Page 3 of 241

TOWN OF EAGLE BOARD MEETING August 8, 2017 Eagle County Animal Shelter & Services has been approved by the Board of County Commissioners to hire two officers and one part time kennel tech before the end of this year. We are requesting increases to the Town of Eagle’s Contract over the next three years until you are paying an equal share of the Field Services Costs by 2020 according to population. By 2020 county will be paying approximately 50% of Field Services costs plus the remaining cost for our department. The total will come to approximately 68% of the total budget or $605,000 depending on income made through fees and fines collected.

- Breakdown of Costs - County staff considered many methodologies to determine how to allocate Field Services’ costs in an equitable manner. It was determined that town population provided the best proxy.

TOWN OF EAGLE - COUNTY - AGENCY SHARED 2017 Town of Eagle Cost $21,600 / 2017 Cost for ECAS is $657,000 = 3.3%

CALCULATION = TOWN POPULATION / COUNTY POPULATION x FIELD SERVICES ESTIMATED BUDGET Town of Eagle Population / County Population = 12.4% Field Services Cost = $510,000 x 12.4% = $63,240

2018 = $35,480 / 2019 = $49,360 / 2020 = $63,240

- Expected Field Service Increases - Staffing from 8 hour days to 10-12 hour days Increased response to after-hours calls Improved documentation and reporting Quicker response during daytime hours Safer community

- Other Options - Contract for sheltering only $25,000

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MINUTES Town Board of Trustees Tuesday, July 25, 2017 6:00 P.M.

Public Meeting Room / Eagle Town Hall 200 Broadway, Eagle, CO This agenda and the meetings can be viewed at www.townofEagle.org. Meetings are also aired online at https://vimeo.com/channels/townofEagle/. The following is a condensed version of the proceedings as written by Jenny Rakow.

TRUSTEES PRESENT STAFF Anne McKibbin, Mayor Ed Sands, Town Attorney Andy Jessen Tom Boni, Acting Town Manager Matt Solomon Morgan Landers, Assistant Planner Kevin Brubeck Lynette Horan, Human Resources Manager Scott Turnipseed Jenny Rakow, Town Clerk Paul Witt Dusty Walls, Public Works Director Mikel “Pappy” Kerst Frederick Tobias, Town Engineer Vern Brock, Interim Engineer Jeremy Gross, Special Event Coordinator Joey Staufer, Chief of Police Ryan Loebach Caroline Bradford Colleen Kaneda, NV5

6:00 PM – REGULAR MEETING CALLED to ORDER

PUBLIC COMMENT - Citizens are invited to comment on any item not on the Agenda subject to a public hearing. Please limit your comments to five (5) minutes per person per topic, unless arrangements have been made for a presentation with the Town Clerk.

Kym Rock, Fight Like a Girl and managers from 7 Hermits and Brush Creek Saloon requested to hold an event at the Brush Creek Pavilion for a fundraiser and community get together. The request is to waive the fees to use the facility for this event.

Board agreed to waive the facility fees for this event.

CONSENT AGENDA Consent agenda items are routine Town business, items which have received clear direction previously from the board, final land use file documents after the public hearing has been closed, or which do not require board deliberation.

Page 5 of 241 Minutes – July 11, 2017 and July 17, 2017

MOTION: Trustee Witt motioned to approve the consent agenda. Motion was seconded and PASSED unanimously. (Trustee Kerst abstained from approval of Minutes from July 11th)

ACTING TOWN MANAGER, ATTORNEY AND STAFF UPDATES Tom Boni announced the following new staff: Jess Klahr and Joshua Sanders in our Police Department, Debbie Fibkins our new administrative assistant in Public Works and Russell Thrasher our new Building Official.

Tom Boni updated the board on “Share the Road” signs that will be placed on Brush Creek Road by Eagle County.

First and Second Quarter Budget to Actual Report, Jill Ewing Finance Director. Jill gave overview of staff report and financials included in the Board packet. Board requested that financial information continue on the quarterly schedule proposed.

Special Events Recap, Jeremy Gross Special Events Coordinator. Jeremy provided the board event recap and preliminary budget information.

Town Attorney no update.

NEW BUSINESS Audit Report, Roger Maggard, Hays, Maggard & Hood, P.C. Roger provided the Board with audit overview and recommendations. There were no issues or concerns and Mr. Maggard requested motion to approve the audit as presented.

Trustee Turnipseed inquired about recording of open space assets.

MOTION: Trustee Brubeck motioned to accept the 2017 Audit as presented by Hays, Maggard & Hood, P.C. Motion was seconded and PASSED unanimously. Water Plant Investment Fee Increase Proposal (Tap Fees), Tom Boni Acting Town Manager and Town Staff.

Tom Boni presented this item and provided update of public comments received. The staff recommendation was to increase tap fees to $12,256 with a 3% annual increase thereafter, proposed adoption at the August 8th board meeting with the fees due at building permit application. Additional discussion options related to pre-payment, the increase of construction and building code costs and its affect on affordability, non-potable irrigation systems and potential for discounts on tap fees, adjustments to EQR table of equivalents to review, balance and incentivize density and water conservation.

Since the initial tap fee and rate study was prepared by SGM, the Town has received additional and significant deposits into the water fund. Discussion regarding the need to recalculate the fee study based on current numbers. In addition, there was a desire to reconsider wholesale fixed assets and value of water rights for the purposes of calculating replacement costs and effect on proposed rates.

Of note was the tap fees are not factored into the repayment of the loan we are seeking to finance the new plant. While tap fee revenues can be used to pay towards the loan, it is not a reliable revenue stream.

Mayor McKibbin opened this item for public comment.

July 25, 2017 Town Board Meeting 2 | P a g e Page 6 of 241 Brad Hagedorn Eagle. EQR rate and schedule are different but currently there is no gradation between small units and single family homes. This would have major impacts.

Eric Eves Creekside Development and builder in Eagle. Requested the Board consider a sliding scale for EQRs and credit for non-potable systems. Keep the momentum.

Bruce Hagedorn. Sliding scale for EQRs would encourage and incentivize affordable housing.

Mick Daly. Broad business perspective we feel the same regarding what has been said regarding incentivizing.

Mayor McKibbin closed public comment.

Town Board discussed increased rates and effect on affordability and the desire to review EQR table for modifications and scaling. Also discussed was including how to incentivize conservation and finding a way to implement less dramatic fee increases. Reworking the rate study with new financial information and additional analysis of replacement cost of infrastructure and valuation of water rights. Review of developer paid town assets also needs consideration when calculating valuation.

Board agreed they are most interested in further discussion on Option 2 process with a phased 5-year increase and requested this new information at the August 22, 2017 Town Board meeting.

Proclamation 2017-03 National Night Out – Chief Staufer provided his support for this proclamation and the event being hosted in Eagle this year on August 1st at the Brush Creek Pavilion.

Mayor McKibbin read the Proclamation into the record.

Elam Paving Contract, Dusty Walls Public Works Director. Dusty stated the Town received two bids, Elam was lowest.

MOTION: Trustee Turnipseed motioned to approve the Elam Paving Contract in the amount of $366,285.00 and directed the Mayor to sign it. Motion was seconded and PASSED unanimously.

Mayor McKibbin called a five-minute break (8:02 p.m.)

LAND USE Project: Highway Six Annexation – Devolution File #: AN1-02 Applicant: Town of Eagle Location: Highway Six Staff Contact: Tom Boni Town Planner Request: Approval

Tom provided overview of the annexation and noted we have been working on this acquisition for almost a year.

Board comments were to investigate creating an IGA with the Town of Gypsum for snow plowing.

Ed Sands also noted that we need to rename the road from Highway Six.

Resolution 42-2017 A Resolution Concerning the Annexation of Certain Property Mapped as The Highway 6 (A) Annexation to The Town of Eagle, Colorado. July 25, 2017 Town Board Meeting 3 | P a g e Page 7 of 241

MOTION: Trustee Jessen motioned to approve Resolution 42-2017. Motion was seconded and PASSED unanimously. Resolution 43-2017 A Resolution Concerning the Annexation of Certain Property Mapped as The Highway 6 (B) Annexation to The Town of Eagle, Colorado.

MOTION: Trustee Jessen motioned to approve Resolution 43-2017. Motion was seconded and PASSED unanimously. Resolution 44-2017 A Resolution Concerning the Annexation of Certain Property Mapped as The Highway 6 (C) Annexation to The Town of Eagle, Colorado.

MOTION: Trustee Jessen motioned to approve Resolution 44-2017. Motion was seconded and PASSED unanimously. Resolution 45-2017 A Resolution Concerning the Annexation of Certain Property Mapped as The Highway 6 (D) Annexation to The Town of Eagle, Colorado.

MOTION: Trustee Jessen motioned to approve Resolution 45-2017. Motion was seconded and PASSED unanimously. Ordinance 18-2017 An Ordinance of The Town of Eagle, Colorado, Annexing Certain Territory to Be Known as The Highway 6 (A) Annexation to The Town of Eagle, Colorado.

MOTION: Trustee Jessen motioned to approve Ordinance 18-2017. Motion was seconded and PASSED unanimously. Ordinance 19-2017 An Ordinance of The Town of Eagle, Colorado, Annexing Certain Territory to Be Known as The Highway 6 (B) Annexation to The Town of Eagle, Colorado.

MOTION: Trustee Jessen motioned to approve Ordinance 19-2017. Motion was seconded and PASSED unanimously. Ordinance 20-2017 An Ordinance of The Town of Eagle, Colorado, Annexing Certain Territory to Be Known as The Highway 6 (C) Annexation to The Town of Eagle, Colorado.

MOTION: Trustee Jessen motioned to approve Ordinance 20-2017. Motion was seconded and PASSED unanimously. Ordinance 21-2017 An Ordinance of The Town of Eagle, Colorado, Annexing Certain Territory to Be Known as The Highway 6 (D) Annexation to The Town of Eagle, Colorado.

MOTION: Trustee Jessen motioned to approve Ordinance 21-2017. Motion was seconded and PASSED unanimously.

Project: Eagle River Park Special Use Permit & Development Review File #: SU17-04 & DR17-03 Eagle River Park Applicant: Town of Eagle Location: Fairgrounds Rd (Eastern Fairgrounds Parking Area) Staff Contact: Tom Boni Town Planner and Morgan Landers Assistant Town Planner Request: Special Use Permit to Construct Public Park Structures and Underground Utilities Within the 50’ Live Stream Setback. Major Development Permit for Construction of Pavilion Structure with Restrooms and Utility Extensions at the Eagle River Park.

Pedro Campos provided an overview and review of the park structures, utilities, pavilion, restrooms and design.

Tom Boni provided the board with the Certificate of Recommendation for approval of file #s SU17-04 and DR17-03 pursuant to the following: July 25, 2017 Town Board Meeting 4 | P a g e Page 8 of 241

STANDARDS FOR A SPECIAL USE PERMIT

Listed below are the findings required by Section 4.05.010 of the Land Use and Development Code for approval of a Special Use Permit:

1. The proposed use is consistent with the provisions of this Chapter and with the Town’s goals, policies and plans, and

2. The proposed use is compatible with existing and allowed uses surrounding or affected by the proposed use, and

3. Street improvements adequate to accommodate traffic volumes generated by the proposed use and provision of safe, convenient access to the use and adequate parking are either in place or will be constructed in conjunction with the proposed use, as approved by the Town, and

COMPLIANCE WITH THE LAND USE & DEVELOPMENT CODE

Staff believes the issuance of a Special Use Permit for park structures and utilities within the 50-foot stream setback is meets the above referenced standards.

1. The proposed use is consistent with the Town’s goals, policies and plans. The recently approved Eagle River Corridor Plan provided for a whitewater park in this location on the Future Land Use map for the Riverside Mixed Use Area. As a whitewater park with the adjacent property planed as an upland park, improvements within the 50-foot stream setback was anticipated by this plan.

2. As mentioned earlier the Special Use Permit is for the construction of park structures and utilities within the 50-foot stream setback. These structures are compatible with the surrounding Eagle River Park to be constructed and are generally compatible with the Rural Residential Zone District to the south and the Eagle County Fairground and Chambers park to the west and east respectively and complies with the land use direction provided in the Eagle River Corridor Plan.

3. Adequate vehicular access to this property is provided from Fairgrounds Road. The parking lot is double loaded with approximately 100 standard parking spaces. This is more than adequate to accommodate needs of the Eagle River Park. This area has historically been used by Eagle County for Fair and Rodeo Parking for contestants. In working with Eagle County, we have committed to provide a flexible event space along the south side of the parking lot to accommodate pick-up trucks with horse trailers.

Access to this parking area will be reorganized on its west side to better accommodate both access to the Exhibit Hall and this parking area. A new easterly connection to Fairgrounds is proposed. This connection has been designed to accommodate tractor trailers. WE have worked with CDOT to allow this parking lot to be used for tractor trailers during incident management on I-70 from November through march. (Vail Pass Closure etc.)

DEVELOPMENT PERMIT REQUIREMENTS

The general Requirements for a Development Permit as described in Section 4.06 of the Land Use and Development Code are:

July 25, 2017 Town Board Meeting 5 | P a g e Page 9 of 241 1. Compliance with the Town’s regulations, goals, policies and plans.

2. Any adverse impacts resulting from the proposed development are reasonably and adequately mitigated to minimize such impact.

COMPLIANCE WITH MAJOR DEVELOPMENT PERMIT REQUIREMENTS

Staff believes that this application in compliance with the Town’s Land Use and Development Code, as well as the 2010 Eagle Area Community Plan.

The application complies with the dimensional standards for a Resource Zone District. These includes front, side and rear yard setbacks, floor area, building height and lot coverage requirements. This structure also complies with Chapter 6 of the Eagle Area Community Plan that encourages the creation of unique and special destinations that are memorable. Staff believes that this design achieves this objective.

The size of this structure is appropriate for its location within the park. Storm water measures have been incorporated to ensure that it is not discharged directly in the Eagle River. Adequate access and pedestrian access is provided. Access is ADA compliant.

Adverse impacts are reasonable and adequately mitigated to minimize impact.

PLANNING COMMISSION AND STAFF RECOMMENDATION

Recommend approval of the Special Use Permit based on compliance with standards 1 thru 3 with condition that plans be revised to address comments by the Town Engineer.

Recommend approval of Development Permit based on compliance with standards 1 and 2 with condition that plans be revised to address comments by the Town Engineer.

Mayor McKibbin opened this item for public comment. There was no public comment.

Resolution 46-2017 A Resolution of The Board of Trustees of The Town of Eagle, Colorado, Granting A Special Use Permit for Structures and Utilities Located Within the Fifty Foot (50’) Wide Stream Setback on Fairgrounds Road, County of Eagle, State of Colorado

MOTION: Trustee Jessen motioned to approve Resolution 46-2017. Motion was seconded and PASSED unanimously. Resolution 47-2017 A Resolution of The Board of Trustees Town of Eagle, Colorado Approving a Development Plan for The Construction of Bathroom Facilities and Park Pavilion Located Within Eagle River Park on Fairgrounds Road Within the Town of Eagle and Authorizing the Issuance of a Major Development Permit for Said Property.

MOTION: Trustee Jessen motioned to approve Resolution 47-2017. Motion was seconded and PASSED unanimously.

OLD BUSINESS Hardscrabble Ranch Trail Easement and Restrictive Covenant Agreements, Tom Boni Acting Town Manager. Tom Boni updated the board on a change to paragraph H made by the Town water attorney Mary Elizabeth Geiger, it allows for reimbursement to the Town for cost of surveys and administrative work in the amount of $300.00.

July 25, 2017 Town Board Meeting 6 | P a g e Page 10 of 241 MOTION: Trustee Turnipseed motioned to direct the Mayor to sign both the Hardscrabble Ranch Trail Easement and Restrictive Covenant Agreements. Motion was seconded and PASSED unanimously.

BOARD DISCUSSION and FUTURE AGENDA ITEMS Mayor’s Update

Marijuana Excise Tax – would like to include language for Town of Eagle for the November ballot. Draft language should be prepared and ready for review at the August 8, 2017 Town Board meeting.

SB152 Ballot Issue – confirming interest from Town Board for participation in the November coordinated election with Eagle County.

Short Term Rentals – brief discussion on tackling this issue. Staff noted that we do have provisions on short term rentals and they are only allowed where lodging is permitted, i.e. Eagle Ranch and Central Business District. Ed Sands noted this can be a controversial topic. Further discussion will take place at a future time.

Climate Action Plan – will be inviting sustainability coordinator from Eagle County to speak on actionable goals. Board recommendation was to include cost benefit analysis in presentation.

New Postmaster for Eagle – Anne attended his ceremony.

Anne Davenport has proposed a sister city arrangement with Olmue Chile. Will work with Chamber and see if this is viable.

MOTION: Mayor McKibbin motioned to enter into Executive Session pursuant to CRS §24-6-402(4)(f) to consider personnel matters as it relates to the Acting Town Manager position. Motion was seconded and PASSED unanimously.

MOTION: Trustee Solomon motioned to adjourn from Executive Session and resume the regular meeting. Motion was seconded and PASSED unanimously.

MOTION: Trustee Witt motioned to direct the Mayor to sign the memo with Tom Boni outlining the Acting Town Manager position and scope assuming there are no substantive changes. Motion was seconded and PASSED unanimously.

Discussion to Initiate Town Manager Search

Board discussed options and strategy for moving forward with permanent Town Manager search.

Lynette will draft and post an RFP for assistance/ advisor in moving forward to find a Town Manager that is the best fit the for the Town and in pursuing an effective managerial search. Plan is to review RFP submissions at the August 8th Town Board meeting.

ADJOURN (10:11 p.m.)

______Date Anne McKibbin, Mayor

______Jenny Rakow, CMC Town Clerk

July 25, 2017 Town Board Meeting 7 | P a g e Page 11 of 241 TOWN OF EAGLE PAYROLL - JULY 2017

TITLE GROSS AMOUNT

Administrative Assistant $ 1,669.48 1,690.35

Town Planner 3,096.71 3,599.93

Open Space Coordinator 1,621.63 1,621.64

Finance Director 3,399.28 3,399.28

Town Clerk 2,382.53 2,382.53

Assistant Planner 2,307.70 2,307.70

Special Events Coordinator 2,096.15 2,096.16

Human Resources 2,769.23 2,769.23

Open Space Assistant 364.00 742.00

Administrative Assistant Planning 1,560.01 1,560.01

Town Board Trustee 400.00

Town Board Trustee 250.00

Town Board Trustee 250.00

Town Board Trustee 250.00

Town Board Trustee 250.00

Town Board Trustee $ 250.00

Page 12 of 241 Town Board Trustee $ 250.00

Planning Commission 100.00

Planning Commission 100.00

Planning Commission 100.00

Planning Commission 100.00

Planning Commission 100.00

Planning Commission 100.00

Planning Commission 100.00

Planning Commission 100.00

Shop Crew Leader 2,499.41 2,499.41

Administrative Technician 2,064.81 1,938.78

Maintenance Worker 2,163.05 2,300.48

Maintenance Worker 2,323.14 2,445.98

Public Works Inspector 2,944.14 2,411.54

Streets 2,801.30 2,801.30

Admistrative Assistant 166.80 1,062.54 1,668.04

Streets 1,809.86 1,990.86

Streets 1,680.96 $ 1,712.48

Page 13 of 241 Engineer $ 3,615.39 3,615.39

Public Works Admin Assistant 855.00

Municipal Court Judge 600.00

Records and Evidence Supervisor 1,905.46 1,905.47

Court Clerk 704.50 634.05

Sergeant 3,431.56 2,966.36

Lieutenant 2,970.10

Patrol Officer 808.50

Police Chief 3,423.46 3,423.47

Patrol Officer 3,949.63 3,832.95

Patrol Officer 2,704.43 2,860.00

Patrol Officer 3,473.67 4,095.08

Patrol Officer 2,470.56 2,461.00

Patrol Officer 2,093.75 2,300.00

Patrol Officer 2,049.13 2,394.69

Patrol Officer 757.50

Buildings & Grounds Supervisor 2,573.61 $ 2,876.20

Page 14 of 241 Buildings & Grounds Worker $ 1,935.67 1,927.20

Buildings & Grounds Worker 1,600.00 2,080.00

Buildings & Grounds Worker 1,203.50 1,475.38

Buildings & Grounds Worker 1,140.00 1,457.06

Buildings & Grounds Worker 1,120.00 1,120.00

Buildings & Grounds Worker 1,225.00 1,319.50

Information Center 627.07 1,219.01

Information Center 545.06 730.31

Information Center 569.13 612.63

Information Center 520.13 459.56

Information Center 117.00 162.50

Public Works 2,676.91 2,810.75

Public Works 2,341.80 2,341.80

Public Works Foreman 3,414.14 3,304.10

Public Works Director 4,139.34 $ 4,139.34

Page 15 of 241 FICA Taxes $ 15,721.16 Retirement 8,433.72 misc deduction (300.00) TOTAL $ 229,360.11

Page 16 of 241 TOWN OF EAGLE BILL SCHEDULE JULY 2017

GENERAL FUND General Government United States Treasury Health Benefits $ 5.88 Signature Signs Inc Office Supplies 5.50 Sands Law Office, LLC Legal - General 8,177.08 Resource Trends, Inc. Strategic Planning 917.67 The Digital Cabin Computer Support 303.28 Eagle County Fair & Rodeo Community Requests 1,000.00 Greater Eagle Fire Protection Dist. Community Requests 10,000.00 Total General Government $ 20,409.41

General Administration Thorpe, Donavan Utility Refund $ 148.81 Eagle County School District School Impact Fees Payable 66,122.85 Greater Eagle Fire Protection Dist. Fire Impact Fees Payable 105,482.01 Vail Valley Charitable Fund Deposits Payable 250.00 Colorado State Treasurer State Unemployment Payable 2,202.31 Metlife Health & Life Ins. Payable 464.48 Sun Life Financial Health & Life Ins. Payable 1,298.38 Chilos Framing Facility Usage Deposit Payable 750.00 Delgado, Angel Facility Usage Deposit Payable 500.00 Deloera, Anabel Facility Usage Deposit Payable 500.00 Edwards, Jamie Facility Usage Deposit Payable 350.00 Fricker, Helmut Facility Usage Deposit Payable 750.00 Garcia, Jose Facility Usage Deposit Payable 375.00 Guajardo, Luis Facility Usage Deposit Payable 600.00 Hernandez, Tony Facility Usage Deposit Payable 250.00 Ramos, Gladis Ornelas Facility Usage Deposit Payable 375.00 Rascon, Araceli Facility Usage Deposit Payable 375.00 Rodriguez, Pedro Facility Usage Deposit Payable 375.00 Swim, Angela Facility Usage Deposit Payable 500.00 Taylor, Sarah Facility Usage Deposit Payable 500.00 Delgado, Angel Facility Usage Fees 258.06 Erikson, Jennifer Sponsorship & Event Revenue 125.00 Meritain Health Health Insurance Claims 11,039.08 United States Treasury Health & Life Insurance 29.38 Amazon Office Supplies 65.58 Costco Office Supplies 10.99 Fleet Services Gas and Oil 135.25 Amazon Employee Appreciation 57.95 Batson's -Eagle Pharmacy Employee Appreciation 51.48 City Market Employee Appreciation 10.39 Costco Employee Appreciation 218.27 Healing Arts School Employee Appreciation 120.00 Horan, Lynette Employee Appreciation 271.76 Louisiana Crawfish Co. Employee Appreciation 64.99

Page 17 of 241 (General Administration Cont.) Amazon Dues & Subscriptions 99.00 Mail Chimp Dues & Subscriptions 15.00 Mountain States Employers Council Inc Dues & Subscriptions 5,400.00 Chase Paymentech C.C. Transaction Fees 2,179.54 Xpress Bill Pay C.C. Transaction Fees 460.40 Municipal Code Corporation Professional Admin Services 3,190.00 Garfield & Hecht, P.C. Legal - Reimbursable 382.50 Hays, Maggard & Hood, P.C. Auditing & Accounting 11,000.00 Caselle, Inc. Computer Support 1,194.00 The Digital Cabin Computer Support 1,927.31 Rakow, Jenny Travel 142.96 Horan, Lynette Meeting Expense 36.50 Eagle Pharmacy Public Relations 38.16 Horan, Lynette Tuition & Books 16.43 Horan, Lynette Employee Recognition 5.00 US Bank Equipment Finance Contract Payments 342.03 Cirsa Insurance - Pavilion 1,342.36 Total General Administration $ 222,398.21

Community Development Meritain Health Health Insurance Claims $ 6,292.27 United States Treasury Health Benefits 22.62 The Digital Cabin Equipment (Non-Capital) 45.00 International Code Council Communication & Transporation 23.62 CCICC Dues & Subscriptions 30.90 Koenig, Dawn Dues & Subscriptions 25.00 FYS Services, Inc Professional Services 424.60 Sands Law Office, LLC Legal Reimbursable 1,328.42 The Digital Cabin Computer Support 747.66 Safebuilt Inc. Contract Services 5,068.24 International Code Council Tuition & Books 590.50 US Bank Equipment Finance Contract Payments 342.03 Total Community Development $ 14,940.86

Municipal Court Meritain Health Health Insurance Claims $ 220.78 United States Treasury Health Benefits 0.59 Vail.Net - Colorado.Net Utility Services 11.86 Sands Law Office, LLC Legal 2,664.64 The Digital Cabin Computer Support 40.80 High Country Copiers Contract Payments 24.78 Total Municipal Court $ 2,963.45

Streets Meritain Health Health Insurance Claims $ 11,480.64 United States Treasury Health & Life Insurance 18.80 JB T-Shirts Silkscreen & Embroidery Uniforms 410.69 Airgas Intermountain Inc Street Repair & Mtn Supplies 138.17 G & S Tool Clinic, LLC Street Repair & Mtn Supplies 29.99

Page 18 of 241 (Streets Cont.) Grainger Street Repair & Mtn Supplies 69.06 SKM Services Street Repair & Mtn Supplies 69.82 United Rentals (North America) Inc Street Repair & Mtn Supplies 515.46 Wear Parts & Equip Co, Inc Street Repair & Mtn Supplies 1,256.62 Wylaco Supply Co Street Repair & Mtn Supplies 46.39 Fleet Services Gas and Oil 1,620.08 SKM Services Communication & Transportation 19.50 Holy Cross Energy Utility Services 2,184.92 SKM Services Repair & Maintenance Services 100.00 The Digital Cabin Computer Support 402.56 Colorado Mountain Medical CDL Testing 257.00 Total Streets $ 18,619.70

Public Safety Meritain Health Health Insurance Claims $ 17,441.75 United States Treasury Health & Life Insurance 58.16 Amazon Market Place Office Supplies 57.98 Copy Plus Office Supplies 23.90 Eagle Pharmacy Office Supplies 2.99 5.11 Tactical Operating Supplies 1,251.24 Adamson Police Products Operating Supplies 680.40 Amazon Market Place Operating Supplies 101.93 Micro Plastics Operating Supplies 60.25 Sanders, Joshua Operating Supplies 44.95 Olesen's Automotive Services Vehicle Repair & Mtn Supplies 334.00 Fleet Services Gas and Oil 1,064.31 Poudre Valley Gas & Oil 97.55 Adamson Police Products Equipment - Supplies 747.00 Amazon Market Place Equipment - Supplies 749.23 Alpine Arms Communication & Transportation 60.00 Colorado Depart. Of Agriculture Communication & Transportation 11.00 Copy Plus Communication & Transportation 86.59 PB Electronics Communication & Transportation 29.00 U.S. Post Office Communication & Transportation 26.85 Colorado Assn Chief Of Police Dues & Subscriptions 300.00 Mail Chimp Dues & Subscriptions 7.50 AT&T Mobility Utility Services 652.74 Vail.Net - Colorado.Net Utility Services 106.71 Colorado Depart. Of Agriculture Repair & Maintenance Services 92.00 Olesen's Automotive Services Repair & Maintenance Services 262.00 PB Electronics Repair & Maintenance Services 225.00 Performance Automotive Center Repair & Maintenance Services 21.00 The Digital Cabin Computer Support 442.24 Dominoes Meeting Expense 64.68 King Soopers Customer Charges Meeting Expense 12.46 Pizza One Meeting Expense 51.06 Colo Association Chief of Police Tuition & Books (300.00) Eagle County Animal Control Animal Control 3,400.00 Greyhound Boarding Prisoners 137.00

Page 19 of 241 (Public Safety Cont.) Colorado Bureau Of Investigation Contract Payments 360.00 Doctors On Call Contract Payments 120.00 High Country Copiers Contract Payments 222.94 Patterson, Jamie Contract Payments 162.50 Psychological Dimensions, Pc Contract Payments 100.00 Lexipol LLC Lexipol Policy 3,867.00 Total Public Safety $ 33,235.91

Buildings and Grounds Meritain Health Health Insurance Claims $ 6,844.23 United States Treasury Health & Life Insurance 18.22 JB T-Shirts Silkscreen & Embroidery Uniforms 490.37 Atencio, Louie Facility Repair & Mnt Supplies 16.26 Eagle Lock & Key Facility Repair & Mnt Supplies 22.75 Eagle Pharmacy Facility Repair & Mnt Supplies 4.99 Ferguson Enterprises, Inc. Facility Repair & Mnt Supplies 274.68 G & S Tool Clinic, LLC Facility Repair & Mnt Supplies 197.10 G H Daniels III & Associates Facility Repair & Mnt Supplies 336.00 Grand Junction Pipe & Supply Facility Repair & Mnt Supplies 358.88 Home Depot Credit Services Facility Repair & Mnt Supplies 139.60 Pet Pick-Ups Facility Repair & Mnt Supplies 360.00 State Industrial Products Facility Repair & Mnt Supplies 111.00 Fleet Services Gas and Oil 1,034.30 Supply Works Janitorial Supplies 1,471.24 Pet Pick-Ups Communication & Transportation 60.28 State Industrial Products Communication & Transportation 22.39 Black Hills Energy Utility Services 380.13 Holy Cross Energy Utility Services 2,034.88 Jerrymaster Janitorial Janitorial Maint. Contracts 2,158.00 Eagle Lock & Key Repair & Maintenance Services 247.50 G & S Tool Clinic, LLC Repair & Maintenance Services 13.50 Sno-White Linen Rental Repair & Maintenance Services 83.17 United Electric, Inc. Repair & Maintenance Services 300.00 Vail Honeywagon Repair & Maintenance Services 190.55 The Digital Cabin Computer Support 180.88 Best Electric Contract Payments 324.00 Thyssenkrupp Elevator Corp. Contract Payments 598.97 Total Buildings and Grounds $ 18,273.87

Information Center City Market Operating Supplies $ 8.97 Costco Operating Supplies 179.16 Store Supply Warehouse Operating Supplies 54.26 Wal Mart Operating Supplies 84.73 Skyline Mechanical, Inc. Facility Repair & Mnt Supplies 2,053.20 The Digital Cabin Equipment - Supplies 44.00 Alida's Fruits Supplies For Resale 157.87 Colorado Candy Kitchen Supplies For Resale 1,408.50 Costco Supplies For Resale 371.89

Page 20 of 241 (Information Center Cont.) Creative Consumer Products Inc. Supplies For Resale 132.72 Down To Earth Pottery Supplies For Resale 727.78 Ganz U.S.A., LLC Supplies For Resale 199.71 Meadow Gold Grand Junction Supplies For Resale 556.48 Mike Luark Supplies For Resale 200.00 Red Canyon Spice LLC Supplies For Resale 252.00 Sanborn Ltd. Supplies For Resale 201.37 Timbercharms Supplies For Resale 350.17 Derived From Nature Supplies - Consignment 163.79 Eagle County Historical Society Supplies - Consignment 494.07 Fried, Mickey Supplies - Consignment 91.50 Horn, Rena Supplies - Consignment 27.60 Keep Your Fork Supplies - Consignment 22.43 Kennedy, Jennifer Supplies - Consignment 13.50 Nancy Knickerbocker Supplies - Consignment 12.00 Nature'S Details Supplies - Consignment 245.25 New Song Corporation Supplies - Consignment 163.50 Pamela Saden Supplies - Consignment 908.96 Pinyon J Supplies - Consignment 163.13 Pocadot Supplies - Consignment 175.50 Ramey, Corkie Supplies - Consignment 33.80 Rick Olsen Supplies - Consignment 31.50 Sandy Houghton Supplies - Consignment 21.00 Selcke, Jim Supplies - Consignment 278.25 Teresa Hauser Supplies - Consignment 153.00 Vandusen, Richard Supplies - Consignment 29.25 White, Suzie Supplies - Consignment 50.40 Williams, Sam Supplies - Consignment 134.25 Colorado Department Of Revenue Sales Tax 2,606.00 USPS Communication & Transportation 3.03 Skyline Mechanical, Inc. Repair & Maintenance Services 254.22 The Digital Cabin Computer Support 40.80 Total Information Center $ 13,099.54

Marketing and Events Meritain Health Health Insurance Claims $ 2,538.99 United States Treasury Health & Life Insurance 6.76 Lil Sucker Products Promotional Materials 628.50 Oriental Trading Communication & Transportation 44.99 Mail Chimp Dues & Subscriptions 7.50 The Digital Cabin Computer Support 99.28 Always Mountain Time Media 250.00 KZYR FM/Cool Radio LLC Media 50.00 OG Printer Inc Media 44.50 Flywheel Marketing - Website 15.00 Art Digital Media, LLC Contract Services 805.00 Linda Guerrette Photography Contract Services 750.00

Page 21 of 241 (Marketing and Events Cont.) 5280 Tournaments Events 2,125.00 Bald Eagle Wrestling Events (500.00) Colo High School Cycling League Events 1,250.00 Optimum Events & Entertainment Events 7,500.00 Vail Recreation District Events 1,700.00 Vail Valley Charitable Fund Events 500.00 Alpine Party Rentals Event Production 504.00 Altitude AV Inc. Event Production 850.25 Amazon Market Place Event Production 543.36 City Market Event Production 400.86 Costco Event Production 280.58 Discount Mugs Event Production 345.00 Kaleidoscope Productions Event Production 3,250.00 Landers, Morgan Event Production 118.31 Oriental Trading Event Production 161.96 Sinclair Event Production 2.01 Sweet Water Liqours Event Production 5.00 Sysco Denver Event Production 1,238.00 United Rentals (North America) Inc Event Production 121.89 Total Marketing and Events $ 25,636.74

Engineering Meritain Health Health Insurance Claims $ 4,305.24 United States Treasury Health Benefits 8.52 Rocky Mountain Reprographics Office Supplies 61.14 Staples Office Supplies 11.77 JB T-Shirts Silkscreen & Embroidery Uniforms 102.67 Amazon Business Equipment (Non-Capital) 23.33 Amazon Market Place Equipment (Non-Capital) (20.93) The Digital Cabin Equipment (Non-Capital) 3,004.00 Staples Communication & Transporation 8.75 The Digital Cabin Computer Support 248.06 Grand Ave Grill Meeting Expense 31.75 Brock Civil, LLC Contract Payments 17,460.00 Total Engineering $ 25,244.30

TOTAL GENERAL FUND $ 394,821.99

CAPITAL IMPROVEMENTS FUND Eagle Recreation Facility Advisory Corp Pool & Ice Maint. Fund $ 40,000.00 Titan Machinery Skidsteer 12,336.82 TOTAL CAPITAL IMPROVEMENTS FUND $ 52,336.82

WASTE WATER FUND Meritain Health Health Insurance Claims $ 4,636.41 United States Treasury Health & Life Insurance 12.34 Western Slope Supplies Inc Office Supplies 64.35

Page 22 of 241 (Wastewater Fund Cont.) USA Blue Book Operating Supplies 212.30 JB T-Shirts Silkscreen & Embroidery Uniforms 45.59 D Jensen Electric Facility Repair & Mnt Supplies 1,611.38 G & S Tool Clinic, LLC Facility Repair & Mnt Supplies 15.68 Water Technology Group Facility Repair & Mnt Supplies 506.00 Fleet Services Gas and Oil 278.10 Faris Machinery Equipment - Supplies 2,037.32 Wylaco Supply Co Equipment - Supplies 25.15 USA Blue Book Communication & Transportation 42.88 Black Hills Energy Utility Services 212.29 Holy Cross Energy Utility Services 8,808.31 Veris Environmental LLC Sludge Disposal 1,509.24 All Pro Sewer And Drains Sewer Imaging 16,041.05 Browns Hill Engineering Repair & Maintenance Services 513.30 D Jensen Electric Repair & Maintenance Services 2,325.00 The Digital Cabin Computer Support 180.88 Accutest Inc. Testing & Permits 984.00 Colo Dept Of Public Health & Environment Testing & Permits 265.14 Eagle River Water & Sanitation District Testing & Permits 1,830.00 Seacrest Group Testing & Permits 1,065.00 Best Electric Contract Payments 324.00 Railroad Management Company Contract Payments 505.25 US Bank 1997 Wastewater Loan 164,868.30 US Bank 1997 Wastewater Loan 428,219.40 TOTAL WASTE WATER FUND $ 637,138.66

WATER FUND Meritain Health Health Insurance Claims $ 8,058.53 United States Treasury Health & Life Insurance 24.39 DPC Industries, Inc. Operating Supplies 1,031.10 Kubwater Resources, Inc. Operating Supplies 3,944.69 Manley Brothers Operating Supplies 285.50 JB T-Shirts Silkscreen & Embroidery Uniforms 410.68 Applied Control Facility Repair & Mnt Supplies 1,200.00 Tedder Valve Sales LLC Facility Repair & Mnt Supplies 368.00 Fleet Services Gas and Oil 196.05 Applied Control Communication & Transportation 16.21 Kubwater Resources, Inc. Communication & Transportation 301.31 Manley Brothers Communication & Transportation 805.00 Tedder Valve Sales LLC Communication & Transportation 13.07 Amerigas Utility Services 419.30 Holy Cross Energy Utility Services 9,165.79 Resource Trends, Inc. Professional Services 1,835.33 Garfield & Hecht, P.C. Legal 757.38 Colo Dept Of Public Health & Environment Testing & Permits 865.00 Eagle River Water & Sanitation District Testing & Permits 175.00 The Digital Cabin Computer Support 180.88 Best Electric Contract Payments 1,944.00 Browns Hill Engineering Contract Payments 2,972.00

Page 23 of 241 (Water Fund Cont.) Hach Company Contract Payments 8,161.41 US Bank Equipment Finance Contract Payments 342.03 TOTAL WATER FUND $ 43,472.65

REFUSE FUND Vail Honeywagon Contract Services 43,893.98 TOTAL REFUSE FUND $ 43,893.98

SALES TAX CAPITAL IMPROVEMENT FUND Colorado Analytical Laboratories Inc Professional Services $ 1,180.00 Little Raven Pictures Professional Services 203.45 Landers, Morgan Meeting Expense 39.00 Alpine Engineering, Inc. Design 47,232.76 Merrick & Company Design 8,370.00 S2O Design & Engineering Design 1,281.59 NV5, Inc Construction 10,514.30 TOTAL SALES TAX CAPITAL IMPROVEMENT FUND $ 68,821.10

OPEN SPACE FUND Boyz Toyz & Sonz Inc. R & M Supplies/Signage $ 90.00 G & S Tool Clinic, LLC R & M Supplies/Signage 68.98 Signature Signs Inc R & M Supplies/Signage 203.50 Integra Auto Repair Vehicle Repair & Mnt Supplies 136.49 G & S Tool Clinic, LLC Equipment - Supplies 369.99 Boyz Toyz & Sonz Inc. Repair & Maintenance Services 85.00 Integra Auto Repair Repair & Maintenance Services 211.95 Vail Honeywagon Repair & Maintenance Services 121.00 The Digital Cabin Computer Support 115.46 Mountain Pest Control, Inc. Weed & Pest Control 450.00 Western Ecological Resource, Inc Surveying Services 847.90 Land Title Guarantee Company Acquisition-Hardscrabble Mtn Ranch 600,000.00 TOTAL OPEN SPACE FUND $ 602,700.27

TOTAL $ 1,843,185.47 PAYROLL $ 229,360.11 TOTAL $ 2,072,545.58

Page 24 of 241 July Staff Report – Marketing and Events Town Park Event Complaints and CORA Request

Prepared by Jeremy Gross – Special Events Coordinator

July 28, 2017

The Town of Eagle has received complaints about the events and sound generated from events at Town Park. The complaints have come from Mr. Joseph Russell and Mrs. Cheryl Russell.

Shortly after starting my role in December, I received a series of letters from Mr. Russell to John Schneiger addressing some general town concerns as well as the sound level of events at Town Park. I reached out to Mr. Russell in December to work to address his concerns. The initial response was that he would talk to his neighbors to find a time that worked for them to all come in and discuss their concerns. I didn’t hear back from Mr. Russell to schedule a meeting.

Approximately a month later, I approached Mr. Russell in his driveway when I saw him clearing snow while I was on my way to work. I spoke with him to check in on his intention to schedule a meeting. At that time, we spoke briefly about the general concern of events in Town Park. He told me he was having trouble scheduling a meeting but would reach out. He also expressed some initial frustration that the response was not coming from the Town Manager. I told him that as the Town staff member responsible for events, John Schneiger asked for me to work with Mr. Russell to address his concerns.

I reached out to Mr. Russell another few times throughout the late winter to schedule a meeting with him and though I was able to connect by phone, he did not schedule a time to meet with me to officially address his concerns with his neighbors.

The following events have been approved at Town Park this summer:

• Showdown Town 6:00pm – 9:00 pm o June 29, July 6, 13, 20, 27, August 3 and August 10 • Yoga in the Park 9:30am-10:45am o June 4, 11, 18, 25, July 2,9, 14 (evening session 6:00pm – 8:45 pm) 16, 23, 30, August 6, 13, 20, 27 • Flight Days 11:00am – 10:30pm o June 23 and 24 On July 13, 2017 at approximately 5:15pm I received a phone call from Mr. Russell at my office as I was shutting down my computer to head to Showdown Town. Mr. Russell was irate about the level of the sound check for the concert. We spoke for approximately 45 minutes on the phone before I headed out to the venue. I went immediately to Town Park after the phone call to take sound readings and discuss the sound levels with the Vail Valley Foundation, Kaleidoscope Productions and neighbors. During the concert, I was able to speak with Mr. Bill Jones, Mrs. Roxie Dean, and Mr. Russell all of whom live within one block of the park. Mr. Bill Jones and I spoke in his driveway as he was sitting in a lawn chair listening to the music. Mrs. Dean and I spoke as well as she was leaving to go on a walk with Mr. Dean. She then

Page 25 of 241 invited me into her home to take sound level readings. Mr. Jones and Mrs. Dean both supported the concerts.

I was not able to speak to Kent Jordan that evening but did observe him having a party on his property and have spoken with him on other occasions about the event. He was supportive of the concert series as well. At the concert on July 27th, I was able to speak with Mr. Hufnagel about the concert series. He did voice a concern with some trash that is occasionally left by the road after the event but did not have any issues with the sound level of the concerts.

At approximately 7:30 pm on July 13th, I knocked on the door of Mr. Russells residence. He and Cheryl invited me in to talk. We spoke for close to an hour about the events in the park and how the two of them think the music is too loud. I told them about the communications I have had with the event producers regarding sound, the changes that I made to the flight days schedule to end the amplified music earlier at night and other general event policies regarding music at the park. I let him know that the special event permit is issued with guidelines on acceptable sound levels and that the sound levels that I observed were within acceptable limits but that I would still speak with the event producers about adjusting the levels when applicable.

On Friday June 14th, there was a permitted event associated with Yoga in the Park and Yoga Fest at Town Park. It was Yoga and Beats which operated from approximately 6:30 pm until 8:45 pm. The event consisted of a DJ and a yoga instructor leading a community yoga class off of the stage. During the event, Mrs. Russell come out to the event to address her displeasure with the sound with Yvonne Schwartz, the owner of Yoga Off Broadway. Yvonne submitted the following written statement regarding the interaction.

“Friday night we had our Yoga+Beats event. The event was permitted from 6-9pm. We started the music at approximately 7:15pm and started class at 7:30 pm. Class finished up at 8:40pm. At approximately 8:45 pm the neighbor (she didn't introduce herself) walked over from her home on Washington to let me know that she was filing a complaint about our class. She stated "the music was obnoxious and too loud for her to sleep. Yoga is supposed to be relaxing and that was the worst thing she has ever heard". I apologized several times and she told me she "just needed me to know that we disturbed her and she was filing a complaint" She also mentioned she had "called the police". I told her that I was sorry and because she filed the complaint after the class there was nothing I could do about the sound levels. She then left.” On Sunday July 16th, at approximately 10:00am, I received a call on my cellphone regarding the sound level at the yoga in the park event. Mr. Russell was very angry about the sound and the fact that I was not at the event to monitor it. I immediately went to the park to evaluate the sound levels and observed decibel readings between 65 and 75 decibels at the perimeter of the park. At that time, even though the sound was within acceptable limits, I did approach the dj and asked him to adjust the bass down.

On July 19, 2017 we received a CORA request from Mr. Russell.

On July 26, 2017, I received a handwritten letter from Mr. Russell regarding the Yoga in The Park event that was happening at the time he wrote the letter on July 23rd. He requested that the event be moved to Brush Creek pavilion or the grass area at the corner of Sylvan Lake and Capital St.

Page 26 of 241 On July 27, 2017 I attended the showdown town concert to take decibel readings. I was at the park to take reading during sound check as well as throughout the show. I measured sound levels at the perimeter property line of the park during sound check and the show and found no readings at any point that exceeded 80 decibels. Though the concert was busy and the parking around the park filled up, I did not notice any vehicles that were parked in a manner to impede emergency vehicles.

On July 28, 2017 I received a handwritten hand delivered letter to Town Hall from Mr. Russell stating that the music was again too loud at the concert and that cars were parked illegally.

These statements and information regarding meetings are a summary of the events that occurred as best as I can recall them. There have been additional conversations with Mr. Russell in passing and on the phone that have all had a similar outcome. I have expressed to Mr. Russell that the intention of the Town Special Events Department is to hold events that benefit the community as a whole and that the events would not be going away but that I would work with him and any other community member to address concerns they have about the execution of the events.

Based on his complaints that I received starting on July 13th, to date I have spoken with the event managers of Showdown Town and Yoga in the Park about the sound level at the events. All parties have committed to setting the volume to the minimum level necessary to affectively meet the needs and expectations of the guests at each event. They have all also committed to keeping the volume within acceptable limits based on the Special Event Permit. After the initial complaint from the Showdown Town concert of July 13th, the sound production company has installed 2 less speakers at each concert. With 1 less speaker on each stack, the distance that the sound travels has been reduced. This resulted in sound levels at the front of the stage that were slightly lower to the concert on July 13th but with the sound at the edge of the park significantly reduced. I have had numerous conversations with Yvonne Schwartz regarding Yoga in the Park as well and she has adjusted her speakers to direct sound toward the center of the park and she lowered the output volume. I have been out to each event at the park since July 13th, or had a town representative at the events to measure the sound and ensure that it has not exceeded the permitted volume as approved in the special event permit. At each of the events that have been measured, the sound level has peaked consistently between 65 and 75 decibels at the perimeter of the park. I also measured the sound within the residence of Mrs. Roxie Dean and Mr. Russell during the July 13th show. Inside Mrs. Deans residence at 6:57 pm on the sound level was 36 dB. In Mr. Russells house at 7:22 pm the sound was measured at 45dB and at 7:54 it peaked at 51 dB. Both of these readings were taken during our conversation in Mr. Russells living room with the ambient noise of our conversation taking place.

Attached is the special event permit application and the special event permit for Town events. Our town code currently does not require events that take place at Town Parks to have a special event permit. This not consistent with board or management direction or current practices in other municipalities. As such we have been operating under stricter criteria, having all 3rd party events occurring in Town Park obtain a special event permit. Our Town Code does not specifically list appropriate sound levels for events but instead refers to the Special Event Permit. Based on our permit, we allow any event taking place at Town Park to operate with amplified sound between the hours of 10:00 am and 11:00 pm as long as they do not exceed 80dB at the nearest residential property line. Operation of events with amplified sound outside of these levels or hours need approval to do so on the special event permit. I believe the sound levels identified are appropriate based on recommendations

Page 27 of 241 from professional sound engineers and comparison with municipal codes from similar areas, but I would recommend we modify the permit to only allow events without specific sound requests to end amplified sound at 10:00pm instead of 11:00pm. I also have recommended changes to the town code to clear up the language regarding what types of events need to apply for a special event permit. I will note and recommend these changes in my ongoing review of event policies and procedures and work with the Town Clerk to have the town code amended.

The following documents are attached:

Special Event Permit Application

Special Event Permit

Page 28 of 241 TOWN OF EAGLE SPECIAL EVENT PERMIT APPLICATION

Depending on the scope of the event, a $100 non-refundable processing fee may be required at the time the application is submitted. Additional facility and police fees may be applicable. This application must be received at least 30 days before the proposed event(s). Events requiring police services must be received at least 45 days before the proposed event(s). Applications should be submitted to [email protected]. Please fill out electronically. Incomplete applications will not be reviewed.

Application Date: Applicant Name of Organization: Type of Organization: Public Agency Non Profit For Profit Business Contact Name: Email: Physical Address: City, State, ZIP: Mailing Address: City, State, ZIP: Phone: Alt. Phone: Event Name of Event: Expected number of Participants: Spectators: Event Date(s): From: To: Exclusions: Event Time(s): From: To: Exclusions: Load In Date: Load In Time: Break Down Date: Break Down Time: Event Website: TYPE OF EVENT (check all that apply) Athletic Event Festival/Carnival Reunion Public Concert Film/Photo Shoot Vigil/Protest Private Educational Parade Wedding Garage/Yard Sale Fair Market Reception Block Party Other Description of Event (use additional paper if necessary): Location(s) of Event (use additional sheet if necessary):

FOR NON-STATIONARY EVENTS: Proposed Destination: Route (describe route in detail and provide map):

Ownership of Event Location(s) Public Property (Parks, Rights of way (Sidewalks, Private Property (check all that apply): Schools, Etc.) Streets) Note: Events utilizing Town of Eagle property, including street rights of way, will require a $250 damage deposit. If damages to Town property exceed $250, applicant will be responsible for the balance. See Attachment A

Page 29 of 241 ADDITIONAL ACTIVITIES (check all that apply; add any additional activities not listed):

Vendors, including food1 Alcoholic beverages2 Tents/canopies3 Signage on Broadway (banners) and Variable Message Sign3 Variable Message Sign3 Street/road closures3 Traffic control3 Activities on streets and/or sidewalks3 Music4 Live Recorded Amplified sound4 Open burning or fireworks5 Extra duty law enforcement6 Private Security (Must be certified) Oversize attractions (bouncy castles, ropes courses, etc.) ** Note: All electrical needs shall be handled by applicant. 1 All vendors must abide by Town Special Event Vendor Policy, Eagle County food safety regulations and Town, County & State imposed sales tax rules. Vendors must provide a copy of their Colorado sales tax license prior to the event. See Attachment A 2 If alcohol will be served or sold a Special Event Liquor License must be obtained from the State of Colorado and approved by the Eagle Town Board of Trustees. Additional Paperwork will be required 3 Any activities within the right of way, including closures, tents, or special signage must be approved by the Town Public Works Department through the Special Event Coordinator. See Attachment C 4 No sound-amplifying equipment may be operated in commercial areas before 8:00am or after 10:00pm or in residential areas or Town properties before 10:00am or after 11:00pm without a permit. No amplified sound or excessive noise after 11:00 PM See Attachment B 5 Greater Eagle Fire Protection District must approve any open burning or fireworks prior to event. Additional paperwork will be required 6 Any request for law enforcement services beyond routine periodic patrol or traffic control must be approved by the Town of Eagle Police Chief prior to event. Requests for law enforcement must be submitted at least 14 days in advance. See Attachment D

ADDITIONAL INFORMATION & REQUIRED ITEMS • The Town of Eagle logo shoul be identified in select marketing material promoting your event. Please contact the Marketing & Events Department for the current Town logo and approval of use. • Reimbursement and Indemnification Agreement SIGNED IN FRONT OF A NOTARY PUBLIC. • Certificate of Liability Insurance in the amount of $1,000,000 for each occurrence naming the Town of Eagle, its officers, agents and employees as additional insureds. If using Town Park or Brush Creek Park, insurance can be obtained through the Town of Eagle for an additional fee. • Parking only in designated areas. A parking plan may be necessary especially for events in the Downtown Eagle Area. • Alcoholic beverages are not allowed in any un-permitted areas. • No motorized vehicles or devices of any kind are allowed within the event area without specific permission. • No personal fireworks. • No amplified sound after 11:00pm. • Damages to public property and all clean up are the responsibility of the user. • Consumption of marijuana is prohibited. • Additional approvals may be required from opther jursdictions including but not limited to: Eagle County, HOAs, BLM, Etc.

Permission is hereby requested to hold an event described hereto. It is understood that this application is limited to the event described herein and that event organizers shall comply with the provisions of this application and all other applicable rules, regulations and standards of the Town, County and State. The permittee assumes full responsibility for said compliance and for repair or replacement of any existing improvement damaged as a result of this event.

Applicant's Signature: Date:

Page 30 of 241 Banners and Marketing With approval, banners may be hung across Broadway. When approved, the applicant will be responsible for paying for Public Works time for the installation and removal of the sign. Contact the special event coordinator for an estimate of the fees. Banner shall represent community events or shall be sponsored by a non-profit organization. This town service is not intended for commercial advertisement. Banner must be delivered to the Town of Eagle Office 1 week before date for banner hanging. Banners will be removed within a week after event. Banners may be picked up from Town of Eagle Office a week after event. Town of Eagle is not responsible for any damage/loss of banner. Purpose for banner Dates requested for display (two weeks max)

Broadway Sign Specifications: • One sign may be submitted with application. Can be double sided. • Must be 34” tall x maximum 20’ in length – no exceptions. Please refer to the detail below for specifications. • Signs constructed of nylon or vinyl must incorporate a minimum 1 wind slit per 9 square feet of banner material, or must be made of a mesh type fabric. • No hand-drawn words are permitted • Banner must have reinforced edges, with grommets at specified locations • Sponsor names and logos may cover no more than 20% of the total banner space

Variable Message Sign Request The Town of Eagle reserves the right to deny, remove and/or make changes to the sign at any given time for reasons it deems as necessary. * Location options may be dependent upon weather and accessibility * First priority for message sign is for Town street projects. * Requests must be made 2 weeks in advance and is on a first come, first serve basis.

Date Of Request Dates To Be Displayed Requested Location

Message The sign will be programmed and moved by a Town of Eagle employee only. Locations for the sign must have prior approval A message can be spread over three panels and displayed for 2 seconds each. Abbreviations may be needed to accommodate the requested message. Messages are limited to 4 lines per panel and a maximum of 10 characters per line. Panel 1 - 10 Characters per line Panel 2 - 10 Characters per line Panel 3 - 10 Characters per line

Website and Social Events can be posted to the event calendar on www.eagleoutside.com. To have your event posted, please fill out the following. Please also complete the information below to have your social media posts shared (at the discretion of the town. Event Website: Ticketing Page: (if applicable)

Facebook Page URL: Instagram: Twitter: Other:

Page 31 of 241 Site Map Expectations For events that take place in public spaces, a site map must be submitted. Site maps should include a base map with either satellite or topographic imagery. Items identified on the map should include tents, large vehicles used for the event (trailers, branded vehicles for sampling, etc), loading and staging areas, vendor areas, liquor boundaries, event boundaries, restrooms, power needs, etc. Free services are available for creating detailed site maps, such as Google MyMaps which is easy to use and share. Contact the Special Event Coordinator with questions. If applicable, your site map should be submitted with the application by emailing [email protected].

SAMPLE

Office Use Only The $100 processing fee, if applicable, must accompany this application. A $250 damage deposit may be due upon approval of the special event permit. Fee Received ______Date: ______Deposit Received ______Date: ______Police Department Denied Approved Approved with conditions Date Reviewed Town Clerk Denied Approved Approved with conditions Date Reviewed Town Manager Denied Approved Approved with conditions Date Reviewed Public Works Denied Approved Approved with conditions Date Reviewed Fire Department Denied Approved Approved with conditions Date Reviewed Event Coordinator Denied Approved Approved with conditions Date Reviewed Comments:

Page 32 of 241 ATTACHMENT A TOWN OF EAGLE SPECIAL EVENT VENDOR POLICY

The following are guidelines for special events run by entities other than the Town of Eagle who wish to have vendors at the event.

Site considerations Site considerations of all vendors including location, load-in/out, set-up times, booth specifics, parking, etc. must be discussed with the Town Special Events Coordinator at least two weeks prior to the event. All vendors are to leave the event site as they found it, with all garbage and refuse disposed of before departure. The event permittee will be responsible for all damages caused by vendors. Please include vendor locations on the map submitted in Attachment G.

Electricity Vendors must supply their own electricity. Generators for electricity will be positioned as far away as possible to prevent noise pollution of the event. Vendors are to bring their own electrical extension cord and means to secure it to the ground. Excessively noisy or smoky generators will be disconnected at the discretion of Town of Eagle staff.

Health and Safety All vendors selling food and/or beverages must comply with the food safety codes of Eagle County. For more information, contact Eagle County Environmental Health at 303-328-8755 or visit http://www.eaglecounty.us/EnvHealth/Consumer_Protection_Services/Special_Event_Food_Service/

Sales Tax The Town of Eagle imposes a 4% sales tax on items sold within the boundaries of the Town of Eagle. Vendors are responsible for collecting the appropriate taxes at the event and remitting to the State of Colorado Department of Revenue. Vendors will also be responsible for collecting and remitting State of Colorado (1.5%) and Eagle Country (2.9%) taxes to the State of Colorado. Vendors must provide a copy of their Colorado sales tax license prior to the event. If you have any questions regarding sales tax please call 970-328-6354.

Alcohol It is unlawful to provide or sell alcoholic beverages at an event open to the public without a Special Event Liquor License (weddings & private parties are excluded). Applicant must discuss alcohol guidelines with Eagle Deputy Town Clerk. At least three months should be allowed to obtain necessary licenses. Attachment F

Water Hook Up (Eagle Town Park) Vendors will have access to the town water supply for the express use of filling water barrels, water tanks in food trailers, clean up, cooking, etc. Vendors must supply their own hose and may not hook up to the water supply for an extended period of time. Town of Eagle staff reserves the right to disconnect hoses or shut off water at its discretion. At no time will connection to a fire hydrant be permitted for vendors.

Page 33 of 241 ATTACHMENT B AMPLIFIED

SOUND SYSTEMS

It is not permitted for any person other than an employee of the Town of Eagle to install, use, or operate outdoors a loud speaker or sound-amplifying equipment in any commercial areas before 8 a.m. or after 10 p.m. or on Town park properties/residential areas before 10:00 a.m. or after 11:00 p.m. without obtaining a permit.

Applicant Name

Address of premise or location where sound is to be produced

Date(s) of proposed use

Time(s) of proposed use

Purpose for outdoor use of sound amplification system

Description of sound amplification equipment

What type of sound is to be projected (ie. Live music, speeches, canned music, event announcements, etc.)

Who is responsible for the sound amplification (professional sound technician and their company, event producer, band, etc.?

Have neighboring businesses or residents been notified of your request?

*Include a sitemap of your event on the property and premises showing proposed location of sound amplification equipment and direction of sound projection.

Page 34 of 241 ATTACHMENT C

TEMPORARY USE PERMIT FORM

* If you will be using Town of Eagle property or private property for parking or a use other than what the property is zoned for, please complete the Temporary Use Form. The Special Event Coordinator can assist you in determining the lot number, block number, subdivision and acreage as well as the owner of the lot. Permission must be granted from the property owner and they must sign the attached form.

* If using Town of Eagle property, a refundable damage deposit of $250 will be due upon approval of special event permit. If damages to Town property exceed this amount, applicant will be responsible for the balance.

* There is no overnight camping within the Town of Eagle limits without written authorization from the Town Manager

Address of Use Property Owner Phone Lot(s)# Block# Subdivision Acreage Date of Use Time of Use Applicant Name Phone Applicant Mailing Address 1. The undersigned permittee hereby agrees to accept responsibility for dust suppression, trash pick-up, restoration and revegetation as necessary to return the above referenced property to its original condition. Specific requirements shall be determined by the Town of Eagle prior to the approval of this permit. 2. Applicant’s comments (use back of page) shall include a thorough plan for dust suppression during the event, restoration and revegetation of the property to its original state. The comments are not to be considered limiting, however, to the Town’s authority to require further measures to be taken. 3. Upon approval of this permit the Town shall authorize the lot(s) described herein to be used in association with this permitted special event. Further approval will be required if the lot is to be used in any manner other than what the zoning allows. 4. A Town of Eagle property damage deposit of $250 is required to be submitted to the Town of Eagle upon approval of permit or 10 days prior to the event.

Applicant Signature Date

Land Owner Signature Date

OFFICE USE ONLY

Deposit Date______CK#______

Page 35 of 241 ATTACHMENT D

EAGLE POLICE DEPARTMENT AGREEMENT FOR EXTRA DUTY LAW ENFORCEMENT

This AGREEMENT is entered into between the TOWN OF EAGLE, a Municipal Corporation ("Town") and ______(“Applicant”)

1) OBLIGATIONS OF TOWN: The Town will assign to Applicant, upon request and on an as-available basis, an extra-duty police officer in uniform to provide additional law enforcement on the premises of the event. The sole responsibility of the police officer while so assigned shall be to enforce the ordinances of the Town and statutes of the State of Colorado.

2) OBLIGATIONS OF APPLICANT: Request for assignment of a police officer shall be made at least two weeks in advance. Applicant shall maintain a time record in the form of EXHIBIT "A", which time record shall be completed by the Applicant and initialed by the police officer at the end of each work shift. Applicant may cancel the assignment of a police officer with a minimum 24 hour notice. In the event the police officer makes an arrest in connection with his assignment to the event, the Applicant will sign a complaint and cooperate fully in the prosecution thereof.

3) COMPENSATION: Applicant will compensate the Town at the rate of $60.00 per hour subject to a minimum of $180.00 per work shift for a police officer. The Applicant shall pay such compensation within seven (7) days after the event. Additionally, any time spent by the officer processing the arrest, including report writing, will be paid by the Applicant at the same rate. If a police vehicle is required, the Applicant will compensate the Town at a rate of $.60 a mile subject to a minimum $10.00 per work shift and not to exceed $50.00 per work shift.

4) EMERGENCY AVAILABILITY: The police officer shall, at all times while assigned as provided in paragraph 1, be available to respond to any incident occurring off the premises which, the officer determines in his sole discretion, to be an emergency. In the event of such an emergency response, the police officer shall promptly return to the premises of the event after cessation of the emergency.

5) RELATIONSHIP OF OFFICER: While assigned as provided in paragraph 1, the police officer shall at all times remain an employee of the Town acting within the performance of his duties and the scope of his employment with the Town, and shall be under the sole supervision and control of his shift commander.

6) RELEASE OF LIABILITY - INSURANCE: The Applicant, on behalf of itself, its officers, and its employees, hereby releases the Town and its officers and employees from and waives any and all liability, claims, and demands for damages of whatsoever nature, including without limitation claims arising from bodily injury, personal injury, property loss or damage, which arise out of this agreement, or are in any manner connected with this agreement. The Applicant further agrees to indemnify, defend, and hold harmless the Town, its officers, and its employees for any uninsured or deductible costs, including without limitation the cost of any judgment or settlement and the costs of defense including attorney's fees incurred by the Town, its officers or its employees in connection with any claims of third parties against the Town, its officers, or its employees which arise out of or are in any manner connected with this Agreement. The Town agrees that so long as this Agreement is in effect, it will maintain false arrest and general liability insurance.

7) TERM OF AGREEMENT: This agreement shall remain in effect until such time as it has been terminated by either party on ten day notice.

TOWN OF EAGLE By: ______Date: ______

APPLICANT By: ______Date: ______

Page 36 of 241 Additional information for any part of the application can be added here, or attached as a separate document.

Page 37 of 241 Town of Eagle Special Event Permit

A permit to operate the following special event has been approved.

Event Name: ______

Event Date(s): ______Event Time: ______Event Location: ______

Event Setup/teardown time: ______Event Producer Name: ______

Event Production Entity:______Event Producer Number: ______

On-Site Contact Name: ______On-Site Contact Number: ______

The event listed above has been approved based on the application submitted to the Special Event Coordinator. Any changes made to the operation plan, site plan, times, etc. must be communicated in writing (letter or email) to the Town of Eagle Special Event Coordinator for approval.

Event Producer is responsible for the following items unless otherwise identified: site preparation, site cleanup including trash removal, power needs, security, signage, advertising/marketing, perimeter control, parking plan, traffic control, insurance.

If the event will have liquor, the event producer is responsible for obtaining the appropriate liquor license. A plan must be in place to restrict the sale or distribution of alcohol to minors. A perimeter must be established to keep alcohol within the permitted space.

The following rules apply for all events:

• Amplified sound may only be used between the following hours: o 8:00 am until 10:00 pm in commercial areas o 10:00 am until 11:00 pm on Town park properties/residential areas. • The maximum acceptable sustained sound level is 80db at the closest residential property line. • The maximum peak sound level is 90db at the closest property line for no more than 5 minutes during the event. • Speakers/PA’s/Monitors, etc. should be set in a manner to cover the area needed with minimal bleed into neighboring areas.

This event has has not been approved for amplified sound outside of the above listed standards. Start time: ______End time: ______Sound Level: ______Other: ______

Sale of Goods/Vendors: If more than one food vendor will be on site, a special event food license must be obtained from the Eagle County Department of Environmental Health. All vendors (food, goods, etc.) must be licensed in the Town of Eagle and pay all applicable sales tax.

Attachments: Site plan ICS/Emergency Management Plan Food Permit Parking plan Liquor License Other ______

*This special event permit is a privilege granted by the Town as an addendum for a special event and can be revoked by the Town Administrator or her/his designee at any time if permittee is not in compliance with permit conditions, if the permit conditions are not being actively attended to and enforced by the organizer, event personnel, etc., when it is determined it is in the best interest of the Town or in the best interest of public safety, or for a failure to comply with any provision of the code relating to the permit, or relating to the conditions associated with the special event. Approved by: Signature:

Special Event Coordinator (970) 445-2202 | Public Works On Call (970) 471-0049 Page 38 of 241 Police Dispatch - Non-Emergency (970) 479-2200

Memorandum

To: Board of Trustees

From: Tom Boni

Date: August 8, 2017

Re: Strategic Plan

We are working with John Ruetten to complete the Final Draft of the Strategic Plan. At this point we have added an additional Objective related to of Public Safety and our working on another new Objective entitled Outdoor Activities, Recreation and Open Space. We are also reviewing the Standards listed under each Objective to ensure they are appropriate and properly worded.

Staff will have the Final Draft of the Plan prepared and provided to for your review at the August 22 Hearing.

Page 39 of 241 Eagle River Park EXECUTIVE SUMMARY #5 - August 2017 Town of Eagle Project Schedule Summary Start Completion NV5 White Water Park Design January-16 July-17 Upland Park Designer: Alpine Engineering & Zehren Architects Upland Park Design January-17 Sept-17 White Water Park Designer: S2O Engineering White Water Construction November-17 March-18 Preconstruction Consultant: Kissner General Contractors, Inc. Upland Construction March-18 July-18 Recently Completed Budget and Expenditures Summary - General Description Budget Committed Spent % Spent Balance - P&Z commission Development & Special Use Permit Soft Costs $ 2,235,014 $ 554,355 234,432$ 10%$ 2,000,582 - BoTT Development and Special Use Permit Construction Upland Park $ 2,100,000 -$ -$ $ - $ 2,100,000 - BoCC 60% Design Review of Upland Park Construction White Water $ 1,600,000 -$ -$ $ - $ 1,600,000 - Design Construction Trail $ 250,000 -$ -$ $ - $ 250,000 - Restroom facility Owner/Architect design meeting TOTAL $ 5,935,014 $ 554,355 234,432$ 3.9%$ 5,700,582 - Irrigation intake location identified - Communication - Website Stats – July Projected Costs - River Park Home Page: 68 views (down from June) - Park Design Home Page: 12 views (down from June) - Eagle Eddy Communications - Two in July (Eagle Outside recap) - Subscribers to 214 (up from June) - Above average open rate at 48.2% - Published 60% design documents - Outreach for Special Use Permit and Development Permit

In Progress - General - Bid Document RFQP preparation for WWP - Contractor contract preparation for WWP - Agreement with Case Property Soft Costs Construction Upland Park Construction White Water Construction Trail - Design - 60% pricing of Upland Park - 404 Permit submission - 100% Design Documents for Upland Park - Flood Plain Permit Application to Town Project Schedule - Communication - Design of community preference survey Current Project Risks and/or Opportunities - Development of Construction Home for the project - Working in occupied schools - PARCC Testing at all schools, FCI is aware of and will work around the testing schedules Upcoming - General White Water Park Design - Contractor Procurement for WWP and UP - WWP Construction Upland Park Design - Finalize lease agreement with Eagle County - Design White Water Park Construction - Prioritization matrix for Upland components - Communication - Communications and support of the fundraising committee Upland Park Construction - Communications on the construction process and timeline - Community preference survey Photos

Page 40 of 241

Recruitment Advisor Questions

CANDIDATE(S)/FIRM: ______Strategic Government Resources (SGR) ______

Deadline: Please submit your responses to our questions by NOON, Monday 08/07/17.

1. What recruitment philosophy do you recommend in the search for a Town Manager candidate?

I am encouraged to see the Town of Eagle asking this type of deeply insightful question because there truly is a difference in philosophical approaches used by different search firms. Most search firms rely on a two-prong approach of placing advertising in ICMA and the CML website, and then relying on their “stable of regulars” who they reach out to.

SGR’s philosophy as detailed in the comprehensive search proposal we previously submitted can be defined with three key major overriding concepts. 1) candidate fit is as important as candidate qualifications, which demands that SGR devote significant energy to understanding the unique needs and desires of the elected officials, the community and the organization; 2) broad candidate outreach provides the optimum possible options for elected officials to choose from which creates a better ultimate decision; and 3) extensive candidate vetting prevents mistakes.

Additional insights into these three pillars of our philosophy are detailed below:

• It is easy to get a large number of “qualified candidates”. What is difficult is finding a qualified candidate who is also a great fit. To truly excel as a city manager, the new manager must click with the elected officials, the organization and the community. As a result our process uses a variety of strategies throughout the search process to help us evaluate fit including: o One on one profile interviews with each of the elected officials and key staff in developing the profile. o Time spent on the ground in the community. o Review of comprehensive information on the community and organization. o Distribution of local news articles from the community and interaction with candidates regarding those articles throughout the process; o Comprehensive media searches (including social media) on finalists. o Personal conversations with the finalists. o DiSC psychometric assessments.

Page 1 of 4

• Every search we do starts fresh and we do not keep resumes on file of any candidates to rely on in future searches. This breeds laziness on the part of the search firm. o In a typical search 65% of our semifinalist level candidates come from direct SGR outreach; 20% come from the national association website (ICMA) and the remaining 15% are split between the state association website and all other sources combined. o SGR’s outreach that goes beyond the traditional approaches used by other firms includes: . An SGR principal speaks at a state or national conference about every 10 days. Each of these events create opportunities for face to face interactions with prospects. . All SGR searches are promoted in our weekly 10 in 10 Update on Servant Leadership which has over 66,000 local government subscribers nationwide. . Over 4,000 city management professionals who have opted in for notification about SGR city management searches are contacted by email for each search. . SGR is the only firm that has a professional social media talent marketing expert on the team who promotes each SGR search via LinkedIn, Facebook, Twitter, Pinterest and Instagram. • SGR provides the most comprehensive vetting process in the industry. These steps include: o Extensive networking nationwide on an ongoing basis including speaking engagements at state and national conferences, as well as over 325 client counties and cities nationwide who we provide training for, and attendance at numerous city management conferences nationwide, and formal partnerships with over a dozen local government associations. Because we are viewed as colleagues instead of vendors, SGR gains insights into candidates that other firms are unable to achieve. o Our formal vetting process includes: . Initial scoring of qualifications. Candidates must complete and initial questionnaire that addresses the desired qualifications and are scored automatically based upon the priorities set by the governing body. . Dual technical review of resumes is conducted by the recruiter who is a former city manager as well as a trained support person. Bringing two completely different professional perspectives to bear on the technical reviews of resumes yields far more meaningful insights than the single reviewer approach used by most firms.

Page 2 of 4

. Cross checking of candidates with peer SGR recruiters to learn more about relevant insights from previous searches they may have been in. . A comprehensive questionnaire for semifinalists. . An online recorded interview of semifinalists. . Stage one media search on semifinalists. . An advance inbox exercise for finalists. . Comprehensive stage 2 media searches for finalists including every newspaper in every community they have worked in, and all social media platforms. . DiSC psychometric analysis using the version called Everything Management DiSC. . Recommending interview questions to make sure relevant issues are identified with each of the finalists.

2. What do you think are the most valuable traits in a new Town Manager?

A successful Town Manager must have: 1) demonstrated professional competency and track record; 2) strong communication skills (including listening); 3) strong leadership skills, including the ability to lead from behind; 4) very politically astute with an intense commitment to not being political; 5) high integrity, including the strength of character to say no; 6) strong facilitation skills; 7) very high energy (town management is an incredibly taxing role); commitment to constant performance improvement in the organization; 8) decisiveness; 9) effective at trust building with the elected officials, the organization and the community. 10) the right leadership style that matches the current needs, desires and life cycle of the community.

3. Provide us with a summary of the framework or the approach you recommend to find the ideal candidate (first phase or step only). The second phase will be the recruitment.

1. We will request and review a variety of documents from the Town to review (budget, CAFR, Comprehensive Plan, Vision, Goals, etc). 2. We will spend time on the ground in the community. 3. We will review the local newspaper to gain insights. 4. We will conduct one on one interviews with each of the elected officials. 5. We will conduct one on one interviews with each of the key staff. 6. We will facilitate a city council meeting to ensure that we have consensus on the profile of the ideal candidate to become your next Town Manager.

Page 3 of 4

4. Have you utilized psychometric assessments in the recruitment process such as DiSC or another type of assessment? If no, what are your thoughts about utilizing this type of assessment.

Yes. We routinely utilize DiSC Everything Management as part of our finalist assessments. These are valuable in identifying comfort zones for how someone will operate but cannot be relied on as a litmus test. In other words, someone whose DiSC suggests that they are an intense introvert may not actually behave that way because they have the emotional intelligence and self-awareness to have learned how to function outside of their comfort zone for optimal effectiveness.

In addition, we offer as an additional option an assessment called IOPT that focuses on how individuals process information and make decisions. The IOPT is most powerful as a team assessment and provides incredible insights into the emotional impact and leader pull any given individual will have on a team.

But once again, no psychometric should be used as a litmus test, but instead should really be used as a template for asking questions and gaining additional insights into each candidate’s leadership style and behavioral characteristics as simply one more of a wide variety of factors that are calculated in to a final decision.

Page 4 of 4 From: Ron Holifield To: Lynette Horan Cc: Kristin Navarro Subject: RE: Congratulations Finalist Date: Sunday, August 6, 2017 1:33:50 PM Attachments: Recruitment Advisor Questionaire 08.08.17.docx

Hi Lynnette!

Here is our completed questionnaire. I will not be able to be there in person on Tuesday, but I will be on standby and available to answer any questions at all by phone during their meeting.

If they should desire to do so, please have them reach out to me on my cell at 214-676- 1691.

I am fine with you submitting the pages behind Tab 7 to them as is. Of course that pricing is designed for a full service search. For this limited service process only, we would only charge $1k plus travel expenses.

Thank you so much.

Ron

Ron Holifield Chief Executive Officer Strategic Government Resources www.GovernmentResource.com office: 817-337-8581 | cell: 214-676-1691 “Recruiting, Assessing, and Developing Innovative, Collaborative, Authentic Leaders”

From: Lynette Horan [mailto:[email protected]] Sent: Friday, August 4, 2017 3:36 PM To: Ron Holifield Subject: RE: Congratulations Finalist

Absolutely not.

From: Ron Holifield [mailto:[email protected]] Sent: Friday, August 4, 2017 1:37 PM To: Lynette Horan ; Abi Compton Cc: Kristin Navarro Subject: RE: Congratulations Finalist

Thanks Lynnette!

One question… if we were selected for the Recruitment Advisor, would that eliminate our ability to be considered for the search?

Ron

Ron Holifield Chief Executive Officer Strategic Government Resources www.GovernmentResource.com office: 817-337-8581 | cell: 214-676-1691 “Recruiting, Assessing, and Developing Innovative, Collaborative, Authentic Leaders”

From: Lynette Horan [mailto:[email protected]] Sent: Friday, August 4, 2017 1:50 PM To: Abi Compton Cc: Kristin Navarro ; Ron Holifield Subject: Congratulations Finalist

Abi, Kristin and Ron:

Your firm has been selected as one of three finalists for the Recruitment Advisor RFP process.

For the next step, see attached questionnaire, please complete one of the attached forms (word doc or pdf format) and return by NOON on Monday, 8/7/17. Based on the responses to the assignment and review from the Trustees, we anticipate we will not need finalists to interview in person on Tuesday. However, we don't want to rule it out just in case the Trustee's feel otherwise. Thus, if you are in the area you may want to plan to attend in case the trustees have any follow up questions.

Please also be advised your RFP will be part of the public packet as well as the responses to your questionnaire. The hiring committee has also requested that along with your completed questionnaire, they would like me to submit the 2 pages directly after TAB 7 only of your RFP in an amended packet on Monday. If you would like to present that information in a different manner limited to 3-4 pages in addition to the completed questionnaire, please feel free to submit that along with your completed questionnaire. The hiring committee and Trustees are focused on Step One only identified in your process initially. If you would like to submit revised pricing to carve out services for that step only, please also submit that with your completed questionnaire. PROJECT COST

All-Inclusive Maximum Price Professional Services Fee: $ 18,500 Expenses Not-to-Exceed: $ 8,500 All-Inclusive, Not-to-Exceed Maximum Price: $ 27,000*

Expenses Not-to Exceed SGR does not bill the client for any expenses except for those explicitly detailed herein. Items included in the Expenses Not-to-Exceed include:  Professional production of a high quality brochure. This brochure (typically 4 pages) is produced by SGR’s graphic designer for a flat fee of $1,500.  Ad placement in appropriate professional publications, including trade journals and websites, and related advertising to announce the position. This is billed at actual cost, with no markup for overhead. (However, the costs of ad placements in newspapers are not part of the not-to-exceed ad placement costs.)  Printing of documents and materials. Reproduction costs for reports and briefing books presented to the client at 26 cents per copy, plus the cost of binders/binding. Flash drives are billed at $10 each.  Online interviews. There is a cost of $200 for each recorded online interview. SGR recommends conducting online interviews at the semifinalist stage (up to 12 semifinalists).  Psychometric Assessments. There is a cost of $150 per candidate for the DiSC Management Profile (up to 6 finalists).  Comprehensive Media Reports – Stage 2. There is a cost of $350 per candidate. SGR recommends conducting Stage 2 media searches on the finalist candidates (up to 6 finalists).  Comprehensive Background Investigation Reports. There is a cost of $300 per candidate for comprehensive background screening reports prepared by our licensed private investigations provider. SGR recommends conducting comprehensive background investigations on the finalist candidates (up to 6 finalists).  Travel for the Executive Recruiter (incurred for the benefit of the client). Meals are billed at a per diem rate of $10 for breakfast, $15 for lunch, and $25 for dinner. Mileage will be reimbursed at the current IRS rate. All other travel-related expenses are billed back at actual cost, with no markup for overhead.  Up to four (4) visits/trips by the Recruiter to the Organization. Any additional visits/trips by the Recruiter to the Organization will be billed over and above the not-to-exceed maximum price.

*Supplemental Services The supplemental services listed below are not included in the maximum price above. These supplemental services include:  Candidate Travel. Candidates are typically reimbursed directly by the client for travel expenses. If the client prefers a different arrangement for candidate travel, SGR will be glad to accommodate the client’s wishes.  Post-Hire Team Building Analysis. A half-day onsite workshop is $4,000, plus travel expenses, and $150 per person for I-OPT reports (if reports were not previously completed as part of the recruitment process), which include Individual Analysis Report, Emotional Impact Management Report, Change Management Report, and Team Management Report. Two-Person Reports can be ordered for an additional fee of $50 per report.  Site Visits to Communities of Finalist Candidates. If desired, the Executive Recruiter will travel to the communities of the finalist candidates to conduct onsite visits. Site visits will be charged at a day rate of $1,000 per day, plus travel expenses.  In the unexpected event the client shall request that unusual out of pocket expenses be incurred, said expenses will be reimbursed at the actual cost with no mark up for overhead.  If the client desires any supplemental services not mentioned in this section, an estimate of the cost and hours to be committed will be provided at that time, and no work shall be done without approval. Supplemental services will be billed out at $250 per hour.

Billing Professional fees for the recruitment are billed in three equal installments during the course of the recruitment. The initial installment is billed after the Organizational Inquiry and Analysis is completed and the position profile has been created. The second installment is billed when semifinalists are selected. The final installment is billed at the conclusion of the recruitment. Expense (reimbursable) items and supplemental services will be billed with each of the three installments, as appropriate.

PROPOSAL FOR EXECUTIVE RECRUITMENT SERVICES

TOWN MANAGER – TOWN OF EAGLE, COLORADO

August 2017

Strategic Government Resources

Ron Holifield, CEO P.O. Box 1642 Keller, Texas 76244 214-676-1691 [email protected]

Page 41 of 241

August 2, 2017

Anne McKibbin, Mayor Town of Eagle 200 Broadway Eagle, CO 81631

Dear Mayor McKibbin and Board of Trustees,

Thank you for the opportunity to submit this proposal to assist the Town of Eagle in your search for a new Town Manager.

SGR is one of the top three local government executive recruitment firms in the nation and has the unique ability to provide a personalized and comprehensive recruitment to meet your needs.

I would like to draw your attention to a few key items that distinguish SGR from other recruitment firms:

 SGR has 67,000 email subscribers to my weekly “10 in 10 Update on Leadership and Innovation” e-newsletter.  SGR will also send targeted emails to our database of 4,200 city management officials.  SGR’s website, where this position would be posted, receives over 36,000 local government official visitors each month, with over 75,000 page hits per month – more than any other local government search firm website in the nation.  SGR’s job board (a separate website), where this position would also be posted, is the 2nd largest local government job board in the nation, with over 16,000 local government job seeker visitors each month, and over 1,800 jobs listed at any given time.  SGR is the only search firm with a social media expert on staff, who provides a comprehensive social media marketing campaign that includes email, Facebook, Twitter, Instagram, and LinkedIn.

The simple fact is that no other firm can touch our reputation for being trusted by both clients and candidates, and for successful long term placements.

We are truly excited about the prospect of doing this recruitment for the Town of Eagle. I look forward to discussing in more detail how we can help you select an exceptional Town Manager and am available to visit in person with you at your convenience.

PO Box 1642, Keller, TX 76244 817-337-8581 www.GovernmentResource.com Page 42 of 241

Respectfully submitted,

Ron Holifield Chief Executive Officer Strategic Government Resources [email protected] Cell: 214-676-1691

Page 43 of 241 TABLE OF CONTENTS

Tab 1 Company Contact Information Tab 2 Company Profile Tab 3 Unique Qualifications Tab 4 Key Personnel for this Project Tab 5 Project Methodology Tab 6 Proposed Timeline Tab 7 Project Cost Tab 8 Provision of Service Guarantee Tab 9 References Tab 10 Recent Executive Recruitment Clients and Positions Recruited Tab 11 Unsolicited Feedback Tab 12 Sample Position Profile Brochure Tab 13 Sample Comprehensive Background Screening Report Tab 14 Sample DiSC Management Profile Report Tab 15 Required Forms

Page 44 of 241

TAB 1

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Company Contact Information

Strategic Government Resources

Contact Information for Binding Official / Primary Contact

Cindy Hanna, Managing Director of Finance

Address: P.O. Box 1642, Keller, TX 76244 Office: 817-337-8581 Fax: 817-796-1228 Email: [email protected] Website: www.governmentresource.com

Alternate Contacts

Kristin Navarro, Director of Recruitment

Address: P.O. Box 1642, Keller, TX 76244 Office: 817-337-8581 Fax: 817-796-1228 Email: [email protected] Website: www.governmentresource.com

Ron Holifield, Chief Executive Officer

Address: P.O. Box 1642, Keller, TX 76244 Cell: 214-676-1691 Office: 817-337-8581 Fax: 817-796-1228 Email: [email protected] Website: www.governmentresource.com

Page 46 of 241

TAB 2

Page 47 of 241 COMPANY PROFILE

Background Strategic Government Resources (SGR) was founded in 1999 and is fully owned by former City Manager Ron Holifield. Ron spent two high-profile decades in city management, which included service as City Manager in several cities. He founded SGR for the express purpose of helping local governments be more successful by recruiting, assessing, and developing innovative, collaborative, authentic leaders. We specialize in executive recruitment, live training, online training, leadership development, assessments, consulting, and various other services geared to promote innovation in local governments.

Mission & Core Values SGR’s mission is to facilitate innovative leadership in local government. The simple fact is that in today’s world of limited resources, local governments must innovate to survive. SGR has been, and continues to be, a leader in spurring innovation in local government.

SGR’s core values are: Customer Service; Integrity; Philanthropy; Continuous Improvement; Flexibility; The Golden Rule; Collaboration; and, Protecting Relationships.

Office Locations SGR’s corporate headquarters is in Keller, Texas, in the Dallas/Fort Worth Metroplex. SGR also has virtual offices in:

Colorado Florida Massachusetts Missouri Oklahoma Pennsylvania Texas Denver Kissimmee Boston Gladstone Stillwater Philadelphia Abilene Lakeland Corpus Christi Dallas Granbury Greenville Lubbock Murchison Sugar Land

Executive Recruitment Team  Ron Holifield, Chief Executive Officer  Melissa Valentine, Managing Director of Recruitment and Human Resources  Kristin Navarro, Recruitment Director  Katherine Lindley, Digital Communications Manager  Becky Welch, Recruitment Coordinator  Delena Franklin, Recruitment Coordinator  Sherry Green, Recruitment Coordinator

Page 48 of 241 Executive Recruitment Team (continued)  Muriel Call, Research Manager  Andra Henson, Research Specialist  Barbara Heller, Senior Vice President  Doug Thomas, Senior Vice President  Bill Peterson, Senior Vice President - Executive Recruitment  Bob Turner, Senior Vice President - Executive Recruitment  Gary Holland, Senior Vice President - Executive Recruitment  Katie Corder, Senior Vice President - Executive Recruitment  Kirk Davis, Senior Vice President - Executive Recruitment  Larry Boyd, Senior Vice President - Executive Recruitment  Larry Gilley, Senior Vice President - Executive Recruitment  Mike Tanner, Senior Vice President - Executive Recruitment  Molly Deckert, Senior Vice President - Executive Recruitment  Tommy Ingram, Senior Vice President - Executive Recruitment

Page 49 of 241

TAB 3

Page 50 of 241 UNIQUE QUALIFICATIONS

Marketing and Networking  SGR’s 10 in 10 Update on Leadership and Innovation e-newsletter, where all recruitments conducted by SGR are announced, reaches 67,000 subscribers.  SGR has an opt-in subscriber database of 4,200 city management officials.  SGR has formal collaborative partnerships with Maryland Municipal League, Ohio City/County Management Association, Missouri Municipal League, Oklahoma Municipal League, National Public Employers Labor Relations Association, Engaging Local Government Leaders, City Management Association of Oklahoma, and Texas Fire Chiefs Association.  SGR trains approximately 800 local government employees each month in live training classes.  SGR has almost 300 local government clients in over 40 states for our recruitment, training, and leadership development business lines combined.  SGR hosted its 2017 Annual Conference on January 25-26, 2017. This conference is designed specifically for local government professionals and featured sessions carefully chosen to enhance leadership development and encourage networking, all. For more information and highlights visit: https://www.governmentresource.com/SGR2017. Each executive recruiter has many years of experience in local government and a national network of relationships. The entire executive recruitment group works as a team to leverage their networks to assist with each recruitment. SGR team members are active on a national basis, in both local government organizations and professional associations. Many SGR team members frequently speak and write on issues of interest to local government executives. Only SGR can work all of the relevant networks as a peer and insider, resulting in better recruitment, better investigation, better intelligence, better information, and better final decisions.

Comprehensive Needs Assessment SGR’s executive recruiting services are unequaled. Our role is to find the candidate who is the best match for your organization. SGR devotes a tremendous amount of energy to understanding your organization’s unique culture, environment, and local issues to ensure a great “fit” from values, philosophy, and management style perspectives.

Finding qualified candidates is not difficult; the hard part is finding qualified candidates who are the right fit for your organization. A leading edge candidate and a safe harbor candidate often look the same on paper, but will have profoundly different impacts on your organization.

Accessibility Your executive recruiter is accessible at all times throughout the recruitment process and can be reached by candidates or clients, even at night and on weekends, by cell phone or email.

Page 51 of 241 Responsive to You If a problem arises, or you have questions, you can count on SGR staff to be available, prepared, and prompt.

Trust of Candidates SGR has a track record of remarkable confidentiality and providing wise counsel to candidates and next generation leaders; we have earned their trust. As a result, SGR is typically able to get exceptional prospects to become candidates, even if they have declined to become involved in other recruitment processes, because candidates trust SGR to assess the situation well, communicate honestly and bluntly, and maintain their confidentiality.

Listening to Your Unique Needs SGR is more interested in listening than in talking. Some firms depend on their tried and true stable of reliable candidates. These firms do not really need to listen to the client because the recruitment will result in the same list of finalists, no matter the type of information they receive from the client. SGR devotes tremendous energy to actively listening to your organization and helping you define and articulate your needs. SGR does not just go through the motions and then provide you with a list of qualified names from a stable of regulars. We work hard to conduct a comprehensive recruitment that is unique to you.

Recorded Online Interviews with Candidates SGR’s unique online recorded interview process allows the search committee to see candidates in an interview setting prior to the finalist stage of the recruitment process, and without having to pay travel expenses.

Comprehensive Media Reports One of the worst things that can happen for your organization is to be surprised by undisclosed information about a finalist, especially if the surprise comes in the form of a newspaper article that is found by your critics. SGR produces a comprehensive media search report on each finalist candidate. Each Media Report is compiled from information gathered using our proprietary online search process. This is not an automated process, and produces far superior results than a standard Google search which is typically utilized by other recruitment firms. The report length may be as long as 350 pages per candidate and may include news articles, links to video interviews, blog posts by residents, etc. No other firm provides such comprehensive media reports.

Comprehensive Background Investigation Reports SGR provides the most comprehensive background investigations in the industry, and we are the only recruitment firm to use a licensed private investigation firm for these services.

Psychometric Assessments SGR uses the DiSC Management Profile psychometric assessment to provide a detailed understanding of how candidates will lead and manage an organization. The DiSC assessment report also provides valuable information regarding candidates’ strengths and weaknesses.

Page 52 of 241 Equal Opportunity Commitment SGR strongly believes in equal opportunity. SGR does not discriminate and is careful to follow both the letter and the spirit of laws regarding equal employment opportunities and non- discrimination. More importantly, however, SGR believes that equal opportunity is an ethical issue. SGR quite simply will not enter into an engagement with an entity or organization that directs, or expects, that bias should, or will be, demonstrated on any basis other than those factors that have a bearing on the ability of the candidate to do the job. You can anticipate that SGR will make a serious and sincere effort to include qualified women and minority candidates in the finalist pool. Although SGR obviously cannot, and would not, guarantee the makeup of the finalist group, SGR does have relationships and contacts nationwide to encourage the meaningful participation of women and minority candidates.

Value For a variety of reasons that are detailed in this proposal, SGR will provide the most cost- effective executive recruitment for your organization. Some firms low ball their price, and make up for it by reducing the amount of time they commit, or charging extra for additional time required. SGR gives you a fixed price, and we are with you until the end of the process regardless of how many hours are required.

Emerging Leaders SGR has a unique and unparalleled reputation of engaging and mentoring emerging leaders and young professionals. We will utilize our frequent personal interaction with emerging leaders, as well as our entire team’s social media networks, to market this position and to identify potential applicants.

Five Way Guarantee SGR provides the strongest guarantee in the industry. 1. Our price is our price. You will never be charged an additional fee because we need to come to another meeting or spend extra time. 2. You always have 24/7 cell phone and email access to the executive recruiter and SGR’s CEO. 3. If you do not find the right candidate, we will start the process over with no additional professional fees. 4. If we place a candidate, who we have fully vetted through the SGR recruitment process, who stays less than 18 months, we will conduct the recruitment again with no additional professional fees. If the organization circumvents SGR’s recruitment process and selects a candidate that did not participate in the full recruitment process, this guarantee is null and void. 5. If we place a candidate with you, we will not directly solicit them for another job.

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TAB 4

Page 54 of 241 KEY PERSONNEL FOR THIS RECRUITMENT

Ron Holifield, CEO Ron Holifield is the Founder and CEO of SGR. He previously served as Assistant City Manager in Plano, Texas, as well as City Manager in Garland, DeSoto, Farmersville and Sundown, and on the City Manager’s staff in Lubbock.

In 1996, he left city management and purchased Government Relations Specialists, which he grew into the 49th largest lobby firm in Texas before selling it to an employee. In 1999, Ron founded Strategic Government Resources to specialize in facilitating collaboration among local governments, with a particular emphasis on employee training and development of next generation leaders.

He has grown SGR into the largest private sector training company that specializes in leadership, management and customer service for local governments in the nation. He is a frequent speaker at state and national conferences and remains a high-profile figure in the city management profession.

Ron holds a Bachelor of Arts in Government from Abilene Christian University and a Master of Public Administration from Texas Tech University.

Page 55 of 241 Ron Holifield Resume – July 2014

Strategic Government Resources, P.O. Box 1642, Keller, Texas 76248 Cell: 214-676-1691, [email protected]

PROFESSIONAL HISTORY

Strategic Government Resources – Owner & CEO January 1999 to Present

 Owner and CEO of this strategic management firm, helping local governments Recruit, Assess and Develop Innovative, Collaborative and Authentic Leaders. Clients have include over 350 local governments.  SGR is the largest provider of live and online training in the nation designed specifically for local government, training over 1,000 local government employees every month in 41 states.  Interviewed and/or quoted by numerous news publications and media outlets including: National Public Radio, Entrepreneur Magazine, Texas City Manager Magazine, Texas Town and City, Government Technology Magazine, GovWire Online Magazine, Federal Computer Week Magazine, CIO Magazine, Dallas Morning News, Dallas Business Journal, Plano Star Courier, DFW Tech Biz, Today Newspapers, Focus on the News, D Magazine, International Association of Chiefs of Police Journal, WOAI TV and KRLD and KTET Radio, as well as the ABC and NBC affiliates in Tulsa and WAMU radio in Washington, DC.

Government Relations Specialists – Owner & CEO August 1996 to September 2001

 Owner and CEO of this 20 year old governmental consulting firm which represented businesses doing business with government and in legislative advocacy efforts.  Doubled it in size, becoming the 49th largest lobby firm in Texas, and then sold it to an employee to focus all efforts on the launch of SGR.  Major clients included over 40 Fortune 500 firms including American Express, Aramark, Automated Licensing Systems, Children's Comprehensive Services, IBM, Quorum Health Group, Library Systems and Services, PeopleSoft, SCT, Space Imaging, TXI, Verizon, Xerox and many others.

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City of DeSoto, Texas – City Manager October 1994 to August 1996

 City Manager of this highly diverse suburban community.  Hired to lead a rapid cultural change at City Hall, into a City known for being aggressively customer service driven, highly successful in the economic development arena, and operating in a very cost effective manner.  Significant accomplishments include: - Named by Texas Business Magazine as a top 20 Texas city to relocate a business. - Named by Texas Outlook Magazine as a top 25 city for economic development. - Named by Texas Business Magazine as one of the “Best Run Cities in Texas.” - Increase in commercial building permits in excess of 1,000% over previous year. - Lowest crime rate of any major city in the Dallas-Fort Worth Metroplex.

City of Garland, Texas – City Manager November 1991 to June 1994

 City Manager of this rapidly growing city, which owns and operates an electric production and distribution system, a regional wastewater treatment system, a regional landfill, and a heliport, and offers a variety of social services and strong cultural arts. The ninth largest city in Texas, Garland’s population was in excess of 220,000 with over 2,300 employees, and an annual operating and capital budget in excess of $350 million.  Hired to take this very traditional manufacturing-based community and rapidly position it as a statewide leader, transforming its one-dimensional image and reputation as a blue-collar suburb into that of a leading first tier city.

City of Plano, Texas – Assistant City Manager, Assistant to the City Manager November 1986 to November 1991

 Served in a variety of capacities in this rapidly growing, premier city, including: Assistant City Manager of Community Services, Assistant City Manager of Administration, Acting Assistant City Manager for Development, and Assistant to the City Manager.  Significant accomplishments while with Plano include: - Designed a program that doubled mid- and upper-level management minority and female representation in four years. - Designed a Disadvantaged Business Purchasing Program that dramatically increased minority business contracts without quotas. - Served as Project Manager for a $19.5 million Civic Center Project, bringing it in $2 million under budget. - Assisted in negotiating details of the JC Penney headquarters relocation from New York City to Plano.

Page 57 of 241 Ronald Mack Holifield Page 3 of 7

- Created Plano’s first Convention/Visitor’s Bureau that exceeded year six sales and bookings projections in the first year. - Initiated Plano’s first Neighborhood Integrity Program. - Creatively designed construction projects for EDS and JC Penney to achieve a $750,000 sales tax windfall for the city. - Designed an Employee Wellness Program which resulted in participant health care costs equaling only one-third those of non-participants.

City of Farmersville, Texas – City Manager 1984 to 1986

 First City Manager of this full service city, which operates an electric distribution system and two city lakes.

City of Sundown, Texas – City Manager 1982 to 1984

 City Manager of this full service city, which operates a natural gas distribution system and a municipal golf course.

City of Lubbock, Texas – City Administrative Intern to the City Manager 1981 to 1982

 Administrative Intern to the City Manager of this major city, which operates a municipally owned electric utility.

EDUCATION

 Texas Tech University – Masters of Public Administration  Abilene Christian University – Bachelor of Arts, Government Major / Student Association President

MAJOR AWARDS for Municipal Organizations Managed  3CMA Economic Development Marketing Campaign Savvy Award Certificate of Excellence for International Development and Local Realtor Ads - Garland  International Association of Chiefs of Police, Excellence in Policing Award for Neighborhood Service Team - Garland  Finalist, Governor’s Environmental Excellence Award - Garland  Texas Natural Resource Conservation Commission Award for Excellence - Garland  American Society of Landscape Architects, Texas Chapter, Environmental Stewardship Award for Garland’s Spring Creek Forest Preserve - Garland

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 Dallas Business Journal, “Metroplex Real Estate Deal of the Year (Existing Building),” – Garland  Dallas Business Journal “Metroplex Real Estate Deal of the Year (New Construction),” - Garland  GFOA Award for Distinguished Budget Presentation, every year, 1987-1996  GFOA Certificate of Achievement for Excellence in Financial Reporting, 1987-1991

CURRENT PROFESSIONAL PARTICIPATION

 ICMA Task Force on Inclusiveness  National Institute for Governmental Purchasing Talent Management Council  Missouri Municipal League Governance Institute Fellow  Member, Texas Fire Chief’s Association Best Practices Recognition Board  Author, “the 16%” weekly blog, 2013-present  Author, “Fourth Dimension Leadership”, 2010  Member, International City/County Management Association (ICMA), 1982-present  Member, Texas City Management Association (TCMA), 1982-present  Member, Texas Municipal Human Resources Association, 2006 - present  Member, Governmental Finance Officers Association, 2010 - present

PREVIOUS PROFESSIONAL PARTICIPATION

 Author of a Monthly Column in Texas City Manager Magazine on “Innovations that Make a Difference”  ICMA Task Force on Employment Agreements  ICMA Management Innovations Panel  ICMA Conference Evaluation Committee  ICMA/Innovation Groups National Management Practices Panel  Author, “The Public Executive’s Complete Guide to Employment Agreements”, book published by ICMA and the Innovation Groups  Texas Innovation Groups Executive Committee  Author, “Crossing Department Lines – Garland’s Neighborhood Service Team”, article published in the International Association of Chiefs of Police National Journal  Author, “Redefining Thinking, Structures and the Rules of the Game in Government”, article published in Texas Town and City Magazine  Contributor, State Comptroller Bob Bullock’s handbook for municipalities: “Standard Financial Management System for Texas Cities”  Texas Municipal League Advisory Committee on Legislative Affairs – Personnel Issues  TCMA Ethics and Professional Standards Committee  TCMA Annual Conference Committee

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SPEAKING ENGAGEMENTS

 National Forum for Black Public Administrators DFW Chapter Conference, 2014  Public Purchasing Association of North Texas, 2014  Missouri Intergovernmental Risk Association Annual Conference, 2014  Texas City Management Association Annual Conference, 2014  American Public Works Association Midwest Annual Conference, 2014  Governmental Finance Officers Association Annual Conference, 2014  National Public Employers Labor Relations Association Annual Conference, 2014  North Texas Municipal Clerks Association, 2014  National Institute for Governmental Purchasing Lone Star Conference, 2014  Missouri Municipal Clerks and Finance Officers Association Annual Conference, 2014  South Texas City Manager’s Association 2014  Urban Counties Annual Conference, 2014  SGR Annual Conference on Creating a Learning Organization, 2014  National Public Employers Labor Relations Association Annual Conference, 2013  National Parks and Recreation Annual Conference 2013  Missouri Municipal League Annual Conference, 2013  Washington City/County Management Association Annual Conference, 2013  Nebraska City/County Management Association Annual Conference, 2013  Tennessee Municipal League Annual Conference, 2013  Texas City Manager’s Association Annual Conference, 2013  Government Finance Officers Association of Texas Annual Conference, 2013  American Public Works Association Regional Conference, 2013  Kansas Public Works Association Annual Conference, 2013  Texas Recreation and Parks Association Annual Conference, 2013  Texas Public Purchasing Association Annual Conference, 2013  Colorado City County Management Association Annual Conference, 2013  Kansas City County Management Association Annual Conference, 2012  National Parks and Recreation Management School, 2012  Texas City Management Study Group, 2012  International City County Management Association Annual Conference, 2012  National Procurement Institute, 2012  Missouri Municipal League Annual Conference, 2012  Texas City Clerk’s Association Annual School, 2012  Texas County Clerk’s Association Annual School, 2012  Kansas Governmental Finance Officers Association Annual Conference, 2011  Texas City Management Association Annual Conference, 2010  Public Risk Management Assoc. Annual Conference, 2010  Oklahoma City Manager’s Association Annual Conference, 2010  Northwest States City Management Association Annual Conference, 2010  Ohio City/County Management Assoc. Annual Conference, 2009  West Texas City Management Association Annual Training Conference, 2009

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 Texas Municipal League Regional Meeting, 2009  Texas Municipal Human Resources Association Annual Nuts and Bolts Conference, 2009  East Texas City Management Association Annual Training Conference, 2008  East Texas City Management Association Annual Training Conference, 2007  International City/County Management Association Conference, 2006  Certified Public Manager Program, 2006  North Texas Municipal Clerks Association Management Institute, 2006  City of Carrollton, Texas, Leadership Academy, 2006  City of Arlington, Texas, Leadership Academy, 2005  Urban Management Assistants of North Texas Annual One Day Conference, 2005  Leadership Southwest, 2004, 2006, 2008  International City/County Management Association Annual Conference, 2003  Keynote Speaker (along with the Deputy Secretary of Defense), Government Electronics and Information Technology Association Information Technology and Defense Electronics Forecast Annual Conference – State and Local Homeland Security, 2002  Transforming Local Government Conference, 2001  National Association of Counties Annual Conference, 1999  World Services Congress – Building Public Private Partnerships, 1999  Central Texas City Management Association, 1999  Carolinas-Virginia Hospital Trustee/Physician Conference, 1999  Quorum Ohio CEO Conference, 1999  Chairman of the Board In-Service Training, Quorum, 1999  Quorum Foundations for the Future, 1999  Quorum Chairman of the Board Training, 1998  International City County Management Association, 1998  Iowa Municipal Management Institute, 1997  Quorum Foundations for the Future, 1997  Quorum Board of Trustees Training, 1997  Urban Management Assistants of North Texas, Conference of Minority Public Administrators, and National Forum for Black Public Administrators Workshop – 1996  Innovation Groups Regional Conference, 1996  Texas City Management Association Annual Conference, 1996  Florida City/County Management Assoc. Annual Conference, 1996  North Carolina City/County Management Association Annual Conference, 1996  Quorum Foundations for the Future, 1996  International City/County Management Association Conference, 1996  Texas City Management Association Conference, 1995  Kansas Innovation Groups Regional Workshop, 1995  City-County Communications & Marketing Association National Conference, 1994  National League of Cities Innovations in Government National Conference, 1994  Innovation Groups Regional Workshop, 1994  Texas Foundation for the Improvement of Local Government Institute, 1994

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OTHER HONORS AND ACTIVITIES

 American MENSA member  Distinguished Alumni, Abilene Christian University  Abilene Christian University Public Administration Visiting Committee  Texas Tech University, Center for Public Service, Alumni of the Year

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TAB 5

Page 63 of 241 PROJECT METHODOLOGY

SGR provides a comprehensive scope of executive recruitment services, and each executive recruitment service contract is tailored to meet the client’s specific needs. However, a full-service recruitment typically entails the following:

1. Organizational Inquiry and Analysis  Outline Project Plan and Timeline  Individual Interviews with Search Committee / Key Personnel / Community Leaders (if desired)  Development of Position Profile and Professional Production of Brochure

2. Advertising and Recruitment  Ad Placement  Social Media and Marketing of Position  Ongoing Communication with Applicants and Prospects

3. Initial Screening and Review  Management of Applications  Evaluation and Triage of Resumes  Search Committee Briefing to Facilitate Selection of Semifinalists

4. Evaluation of Semifinalist Candidates  Personal Interaction with Semifinalist Candidates  Written Questionnaire  Recorded Online Interviews  Media Search Stage 1  Semifinalist Briefing Books  Search Committee Briefing to Facilitate Selection of Finalists

5. Evaluation of Finalist Candidates  Comprehensive Media Search Stage 2  Comprehensive Background Investigation Report  DiSC Management Assessment  Finalist Briefing Books  Press Release (if desired)  Stakeholder Engagement (if desired)

6. Interview Process  First Year Game Plan (if desired)  Conduct Interviews  Deliberations  Reference Checks

7. Negotiations and Hiring Process  Determine the Terms of an Offer  Negotiate Terms and Conditions of Employment  Transition Strategy

8. Post-Hire Team Building Workshop (supplemental service, if desired)  I-OPT Team Building Workshop

Page 64 of 241 Step 1: Organizational Inquiry and Analysis In the Organizational Inquiry and Analysis Stage, SGR devotes tremendous energy to understanding your organization’s unique culture, environment, and goals to ensure you get the right match for your particular needs.

Outline Project Plan and Timeline SGR will meet with the client at the outset of the project to finalize the recruitment plans and timeline. At this time, SGR will also request that the client provide additional information about the community, organization, and position. Information requested will include general information and available resources about the community, school district, economic vitality, political leadership, organization, strategic plan, governing body goals and objectives, budget information, major projects, job description, salary range, benefits package, etc.

Individual Interviews with Search Committee and Key Personnel (if desired) Fully understanding your organizational needs is the most critical part of conducting a successful executive recruitment. SGR conducts individual interviews with the Search Committee, key staff, and/or direct reports to find out more about the position, special considerations, and the political environment. These interviews last approximately 30 minutes to one hour each and identify individual issues that may affect the dynamics of the recruitment, as well as develop a composite understanding of the organization’s preferences. This process helps with organizational buy-in and will assist us in developing the Position Profile as we look for any significant staff issues or major disconnects that may not otherwise be apparent.

Development of Position Profile Brochure Following the individual interviews and internal analysis, SGR will develop a draft Position Profile Brochure that is reviewed and revised in partnership with your organization until everyone agrees it accurately reflects the sought-after leadership and management characteristics. A sample brochure is included with this proposal document.

Step 2: Advertising and Recruitment The Advertising and Recruitment stage includes ad placement, email distribution of the Position Profile, responding to inquiries about the position, and ongoing communication with applicants and prospects.

Ad Placement / Social Media and Marketing of Position The Executive Recruiter and client work together to determine the best ways to advertise and recruit for the position. Ads are typically placed in various state and national publications, targeting the most effective venues for reaching qualified candidates for that particular position.

SGR’s preferred strategy is to rely on email distribution of the Position Profile Brochure to key opinion leaders and potential prospects across the country. The position will be announced in our “10 in 10” e-newsletter, which reaches 67,000 local government professionals, in addition to a targeted email announcement to specific professional categories and/or areas of the country.

Page 65 of 241 By utilizing an email distribution strategy, these brochures tend to “get legs” of their own, resulting in a very high penetration rate at minimal cost.

SGR will utilize Facebook, Twitter, personal phone calls, personal emails, LinkedIn, Instagram, and Pinterest to promote the position. This communication is both to solicit high potential candidates and to encourage key local government professionals to share information within their professional circles.

Ongoing Communication with Applicants and Prospects SGR communicates with all applicants on a frequent and ongoing basis to ensure applicants stay enthusiastic about the opportunity. Outstanding prospects often will not submit a resume until they have done considerable homework on the available position. A significant number of inquiries will be made, and it is essential that the executive search firm be prepared to answer those questions with fast, accurate, and complete information, and in a warm and personal manner. This is one of the first places a prospective candidate will develop an impression about organization, and it is an area in which SGR excels. SGR also utilizes Google Alerts for each client organization and provides updates to our Executive Recruiters and applicants of any references made regarding the client organization in various media outlets.

Step 3: Initial Screening and Review This stage of the executive recruitment involves managing the flow of resumes, and screening and evaluating resumes.

Management of Applications Handling the flow of resumes is an ongoing and significant process. On the front end, it involves tracking resumes and promptly acknowledging their receipt. It also involves timely and personal responses to any questions or inquiries.

Evaluation and Triage of Resumes SGR uses a triage process to identify high-probability, medium-probability, and low-probability candidates. The triage ranking is focused on overall assessment based on interaction with the applicant, qualifications, any known issues regarding previous work experience, and evaluation of cultural fit with the organization.

In contrast with the triage process described above, which focuses on subjective assessment of the resumes and how the candidates present themselves, we also evaluate each candidate to make sure that the minimum requirements of the position are met, and which of the preferred requirements are met. This sifting process assesses how well candidates’ applications fulfill the recruitment criteria outlined in the Position Profile.

Search Committee Briefing / Selection of Semifinalist Candidates At this briefing, SGR will provide a comprehensive progress report via PowerPoint presentation and will facilitate the selection of approximately 8-12 semifinalists. The presentation will include

Page 66 of 241 summary information on the process so far, the candidate pool overall, and any trends or issues that have arisen, as well as a briefing on each candidate and their credentials. No other firm offers this level of reporting detail and transparency.

Step 4: Evaluation of Semifinalist Candidates Reviewing resumes is an important and valuable step in the executive recruitment process. However, the simple fact is that resumes can be misleading. They tell you nothing about the individual’s personal qualities or his/her ability to get along with other people. Resumes can also exaggerate or inflate accomplishments or experience. SGR’s responsibility is to go more in-depth than the resume to ensure that those candidates who continue in the process are truly outstanding.

Personal Interaction with Semifinalist Candidates SGR’s goal is to have a clear understanding of the person behind the resume and what makes him/her an outstanding prospect for you. The evaluation of semifinalist candidates includes follow-up by phone when appropriate to ask any questions about underlying issues.

Written Questionnaire SGR will ask semifinalist candidates to complete a comprehensive written exercise designed to provide greater insight into candidate thought processes and communication styles. SGR’s written instrument is custom-designed around the priorities identified by the Search Committee and usually includes about 20 questions focusing on 5-6 key areas of particular interest to the client. This written instrument will be included in the semifinalist briefing book along with the cover letters and resumes.

Recorded Online Interviews SGR offers recorded online videos of candidates answering pre-recorded questions. This provides a very insightful, efficient and cost effective way to gain additional insights to utilize in selecting finalists you want to come in for live interviews. The online interviews allow the Search Committee to evaluate technological competence, demeanor, verbal communication skills, and on-camera presence. Online interviews also convey to candidates that the organization is using leading edge technology in its business processes and provide an opportunity for the Search Committee to ask candidates questions on specific topics of special interest. Online interviews are emailed to the Search Committee for viewing prior to selection of finalist candidates.

Media Search Stage 1 Stage 1 of our media search involves a comprehensive review of all newspaper articles on the candidate in major news outlets within the previous two years. These media reports at the semifinalist stage have proven helpful by uncovering issues that were not previously disclosed by prospective candidates. The Executive Recruiter will communicate any “red flags” to the Search Committee immediately upon discovery.

Page 67 of 241 Search Committee Briefing / Selection of Finalist Candidates Prior to this briefing, SGR will provide each member of the Search Committee with a briefing book on the semifinalist candidates. The briefing book will include written questionnaires, online interviews, and any additional information obtained about the candidate. The purpose of this briefing is to facilitate narrowing the list to 4-6 finalists who will be invited for personal interviews.

Step 5: Evaluation of Finalist Candidates Once the finalists have been selected, SGR will coordinate with you to schedule interviews.

Comprehensive Media Search Stage 2 These Stage 2 Media Reports are compiled by utilizing our proprietary media search process including variations of the candidates’ names and states/cities in which they have lived or worked, and searches of local papers where the candidates have lived or worked. We also search social media sites. The Media Reports typically range from 20-300 pages per candidate and may include news articles, links to video interviews, blog posts by residents, etc. The Media Reports are put into an easy-to-read format and recorded onto flash drives for the Search Committee. The candidate’s name is highlighted each time it appears.

These media reports have proven helpful to Search Committees by uncovering issues that were not previously disclosed by candidates and that would likely not have been discovered through an automated search or Google search, typically used by other recruitment firms. The Media Reports also give the Search Committee an overview of the type and extent of press coverage that a candidate has experienced over the course of his/her career.

Comprehensive Background Investigation Reports Through SGR’s partnership with FirstCheck, a licensed private investigations company, we are able to provide our clients with comprehensive background screening reports that include detailed information such as:  Social Security number trace  Address history  Driving history/motor vehicle records  Credit report  Federal criminal search  National criminal search  County wants and warrants  Global homeland security search  Sex offender registry search  State criminal search (for current and previous states of residence)  County criminal search (for every county in which candidate has lived or worked)  County civil search (for every county in which the candidate has lived or worked)  Education verification A sample Background Investigation Report is included with this proposal document.

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Assessments (DiSC Management Profile) It is critical for you to know as much as you can about your new executive before hiring him/her. Historically, employers have depended upon resumes, references, and interviews as sources of information for making hiring decisions. In practice, these sources have often proved inadequate for consistently selecting successful employees. The use of assessments has become essential for employers who want to place the right people in the right positions.

SGR uses a DiSC Management assessment tool, which is among the most validated and reliable personal assessment tools available. The DiSC Management Profile analyzes and reports comprehensively on the candidate’s preferences in five vital areas: management style, directing and delegating, motivation, development of others, and working with his/her own manager.

Press Release (if desired) Until you have “sealed the deal,” you need to be cautious in order to avoid the embarrassment of a premature announcement that does not work out. You also want to try to notify all senior staff and unsuccessful candidates before they read about it in the newspaper. SGR will assist with this coordination and with drafting any announcements or press releases.

Stakeholder Engagement (if desired) At the discretion of the Search Committee, we will work closely with your organization to engage stakeholders in the recruitment process. Our recommendation is that we design a specific stakeholder engagement process after we learn more about the organization and the community. Different approaches work best in different communities. Below is an array of options we have used in the past, but we will collaborate with your organization to determine which option, or combination of options, will be the most effective for the unique needs of the organization.  Interviewing community leaders at the outset of the recruitment;  Holding a public forum for citizen engagement at the outset of the recruitment;  Facilitating a Q&A series in the local newspaper with finalist candidates. This would run a week or two prior to the interviews;  Utilize a citizen committee to conduct the early stage candidate screening and then turn over a semifinalist list to the City Council (if applicable);  Community leader reception;  Meet and greet;  Search Committee and key community leader dinner meeting;  “Round Robin” forum meetings with various community groups during a multi-day interview process; and,  Site visits by citizen committee members to the finalist candidates’ communities to report back.

Step 6: Interview Process Once the finalists have been selected, SGR will coordinate with you to schedule interviews.

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First Year Game Plan (if desired) The “First Year Game Plan” is a process where finalist candidates are provided with the contact information for elected officials, key staff, and community leaders, and candidates are given free rein to make contact with all of them in advance and use those insights to develop a “first year game plan” based on what they know so far. Feedback is received from the key contacts on their impressions of the finalist candidates from the interactions with the candidates prior to the interviews. This exercise provides the opportunity to evaluate candidates’ written and interpersonal communication skills, as well as critical analysis skills.

Conduct Interviews SGR will schedule interviews at a date/time convenient to your organization. This process can be as simple, or as complex, as your organization desires. SGR will help you determine the specifics you need. SGR will prepare sample interview questions and will participate throughout the process to make it smooth and efficient.

Deliberations SGR will facilitate a discussion about the finalist interviews and assist the Search Committee in making a hiring decision or on whether to bring back one or more candidates for a second interview.

Reference Checks Our reference checks are the most comprehensive in the industry. We place very little confidence on the references provided by the candidates since those can be expected to be biased. Instead, we will typically talk to as many as 20 professional contacts for a given candidate including elected officials, direct supervisors, direct reports, internal organizational peers, professional peers in other organizations, civic leaders, and media representatives. We always seek out the candidate’s greatest critics and greatest fans to ensure a complete, yet balanced, perspective and overview of each candidate.

Step 7: Negotiations and Hiring Process Once the organization is ready to make an offer, SGR can provide additional assistance to the client in the following areas.

Determine the Terms of an Offer Upon request, SGR will provide comparative data for selected organizations, appropriate employment agreement language, and other similar information to assist you in determining an appropriate offer to extend to your candidate of choice.

Negotiate Terms and Conditions of Employment SGR will assist to whatever degree you deem appropriate in conducting negotiations with the chosen candidate. SGR will determine and define any special needs or concerns of the chosen

Page 70 of 241 candidate, including anything that could be a complicating factor. SGR is experienced and prepared to help craft win-win-solutions to negotiation “log-jams.”

Transition Strategy There are a variety of transition issues when hiring a new executive. SGR will brief the client on transition issues that need to be addressed and will provide a recommendation on what actions to take. Together, we will create a transition strategy that builds the foundation for a successful long-term relationship.

Step 8: Post-Hire Team Building Analysis (supplemental service) SGR can provide a customized team building workshop after you hire for the position. SGR utilizes I-OPT, which is a validated measurement tool that shows how a person perceives and processes information. Because people “see” different things when they assess a situation, they are motivated to take various courses of action, so understanding you and your colleagues’ I-OPT Profiles will enable you to work much more effectively as a team. The price is $4,000 for a half- day onsite workshop, plus travel expenses, and $150 per person for I-OPT reports (if not previously completed as part of the recruitment process), which include Individual Analysis Report, Emotional Impact Management Report, Change Management Report, and Team Management Report. Two-Person Reports can be ordered for an additional fee of $50 per report.

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TAB 6

Page 72 of 241 TIMELINE (STANDARD RECRUITMENT)

Task Weeks

 Contract Executed Week 1  Outline Project Plan, Timeline  Individual Interviews with Search Committee / Key Personnel / Community Leaders (if desired)

 Development of Position Profile Brochure Weeks 2-3  Search Committee Reviews and Approves Brochure

 Ad Placements Weeks 4-7  Accept Applications  Email Distribution and Marketing of Position Profile

 Triage and Scoring of Resumes Week 8

 Search Committee Briefing (Slide Presentation) / Select Semifinalists Week 9  Candidates Complete Questionnaire and Online Interviews  Stage 1 Media Searches

 Deliverable: Semifinalist Briefing Books Week 10

 Search Committee Briefing / Select Finalist Candidates Week 11

 Comprehensive Media Search Stage 2 Weeks 12-13  Comprehensive Background Screening Report  Candidates Complete DiSC Management Assessment

 Deliverable: Finalist Briefing Books Week 14

 Stakeholder Engagement (if desired) Week 15  Conduct Interviews  Deliberations  Reference Checks  Negotiations  Announcement / Press Release

*Each recruitment timeline is different based on the particular needs of the organization. SGR has completed searches in as little as 45 days, although this is not the recommended approach. We have also extended recruitment well beyond 15 weeks, based on the preference of the client.

Page 73 of 241

TAB 7

Page 74 of 241 PROJECT COST

All-Inclusive Maximum Price Professional Services Fee: $ 18,500 Expenses Not-to-Exceed: $ 8,500 All-Inclusive, Not-to-Exceed Maximum Price: $ 27,000*

Expenses Not-to Exceed SGR does not bill the client for any expenses except for those explicitly detailed herein. Items included in the Expenses Not-to-Exceed include:  Professional production of a high quality brochure. This brochure (typically 4 pages) is produced by SGR’s graphic designer for a flat fee of $1,500.  Ad placement in appropriate professional publications, including trade journals and websites, and related advertising to announce the position. This is billed at actual cost, with no markup for overhead. (However, the costs of ad placements in newspapers are not part of the not-to-exceed ad placement costs.)  Printing of documents and materials. Reproduction costs for reports and briefing books presented to the client at 26 cents per copy, plus the cost of binders/binding. Flash drives are billed at $10 each.  Online interviews. There is a cost of $200 for each recorded online interview. SGR recommends conducting online interviews at the semifinalist stage (up to 12 semifinalists).  Psychometric Assessments. There is a cost of $150 per candidate for the DiSC Management Profile (up to 6 finalists).  Comprehensive Media Reports – Stage 2. There is a cost of $350 per candidate. SGR recommends conducting Stage 2 media searches on the finalist candidates (up to 6 finalists).  Comprehensive Background Investigation Reports. There is a cost of $300 per candidate for comprehensive background screening reports prepared by our licensed private investigations provider. SGR recommends conducting comprehensive background investigations on the finalist candidates (up to 6 finalists).  Travel for the Executive Recruiter (incurred for the benefit of the client). Meals are billed at a per diem rate of $10 for breakfast, $15 for lunch, and $25 for dinner. Mileage will be reimbursed at the current IRS rate. All other travel-related expenses are billed back at actual cost, with no markup for overhead.  Up to four (4) visits/trips by the Recruiter to the Organization. Any additional visits/trips by the Recruiter to the Organization will be billed over and above the not-to-exceed maximum price.

Page 75 of 241

*Supplemental Services The supplemental services listed below are not included in the maximum price above. These supplemental services include:  Candidate Travel. Candidates are typically reimbursed directly by the client for travel expenses. If the client prefers a different arrangement for candidate travel, SGR will be glad to accommodate the client’s wishes.  Post-Hire Team Building Analysis. A half-day onsite workshop is $4,000, plus travel expenses, and $150 per person for I-OPT reports (if reports were not previously completed as part of the recruitment process), which include Individual Analysis Report, Emotional Impact Management Report, Change Management Report, and Team Management Report. Two-Person Reports can be ordered for an additional fee of $50 per report.  Site Visits to Communities of Finalist Candidates. If desired, the Executive Recruiter will travel to the communities of the finalist candidates to conduct onsite visits. Site visits will be charged at a day rate of $1,000 per day, plus travel expenses.  In the unexpected event the client shall request that unusual out of pocket expenses be incurred, said expenses will be reimbursed at the actual cost with no mark up for overhead.  If the client desires any supplemental services not mentioned in this section, an estimate of the cost and hours to be committed will be provided at that time, and no work shall be done without approval. Supplemental services will be billed out at $250 per hour.

Billing Professional fees for the recruitment are billed in three equal installments during the course of the recruitment. The initial installment is billed after the Organizational Inquiry and Analysis is completed and the position profile has been created. The second installment is billed when semifinalists are selected. The final installment is billed at the conclusion of the recruitment. Expense (reimbursable) items and supplemental services will be billed with each of the three installments, as appropriate.

Page 76 of 241

TAB 8

Page 77 of 241 PROVISION OF SERVICE GUARANTEE

SGR guarantees that you will be satisfied with the results of the recruitment process, or we will repeat the entire process at no additional professional fee until you find a candidate that you desire. Additionally, if you select a candidate (that SGR has fully vetted) who resigns or is released within 18 months of their hire date, SGR will repeat the process at no additional professional fee to the client. If the Organization circumvents SGR’s recruitment process and selects a candidate who did not participate in the full recruitment process, the service guarantee is null and void. We also guarantee that we will not directly solicit a candidate we bring to you for another job.

Page 78 of 241

TAB 9

Page 79 of 241 References

Ray Beck, County Commissioner Kathy Larson, City Clerk City of Craig, Colorado (pop. 9,300) Email: [email protected] Email: [email protected] Phone: 970-824-9115 (Ray) or 970-826-2010 (Kathy) Project: City Manager executive recruitment in 2016.

Krista Miller, Director of Human Resources, Safety & Risk Management Town of Vail, Colorado (pop. 4,800) Email: [email protected] Phone: 970-477-3512 Project: Town Manager executive recruitment (currently being conducted).

Catherine Blakeman, Human Resources Director City of Commerce City, Colorado (pop. 43,800) Email: [email protected] Phone: 303-289-3624 Project : City Attorney executive recruitment in 2016.

Laurie Dove, Mayor City of Valley Center, Kansas (pop. 5,100) Email: [email protected] Phone: 316-755-7310 Project: City Administrator executive recruitment in 2016.

Frank Klipsch, Mayor City of Davenport, Iowa (pop. 101,300) Email: [email protected] Phone: 563-326-7701 Project: City Administrator executive recruitment in 2016.

Tadd Phillips, Human Resources Director City of Georgetown, Texas (pop. 50,800) Email: [email protected] Phone: 512-930-2504 Project: Multiple executive recruitments.

Page 80 of 241

TAB 10

Page 81 of 241 Recent City Management Executive Searches

2017 City/Town Manager or Administrator  Bedford, Texas (pop. 49,000)  Bozeman, Montana (pop. 41,600) – in process  Brenham, Texas (pop. 16,300) – in process  Colleyville, Texas (pop. 24,500)  Jupiter, Florida (pop. 60,700) – in process  Killeen, Texas (pop. 119,000)  Midland, Michigan (pop. 40,800) – in process  Parkville, Missouri (pop. 5,400)  San Marcos, Texas (pop. 53,000)  Stephenville, Texas (pop. 17,400)  Topeka, Kansas (pop. 127,000) – in process  Vail, Colorado (pop. 4,800) – in process

Deputy/Assistant City or Town Manager  Hutto, Texas, ACM (pop. 1,800)  Irving, Texas, ACM (pop. 232,500) – in process  Waco, Texas, ACM (pop. 126,000)  Wichita Falls, Texas, ACM (pop. 105,000) – in process  Duncanville, Texas, ACM (pop. 36,000)*

2016 City/Town Manager or Administrator  Amarillo, Texas (pop. 189,000)  Angleton, Texas (pop. 19,000)  Bastrop, Texas (pop. 8,400)  Beavercreek, Ohio (pop. 45,000)  Bethany, Oklahoma (pop. 19,500)  Canadian, Texas (pop. 2,900)  Carrollton, Texas (pop. 128,000)  Choctaw, Oklahoma (pop. 11,500)  Clarksville, Indiana (pop. 22,000)  Craig, Colorado (pop. 9,300)  Davenport, Iowa (pop. 101,000)  Des Moines, Washington (pop. 29,000)  Elgin, Texas (pop. 10,000)  Gunnison, Colorado (pop. 5,500)  Lake Dallas, Texas (pop. 8,000)  Lake Worth, Texas (pop. 4,000)  Palestine, Texas (pop. 18,000)  Palm Beach Shores, Florida (pop. 1,500)*  Piney Point Village, Texas (pop. 3,500)  Raytown, Missouri (pop. 28,000)*  Spokane Valley, Washington (pop. 90,600)  Sweetwater, Texas (pop. 10,000) Page 82 of 241  Valley Center, Kansas (pop. 5,000)  Williston, North Dakota (pop. 13,000)

Deputy/Assistant City or Town Manager  Addison, Texas, DCM (pop. 15,700)  Chandler, Arizona ACM (pop. (255,000) 2015 City/Town Manager or Administrator  Abilene, Texas (pop. 118,000)  Altus, Oklahoma (pop. 19,000)  Alvin, Texas (pop. 23,000)  Arcadia, Florida (pop. 7,500)*  Azle, Texas (pop. 11,500)  Baytown, Texas (pop. 70,000)  Ballwin, Missouri (pop. 30,000)  Bridgeport, Texas (pop. 6,000)  Casper, Wyoming (pop. 53,500)  Forney, Texas (pop. 16,000)  Georgetown, Texas (pop. 50,000)  Granbury, Texas (pop. 6,800)  Guthrie, Oklahoma (pop. 10,000)  Hot Springs, Arkansas (39,000)  Kaufman, Texas (pop. 8,900)  Lamesa, Texas (pop. 9,300)  Missouri City, Texas (pop. 74,500)  Montgomery, Texas (pop. 600)  Mount Pleasant, Tennessee (pop. 4,500)*  Muskegon Heights, Michigan (pop. 11,500)  Northglenn, Colorado (pop. 34,000)  Port Lavaca, Texas (pop. 11,000)  Sealy, Texas (pop. 6,000)  St. Charles, Missouri (pop. 65,000)  Stillwater, Oklahoma (pop. 46,000)

Deputy/Assistant City or Town Manager  Bellevue, Washington, DCM (126,600)  Fort Worth, Texas, ACM (pop. 790,000)  Georgetown, Texas, ACM (pop. 50,000)  Waco, Texas, ACM (pop. 129,000)

2014 City/Town Manager or Administrator  Chapel Hill, Tennessee (pop. 1,500)*  Converse, Texas (pop. 19,500)*  Duncanville, Texas (pop. 36,400)  Fate, Texas (pop. 7,000)  Galveston, Texas (pop. 56,000)*  Joshua, Texas (pop. 6,000) Page 83 of 241  Kilgore, Texas (pop. 13,000)  Kyle, Texas (pop. 30,500)  Lindale, Texas (pop. 5,000)  Miami, Oklahoma (pop. 13,500)  Nolensville, Tennessee (pop. 3,100)*  Port Arthur, Texas (pop. 56,700)  Port Lavaca, Texas (pop. 11,000)*  Stephenville, Texas (pop. 17,400)  Tyler, Texas (pop. 98,800)

Deputy/Assistant City or Town Manager  Addison, Texas, DCM (pop. 15,700)  Denison, Texas, ACM (pop. 24,000)  El Paso, Texas, DCM-Transportation and Public Works (672,000)*  Manhattan, Kansas, ACM (pop. 56,000)*  Plainview, Texas, ACM (pop. 3,200)*

2013 City/Town Manager or Administrator  Bellaire, Texas (pop. 17,000)  Big Spring, Texas (pop. 27,500)*  Burien, Washington (pop. 49,000)  Burkburnett, Texas (pop. 10,500)  College Station, Texas (pop. 98,000)  Delray Beach, Florida (pop. 62,000)*  Fate, Texas (pop. 800)  Ferris, Texas (pop. 2,500)  Henderson, Texas (pop. 14,000)  League City, Texas (pop. 88,000)  Manhattan, Kansas (pop. 56,000)*  Owasso, Oklahoma (pop. 31, 500)  Pearland, Texas (pop. 96,000)  San Marcos, Texas (pop. 50,000)  Sikeston, Missouri (pop. 16,000)  South Padre Island, Texas (pop. 3,000)  Wills Point, Texas (pop. 3,500)

Deputy/Assistant City or Town Manager  Amarillo, Texas, ACM- Development Services (pop. 195,000)  Cape Girardeau, Missouri, ACM-Development Services (pop. 38,500)*  Cape Girardeau, Missouri, ACM-Administrative Services (pop. 38,500)*  McKinney, Texas, DCM (pop. 143,000)*  Orange County, North Carolina, ACM (pop. 138,000)*

2012 City/Town Manager or Administrator  Argyle, Texas (pop. 3,500)

 Bainbridge Island, Washington (pop. 23,000) Page 84 of 241  Breckenridge, Texas (pop. 5,500)  Burkburnett, Texas (pop. 11,000)  Canton, Texas (pop. 3,500)  Cleveland, Texas (pop. 7,600)  Duncanville, Texas (pop. 39,000)  Elk City, Oklahoma (pop. 12,000)  Fate, Texas (pop. 7,500)  Flower Mound, Texas (pop. 67,500)  Guthrie, Oklahoma (pop. 10,500)*  Hot Springs, Arkansas (pop. 35,000)  Huntsville, Texas (pop. 39,500)  Jacksboro, Texas (pop. 4,000)  La Porte, Texas (pop. 34,500)  Little Elm, Texas (pop. 28,500)  Miami, Oklahoma (pop. 13,500)  Paris, Texas (pop. 25,000)  Piney Point Village, Texas (pop. 3,200)*  Rockwall, Texas (pop. 39,000)  San Angelo, Texas (pop. 95,500)  Texarkana, Texas (pop. 37,000)  Van Alstyne, Texas (pop. 3,000)  Willow Park, Texas (pop. 4,000)

Deputy/Assistant City or Town Manager  Brentwood, Tennessee, ACM (pop. 39,000)*  Cedar Park, Texas, ACM (pop. 58,000)  Corpus Christi, Texas, ACM (pop. 312,000)  Victoria, Texas, ACM (pop. 64,000)*

2011 City Manager  Breckenridge, Texas (pop. 5,500)  College Station, Texas (pop. 98,000)*  Gonzales, Texas (pop. 7,000)  Kilgore, Texas (pop. 13,500)  Van Alstyne, Texas (pop. 3,000)  Yoakum, Texas (pop. 5,500)

2010 City Manager  Amarillo, Texas (pop. 195,000)  Burkburnett, Texas (pop. 10,500)  Denison, Texas (pop. 23,000)

*Component based services include, but are not limited to, social media and marketing, application management, psychometric assessments, background investigation reports, media search reports, reference checks, and resume evaluations.

Population numbers are approximate. Resource: www.City-Data.com Page 85 of 241 Executive Recruitment Clients

Arizona  Chandler Kansas  Hutchinson Arkansas  Lenexa  Fort Smith  Manhattan  Hot Springs  Overland Park  Topeka Colorado  Valley Center  Commerce City  Wyandotte County / Kansas City  Craig  Durango Louisiana  Englewood  Shreveport  Gunnison  Northglenn Michigan  Pitkin County  Kalamazoo County Consolidated Dispatch  Trinidad Authority (KCCDA)  Vail  Midland  Wheat Ridge  Muskegon Heights

Florida Mississippi  Arcadia  Hancock County Port & Harbor Commission  Charlotte County  De Land Missouri  Delray Beach  Ballwin  Hallandale Beach  Cameron  Jupiter  Cape Girardeau  Lakeland  Parkville  Lee County  Raytown  Palm Beach Shores  Sikeston  Plant City  Springfield  Sunny Isles Beach  St. Charles  Tamarac Montana Georgia  Bozeman  Albany Nevada Indiana  Las Vegas  Clarksville  Washoe County

Iowa New Mexico  Davenport  Farmington

Page 86 of 241 Executive Recruitment Clients

New Mexico, continued  Alice  Four Corners Economic Development  Allen  Los Lunas  Alvin  Amarillo North Carolina  Angleton  Orange County  Anna  Argyle North Dakota  Arlington  Mountrail Williams Electric Cooperative  Atlanta  Williston  Austin  Azle Ohio  Bastrop  Beavercreek  Bay City  Franklin County  Baytown  Bedford Oklahoma  Bellaire  Altus  Big Spring  Bethany  Breckenridge  Chickasha  Brenham  Choctaw  Bridgeport  Edmond  Burkburnett  Elk City  Burleson  Guthrie  Burnet  Lawton  Canadian  Miami  Canton  Mustang  Carrollton  Oklahoma Municipal League  Cedar Hill  Owasso  Cedar Park  Stillwater  Cleveland

 College Station Tennessee  Colleyville  Brentwood  Colorado River Municipal Water District  Chapel Hill  Commerce  Mount Pleasant  Converse  Nolensville  Copper Canyon  Thompson’s Station  Corpus Christi

 Dalhart Texas  Dalworthington Gardens  Abilene  Denison  Addison

 Alamo Heights

Page 87 of 241 Executive Recruitment Clients

Texas, continued  Joshua  Denton County Fresh Water Supply District  Kaufman 1-A  Keller  Denton  Kilgore  Duncanville  Killeen  El Paso MPO  Kyle  El Paso  La Porte  Elgin  Lake Dallas  Fairview  Lakeway  Farmers Branch  Lake Worth  Farmersville  Lamesa  Fate  Lancaster  Ferris  League City  Flower Mound  Leander  Forney  Levelland  Fort Worth  Lewisville  Freeport  Lindale  Friendswood  Little Elm  Gainesville  Longview  Galveston  Lorena  Garland  Lubbock  Georgetown  Lufkin  Gonzales  McKinney EDC  Granbury  McKinney  Grand Prairie  Memorial Villages PD  Grapevine  Midland  Greenville  Midlothian EDC  Gulf Coast Water Authority  Missouri City  Harris County ESD No. 48  Montgomery  Henderson  Mount Pleasant  Hewitt  Nederland  Highland Park  North East Texas Regional Mobility  Hudson Oaks Authority  Huntsville (NET RMA)  Hutto  North Richland Hills  Hutto EDC  North Texas Emergency Communications  Irving Center (NTECC)  Jacksboro  Odessa  Jacksonville Development Corporation  Palestine (JEDCO)  Paris

Page 88 of 241 Executive Recruitment Clients

Texas, continued  Victoria  Pearland  Waco  Pflugerville  Waxahachie  Piney Point Village  Weatherford  Plainview  West Lake Hills  Plano  Westlake  Port Arthur  Westworth Village  Port Lavaca  Wichita Falls  Port Neches  Willow Park  Prosper  Wills Point  Red Oak  Yoakum  Richardson  Richland Hills Washington  Riverbend Water District  Bainbridge Island  Rockwall  Bellevue  Round Rock  Burien  Rowlett  Des Moines  Royse City  Richland  Sachse  Shoreline  San Angelo  Spokane  San Marcos  Spokane Valley  San Marcos/Hays County EMS  Whitworth Water District #2  Seabrook  Seagoville Wyoming  Sealy  Casper  Socorro  South Padre Island Other Organizations  Southlake  Institute for Building Technology and Safety  Stephenville (IBTS)  Sugar Land  Sweetwater  Temple  Terrell  TexAmericas Center  Texarkana  The Woodlands  Tomball  Trophy Club  Tyler  Van Alstyne

Page 89 of 241 Executive Recruitment Positions Administration  Senior Building Inspector / Building Inspector  Assistant City Manager  Tourism and Community Development Director  Assistant County Manager  Chief Administrative Officer Economic Development/CVB  City Administrator/City Manager/Town Manager  Assistant Economic Development Director  City Secretary  CVB Executive Director  Deputy City Manager  Director of the Office of ED (County)  Director of Administration  Downtown Development Director  Executive Director  Economic Development Corporation President/CEO  Economic Development Director/Executive Director Administrative Services/Internal Services  Economic Development Manager  Administrative Services Director  Executive Director of Port & Harbor Commission  Arts Director  Redevelopment Project Director  Assistant Police Director  Vice President/Chief Econ Development Officer  Chief Medical Examiner  Event/Marketing Specialist Finance  Intergovernmental Services Manager  Accounting Services Supervisor  Management Assistant  Assistant Director of Finance  Manager of Town Services  Budget Director / Manager / Officer  Capital Projects Budget Manager Animal Services/Environmental Health  Chief Financial Officer  Animal Services Manager  Deputy Director of Finance  Animal Shelter Manager  Finance Controller / Auditor / Comptroller  Animal Welfare Manager / Director  Finance Director/Finance Officer  Assistant Director of Code Compliance/Animal  Finance Manager Welfare  Purchasing Manager  Director of Animal Care and Control  Senior Accountant  Director of Regional Animal Services  Senior Budget Analyst  Environmental Health Director  Treasury Supervisor  Executive Director of Animal Services Human Resources/Civil Services Development Services  Assistant Human Resources Director  Assistant Property Management Director  Chief Performance Officer  Building Official / Chief Building Official  Director of Human Resources & Risk Management  City Inspector  Human Resources/Civil Services Director  Community Development Director/Manager  Deputy Director of Development Services Information Technology  Development Services Director  Chief Information Officer  Municipal Services Director  Chief Technology Officer  Neighborhood Services Director  GIS Manager  New Urbanist  IT Assistant Director  Planning & Community Development Director  IT Developer / Director / Manager  Property Management Director  IT Manager (Police Department)  Redevelopment Project Manager  Senior Software Developer

Page 90 of 241 Executive Recruitment Positions

Innovation, Process Improvement & Sustainability  Fire Chief  Chief Knowledge Officer  Homeland Security and Emergency Management Director Legal  Lieutenant  Assistant City Attorney  Police Chief  City Attorney (Individual and Firm)  Public Safety Director  Court Administrator  Director of Municipal Court Services Public Works/Utilities/Engineering  First Assistant City Attorney  Assistant City Engineer  Assistant General Manager for Water District Library  Assistant Utilities Director  Librarian  Chief Plant Operator  Library Director  City Engineer  Senior Librarian  City Planner  City Services Director Marketing and Community Engagement  Deputy Director of Public Works/City Engineer  Community Relations Manager  Deputy Director of Utilities  Community Services Administrator  Director of Engineering & Environmental Services  Community Services Director  Director of Projects & Engineering  Director of Marketing and Community Engagement  Director of Public Services  Public Information Officer  Director of Utilities  Public Relations Coordinator  Electric Utility Director  Engineering Project Manager Metropolitan Planning Organization  Engineering Services Manager for Water District  Director of Metropolitan Planning Organization  Planning & Engineering Director  Planning Manager Museum  Public Works Assistant Director  Museum Director  Public Works Director

 Public Works Director/City Engineer Parks and Recreation  Water District Executive Director  Parks and Recreation Director  Water District General Manager  Park Superintendent  Program Area Manager (Parks) Transportation/Fleet Services  Recreation Superintendent  Assistant Municipal Garage Superintendent

 Director of Operations and Maintenance Public Safety/EMS/Emergency Management  Director of Street Operations  Assistant Fire Chief  Equipment Services Manager  Assistant Police Chief  Facilities Services Manager  Chief of Public Safety  Fixed-Base Operator Services  Deputy Director, Emergency Communications  Fleet Equipment Services Manager  Emergency Dispatch Director  Senior Transportation Planner  Emergency Management Coordinator  EMS Executive Director  Executive Director, Emergency Communications Page 91 of 241

TAB 11

Page 92 of 241 UNSOLICITED FEEDBACK REGARDING SGR’S PERFORMANCE

Following are a few unsolicited quotes from emails we have received. This unsolicited feedback demonstrates that our practice of using the Golden Rule to determine how we treat everyone leaves no doubt in the minds of both clients and candidates that we are truly superior to the competition. We do not include names to avoid the suggestion of an endorsement, which is prohibited under the ICMA Code of Ethics.

May 2017: “Thanks so much for SGR's help. We had dozens of well qualified applicants, and most would probably not have been received without the support and expertise of SGR. The contacts and network that SGR brought to the process were invaluable. [Recruiter] was a joy to work with. He was extremely professional and knowledgeable. He guided us through the process and kept us on the preset timeline.”

May 2017: “…I do appreciate your and you company's professionalism, but more importantly the thoughtfulness and personal attention you provide candidates, which I'm sure is equally provided to your client. That attention is often lacking in other municipal search firms and is a great attribute of SGR.”

May 2017: “Thanks for the update. I have to admit, I've never received a status update note from a recruiter providing such an informative message about what is happening with the position. I really appreciate it and as a human resources professional, I'll tuck this thought away for future reference as a best practice.”

May 2017: “Thank you so much for sharing the article. I haven't seen another executive recruitment firm be so proactive and engaged with job candidates. Very impressive.”

April 2017: “Ron, I thought I would reinforce to you, how much I appreciate the way your staff, like [recruiter] and others, stay in touch with applicants throughout the process. You are unique in the current trends of electronic application systems but some are operated by people not functioning like "Servant leaders"! Your staff gets the concept and walks the walk! Thanks for your "Servant leadership" and its impact on the HR leadership.”

February 2017: “[t]hank [recruiter] and Ron Holifield for your professionalism and timely attention to my inquiries and concerns…I sincerely appreciate the firm’s commitment to its clients and the applicant pool.”

January 2017: “Thanks to your company for all of the opportunities that they allowed me during my brief stint amongst the unemployed. You have amazing people working for you.”

December 2016: “I truly value your level of communication in this process. I’d not realized my commitment to communication until being in a position where there is an extreme lack of communication and I have no way to foster. So thank you for being one of the few examples of how it can be done.”

October 2016: “A special thank you to [recruiter]. He was very helpful during this process. I will definitely be recommending SGR to my professional colleagues.”

August 2016: “Thank you very much for your continuous update on the status of my application for the [position] and I really appreciate the commitment by your team and yourself to make this a wonderful

Page 93 of 241 experience. I admire your level of professionalism and hope that I get a chance to work among such a wonderful team in future.”

July 2016: “I also appreciate your engagement with me as a candidate during this process. It has been one of the most professional experiences with a recruiter I have had. You should be commended for your efforts to lead such an effort. In the future, if I ever need assistance to fill a position, I will surely keep you in mind.”

July 2016: “The more I deal with you, Ron, and the rest of your team, the more impressed I am with your level of professionalism and care. You are awesome.”

June 2016: “I have been very impressed with your selection process. This has been a very time consuming process for candidates like me but I see a great value for the employers. You have developed a great selection process. Honestly, when I compare it to what my colleagues and I have done at Big 4 firms, your process is more comprehensive and much better.”

May 2016: “I just wanted to take a moment of your time to thank you for your very professional demeanor while conducting the job search for the [city]. SGR is very thorough. I am impressed by the diligence of SGR. All interviews are a continuing learning process; I have learned from this experience, especially the video interview. You all are very kind; and, I wanted you to know that I appreciate having this experience and appreciated the interaction with everyone at SGR.”

April 2016: “I must say, this has been one of the most professional and well organized recruiting processes I have seen in a very long time. You and your team have kept the candidates abreast of the process completely along the way. Thank you kindly for going the extra mile to make this a very pleasant experience. You and your team represent the HR profession amazingly. Simply impressive.”

March 2016: “Thank you for the update. I wanted to let you know that I truly enjoyed your recruitment style. You are timely and informative. The information sent by yourself and [SGR staff] is relevant and a wonderful way to keep potential candidates ‘warm’ while you evaluate resumes.”

February 2016: “I just wanted to say how nice it is to get updates on the status of the search. I'm in the process of looking at several positions and it can be very frustrating to sometimes go months without knowing if the organization has chosen anyone. (Many places will not return calls or emails inquiring about status, either.) No matter the outcome, this is definitely one of the best run searches I have been a part of. Thanks again for keeping us all in the loop.”

January 2016: “I would like to say that I really appreciate the level of communication from you and SGR regarding the status of the process in [city] and what the expected next steps were. I have dealt with a number of search firms over the last year and SGR has done an excellent job in communicating with applicants. Far too often I have heard nothing from the firm conducting a search and found out through other sources that the position had been filled. Again I really appreciate the level of communication.”

December 2015: “SGR really is a class act and I appreciate the personal nature of your communications – you must have an excellent staff. I have been through more than a few applications while transitioning from the military, and I will tell you that your company stands at the top.”

November 2015: “I sincerely believe your personal courtesy and agency is the most professional of any I have ever experienced.”

Page 94 of 241

TAB 12

Page 95 of 241 City of Craig, Colorado CITY MANAGER

The Community Situated in the northwest corner of Colorado, the City of Craig covers just over five square miles and is the most populous municipality in Moffat County. Located at the intersection of U.S. Highway 40 and Colorado Highway 13, the County borders Wyoming to the north and Utah to the west. Craig is serviced by two regional airports, the Craig/Moffat Airport in Craig and the Yampa Valley Regional Airport in nearby Hayden. Visitors often comment on the charming small town feel of Craig and the friendly people who live and work in the City. Craig is home to nearly 9,000 residents who are proud of their western heritage and enjoy beautiful natural vistas. Founded by William H. Tucker, Craig was incorporated on April 24, 1908, and was named in honor of Reverend William Bayard Craig, one of the City’s financial backers. Craig became the county seat of Moffat County when the county was created out of the western portion of Routt County in 1911. Starting in the 1970s, power plants and coal mines were constructed in the area, and the City’s economy is still closely tied to these industries. Craig is located in a region that is rich in agricultural resources. Cattle and sheep ranches dot the area, and the City is known as the “Elk Hunting Capital of the World,” with one of North America’s largest elk herds. Hunters travel to Craig from all over the world for elk hunting, which provides a tremendous boost to the local economy every fall and winter. The coal, oil, and gas industries continue to make up a substantial portion of the City’s economy as well. Efforts are being made to diversify the City’s economy and grow businesses. Recently, a Local Marketing District was established and is funded through a 4% increase in lodging tax. This project was initiated by the Moffat County Commission with the City’s participation. Major employers in and around Craig include Tri-State Power and Generation Power Plant, Trapper Mine Coal Company, Colowyo Coal Company, Twenty Mile Coal Company, Memorial Hospital and Clinic, and the Moffat County School District. There are many cultural, historical, and recreational attractions throughout the area, including the Dinosaur National Monument, a science and history park and former outlaw refuge, where visitors can view embedded fossils and petroglyphs. Area museums include the Museum of Northwest Colorado, with the nationally known Cowboy and Gunfighter’s Collection, and the living history Wyman Museum.

Page 96 of 241 The Community, continued The abundance of year-round outdoor recreational opportunities for all ages and abilities draws residents and visitors alike to this picturesque region. Sandwash Basin is home to one of the few remaining herds of free-roaming wild mustangs in the United States, and White River National Forest features 11 ski resorts, eight wilderness areas, 10 mountain peaks over 14,000 feet, and 2,500 miles of trails. Other points of interest include Browns Park National Wildlife Refuge, a popular spot for hunters and anglers, Elkhead Reservoir State Park, and Yampa River State Park in Hayden. There are also fishing and water sports on the Yampa River, world-class skiing in Steamboat Springs, and many more fascinating things to see and do around the area. The City hosts several popular events and festivals annually. Grande Olde West Days is a spring celebration which features a country western music concert, bull riders, cowboy poets, art, and the Wildgame and Roadkill Cook-Off. Whittle the Wood, a wood carving competition, attracts visitors from around the world. The City also hosts a community concert series six times a year. Other area events include the Moffat County Balloon Festival, Sombrero Ranch Horse Drive, the Moffat County Fair, and a variety of golf tournaments. Craig’s students are served by the Moffat County School District, which spans an area of 4,836 square miles and has an enrollment of approximately 2,200 students in grades Pre-K through 12. Craig is the largest community in the school district and is home to Moffat County High School, Craig Middle School, an early childhood center, and five elementary schools. In addition to academic and college preparatory courses, a diverse vocational and technical curriculum is offered. For those seeking higher education, the highly respected Colorado Northwestern Community College has a campus in Craig. The college recently built new facilities in Craig and has significantly expanded its curriculum and programs. Additionally, Colorado Mountain College has a campus in nearby Steamboat Springs. The median income in the City is $50,123 and the median home value is $170,000. The City has a total property tax rate levy of 18.996 mills. Governance and Organization The City of Craig is a home rule municipality and operates under a council-manager form of government. There are seven Council members, including the Mayor. Council members serve four-year terms with two-term limits, with the Mayor serving two-year terms with a three-term limit. The City Council appoints a professional City Manager to manage day-to-day operations. The City Council also appoints the City Attorney and Municipal Judge. Page 97 of 241 The City has an annual budget of $18.6 million and is staffed by 83 employees. Leadership and Innovation The Council has identified several key strategic focus areas for the coming year: revenue enhancement, balanced budget, sales/use tax issue for the April 2017 municipal election ballot, and expansion of the newly voter-approved Local Marketing District. Priorities for the next City Manager will include economic development, developing broadband for the community (currently underway), improving community aesthetics, and generating new revenue. The community is in a pivotal moment where there is the need to diversify the economy, give the community a “facelift,” and develop a plan for future growth. Craig is heavily reliant on the coal, oil, and gas industries in and around the community. Due to a downturn in these businesses, there has been a direct impact on the City’s economy. While not in crisis mode, the City is very focused on ensuring financial sustainability and future growth through significant economic development, which will require a carefully planned strategic approach with both short- and long- range objectives. The City is currently in the process of developing the annual budget, with budget reductions likely in the coming fiscal year. Craig is dependent on sales tax as its primary revenue source. The City is currently looking to implement a use tax in order to generate new revenues. The next City Manager will play a key role in guiding the budget development process, identifying new sources of revenue, and making the best use of available resources. Ideal Candidate The City of Craig seeks an innovative and visionary City Manager to guide the City on the path to sustainable growth while preserving its unique heritage and small town charm. The City requires a candidate who can develop a long-range strategic plan that focuses on economic development and citizen engagement. The chosen individual will help transform the community by improving its livability and economy through strategic visioning and collaborative partnerships that promote business development and job creation. It is crucial that the incoming City Manager have a thorough understanding of the regional economy and its impact on Craig. The successful candidate will become a highly visible leader in the community and region, actively engage with citizens, and forge strategic partnerships with local organizations. The new City Manager will encourage strong relationships among a variety of agencies, such as the county, school district, community college, local chamber, and other community agencies and organizations. The City prides itself on the giving spirit of its citizenry and desires a City Manager who will share this attitude, willingly supporting non-profits and serving as an examplePage 98 to of the241 community through serving others. Ideal Candidate, continued The ideal candidate will be a natural leader with exceptional interpersonal skills who will encourage a collaborative environment within the organization and community and foster harmonious working relationships with staff, Council, and other stakeholders. The City Manager will keep the Council fully informed on emerging issues, communicating pertinent information frankly and directly, but with a high degree of respect and optimism. In order to be successful in this position, the next City Manager must build and maintain close, positive, and productive relationships with City Council members and have the ability to skillfully guide the Council in the decision making process. The selected individual must be willing to work with, train, and educate new Council members, maintain open lines of communication, and provide direction as needed. The chosen candidate must be highly ethical, foster a culture of transparency and accountability, and unite the organization with a shared sense of purpose. The City Manager will encourage staff to perform at a high level, promote teamwork, articulate expectations with clarity, and effectively delegate responsibilities. The successful candidate must be able to make well-informed, well-reasoned decisions and handle conflict and sensitive issues with tact and diplomacy. The next City Manager will seek consensus when possible but should not be afraid to challenge the status quo or take risks when it is in the City’s best interest. The selected candidate will be a fiscally responsible manager with a “Lean” orientation. Advanced financial and budget forecasting skills are required to ensure the City meets its fiduciary responsibilities, develops sustainable finance practices, and experiences the growth it desires. The City Manager will deftly guide the City Council and staff in managing costs, setting financial policies, and outlining financial strategies. Education and Experience The selected candidate must hold a bachelor’s degree. Three to five years of experience as a City Manager or Assistant City Manager and a master’s degree are preferred. An equivalent combination of education and experience may be considered. Compensation and Benefits The salary range for this position is $115,000-$140,000 annually depending on experience and qualifications. The City provides a 401(a) defined contribution plan through ICMA-RC with a 12% City contribution and 6% employee contribution. A comprehensive benefits package is also provided.

Page 99 of 241 Application Process Please apply online at: http://bit.ly/SGRCurrentSearches For more information on this position contact:

Larry Gilley, Senior Vice President Strategic Government Resources [email protected] 325-660-4208 This position is open until filled. To view the status of this position, please visit: http://bit.ly/SGRCurrentSearches

The City of Craig is an Equal Opportunity Employer and values diversity in its workforce. Applicants selected as finalists for this position will be subject to a comprehensive background check. Resources

City of Craig www.ci.craig.co.us

Community Video Tour bit.ly/craigvideotour

Craig Chamber of Commerce www.craig-chamber.com

Craig/Moffat Economic Development Partnership www.cmedp.org

Northwest Colorado Showcase www.northwestcolorado.com

Moffat County Tourism Association www.visitmoffatcounty.com Moffat County www.colorado.gov/moffatcounty

Moffat County School District www.moffatsd.org Page 100 of 241

TAB 13

Page 101 of 241 File # 70100 : TESTCASE, JANET Page 1 of 10

Background Screening Report First Check PO BOX 92033 Southlake, TX 76092 Phone: 888-588-2525 / 888-588-2525 Fax: 888-213-9341

FILE NUMBER 70100 REPORT DATE 04-02-2015 REPORT TO STRATEGIC GOVERNMENT RESOURCES ORDER DATE 04-02-2015 MELISSA VALENTINE (20002) TYPE EXECUTIVE SEARCH - BACKGROUND 1117 Bourland Rd CHECK Keller, TX 76248 Phone: 214-676-1691 Fax: -

Application Information

APPLICANT TESTCASE, JANET SSN XXX-XX-6789 DOB 10-05-1962 ADDRESS(ES) 19 FOREST DR CITY / STATE / ZIP BEDROCK, TX 75214 Identity Development

Person Search - SSN TRACE/ ADDRESS VERIF RESULTS Records Found SSN SEARCHED XXX-XX-6789 SEARCH DATE 04-02-2015 1:48 PM MDT Applicant Information FULL NAME / SSN DOB ADDRESS PHONE REPORTED DATE(S) JANET TESTCASE 19 FOREST HILL First: 2015-01-16 BEDROCK, TX Last: 2015-04-02 County: HIDALGO

JANET LYNN 1962-10-05 19 FOREST HILL (954)547-3984 First: 1995-02-13 TESTCASE BEDROCK, TX Last: 2015-04-02 County: HIDALGO

JANET TESTCASE 1962-10-05 19 FOREST HILL First: 1995-02-13 BEDROCK, TX Last: 2015-04-02 County: HIDALGO

JANET L TESTCASE 7863 SLEEPING LILY (702)812-1460 First: 1991-12-31 DR Last: 1996-05-23 LAS VEGAS, MO 89178 County: JACKSON

SSN Information SSN VALID ISSUED LOCATION ISSUED DATE RANGE

XXX-XX-6789 Y 1975-1976

WARNING: This search may not be used as the basis for an adverse action on an applicant. It should only be used to verify or correct an applicant's information, or as a tool to further research of public records or other verifications.

Credit

Credit Summary TOTAL TRADELINES 0 30 DAYS LATE 0 CURRENTLY SATISFACTORY 0 60 DAYS LATE 0 CURRENTLY DELINQUENT 0 90 DAYS LATE 0 PREVIOUSLY DELINQUENT 0 NEWEST TRADE COLLECTION/CHR OFFS 0/0 OLDEST TRADE PUBLIC RECORDS 0 INQUIRIES 0 Financial Summary # PAYMENT TTL BALANCE PAST DUE UTILIZATION MORTGAGE 0 $0 $0 $0 INSTALLMENT 0 $0 $0 $0 OPEN 0 $0 $0 $0 REVOLVING 0 $0 $0 $0 OTHER 0 $0 $0 $0

0$0$0$0 Warning; Use careful judgment the past due column of this financial summary may possibly combine amounts of an original creditor with amounts from a collection agency collecting for the original creditor. A single debt could be included as a trade amount and with the collection agency. In a few cases, this single debt can appear as a judgment in the public records section, as well.

Variations

Personal Information Comparison

Page 102 of 241 File # 70100 : TESTCASE, JANET Page 2 of 10

NAME SOC SEC DOB AKA APPLICANT TESTCASE, JANET XXX-XX-6789 10/05/1962 TU TESTCASE, JANET MISMATCH Address Comparison ADDRESS REPORTED APPLICANT TU 19 FOREST DR , BEDROCK, TX 75214 04-02-2015 Employment Comparison COMPANY POSITION REPORTED NO EMPLOYERS DEVELOPED Credit Bureau Report

Credit History HISTORICAL E REPORTED TIMES TYPE HIGH PAST DUE C CREDITOR OPENING DATE DATE BALANCE PAST DUE PRESENT STATUS CREDIT AMOUNT O MONTHS 30 60 90+ TERMS A REVIEWED DLA

NO TRADELINES DEVELOPED ECOA KEY: B = BORROWER; C = CO-BORROWER; S = SHARED; J = JOINT; U = UNDESIGNATED; A = AUTHORIZED USER Public Records NO PUBLIC RECORDS DEVELOPED Prior Inquiries CREDITOR INQUIRY TYPE DATE SRC KIND OF BUSINESS ECOA NO PRIOR INQUIRIES DEVELOPED Repository Remarks TU High Risk Fraud Alert;Available and Clear (H01) TU A SUMMARY OF YOUR RIGHTS UNDER THE FAIR CREDIT REPORTING ACT

PARA INFORMACION EN ESPANOL, VISITE WWW.CONSUMERFINANCE.GOV/LEARNMORE O ESCRIBE A LA CONSUMER FINANCIAL PROTECTION BUREAU, 1700 G STREET N.W., WASHINGTON,DC 20006.

THE FEDERAL FAIR CREDIT REPORTING ACT (FCRA) PROMOTES THE ACCURACY, FAIRNESS, AND PRIVACY OF INFORMATION IN THE FILES OF CONSUMER REPORTING AGENCIES. THERE ARE MANY TYPES OF CONSUMER REPORTING AGENCIES, INCLUDING CREDIT BUREAUS AND SPECIALTY AGENCIES (SUCH AS AGENCIES THAT SELL INFORMATION ABOUT CHECK WRITING HISTORIES, MEDICAL RECORDS, AND RENTAL HISTORY RECORDS). HERE IS A SUMMARY OF YOUR MAJOR RIGHTS UNDER THE FCRA. FOR MORE INFORMATION, INCLUDING INFORMATION ABOUT ADDITIONAL RIGHTS, GO TO WWW.CONSUMERFINANCE.GOV/LEARNMORE, OR WRITE TO: CONSUMER FINANCIAL PROTECTION BUREAU, 1700 G STREET N.W., WASHINGTON, DC 20006.

- YOU MUST BE TOLD IF INFORMATION IN YOUR FILE HAS BEEN USED AGAINST YOU. ANYONE WHO USES A CREDIT REPORT OR ANOTHER TYPE OF CONSUMER REPORT TO DENY YOUR APPLICATION FOR CREDIT, INSURANCE, OR EMPLOYMENT - OR TO TAKE ANOTHER ADVERSE ACTION AGAINST YOU - MUST TELL YOU, AND MUST GIVE YOU THE NAME, ADDRESS, AND PHONE NUMBER OF THE AGENCY THAT PROVIDED THE INFORMATION.

- YOU HAVE THE RIGHT TO KNOW WHAT IS IN YOUR FILE. YOU MAY REQUEST AND OBTAIN ALL THE INFORMATION ABOUT YOU IN THE FILES OF A CONSUMER REPORTING AGENCY (YOUR "FILE DISCLOSURE"). YOU WILL BE REQUIRED TO PROVIDE PROPER IDENTIFICATION, WHICH MAY INCLUDE YOUR SOCIAL SECURITY NUMBER. IN MANY CASES, THE DISCLOSURE WILL BE FREE. YOU ARE ENTITLED TO A FREE FILE DISCLOSURE IF:

- A PERSON HAS TAKEN ADVERSE ACTION AGAINST YOU BECAUSE OF INFORMATION IN YOUR CREDIT REPORT;

- YOU ARE THE VICTIM OF IDENTITY THEFT AND PLACE A FRAUD ALERT IN YOUR FILE;

- YOUR FILE CONTAINS INACCURATE INFORMATION AS A RESULT OF FRAUD;

- YOU ARE ON PUBLIC ASSISTANCE;

- YOU ARE UNEMPLOYED BUT EXPECT TO APPLY FOR EMPLOYMENT WITHIN 60 DAYS.

IN ADDITION, ALL CONSUMERS ARE ENTITLED TO ONE FREE DISCLOSURE EVERY 12 MONTHS UPON REQUEST FROM EACH NATIONWIDE CREDIT BUREAU AND FROM NATIONWIDE SPECIALTY CONSUMER REPORTING AGENCIES. SEE WWW.CONSUMERFINANCE.GOV/LEARNMORE FOR MORE INFORMATION.

- YOU HAVE THE RIGHT TO ASK FOR A CREDIT SCORE. CREDIT SCORES ARE NUMERICAL SUMMARIES OF YOUR CREDIT-WORTHINESS BASED ON INFORMATION FROM CREDIT BUREAUS. YOU MAY REQUEST A CREDIT SCORE FROM CONSUMER REPORTING AGENCIES THAT CREATE SCORES OR DISTRIBUTE SCORES USED IN RESIDENTIAL REAL PROPERTY LOANS, BUT YOU WILL HAVE TO PAY FOR IT. IN SOME MORTGAGE TRANSACTIONS, YOU WILL RECEIVE CREDIT SCORE INFORMATION FOR FREE FROM THE MORTGAGE LENDER.

- YOU HAVE THE RIGHT TO DISPUTE INCOMPLETE OR INACCURATE INFORMATION. IF YOU IDENTIFY INFORMATION IN YOUR FILE THAT IS INCOMPLETE OR INACCURATE, AND REPORT IT TO THE CONSUMER REPORTING AGENCY, THE AGENCY MUST INVESTIGATE UNLESS YOUR DISPUTE IS FRIVOLOUS. SEE WWW.CONSUMERFINANCE.GOV/LEARNMORE FOR AN EXPLANATION OF DISPUTE PROCEDURES.

- CONSUMER REPORTING AGENCIES MUST CORRECT OR DELETE INACCURATE, INCOMPLETE, OR UNVERIFIABLE INFORMATION. INACCURATE, INCOMPLETE, OR UNVERIFIABLE INFORMATION MUST BE REMOVED OR CORRECTED, USUALLY WITHIN 30 DAYS. HOWEVER A CONSUMER REPORTING AGENCY MAY CONTINUE TO REPORT INFORMATION IT HAS VERIFIED AS ACCURATE.

Page 103 of 241 File # 70100 : TESTCASE, JANET Page 3 of 10

- CONSUMER REPORTING AGENCIES MAY NOT REPORT OUTDATED NEGATIVE INFORMATION. IN MOST CASES, A CONSUMER REPORTING AGENCY MAY NOT REPORT NEGATIVE INFORMATION THAT IS MORE THAN SEVEN YEARS OLD, OR BANKRUPTCIES THAT ARE MORE THAN 10 YEARS OLD.

- ACCESS TO YOUR FILE IS LIMITED. A CONSUMER REPORTING AGENCY MAY PROVIDE INFORMATION ABOUT YOU ONLY TO PEOPLE WITH A VALID NEED - USUALLY TO CONSIDER AN APPLICATION WITH A CREDITOR, INSURER, EMPLOYER, LANDLORD, OR OTHER BUSINESS. THE FCRA SPECIFIES THOSE WITH A VALID NEED FOR ACCESS.

- YOU MUST GIVE YOUR CONSENT FOR REPORTS TO BE PROVIDED TO EMPLOYERS. A CONSUMER REPORTING AGENCY MAY NOT GIVE OUT INFORMATION ABOUT YOU TO YOUR EMPLOYER, OR A POTENTIAL EMPLOYER, WITHOUT YOUR WRITTEN CONSENT GIVEN TO THE EMPLOYER. WRITTEN CONSENT GENERALLY IS NOT REQUIRED IN THE TRUCKING INDUSTRY. FOR MORE INFORMATION, GO TO WWW.CONSUMERFINANCE.GOV/LEARNMORE.

- YOU MAY LIMIT "PRESCREENED" OFFERS OF CREDIT AND INSURANCE YOU GET BASED ON INFORMATION IN YOUR CREDIT REPORT. UNSOLICITED "PRESCREENED" OFFERS FOR CREDIT AND INSURANCE MUST INCLUDE A TOLL-FREE PHONE NUMBER YOU CAN CALL IF YOU CHOOSE TO REMOVE YOUR NAME AND ADDRESS FROM THE LISTS THESE OFFERS ARE BASED ON. YOU MAY OPT-OUT WITH THE NATIONWIDE CREDIT BUREAUS AT 1-888-567-8688 (888-5OPTOUT).

- YOU MAY SEEK DAMAGES FROM VIOLATORS. IF A CONSUMER REPORTING AGENCY, OR, IN SOME CASES, A USER OF CONSUMER REPORTS OR A FURNISHER OF INFORMATION TO A CONSUMER REPORTING AGENCY VIOLATES THE FCRA, YOU MAY BE ABLE TO SUE IN STATE OR FEDERAL COURT.

- IDENTITY THEFT VICTIMS AND ACTIVE DUTY MILITARY PERSONNEL HAVE ADDITIONAL RIGHTS. FOR MORE INFORMATION, VISIT WWW.CONSUMERFINANCE.GOV/LEARNMORE.

STATES MAY ENFORCE THE FCRA, AND MANY STATES HAVE THEIR OWN CONSUMER REPORTING LAWS. IN SOME CASES, YOU MAY HAVE MORE RIGHTS UNDER STATE LAW. FOR MORE INFORMATION, CONTACT YOUR STATE OR LOCAL CONSUMER PROTECTION AGENCY OR YOUR STATE ATTORNEY GENERAL. FOR INFORMATION ABOUT YOUR FEDERAL RIGHTS, CONTACT:

TYPE OF BUSINESS: CONTACT:

1.a. BANKS, SAVINGS ASSOCIATIONS, AND BUREAU OF CONSUMER FINANCIAL CREDIT UNIONS WITH TOTAL ASSETS OF PROTECTION OVER $10 BILLION AND THEIR 1700 G STREET NW AFFILIATES WASHINGTON, DC 20006

b. SUCH AFFILIATES THAT ARE NOT BANKS, FEDERAL TRADE COMMISSION SAVINGS ASSOCIATIONS, OR CREDIT CONSUMER RESPONSE CENTER -FCRA UNIONS ALSO SHOULD LIST, IN ADDITION WASHINGTON, DC 20580 TO THE BUREAU: 1-877-382-4357

2. TO THE EXTENT NOT INCLUDED IN ITEM 1 OFFICE OF THE COMPTROLLER OF THE ABOVE: CURRENCY a. NATIONAL BANKS, FEDERAL SAVINGS CUSTOMER ASSISTANCE GROUP ASSOCIATIONS, AND FEDERAL BRANCHES 1301 McKINNEY STREET, SUITE 3450 AND FEDERAL AGENCIES OF FOREIGN BANKS HOUSTON, TX 77010-9050 1-800-613-6743

b. STATE MEMBER BANKS, BRANCHES AND FEDERAL RESERVE CONSUMER HELP AGENCIES OF FOREIGN BANKS (OTHER THAN (FRCH) FEDERAL BRANCHES, FEDERAL AGENCIES PO BOX 1200 AND INSURED STATE BRANCHES OF FOREIGN MINNEAPOLIS, MN 55480 BANKS), COMMERCIAL LENDING COMPANIES 1-888-851-1920 OWNED OR CONTROLLED BY FOREIGN BANKS, WEBSITE ADDRESS: AND ORGANIZATIONS OPERATING UNDER WWW.FEDERALRESERVECONSUMERHELP.GOV SECTION 25 OR 25A OF THE FEDERAL EMAIL ADDRESS: RESERVE ACT [email protected]

c. NONMEMBER INSURED BANKS, INSURED FDIC CONSUMER RESPONSE CENTER STATE BRANCHES OF FOREIGN BANKS, AND 1100 WALNUT STREET BOX #11 INSURED STATE SAVINGS ASSOCIATIONS KANSAS CITY, MO 64106

d. FEDERAL CREDIT UNIONS NATIONAL CREDIT UNION ADMINISTRATION OFFICE OF CONSUMER PROTECTION (OCP) DIVISION OF CONSUMER COMPLIANCE AND OUTREACH (DCCO) 1775 DUKE STREET ALEXANDRIA, VA 22314 1-703-519-4600

3. AIR CARRIERS ASST. GENERAL COUNSEL FOR AVIATION ENFORCEMENT & PROCEEDINGS DEPARTMENT OF TRANSPORTATION 400 SEVENTH STREET SW WASHINGTON, DC 20590 1-202-366-1306

Page 104 of 241 File # 70100 : TESTCASE, JANET Page 4 of 10

4. CREDITORS SUBJECT TO SURFACE OFFICE OF PROCEEDINGS, SURFACE TRANSPORTATION BOARD TRANSPORTATION BOARD DEPARTMENT OF TRANSPORTATION 1925 K STREET NW WASHINGTON, DC 20423

5. CREDITORS SUBJECT TO PACKERS AND NEAREST PACKERS AND STOCKYARDS STOCKYARDS ACT ADMINISTRATION AREA SUPERVISOR

6. SMALL BUSINESS INVESTMENT COMPANIES ASSOCIATE DEPUTY ADMINISTRATOR FOR CAPITAL ACCESS UNITED STATES SMALL BUSINESS ADMINISTRATION 406 THIRD STREET, SW, 8TH FLOOR WASHINGTON, DC 20416

7. BROKERS AND DEALERS SECURITIES AND EXCHANGE COMMISSION 100 F ST NE WASHINGTON, DC 20549

8. FEDERAL LAND BANKS, FEDERAL LAND FARM CREDIT ADMINISTRATION BANK ASSOCIATIONS, FEDERAL 1501 FARM CREDIT DRIVE INTERMEDIATE CREDIT BANKS, AND McLEAN, VA 22102-5090 PRODUCTION CREDIT ASSOCIATIONS

9. RETAILERS, FINANCE COMPANIES, AND FTC REGIONAL OFFICE FOR REGION IN ALL OTHER CREDITORS NOT LISTED ABOVE WHICH THE CREDITOR OPERATES OR FEDERAL TRADE COMMISSION: CONSUMER RESPONSE CENTER- FCRA WASHINGTON, DC 20580 1-877-382-4357

Source Information

Creditors CREDITOR SUB CODE ADDRESS PHONE NO CREDITORS DEVELOPED Submission Results APPLICANT BUREAU DATE RESULT APPLICANT TRANSUNION 04-02-2015 02:39:39 PM NO RECORD FOUND Repository Referral TransUnion Consumer Relations www.transunion.com/myoptions 2 Baldwin Place P.O. Box 1000 Chester, PA 19022 800-888-4213 Comments

*** End of Credit Report *** Investigative

County Criminal Records Search RESULTS Records Found NAME SEARCHED TESTCASE, JANET SEARCH DATE 04-02-2015 1:50 PM MDT DOB SEARCHED 10-05-1962 SEARCH SCOPE 10 years JURISDICTION TX-HIDALGO *** Abstract *** NAME ON RECORD JANET L TESTCASE CASE NUMBER CR- 1234565656 DOB ON RECORD 10/05/1962 COURT DISTRICT OTHER IDENTIFIERS FILE DATE 03/04/2010 OTHER INFO

Count-1 TYPE MISD CLASS B OFFENSE DRIVING WHILE INTOXICATED DISPOSITION CONVICTED DISPOSITION DATE 10/01/2010 OFFENSE DATE 03/04/2010 SENTENCE 18 MOS PROBATION/ $1000.00 FINE OTHER INFO PROBATION EXPIRED: 04/06/2012 COMMENT

WARNING: Based on the information provided First Check searched for public records in the sources referenced herein for criminal history information as permitted by federal and state law. 'Records Found' means that our researchers found a record(s) in that jurisdiction that matched the personal identifiers (i.e., Name, SSN, Date of Birth, Address) listed for the subject in the above abstract. First Check does not guarantee the accuracy or truthfulness of

Page 105 of 241 File # 70100 : TESTCASE, JANET Page 5 of 10

the information as to the subject of the investigation, but only that it is accurately copied from public records. Information generated as a result of identity theft, including evidence of criminal activity, may be inaccurately associated with the consumer who is the subject of this report. Further investigation into additional jurisdictions, or utilization of additional identifying information, may be warranted. Please call for assistance.

COUNTY WANTS AND WARRANT NO REPORTABLE RECORDS FOUND - DALLAS COUNTY JANET TESTCASE State Criminal Records Search RESULTS No Reportable Records Found NAME SEARCHED TESTCASE, JANET SEARCH DATE 04-02-2015 1:46 PM MDT DOB SEARCHED 10-05-1962 SEARCH SCOPE 10 years JURISDICTION TEXAS

CAUTION: Based on the information provided First Check searched for public records in the sources referenced herein for criminal history information as permitted by federal and state law. 'No Reportable Records Found' means that our researchers could not locate a record that matched at least two personal identifiers (i.e., Name, SSN, Date of Birth, Address) for the subject in that jurisdiction. Further investigation into additional jurisdictions, or utilization of additional identifying information, may be warranted. Please call for assistance.

Federal Criminal Records Search RESULTS No Reportable Records Found NAME SEARCHED TESTCASE, JANET SEARCH DATE 04-02-2015 1:47 PM MDT DOB SEARCHED 10-05-1962 SEARCH SCOPE 10 years JURISDICTION TEXAS NORTHERN

CAUTION: Based on the information provided First Check searched for public records in the sources referenced herein for criminal history information as permitted by federal and state law. 'No Reportable Records Found' means that our researchers could not locate a record that matched at least two personal identifiers (i.e., Name, SSN, Date of Birth, Address) for the subject in that jurisdiction. Further investigation into additional jurisdictions, or utilization of additional identifying information, may be warranted. Please call for assistance.

InstaCriminal National Search RESULTS No Reportable Records Found NAME SEARCHED TESTCASE, JANET SEARCH DATE 04-02-2015 1:30 PM MDT DOB SEARCHED 10-05-1962 SEARCH SCOPE JURISDICTION NATIONWIDE JURISDICTION(S) SEARCHED The search you have selected is a search of our criminal database(s) and may not represent 100% coverage of all criminal records in all jurisdictions and/or sources. Coverage details available upon request.

CAUTION: Based on the information provided First Check searched for public records in the sources referenced herein for criminal history information as permitted by federal and state law. 'No Reportable Records Found' means that our researchers could not locate a record that matched at least two personal identifiers (i.e., Name, SSN, Date of Birth, Address) for the subject in that jurisdiction. Further investigation into additional jurisdictions, or utilization of additional identifying information, may be warranted. Please call for assistance.

Global Homeland Security Search RESULTS No Reportable Records Found NAME SEARCHED TESTCASE, JANET SEARCH DATE 04-02-2015 1:30 PM MDT SOURCES Alabama Medicaid - Suspended Providers, America's Most Wanted Fugitive List, Australia Sex Offender Registry, Australian Dept of Foreign Affairs and Trade - Sanctions List, Australian Reserve Bank Sanctions List, Bank of England Sanctions List, California Medi-Cal - Suspended and Ineligible Providers, Connecticut Dept of Social Services - Admin Actions List, DEA Diversion Control Program - Admin Actions against Doctors, DEA Diversion Control Program - Cases against Doctors, Delaware Adult Abuse Registry, Directorate of Defense Trade Controls - Debarred Parties List, European Union Terrorism Sanctions List, FDA Office of Regulatory Affairs - Debarment List, FDA Office of Regulatory Affairs - Warning Letters, Federal Deposit Insurance Corporation (FDIC) - Failed Bank List, Federal Deposit Insurance Corporation (FDIC) - Enforcement Decisions and Orders, Federal Reserve Board - Enforcement Actions, FinCEN - Enforcement Actions, FINRA - Disciplinary Actions, Florida Medicaid - Sanctioned Providers, Fugitive List, Health Resources and Services Administration - Health Education Assistance Loan - Defaulted Borrowers, HM Treasury - Consolidated List of Financial Sanctions, HM Treasury - Investment Ban List, Hong Kong Securities and Futures Commission (SFC) - Enforcement Actions, HUD - Limited Denials of Participation List, Idaho Medicaid Provider - Exclusion List, Illinois Casino Exclusion List, Illinois Office of Inspector General - Sanctioned Providers, Immigration and Customs Enforcement (ICE) - Most Wanted, Interpol Most Wanted, Japan Ministry of Economy, Trade, and Industry (METI) - End User List, Kansas Dept of Health and Environment - Abuse Registry, Kentucky Medicaid - Excluded Providers, Maryland Medicaid - Exclusion List, MIPT Terrorism Knowledge Base, Mississippi Medicaid - Excluded Providers, Missouri Casino Exclusion List, Monetary Authority of Singapore - Enforcement Actions, National Credit Union Administration (NCUA) - Administrative Orders, Naval Criminal Investigative Service (NCIS) - Most Wanted Fugitives, Nevada Gaming Control Board - Excluded Person List, New Jersey Casino Exclusion List, New Jersey Dept of Treasury - Debarment List, New York Office of the Medicaid Inspector General - Exclusion List, New York Stock Exchange Regulation - Disciplinary Actions, Office of Foreign Assets Control (OFAC) - Specially Designated Nationals List, Office of Inspector General (OIG) - Health and Human Services Exclusion List, Office of Inspector General (OIG) - Most Wanted Health Care Fugitives, Office of Regulatory Affairs - Disqualified, Restricted and Assurances List for Clinical Investigators, Office of Research Integrity - Public Health Service - Administrative Actions List, Office of the Comptroller of Currency (OCC) - Enforcement Actions List, Office of the Superintendent of Financial Institutions (OSFI) - Canadian Sanctions List, Office of Thrift Supervision (OTS) - Enforcement Actions List, Ohio

Page 106 of 241 File # 70100 : TESTCASE, JANET Page 6 of 10

Medicaid - Sanctioned Providers, Ohio Medicaid - Suspended Providers, Palestinian Legislative Council List, Pennsylvania Medicheck - Precluded Providers List, Politically Exposed Persons List, SEC - Enforcement Actions, South Carolina Medicaid - Excluded Providers, Tennessee Dept of Health - Abuse Registry, Texas Employee Misconduct Registry, Texas Health and Human Services Commission Medicaid and Title XX Provider Exclusion List, TRICARE Sanctions List, UK Disqualified Directors List, United Nations Consolidated Sanctions List, US Commodity Futures Trading Commission (CFTC) - Disciplinary Actions, US Dept of Commerce - Denied Persons, Unverified, and Entity List, US Dept of Labor - Forced and Child Labor List, US Dept of State - Foreign Terrorist Organizations List, US Dept of State - Nonproliferation Sanctions, US Dept of State - Terrorist Exclusion List, US Dept of Treasury - Primary Money Laundering Concern List, US General Services Administration (GSA) - Excluded Parties List, World Bank Listing of Ineligible Individuals

CAUTION: Based on the information provided First Check searched for public records in the sources referenced herein for criminal history information as permitted by applicable laws. 'No Reportable Records Found' means that our researchers could not locate a record that matched. Further investigation into additional jurisdictions, or utilization of additional identifying information, may be warranted. Please call for assistance.

Sex Offender Records Search RESULTS No Reportable Records Found NAME SEARCHED TESTCASE, JANET SEARCH DATE 04-02-2015 1:47 PM MDT DOB SEARCHED 10-05-1962 SEARCH SCOPE JURISDICTION TEXAS

CAUTION: Based on the information provided First Check searched for public records in the sources referenced herein for criminal history information as permitted by applicable laws. 'No Reportable Records Found' means that our researchers could not locate a record that matched. Further investigation into additional jurisdictions, or utilization of additional identifying information, may be warranted. Please call for assistance.

County Civil Records Search RESULTS Records Found NAME SEARCHED TESTCASE, JANET SEARCH DATE 04-02-2015 1:42 PM MDT DOB SEARCHED 10-05-1962 SEARCH SCOPE 7 years JURISDICTION MO-OSAGE *** Abstract *** PLAINTIFF JANET TESTCASE CASE NUMBER CV556566 DEFENDANT CITY OF ROCKY ROAD COURT NAME COUNTY CT 456 FILE DATE 07/15/2011 JURISDICTION PLAINTIFF MARK A FISHER CASE TYPE CIVIL - HARASSMENT ATTORNEY DISPOSITION DATE 06/12/2012 DISPOSITION JUDGMENT COMMENT

WARNING: Based on the information provided First Check searched for public records in the sources referenced herein for civil history information as permitted by federal and state law. 'Records Found' means that our researchers found a record(s) in that jurisdiction that matched the personal identifiers (i.e., Name, SSN, Date of Birth, Address) listed for the subject in the above abstract. First Check does not guarantee the accuracy or truthfulness of the information as to the subject of the investigation, but only that it is accurately copied from public records. Information generated as a result of identity theft, including evidence of civil activity, may be inaccurately associated with the consumer who is the subject of this report. Further investigation into additional jurisdictions, or utilization of additional identifying information, may be warranted. Please call for assistance.

Credentials

Education Verification RESPONSE RECEIVED Yes INSTITUTION NAME UNIVERSITY OF SYRACUSE SEARCH DATE 04-02-2015 1:51 PM MDT CITY, STATE SYRACUSE, NY CONTACT WRITTEN/ SC INSTITUTION PHONE N/A SUBJECT JANET TESTCASE INSTITUTION FAX

INSTITUTION EMAIL

SUBJECT-PROVIDED INFORMATION INSTITUTION-PROVIDED INFORMATION SOCIAL SECURITY 123-45-6789 DATES CLAIMED MAY 2013 DATE AWARDED: 05/15/2013 DEGREE(S) CLAIMED MASTERS OF PUBLIC ADMIN MASTERS PUBLIC ADMIN MAJOR(S) CLAIMED PUBLIC ADMINISTRATION PUBLIC ADMINISTRATION GPA CLAIMED

HONORS CLAIMED

ATTENDING NAME

COMMENTS

Instant Driving Records RESULTS License Found

Page 107 of 241 File # 70100 : TESTCASE, JANET Page 7 of 10

STATE OF ISSUE Texas SEARCH DATE 04-02-2015 1:37 PM MDT LICENSE NUMBER 09555186 License Number: 01234567 License State: TX Full Name: TESTCASE, JANET DOB: 1962-10-05 Address: 19 FOREST DRIVE BEDROCK, TX 79501

License Info Status: CLEAR Class: C Class Description: Non-Comm. C - Single or comb veh , not in class A or B Expiration Date: 2018-10-05 Original Issue Date: 1978-03-16

Other License Info Report Message: NO ENTRIES FOUND FOR THIS PERSON MVR Status: MVR found MVR History Length: 3 MVR Score: A valid driver license (active, clear, eligible, valid, etc) with at least 3 years of history and a clear MVR. (0)

Messages

Alert: Requested last name(TESTCASE) did not match. Commercial Driver License (CDL) Indicator: N THIS TYPE OF RECORD WILL NOT REFLECT COMPLETION OF A DRIVING SAFETY COURSE. THIS RECORD REFLECTS CONVICTIONS AND CRASH INVOLVEMENTS THAT ARE ALLOWED TO BE DISPLAYED BY LAW.

WARNING: Confidential Information - To Be Used As Per State And Federal Laws. Misuse May Result In A Criminal Prosecution.

Page 108 of 241 File # 70100 : TESTCASE, JANET Page 8 of 10

COMPREHENSIVE REPORT

Subject Information: (Best Information for Subject) Name: JANET L TESTCASE DOB:10/05/1962 SSN: 123-45-xxxx issued in TEXAS between 01/01/1975 and 12/31/1976

Age: 31

Names Associated With Subject:

JANET L TESTCASE LexID: 8071868866 DOB: 1962

JANET TESTCASE LexID: 8071868866 DOB: 10/05/1962 123-45-xxxx issued in TX Others Associated With Subjects SSN: (DOES NOT usually indicate any type of fraud or deception) [None Found]

Comprehensive Report Summary:

Names Associated With Subject: 2 Found Others Associated With Subjects SSN: None Found Address Summary: 2 Found Active Address(es): 1 Found Previous & Non-Verified Addr: 1 Found Possible Criminal Records: None Found Sexual Offenses: None Found Driver's License: 1 Found Motor Vehicles Registered: 1 Found Concealed Weapons Permit: None Found DEA Controlled Substances: None Found Professional Licenses: None Found Watercraft: None Found Bankruptcies: None Found Liens and Judgments: None Found UCC Filings: None Found Possible Properties Owned: 1 Found Possible Associates: None Found

Address Summary:

19 FOREST DR , BEDROCK, TX 77469-1826, HIDALGO COUNTY ( 1995- Jan 2015) 12924 PECOS RD, KNOXVILLE TX 37934-0885, KNOX COUNTY (Feb 2002 - Jan 2015) 7404 TOWN CENTER BLVD APT 808, ROSENBERG TX 77471-6232, FORT BEND COUNTY (Apr 2011 - May 2014) Utility Locator - Connect Date: 4/28/2011 21027 JAMES LONG CT, RICHMOND TX 77406-6453, FORT BEND COUNTY (Jun 2007 - Oct 2013) 1611 LAUREL AVE APT 303, KNOXVILLE TN 37916-2078, KNOX COUNTY (Oct 2005) 135 WHITE DR APT -2, TALLAHASSEE FL 32304-3090, LEON COUNTY (May 2004 - Jun 2004) 1505 W THARPE ST APT 3632, TALLAHASSEE FL 32303-4575, LEON COUNTY (Sep 2002 - Jan 2004)

Active Address(es): 19 FOREST HILL DR, BEDROCK, TX 77406-6453, HIDALGO COUNTY Name Associated with Address: JANET TESTCASE Current Residents at Address: DAVID TESTCASE

Property Ownership Information for this Address Property: Parcel Number - 5121-06-001-0320-901 Owner Name: DAVID WTESTCASE LexID: 2561089892 Owner Name 2: JANET TESTCASE LexID: 2561096692 Property Address: - 19 FOREST HILL, BEDROCK TX 77406-6453, HILDAGO COUNTY Owner Address: 21027 JAMES LONG CT, RICHMOND TX 77406-6453, FORT BEND COUNTY Sale Date - 05/29/1995 Sale Price - $325,850 Subdivision Name - LONG MEADOW Total Market Value - $467,230 Assessed Value - $443,810 Land Value - $89,250 Improvement Value - $377,980

Page 109 of 241 File # 70100 : TESTCASE, JANET Page 9 of 10

Land Size - 13,299 Square Feet Year Built - 2006 Seller Name: HOUSTON VILLAGE BUILDERS INC Legal Description - LONG MEADOW FARMS SEC 6, BLOCK 1, LOT 32 Loan Amount - $245,000 Lender Name - CITIMORTGAGE Data Source - A

Previous And Non-Verified Address(es):

1118 MESSINA LN, RICHMOND TX 77469-1826, FORT BEND COUNTY ( 2014 - Jan 2015) Name Associated with Address: DAVID TESTCASE Current Residents at Address: STEVEN FRYER Property Ownership Information for this Address Property: Parcel Number - 6469-03-002-0010-901 Owner Name: STEVEN FRYER LexID: 8071868866 Property Address - 1118 MESSINA LN, RICHMOND TX 77469-1826, FORT BEND COUNTY Owner Address: 1118 MESSINA LN, RICHMOND TX 77469-1826, FORT BEND COUNTY Sale Date - 04/15/2014 Seller Name: PULTE HOME OF TEXAS LP Loan Amount - $149,168 Loan Type - NEW CONVENTIONAL Data Source - B

1

Possible Criminal Records: [None Found]

Sexual Offenses: [None Found]

Driver's License Information: Name: JANET L TESTCASE LexID: 80718688 DL Number: xxxxxxxx State: Texas License Address: 19 FOREST DR, BEDROCK TX 77469-1826, FORT BEND COUNTY DOB: 10/05/1962 Potential SSN : 123-45-xxxx Issue Date: 05/09/2014 Data Source: Governmental

Motor Vehicles Registered To Subject:

Vehicle: Description: Gray Silver 2006 Toyota Camry - Sedan 4 Door VIN: 4T1BE30K26U67 State Of Origin: TEXAS Engine: 4 Cylinder 144 Cubic Inch Anti Lock Brakes: 4 wheel standard Air Conditioning: Standard Daytime Running Lights: Standard Power Steering: Standard Power Brakes: Standard Power Windows: Standard Security System: Immobilizer and Alarm Roof: None / not available Price: 20375 Radio: AM/FM CD Front Wheel Drive: Yes Four Wheel Drive: No Tilt Wheel: Unknown Data Source: Governmental

Registrant(s) Record Type: CURRENT Name: JANET L TESTCASE LexID: 8071868866 Potential SSN : 123-45-xxxx Address: 19 FOREST HILL, BEDROCK TX 77469-1826, FORT BEND COUNTY DOB: 10/05/1962 Sex: FEMALE

Tag Number: BD9B1 License State: TX Earliest Registration Date: 10/1/2014 Latest Registration Date: 10/1/2014 Expiration Date: 9/30/2015 License Plate Type: Private

Concealed Weapons Permit: [None Found]

DEA Controlled Substances: [None Found]

Professional License(s): [None Found]

Watercraft:

Page 110 of 241 File # 70100 : TESTCASE, JANET Page 10 of 10

[None Found]

Bankruptcies:

[None Found]

Liens and Judgments:

[None Found]

UCC Filings: [None Found]

Possible Properties Owned by Subject:

Property: Parcel Number - 6469-03-002-0010-901 Owner Name: JANET L TESTCASE LexID: 8071868866 Property Address - 19 FOREST DR, BEDROCK TX 77469-1826, HIDALGO COUNTY

Sale Date - 04/15/2014 Seller Name: PULTE HOME OF TEXAS LP Loan Amount - $149,168 Loan Type - NEW CONVENTIONAL Data Source - B

Possible Associates:

NONE FOUND

Disclaimer This report is furnished to you pursuant to the Agreement for Service between the parties and in compliance with the Fair Credit Reporting Act. This report is furnished based upon your certification that you have a permissible purpose to obtain the report. The information contained herein was obtained in good faith from sources deemed reliable, but the completeness or accuracy is not guaranteed. *** End Of Report ***

Page 111 of 241

TAB 14 (Attached as separate file)

Page 112 of 241 From: Bill Efting To: Lynette Horan Cc: Bill Efting Subject: Recruitment Advisor Questions Date: Monday, August 7, 2017 9:20:39 AM

Hi Lynette, I am still having some printer problems but have set up a Geek Squad appointment.

1. What recruitment philosophy do you recommend in the search for a Town Manager candidate?

The ultimate goal is to find an individual that will work with the chemistry of the Town of Eagle. This includes Town Council, citizens, staff and the other governments in Eagle County. My suggestion would be to target individuals with small town mountain experience, Colorado if possible. Interviews with above mentioned groups is a very important part of my process. We need to determine what strengths you are looking for, most managers have a professional background in which they started. For instance, if growth is an increasing issue, a Planning background would be valuable.

2. What do you think are the most valuable traits in a new Town Manager?

Common sense and honesty are the most important traits that I would suggest. It is also very important that the individual respects and works well with staff. This point is often overlooked, we are only as good as our staffs. Last but not least, the individual must be able to communicate and work well with the citizens of Eagle. I could list at least ten other important traits but you asked for the most valuable.

3. Provide us with a summary of the framework or the approach you recommend to find the ideal candidate (first phase or step only).

Step One - Meet with Town Council as a group and also individually if possible. This would help establish what type of manager you are looking for and also your potential timeline.

Step Two - Meet with Department Heads and the Interim Manager as a group and also individually if needed.

Step Three - At the same time that steps One and Two are being accomplished, review the job description, discuss a competitive salary and potential journals to advertise in. Time is critical if you desire the new manager on board by the end of the year or early 2018.

Step Four - A coffee with the public is a potential step, only if this is something that Council would desire.

Step Five - Start next week - I am available.

4. Have you utilized psychometric assessments in the recruitment process such as DiSC or another type of assessment?

I used something similar in Frisco, they are another tool in the tool box but not as important as spending quality time with the candidates and a solid background check. I would be fine with this type of assessment.

Thank you for this opportunity and I wish the Town of Eagle the best of luck in your recruitment.

Sincerely,

Bill Efting From: Bill Efting To: Lynette Horan Cc: Bill Efting Subject: Town of Eagle Two Phase Process Date: Wednesday, August 2, 2017 8:34:25 AM

Mayor and Town Council,

Cost for Phase One Only: Thank you for the opportunity to advance in your proposal process. I would propose an hourly fee of $80.00 for the interviews and meetings and an hourly fee of $30.00 for travel time. If you would prefer a lump sum fee for Phase One it would be $3,000.00.

If Council desires to have your new Manager on board before the first of the year, you need to start quickly. If advertisements are sent out by the end of August or earlier you have a very good chance of getting someone on board by the First of December. If this is delayed you are dealing with the Christmas Holidays and a tough time for someone to relocate.

Cost for Phase Two Only: My fee for Phase Two would be a lump sum of $10,000 without really knowing the extent of the process to be decided. My only search has been for my replacement in Frisco and it took four months. We ran into the Christmas Holiday situation and also had two rounds of interviews. Mayor Gary Wilkinson would be an excellent reference on this process. Lynette has his contact information.

I have no problems with your Consulting Agreement and would be honored to assist the Town of Eagle in your Town Manager recruitment.

Sincerely,

Bill Efting Page 115 of 241 Page 116 of 241 Page 117 of 241

Recruitment Advisor Questions

CANDIDATE(S)/FIRM: GovHRUSA, LLC

Deadline: Please submit your responses to our questions by NOON, Monday 08/07/17.

1. What recruitment philosophy do you recommend in the search for a Town Manager candidate?

We spend considerable time with the elected officials understanding what they would like to see in the community’s next Town Manager. We work with the elected officials to develop a candidate profile that showcases the community and outlines the consensus of the elected officials on the desired qualifications, experiences and management style of potential candidates as well as identifying other factors such visibility in the community, collaboration with other units of government, ability to evaluate municipal services, etc. We then conduct an extensive outreach (social media, websites, email and personal contact) to ensure the best candidates are identified and sought out. Finally, we interview prospective candidates via skype, check references and undertake media searches to ensure we recommend candidates that meet the Town’s expectations. We provide the elected officials with the information they need to make an informed decision. We are transparent with our clients, providing them with information on everyone who applied.

2. What do you think are the most valuable traits in a new Town Manager?

We strongly believe that it is up to the elected officials to decide the traits they believe are most important for the community. However, in our experience, we have seen the following traits as important in a successful Town Manager: leadership and management experience, financial management knowledge, budgeting skills, interpersonal skills, and the ability to work effectively with an elected board.

3. Provide us with a summary of the framework or the approach you recommend to find the ideal candidate (first phase or step only). The second phase will be the recruitment.

The first and most important step is to work closely with the elected officials to develop the ideal candidate profile, based on the Board’s goals and desires. This will include individual interviews with each elected official and then a meeting with the full Board to develop consensus on the final candidate profile.

4. Have you utilized psychometric assessments in the recruitment process such as DiSC or another type of assessment? If no, what are your thoughts about utilizing this type of assessment.

Page 1 of 2

Approximately 10% of our clients utilize personality assessments/psychometric testing. These tests have included the Myers Briggs Type Indicator, the Caliper Corporation Caliper Profile, and the Lumina Spark Psychometric Tool. We believe these tools can be useful in providing additional insights into candidates’ skills and abilities and should be used along with in person interviews and reference calls to assess candidates’ overall fit for the position and the community.

Page 2 of 2

page 9

➢ Weeks 1 - 2 On-site interviews of Town officials and staff, development and approval of recruitment brochure Deliverable: recruitment brochure

➢ Weeks 3 - 8 Placement of professional announcements; candidate identification, screening, interview and evaluation by consultant

➢ Week 9 Consultant recommendation to the Board of qualified candidates Deliverable: recruitment report

➢ Week 10 Selection of candidate finalists by the Board; additional background and reference checks, report preparation and presentation Deliverable: interview reports including suggested questions and evaluation sheets

➢ Weeks 11-12 Interviews of selected finalist candidates; Board recommendation of final candidate; negotiation, offer, acceptance and appointment

Summary of Costs: Full Scope Price

Recruitment Fee: $14,000 Phase I - $4,000 Phase II - $2,500 Phase III - $3,750 Phase IV - $1,000 Phase V - $2,000 Phase VI - $750

Recruitment Expenses: (not to exceed) 6,000 ➢ Expenses include consultant travel, postage/shipping, telephone, support services, candidate due diligence efforts. copying etc.

Advertising: 2,500* *Advertising costs over $2,500 will be placed only with client approval. If less than $2,500, Client is billed only for actual cost.

Total: $22,500**

**This fee does not include travel and accommodations for candidates interviewed. Recruitment brochures are produced as electronic files. Printed brochures can be provided, if requested, for an additional cost of $900.

page 10

The above cost proposal is predicated upon three consultant visits to the Town; the first for the recruitment brochure interview process; the second to present recommended candidates; and the third for the candidate interview process. Any additional consultant visits requested by the Town may result in an increase in the travel expenses and those expenses will be billed to the Client.

Payment for Fees and Services

Professional fees and expenses will be invoiced as follows:

1st Payment: 1/3 of the Recruitment Fee (invoice sent upon acceptance of our proposal).

2nd Payment: 1/3 of the Recruitment Fee and expenses incurred to date (invoice sent following the recommendation of candidates).

Final Payment: 1/3 of the Recruitment Fee and all remaining expenses (invoice sent after recruitment is completed).

Recruitment expenses and the costs for printing the Recruitment Brochure will be itemized in detail. Payment of invoices is due within thirty (30) days of receipt (unless the client advises that its normal payment procedures require 60 days.)

GovHR Guarantee (Full Scope recruitments only)

It is the policy of GovHR to assist our clients until an acceptable candidate is appointed to the position. Therefore, no additional professional fee would be incurred should the Client not make a selection from the initial group of recommended candidates and request additional candidates be developed for interview consideration. Additional reimbursable expenses may be incurred should the situation require consultant travel to Eagle beyond the planned three visits.

Upon appointment of a candidate, GovHR provides the following guarantee: should the selected and appointed candidate, at the request of the Town or the employee’s own determination, leave the employ of the Town within the first 24 months of appointment, we will, if desired, conduct another search for the cost of expenses and announcements only, if requested to do so within six months of the employee’s departure.

In addition, in accordance with the policy of our firm as well as established ethics in the executive search industry, we will not actively recruit the placed employees for a period of five years.

Limited Scope Recruitment Process

GovHR offers Clients a "Limited Scope" recruitment process, designed for municipal officials who require only partial assistance with a recruitment.

Limited Scope Recruitment Process vs. Full Recruitment and Selection Process

The first several components of a Limited Scope Recruitment Process and a Full Recruitment and Selection Process are similar and are designed to recruit candidates for the position. The consultant will visit the community, develop and place the job announcement, conduct outreach for candidates, review resumes and conduct telephone interviews. Two (2) references and education verification will be completed for each candidate. Finally, a Recruitment Portfolio that includes the information on the recommended candidates including résumés, cover letters and any supporting information the candidate submitted will be prepared and provided to the client via a candidate presentation meeting. At this point in the Limited Scope Recruitment process, GovHR involvement will be complete. page 11

In summary, the major differences between the Limited Scope Recruitment Process and the Full Recruitment and Selection Process are:

• A Recruitment Flyer, instead of a full Brochure, will be prepared for the Limited Scope Recruitment. This will be one page which will consist of a brief description of the community, a few candidate traits and a short list of opportunities and the job ad – all on a single page. This flyer will be distributed as a .pdf file. • The Limited Scope Recruitment will include only the presentation of a single Recruitment Portfolio (for the client to reproduce) whereas a full Recruitment and Selection provides the client with as many books as requested. Any additional books will cost $35 each, plus postage. • Once candidates for interview are selected, two additional references will be contacted. • GovHR will not conduct background investigations (court, credit, motor vehicle records checks, etc.) • GovHR will not offer any guarantee regarding the selection and tenure of the candidates. GovHR will bill the client immediately after presentation of candidates and will not “redo” the Recruitment and Selection Process if the Client is unsuccessful in hiring someone from the group of recommended candidates. • Development of interview questions, second interview questions, and assistance with contract negotiations will be the responsibility of the client.

Summary of Costs: Limited Scope Price

Recruitment Fee $12,000 Phase I - $4,000 Phase II - $2,500 Phase III - $3,750 Phase IV - $1,000 Post - Phase IV - $750

Recruitment Expenses: (not to exceed) 3,000 ➢ Expenses include consultant travel, postage/shipping, telephone, support services, candidate due diligence efforts. copying etc.

Advertising: 2,500* *Advertising costs over $2,500 will be placed only with client approval. If less than $2,500, Client is billed only for actual cost.

Total: $17,500**

**This fee does not include travel and accommodations for candidates interviewed.

July 31, 2017 August 3, 2017 (revised)

Ms. Lynette Horan Human Resources Manager Town of Eagle 200 Broadway P.O. Box 609 Eagle, CO 81631

Dear Ms. Horan:

Thank you for the opportunity to provide you with a proposal for a Recruitment Advisor to assist with the Town Manager recruitment for the Town of Eagle. We are also providing you with our Full and Limited Scope Recruitment Proposal to give you an idea of the typical services we provide in our executive recruitments. We have assembled an excellent consulting team, knowledgeable about Colorado and Eagle specifically. GovHR USA (“GovHR”) prides itself on a tailored, personal approach to executive recruitment and selection, able to adapt to your specific requirements for the position. The following are our responses to your proposal:

1. Our Interest in the Project.

The following information illustrates our experience in local government recruitment processes. We are committed to providing our clients with expert advice and counsel as they navigate this critical decision. One of our consultants recently moved to Eagle and is extremely excited about participating in this process.

Qualifications and Experience

GovHR is a public management consulting firm serving municipal clients and other public sector entities on a national basis. Our headquarters offices are in Northbrook, Illinois. We are a certified Female Business Enterprise in the State of Illinois, and work exclusively in the public sector. GovHR offers customized executive recruitment services and completes other management studies and consulting projects for communities. Please note the following key qualifications of our firm:

➢ Since our establishment in 2009, our consultants have conducted hundreds of recruitments in 24 states, with an increase in business of at least 30% each year. Twenty-eight (28%) of our clients are repeat clients, the best indicator of satisfaction with our services.

➢ Surveys of our clients show that 94% rate their overall experience with our firm as Outstanding, and indicate that they plan to use our services or highly recommend us in the future.

➢ Our state of the art processes, including extensive use of social media for candidate outreach and skype interviews with potential finalist candidates, ensure a successful recruitment for your organization.

➢ Our high quality, thorough Recruitment Brochure reflects the knowledge we will have about your community and your organization, and will provide important information to potential candidates. 630 Dundee Road, Suite 130, Northbrook, Illinois 60062 Local: 847.380.3240 Toll Free: 855.68GovHR (855.684.6847) Fax: 866.401.3100 GovHRUSA.com

EXECUTIVE RECRUITMENT • INTERIM STAFFING • MANAGEMENT AND HUMAN RESOURCE CONSULTING

Page 118 of 241 page 2

➢ We provide a two-year guarantee for our recruitments. Less than 1% of our clients have had to invoke the guarantee.

➢ The firm has a total of twenty-two consultants, both generalists and specialists (public safety, public works, finance, parks, etc.), who are based in Arizona, Florida, Illinois, Indiana, Michigan, and Wisconsin, as well as five reference specialists and eight support staff.

Our consultants are experienced executive recruiters who have conducted over 600 recruitments, working with cities, counties, special districts and other governmental entities of all sizes throughout the country. In addition, we have held leadership positions within local government, giving us an understanding of the complexities and challenges facing today’s public sector leaders.

GovHR is led by Heidi Voorhees, President, and Joellen Earl, Chief Executive Officer. Ms. Voorhees previously spent 8 years with the nationally recognized public sector consulting firm, The PAR Group, and was President of The PAR Group from 2006 – 2009. Ms. Voorhees has conducted more than 240 recruitments in her management consulting career, with many of her clients repeat clients, attesting to the high quality of work performed for them. In addition to her 12 years of executive recruitment and management consulting experience, Ms. Voorhees has 19 years of local government leadership and management service, with ten years as the Village Manager for the Village of Wilmette. Ms. Earl is a seasoned manager, with expertise in public sector human resources management. She has held positions from Human Resources Director and Administrative Services Director to Assistant Town Manager and Assistant County Manager. Ms. Earl has worked in forms of government ranging from Open Town Meeting to Council-Manager and has supervised all municipal and county departments ranging from Public Safety and Public Works to Mental Health and Social Services.

Consultants Assigned

2. Team Resumes

We are very pleased to offer a skilled team who are also local to Eagle. Tim Gagen is a former Colorado manager who lives near Eagle and Cristi Musser is an experienced consultant who resides in Eagle.

Tim Gagen

GovHR will partner with Colorado resident Tim Gagen. Mr. Gagen has more than 35 years’ experience in local government management of which more than 20 years has been in Colorado. Mr. Gagen served as City Manager for Commerce City, Colorado from 1994 – 2000, and then served as Town Manager for Breckenridge, Colorado for 16 years until 2016. He has been President of the Colorado City and County Management Association and currently serves as a Senior Advisor for the International City and County Management Association.

Mr. Gagen will be available to meet with Town representatives to further define the scope of services desired in the Town’s efforts to appoint its next Town Manager. If a Full or Limited Scope recruitment is desired, Mr. Gagen will be supported by Ms. Voorhees and a home office Reference Specialist and Recruitment Coordinator. Ms. Voorhees’ biography is attached to this Proposal.

Cristi Musser Vice President, GovHR USA, LLC

Cristi Musser has nearly twenty years of experience in all facets of municipal and county government management in Illinois, Oregon, and California. She formerly served as the Director of Support Services for suburban Washington County; the second largest County in Oregon. As Department head, she was responsible for Finance Operations and Audits; Human Resources, Purchasing, Risk Management,

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Buildings and Grounds, Fleet Maintenance, and Information Technology. Her position also provided overall management and general supervision of the County’s 911 Center.

At Washington County, Ms. Musser’s accomplishments included: spearheading the creation of a countywide intergovernmental agency to provide 911 dispatch services; reorganizing and updating the Finance Division’s organizational structure, processes, and technology; negotiating and managing a variety of outsourcing contracts; developing and implementing internal reorganizations and process improvements; and establishing a professional Risk Management division.

Prior experience includes working as a Senior Analyst for Marin County, California where she had extensive experience in budget and financial analysis, human resources, and labor relations. During her tenure, Ms. Musser also acted as the County Executive’s representative to all criminal justice related departments, the County Library, and the Parks and Open Space Department.

Ms. Musser recently joined GovHR USA after working for nearly four years as a Senior Management Consultant and Project Manager for Sikich LLP. In her role with Sikich, Ms. Musser’s consulting work included compensation studies, organizational assessments and process mapping studies, and development of strategic plans. Recent compensation clients include the Village of Addison, the City of DeKalb, the DeKalb Public Library, and the Village of Park Forest. Ms. Musser’s organizational assessment clients include Elgin Community College, Peoria County Court Administrator, the City of Bloomington, and the Village of Wilmette. Her strategic planning clients include the City of Dixon, the Village of Tinley Park, Metro West Council of Governments, and the City of St. Charles.

Ms. Musser holds an MPA from Northern Illinois University. She attended Harvard University’s program for Senior Executives in State and Local government.

References

3. The following references can speak to the quality of service provided by GovHR:

San Miguel County, CO (Road and Bridge Director, 2016) – Cristi Musser and Sarah McKee Lynn Black County Administrator 335 W. Colorado Ave Telluride, CO 81435 970-728-3844 [email protected]

Plainfield, IL (Director of Planning, 2016) – Heidi Voorhees (Economic Development Specialist, 2016) – Heidi Voorhees (Human Resources Manager, 2016) – Heidi Voorhees Traci Pleckham Director of Management Services 24401 W. Lockport Street Plainfield, IL 60544 815-436-7093 [email protected]

City of Cambridge, Massachusetts

City Manager Recruitment (2016) – Heidi Voorhees and Joellen Earl 795 Massachusetts Avenue Cambridge, MA 02139

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617-349-4000 Sheila Keady Rawson Human Resources Director and Search Committee Co-Chair [email protected] David Maher Councilmember and Search Committee Co-Chair [email protected]

GovHR welcomes the Town to contact any of these former clients for a reference, or GovHR can request letters of recommendation from them if the Town so desires. Further, a complete list of our clients is available at www.govhrusa.com, and we can provide you with additional contact information for references from that list, if requested.

4. Similar Projects:

Basalt, Colorado (September, 2016) Mr. Gagen was hired by the Town to assist and advise them on conducting a recruitment for a new Town Manager, find an interim manager, and advise the acting manager. He developed a profile of the preferred potential manager and advised the Town on various approaches to recruitment. Contact: Mayor Jacque Whitsitt, 970-379-8854; [email protected]. Fee: $6,500

In addition, as the Town Manager of Breckenridge, Mr. Gagen conducted numerous recruitments for department heads and assistant town managers. He also assisted other Towns such as Frisco and Georgetown with their recruitments by serving on interview panels.

GovHR does not have recent projects that are exactly on point with the Town of Eagle, but the following are projects that Ms. Musser has co-led:

San Miguel County Road and Bridge Director recruitment (8/25/16 – 11/14/16) Fee: Bid $21,500; Actual $19,848 including expenses Contact: Kristl Howard, HR Director, 970-369-5471, [email protected]

San Miguel County Chief Building Official recruitment (2/6/17 – 5/31/17) Fee: Bid $21,500, Actual $18,408 including expenses Contact: Kristl Howard, see above

Ms. Musser’s work for San Miguel County included recruitments for the Road and Bridge Director and the Chief Building Official. These were challenging recruitments not only because the County is a remote and culturally diverse Colorado mountain resort community with a high cost of living, but also because the candidate pool for these particular jobs is limited. The recruitments required Ms. Musser to meet with a variety of officials to identify each position’s unique challenges and attract and vet candidates capable of meeting those challenges.

Schaumburg, IL Park District, Director of Human Resources recruitment (5/15/16 – 8/23/16) Fee: Bid$18,000, Actual $16,073 including expenses Contact: Tony LaFrenere, Executive Director, 847-985-2115, x1028; [email protected]

Project Timelines: All three of the above referenced projects fell close to GovHR’s estimate of a 90 day process. From time to time a recruitment process does take longer, particularly if the client does not find the right candidate in the first round effort. There is no additional consulting charge for GovHR to solicit additional candidates for the client to consider.

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Prior to joining GovHR, Ms. Musser worked as a Senior Management Consultant and Project Manager for Sikich, LLP. Although her experience with Sikich was not in the recruitment area, her work preparing strategic plans for municipalities is directly applicable to this consulting project. Ms. Musser prepared more than 20 municipal strategic plans while she was with Sikich. Development of these plans involved facilitating Board meetings to gain consensus on long and short term goals. For most clients, the strategic plan included community outreach in the form of facilitated community and business focus groups designed to provide the Council with a SWAT (strengths, weaknesses, opportunities and threats) analysis feedback from the community.

5. Willingness to Sign Consulting Agreement.

GovHR has reviewed the proposed Consulting Agreement and is willing to sign and abide by its terms.

6. Insurance Limits and our Ability to Comply with the Insurance Section of the Contract.

GovHR currently maintains $1,000,000 Professional and General Liability coverage, and $500,000 Workers Compensation. GovHR is unable to add the Town of Eagle to our Automobile Liability policy. We only hold hired and non-owned Automobile coverage. GovHR is willing to maintain the remaining insurance coverages required by the Consulting Agreement, and will comply with the provisions in the Insurance Section of the Consulting Agreement.

7. Hourly Rate for Personnel and Fee Schedule

The hourly rate for our personnel is as follows: Consultants: $100/hour Recruitment Coordinator: $55/hour Reference Specialist: $75/per reference Reimbursable Expenses:

Reimbursable expenses include consultant travel (minimal); technology fee for outreach and social media work ($400); due diligence/background checks on candidates ($165 per candidate); cost for printing of recruitment reports ($35 per book)

Fee schedule for remainder of fees related to the recruitment and selection process are listed after each phase of the recruitment process outlined in the next sections.

Scope of Work – Full Scope Recruitment Process

A typical recruitment and selection process takes approximately 175 hours to conduct. At least 50 hours of this time is administrative, including advertisement placement, reference interviews, and due diligence on candidates. We believe our experience and ability to professionally administer your recruitment will provide you with a diverse pool of highly qualified candidates for your position. GovHR clients are informed of the progress of a recruitment throughout the entire process. We are always available by mobile phone or email should you have a question or need information about the recruitment.

The RFP requests information regarding the longest amount of time a recruitment and selection process has taken. In July, 2015, GovHR began a search for the Town Manager of North Kingstown, Rhode Island. At the request of the Town Council, the recruitment process was suspended for several months until after the Council election. A candidate was successfully appointed to the position in April of 2016, approximately nine months after the search began. This was the longest amount of time a GovHR recruitment has taken, and the Council was ultimately pleased with the result.

GovHR suggests the following approach to your recruitment, subject to your requests for modification:

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Phase I – Position Assessment, Position Announcement and Brochure Development

Phase I will include the following steps:

➢ One-on-one interviews will be conducted with elected officials, staff and the public to develop our Recruitment Brochure. This important document outlines the expectations that the Board of Trustees has for its next Town Manager, providing us with the information we need to target our recruitment. During this process, we will assist you with establishing the salary for the position by conducting a salary survey of comparable communities, if requested.

➢ Development of a Position Announcement.

➢ Development of a detailed Recruitment Brochure for your review and approval.

➢ Agreement on a detailed Recruitment Timetable – a typical recruitment takes 90 days from the time you sign the contract until you are ready to appoint the finalist candidate.

Fee: $4,000 plus expenses

Phase II – Advertising, Candidate Recruitment and Outreach

We make extensive use of social media as well as traditional outreach methods to ensure a diverse and highly qualified pool of candidates. In addition, our website is well known in the local government industry – we typically have 5,000 visits to our website each month. Finally, we develop a database customized to your recruitment and can do an email blast to thousands of potential candidates.

Phase II will include the following steps:

➢ Placement of the Position Announcement in appropriate professional online publications. In addition to public sector publications and websites, outreach will include LinkedIn and other private sector resources. We can provide the Board with a list of where we intend to place the position announcement, if requested.

The development of a database of potential candidates from across the country unique to the position and to the Town of Eagle, focusing on the leadership and management skills identified in Phase I as well as size of organization, and experience in addressing challenges and opportunities also outlined in Phase I. This database can range from several hundred to thousands of names depending on the parameters established for the outreach. Outreach will be done in person, and through e-mail and telephone contacts. GovHR consultants have extensive knowledge of the municipal government industry and will personally identify and contact potential candidates. With more than 600 collective years of municipal and consulting experience among our consultants, we often have inside knowledge about candidates.

Fee: $2,500 plus expenses

Phase III – Candidate Evaluation and Screening

Phase III will include the following steps:

➢ Review and evaluation of candidates’ credentials considering the criteria outlined in the Recruitment Brochure.

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Candidates will be interviewed by skype or facetime to fully grasp their qualifications, experience and interpersonal skills. The interviews include asking specific questions about their experiences and skill sets as well as asking questions specific to the Position. We will ask follow up questions and probe specific areas. By utilizing skype or facetime we will have an assessment of their verbal skills and their level of energy for and interest in the position.

Optional: One-way video Interview where finalist candidates answer interview questions on their own time. It's convenient for them and incredibly insightful for you. A link to each candidate video can be emailed to you for your review.

➢ Formal and informal references and an internet/social media search of each candidate will be conducted to further verify candidates’ abilities, work ethic, management and leadership skills, analytical skills, interpersonal skills, ability to interact with the media, and any areas identified for improvement.

➢ All résumés will be acknowledged and contacts and inquiries from candidates will be personally handled by GovHR, ensuring that the Town’s process is professional and well regarded by all who participate.

Fee: $3,750 plus expenses

Phase IV – Presentation of Recommended Candidates

Phase IV will include the following steps:

➢ GovHR will prepare a Recruitment Report that presents the credentials of those candidates most qualified for the position. You will advise us of the number of reports you will need for the individuals involved in this phase of the recruitment and selection process. We provide a binder which contains the candidate’s cover letter and résumé. In addition, we prepare a “mini” résumé for each candidate, so that each candidate's credentials are presented in a uniform way. GovHR will provide you with a log of all candidates who applied. You may also review all the résumés, if requested.

➢ GovHR will meet with you on-site to review the Recruitment Report and expand upon the information provided. The report will arrive two to three days in advance of the meeting, giving you the opportunity to fully review it. In addition to the written report, we will spend 2 to 3 hours discussing the candidates by reviewing their skype interviews and providing excerpts from the references we will have conducted on the individuals.

Fee: $1,000 plus expenses

Phase V –Interviewing Process

Phase V will include the following steps:

➢ After the Recruitment Report is presented, the Interviewing Process will be finalized including the discussion of any specific components you deem appropriate, such as a writing sample or oral presentation.

➢ GovHR will develop the first and second round interview questions for your review and comment. GovHR will provide you with interview books that include the credentials each candidate submits, a set of questions with room for interviewers to make notes, and evaluation sheets to assist interviewers in assessing the candidate’s skills and abilities.

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➢ GovHR will work with you to develop an interview schedule for the candidates, coordinating travel and accommodations. In addition to a structured interview with the Town, the schedule will incorporate a tour of Eagle’s facilities and interviews with senior staff, if the Town so desires.

➢ Once candidates for interview are selected, additional references will be contacted, along with verification of educational credentials, criminal court, credit, and motor vehicle and records checks.

➢ GovHR recommends a two-step interviewing process with (typically) five or six candidates interviewed in the first round. Following this round, we strongly suggest that two or three candidates are selected for second round interviews. Again, we will prepare a second round of interview questions and an evaluation sheet.

➢ GovHR consultants will be present for all the interviews, serving as a resource and facilitator.

Fee: $2,000 plus expenses

Phase VI – Appointment of Candidate

➢ GovHR will assist you as much as you request with the salary and benefit negotiations and drafting of an employment agreement, if appropriate.

➢ GovHR will notify all applicants of the final appointment, providing professional background information on the successful candidate.

Fee: $750 plus expenses

Philosophy

Executive search is an important decision-making process for a community and our primary goal is to help our client to make a good decision. Our firm’s executive recruitment philosophy embraces a professional process of integrity, trust, and respect toward all parties involved, and complete commitment toward meeting the expressed needs and desires of our client. All of our services are handled by principals of the firm who have established and well-regarded reputations in the search field, as well as actual operating experience in the public management fields in which they now consult. Each has impeccable professional credentials and unblemished personal reputations. Keeping both our client and prospective candidates informed on the status of the recruitment on a regular basis is also an important part of our recruitment process. Our work is carried out in an open manner with particular attention given toward seeking out critical factors of a client’s organization and governance, and utilizing such information respectfully and discreetly in seeking out candidates who truly have the ability to meet the expectations and needs of the client— working strenuously in developing a fully qualified, “best match” candidate pool for client consideration. Our process includes assistance in the critical final interview and selection phases of the recruitment, and availability to both client and candidate for months following the appointment. Our process was developed and refined over the years to meet the special, and often unique, needs and circumstances facing our local government, public management, and related not-for-profit clients.

Recruitment Schedule

A detailed recruitment schedule will be provided in Phase I. The recruitment and selection process typically takes 90 days from the time the contract is signed until the candidate is appointed. We can work with you on a shorter process, should you so desire.

Our typical recruitment process includes the following milestones and deliverables:

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➢ Weeks 1 - 2 On-site interviews of Town officials and staff, development and approval of recruitment brochure Deliverable: recruitment brochure

➢ Weeks 3 - 8 Placement of professional announcements; candidate identification, screening, interview and evaluation by consultant

➢ Week 9 Consultant recommendation to the Board of qualified candidates Deliverable: recruitment report

➢ Week 10 Selection of candidate finalists by the Board; additional background and reference checks, report preparation and presentation Deliverable: interview reports including suggested questions and evaluation sheets

➢ Weeks 11-12 Interviews of selected finalist candidates; Board recommendation of final candidate; negotiation, offer, acceptance and appointment

Summary of Costs: Full Scope Price

Recruitment Fee: $14,000 Phase I - $4,000 Phase II - $2,500 Phase III - $3,750 Phase IV - $1,000 Phase V - $2,000 Phase VI - $750

Recruitment Expenses: (not to exceed) 6,000 ➢ Expenses include consultant travel, postage/shipping, telephone, support services, candidate due diligence efforts. copying etc.

Advertising: 2,500* *Advertising costs over $2,500 will be placed only with client approval. If less than $2,500, Client is billed only for actual cost.

Total: $22,500**

**This fee does not include travel and accommodations for candidates interviewed. Recruitment brochures are produced as electronic files. Printed brochures can be provided, if requested, for an additional cost of $900.

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The above cost proposal is predicated upon three consultant visits to the Town; the first for the recruitment brochure interview process; the second to present recommended candidates; and the third for the candidate interview process. Any additional consultant visits requested by the Town may result in an increase in the travel expenses and those expenses will be billed to the Client.

Payment for Fees and Services

Professional fees and expenses will be invoiced as follows:

1st Payment: 1/3 of the Recruitment Fee (invoice sent upon acceptance of our proposal).

2nd Payment: 1/3 of the Recruitment Fee and expenses incurred to date (invoice sent following the recommendation of candidates).

Final Payment: 1/3 of the Recruitment Fee and all remaining expenses (invoice sent after recruitment is completed).

Recruitment expenses and the costs for printing the Recruitment Brochure will be itemized in detail. Payment of invoices is due within thirty (30) days of receipt (unless the client advises that its normal payment procedures require 60 days.)

GovHR Guarantee (Full Scope recruitments only)

It is the policy of GovHR to assist our clients until an acceptable candidate is appointed to the position. Therefore, no additional professional fee would be incurred should the Client not make a selection from the initial group of recommended candidates and request additional candidates be developed for interview consideration. Additional reimbursable expenses may be incurred should the situation require consultant travel to Eagle beyond the planned three visits.

Upon appointment of a candidate, GovHR provides the following guarantee: should the selected and appointed candidate, at the request of the Town or the employee’s own determination, leave the employ of the Town within the first 24 months of appointment, we will, if desired, conduct another search for the cost of expenses and announcements only, if requested to do so within six months of the employee’s departure.

In addition, in accordance with the policy of our firm as well as established ethics in the executive search industry, we will not actively recruit the placed employees for a period of five years.

Limited Scope Recruitment Process

GovHR offers Clients a "Limited Scope" recruitment process, designed for municipal officials who require only partial assistance with a recruitment.

Limited Scope Recruitment Process vs. Full Recruitment and Selection Process

The first several components of a Limited Scope Recruitment Process and a Full Recruitment and Selection Process are similar and are designed to recruit candidates for the position. The consultant will visit the community, develop and place the job announcement, conduct outreach for candidates, review resumes and conduct telephone interviews. Two (2) references and education verification will be completed for each candidate. Finally, a Recruitment Portfolio that includes the information on the recommended candidates including résumés, cover letters and any supporting information the candidate submitted will be prepared and provided to the client via a candidate presentation meeting. At this point in the Limited Scope Recruitment process, GovHR involvement will be complete.

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In summary, the major differences between the Limited Scope Recruitment Process and the Full Recruitment and Selection Process are:

• A Recruitment Flyer, instead of a full Brochure, will be prepared for the Limited Scope Recruitment. This will be one page which will consist of a brief description of the community, a few candidate traits and a short list of opportunities and the job ad – all on a single page. This flyer will be distributed as a .pdf file. • The Limited Scope Recruitment will include only the presentation of a single Recruitment Portfolio (for the client to reproduce) whereas a full Recruitment and Selection provides the client with as many books as requested. Any additional books will cost $35 each, plus postage. • Once candidates for interview are selected, two additional references will be contacted. • GovHR will not conduct background investigations (court, credit, motor vehicle records checks, etc.) • GovHR will not offer any guarantee regarding the selection and tenure of the candidates. GovHR will bill the client immediately after presentation of candidates and will not “redo” the Recruitment and Selection Process if the Client is unsuccessful in hiring someone from the group of recommended candidates. • Development of interview questions, second interview questions, and assistance with contract negotiations will be the responsibility of the client.

Summary of Costs: Limited Scope Price

Recruitment Fee $12,000 Phase I - $4,000 Phase II - $2,500 Phase III - $3,750 Phase IV - $1,000 Post - Phase IV - $750

Recruitment Expenses: (not to exceed) 3,000 ➢ Expenses include consultant travel, postage/shipping, telephone, support services, candidate due diligence efforts. copying etc.

Advertising: 2,500* *Advertising costs over $2,500 will be placed only with client approval. If less than $2,500, Client is billed only for actual cost.

Total: $17,500**

**This fee does not include travel and accommodations for candidates interviewed.

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Why Choose GovHR?

We ask you to consider the following as you deliberate:

➢ We are a leader in the field of local government recruitment and selection with experience in more than 24 states, in communities ranging in population from 1,000 to 1,000,000. More than 28% of our clients are repeat clients showing a high level of satisfaction with our work. We encourage you to call any of our previous clients.

➢ We are committed to bringing a diverse pool of candidates to your recruitment process. We network extensively with state, city and county management associations, attending more than 20 state and national conferences each year. In addition, we support and attend the meetings of Women Leading Government, the International Hispanic Network, the California Network of Asian Public Administrators, and the National Forum for Black Public Administrators.

➢ We conduct comprehensive due diligence on candidates. Before we recommend a candidate to you, we will have interviewed them via Skype, conducted reference calls, and media and social media searches. Our knowledge of local government ensures that we can ask probing questions that will verify their expertise.

➢ We are your partners in this important process. You are welcome to review all the resumes we receive and we will share our honest assessment of the candidates.

➢ Our goal is your complete satisfaction. We are committed to working with you until you find the candidate that is the best fit for your position.

We believe we have provided you with a comprehensive proposal; however, if you would like a service that you do not see in our proposal, please let us know. We can most likely accommodate your request. This proposal will remain in effect for a period of six months from the date of the proposal. We look forward to working with you on this recruitment and selection process!

Sincerely,

Heidi J. Voorhees President GovHR USA

ACCEPTED BY THE TOWN OF EAGLE, COLORADO

BY:

TITLE:

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TOWN CLERK • Communications Committee meeting with team on July 5th for Eagle Today and July 19th o Discussion also on water outreach • Coordinated Town Park final design and approval with staff and contractor. • Coordinated with staff on public notice of Sylvan Lake and Eagle Ranch Road restriping • Swore in two new police officers, Jess Klahr and Joshua Sanders • Training with Laserfiche on agenda management software • Training with Caselle on Business License management software • Processed seven Business License applications • Processed the following local Liquor License renewals: o Primavera Liquors o Eagle Ranch Wine & Spirits o Color Coffee Roasters o Moe’s Original BBQ th o 10 Mountain Roller Dolls – Special Event • Received and responded to CORA request from Joseph Russell • Reviewed final Eagle Municipal Code draft from Muni Code (publish date September/October 2017) • Sent 17 invoices for reimbursable expenses • Responded to 5 “How can we help you?” web requests for information.

COMMUNITY DEVELOPMENT DEPARTMENT Planning Department Activities • R&H Mechanical and Chambers Lofts project management and coordination • Support of Eagle River Park – project management and fundraising • Support of Town Communications – River Park and Water Treatment Plant • Support of preparation of Strategic Plan – New Objectives: Public Safety & Open Space/Recreation • Support Lower Basin Water Treatment Plant project • Tap Fee Increase – community outreach and first discussion with the Town Board • Planning and Zoning review of Zoning Amendment to include Kennels in the Commercial General Zone District • Planning and Zoning review of Wanderlust Dog Ranch Special Use Permit • Initial review of Red Mountain Ranch Community Plan Exception, Annexation, PUD Zoning Plan, and Subdivision Sketch Plan • Review and selection of consultant for Downtown Parking Study • Review and selection of Grant Writer for Eagle River Park and other town projects

Building Department Activities 2017 Building Permit Summary June 2017 July 2017 YTD Number of Inspections 144 186 870

Number of Building Permits 42 29 259 ALL Commercial 2 0 9 SF Detached Residential 3 3 20 Multi-Family & Attached SF Residential 0 0 1 Residential Remodel/Addition/Basement Finish 6 3 38 MEPs 31 23 191

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*This chart shows the number of inspections conducted and building permits issued for the current month, the previous month, and the year to date.

Other Items: • Hiring an onboarding of Russ Thrasher, the town’s new Building Official. • Continued coordination with SAFEBuilt. • Administration of building permits. • Regular communication to contractor and development community. • Coordination with Engineering and Public Works regarding review of building permits.

GENERAL ADMINISTRATION – FINANCE • Prepared 2nd Quarter Budget to Actual Report • Completed 2nd quarter payroll reports and sent to State and IRS • Completed Highway User Tax Fund Annual Report with help from Public Works Staff • Quarterly Meeting with Benefit Health Advisors to discuss Health plan costs through June 30th o Total health benefit expenditures (medical, dental, life, vision, disability, EAP) are running 6.7% higher than last year through July 31 . 2017 - $488,642 . 2016 - $457,930 . 2015 - $454,305

Average Monthly MEDICAL Cost to Town 2017 2016 2015 2014 Single $ 777.09 $ 734.74 $ 789.33 672.44 %Change from PY 6% -7% 17% Family * $ 2,020.44 $ 1,910.34 $ 2,052.26 $ 1,748.36 %Change from PY 6% -7% 17% * assuming Family at 2.6 Times the Single cost

o Employee paid % of Claims: EMPLOYEE % OF CLAIMS PAID YEAR Through 6/30/2017 YE 2016 YE 2015 YE 2014 % 13.8% 9.2% 8.3% 10.1% * Percentage will decrease toward the end of the year as employees hit deductibles and stop loss amounts

• Scheduled August 1st payments for two of the three Waste Water Loans o 2007 - $428,219.40 o 1997 - $164,868.30 (Final Payment): The Town’s 2017 Milly levy is 3.853, 1.518 of that is for the 1997 loan. Eagle Property Owners will see a decrease in property taxes paid to the Town in 2018.

• Audited Financial Statements:

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o Reviewed and commented on 2016 Audit o Finalized and approved – Sent to State, EMMA, CWRPDA per annual requirements o Closed YE and verified 2016 YE trial balance (TB) agreed to 2017 beginning (TB) • Assisted HR with new employee paperwork and input into Caselle Software for Payroll (3 new FTE) • Attended meeting with Spyglass to do an audit of telecommunications services for cost recovery, service elimination savings, and cost reduction • Training: th o Community Leadership Academy (Jill) – July 18 o Pinnacol’s Risk Management Symposium (Angie) – July 27th

ENGINEERING Cemetery Tank Evaluation and Water System Coordination – No Change

Water Rate Study The scope, budget and timeline are expanding. Tap fee recommendation presented to Town Board on July 25th. At Board’s request, further work is needed before any decisions will be made. SGM is preparing a proposal for the additional work.

CMAR Documents for LBWTP Documents proposed for the CMAR process have been reviewed and SGM is making the necessary changes. Schedule as follows: • Aug. 10, 2017 – Request for proposals issued to perspective bidders • Pre-proposal meeting – Aug. 14, 2017 • Proposals due Sept. 8, 2017 • Interviews – Week of Sept. 18, 2017 • Pre-construction contract award – Sept. 26, 2017 • Notice to proceed – Oct. 2, 2017 • Completion of pre-construction phase – Feb. 1, 2018 • Proposed updated GMP – Jan. 2, 2018 • Final GMP – Jan. 11, 2018 • Award CMAR firm contract – Jul. 11, 2018 • Substantial completion of LBWTP – Jul. 11, 2020 • Final completion of LBWTP – Oct. 2, 2020

SRF Funding for LBWTP This is the proposed schedule for the SRF funding: • Preparation of SRF load documents and supporting documents – started May 20, 2017. This was the SGM contract awarded in May 2017 for $43,822.00 • Pre-application meeting with SRF folks – Jul. 19, 2017 • Apply for loan from the State Drinking Water Revolving Fund – by Jan. 15,2018 • Execution of loan – Jun. 2020 • Award CMAR contract – (start construction) Jun. 27. 2018 • Substantial completion of LBWTP – Jul. 11, 2018 • Final completion of LBWTP – Oct. 2, 2020

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Intersection of Sylvan Lake Road and Eagle Ranch Road Final striping and grinding old markings tomorrow. Rapid Flash Beacons (5) and yellow PVC delineators will be installed at strategic cross-walk locations upon receipt (4 weeks) to help slow traffic and provide a protected area for pedestrians crossing the two streets.

All improvements designed by McDowell Engineering, LLC.

Street Re-surfacing Bid has been awarded to Elam Construction and is scheduled for mid to late August construction ($366,285). Streets selected for resurfacing/rehab for 2017: 1. 7th Street from Capitol Street west to end. This includes grade reconstruction at the intersection of Capitol and 7th Street. (4 blocks) 2. Capitol Spur from 6th Street to 7th Street (1 block)

3. Broadway from 6th Street to 7th Street (1 block)

4. 2nd Street from Capitol Street to Church Street (2 blocks)

5. Sawatch Road from Chambers Avenue to corner.

Spot repairs on Sylvan Lake Road and Chambers Avenue. Budget is $400K – segments may be added or deleted depending on cost. Town Hall Roof Replacement Horizon Roofing was the low bidder on project. A budget of $160,000.00 has been approved. Bond and Building permit are in place and material has been ordered. Looking at mid to late August for work to be completed.

Playground Equipment Town Park Contract has been awarded ($280,000). Made in the Shade was selected as supplier and installer. • Aug. 14 – Demo and site prep will start • Sept. 5 – Equipment to arrive and be installed • Oct. 2 – Substantial completion. Equipment and surface installed. • Oct. 16 – Final cleanup completed. Budget for project is $350,000. Remaining funds are for prep and site work.

Grand Avenue Study – on hold until staff has time

Street Equipment Still waiting for new dump truck. Expected in August.

INFORMATION CENTER Visitors: The visitor numbers continue to be down. For July, we had 4412 compared to 6641 in July 2016 – a drop of 34%. Referrals: We had 169 this year compared to 185 in 2016. We have stepped this up considering the drop in visitors. Revenue: June sales were $32,217, down 18% compared to 2016 sales which were $39,160.

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In speaking with several sales reps this past month, I heard that sales are patchy across the state, with some locations doing well and others with a similar situation to ours. Of course, not having the Asian buses is a large part of our decrease in both visitor numbers and revenue. There were no changes in consignors.

MARKETING AND EVENTS • Yoga in the Park o Special Friday yoga in the park to promote Eagle Yoga Fest o ≈175 participants each week for yoga • Showdown Town o 2 shows left o Positive feedback on the bands this season o No more beer sales at the event. Bonfire weighed the options and decided to use rousrces elsewhere. o Noise complaint from 1 neighbor of the park. We are working with the event producers to ensure that the sound level falls within acceptable limits. We are also reviewing parking concerns at this week’s event. • Fourth of July o Great attendance at the bike parade and party at the pavilion o Feedback has been very positive overall . We will look at different entertainment schedules for 2019 . We need to communicate better about parking availability o We will work with open space and the fire department to do some wildland fire mitigation in the brush creek open space over the next two years • Other July Events o BMX State Qualifier – Great turnout with 300+ racers o PBR West Baseball tournament – Filled local rooms, over 50 teams. o LG Tri o Eagle County Fair and Rodeo • Marketing o Transitioning to fall marketing – Leaf peeping and hunting o Scheduling a FAM trip for September during yogafest o We have secured a Colorado Tourism Office Instagram Takeover in September, working on a plan to manage the photography needs o Year to date metrics are looking great – see presentation from July 25 board meeting OPEN SPACE • Abrams Creek Connector Trail – Construction of the Abrams Creek bridge will occur the last week in August / first week in September. Staff will be working with volunteers from the Hardscrabble Trails Coalition (HTC) to finish the last short segments of trail during a volunteer weekend in early September.

• Hardscrabble Ranch open space acquisition – Closing went smoothly on July 31st. Staff will be working with the County on the conservation easement, management plan, and alignment of the paved recreation path over the next two months.

• Seasonal Trails Technician (Halsey Lucas) installed additional directional signage, staged sign posts for new trail maps on Hardscrabble Mountain, performed spot trail repairs, removed

Page 135 of 241

downed trees, and prepped the BMX / Pump track area for the BMX state qualifier races, installed new tie off posts at the Chambers Park boat ramp. The new Horton Street access gate will be installed this week.

• Single Track Sidewalks Phase III (behind Brush Creek Elementary) – Staff working with HTC to obtain easement so that volunteers can construct it this fall.

• Town’s weed contractor performed weed spraying in high priority areas.

• Fencing and cattle guards – Staff will be meeting with the BLM’s grazing permittee to address recent trail / cattle conflicts.

• Staff to review the wildlife study and open space layout as part of the Red Mountain Ranch proposal.

Town of Eagle Police Department

TO: Acting Town Manager Tom Boni FROM: Chief Joey Staufer DATE: July 31, 2017 RE: Summary of July 2017 Highlights

Community Policing- Focus areas this month included: Lemonade Stands Sticker Bombs

Events- BMX Series Bike Parade 4th of July Fireworks Show Downtown LG TRI Stranger Danger (St. Mary’s Daycare)

Calls for Service- 891 Note- the number of calls for service relates to activities through the regional dispatch center and does not reflect citizen assists at the PD, unrecorded phone calls into the PD or officer-initiated non-recorded activities.

EPD hired one new officer this month and also re-hired an officer who had previously resigned. Technically, this brings us close to “full patrol staff,” but each officer (four total) will need to go through several months of training before and pass all programs before being considered for solo patrol. We are still down one supervisory position.

Page 136 of 241

Our team has been busy with meeting training needs for four new officers while balancing other calls for service, which continue with routine cadence: i.e. citizen assists, civil assists, VIN checks, alarms, back-up assistance, medicals, traffic crashes, parking complaints, noise complaints, abandoned vehicle complaints, livestock and domestic animal issues, etc. Intoxicated person calls are up considerably and the community care program is attempting to assist with many of these.

Eagle Police teamed up with Brush Creek Saloon after the tragic incident this past Monday. The manager of BCS invited other bar owners and staff to a community meeting this past Friday at Town Hall. Various discussions took place in regards to offering suggestions for restaurant/bar safety, quashing rumors, presenting self-defense classes (Kym Rock to present “Fight Like an Eagle” class next week), CPTED, security system enhancements, etc.

Officer Colleen Gaspard successfully completed the process for the School Resource Officer assignment. Congratulations! She will attend the next upcoming and official 40-hour SRO class in September (this will also allow EPD to meet current state standards by having a staff member attend the SRO school).

Investigations and Other Notes of Significance- Att. Homicide. Liquor establishment. Suspect arrested. Domestic Family. One party transported to medical center for mental health. Domestic Abuse. 2nd degree assault. Multiple Residential Burglary. Cash missing from home in bedroom. Under investigation. Residential Burglary. Hard liquor stolen from home. May have been related to transients in the area. Theft of Gift Cards. EPD att. to I.D. female at local store using stolen gift cards. Suicidal Person. EPD responded and contained scene for medical. Transported to hospital. Reckless/DUI. CSP Trooper nearly hit on Grand Ave. EPD stopped driver who was arrested for DUI. Trespass Vehicle. Purse stolen out of unlocked vehicle parked near a business. Trespass Vehicle. Gun stolen out of unlocked vehicle parked on street overnight. Under investigation. Trespass Vehicle. Money taken out of wallet left inside an unlocked door. Unable to process for prints. Sexual Harassment. Active investigation. Missing Firearm. RP may have lost gun or ex-roommate took it. Owner refuses to lock his residence. Stolen Bicycle. Suspect contacted and property returned. Owner did not wish to pursue charges. Stolen Bicycle. Older bike stolen. Not located yet. Stolen E-Bike. Nearly 3K bike stolen. Suspect located at saloon. Owner pressed charges. Felony theft. Trespassing. Suspect abandoned apartment and told not to come back to the property. Kidnapping. Multiple agencies involved. Turned out to be custody dispute. Charges pending false reporting. Child Abuse. Working with DHHS. Under investigation. Harassment. Attempting to I.D. subject in a “Snap Chat” event. Vehicular Eluding. Vehicle failed to stop driving up to the Mesa. Driver initially ran - came back. Arrested. Family Disturbance. Juvenile threatened suicide with knife after family fight. Located. Mental health serv.

Page 137 of 241

False Report. Subject reported car stolen. Appeared to be Insurance scam -vehicle not stolen. Summonsed.

Training- In-house training: Safety training video, driving (including backing course and precision course at Avon) and use of force. New officers have a regimen of additional training requirements.

Noteworthy Items-

Suspicious People. Several calls throughout the month of suspicious people in neighborhoods. One call led to an arrest of suspect who violated a protection order. A different call led to medical being dispatched to an area where a female driver was in need of medical attention. Another call led to medical help being summoned for a highly intoxicated person. The “See Something, Say Something” campaign is helping, as we are receiving more reports of suspicious people or vehicles in a timely manner. Gas Leak. Large gas main broke on Chambers. Building evacuations and road closures for an extended period of the day until fixed. REDDI. Dispatch aired a vehicle swerving on I-70 and driving of the interstate. The vehicle exited Eagle, nearly running off the road in front of an EPD officer. Driver was stopped and arrested for DUI. Safe to Tell. Anonymous school reporting hotline forwarded information regarding suicidal student on summer break. Located in Eagle and services provided. Juveniles. Several juveniles contacted in different areas of Eagle and asked to return home or to their hotel rooms due to the curfew law in Eagle. Identity Theft. Eagle resident had a private company “Life Lock” shut down a transaction after a credit card was opened in his name without his knowledge. Peeping Tom. Extra patrol in area where resident believed a person was looking through the back window (delayed report). Parking. Several calls around town regarding parking complaints. Most originate from Nogal Road. One formal complaint regarding the ShowDowntown area during the concerts. EPD also working with an abandoned vehicle under the “Junk Vehicle” ordinance. Several vehicles were tagged abandoned and all have since been moved off public streets. Wildlife. Bear in area of 4th of July Road. No person/property in harm. Trespassing. Assisted with resident of apartment. Resident left and returned. Trespassing waring given. Child Exchanges. Assist families with civil assists. Shots fires. Officers worked to identify the area where reported gunshots were heard near the golf course. Transients. Eagle has seen an increase of transients in the area. With the new legislation, officers are limited to contacts with transients for merely holding signage in a permitted area. EPD has offered help to the ones who are cooperative and looking for a better place to travel to. There seems to be some correlation to crime. One transient was recently arrested for a protection order violation. Trespassing at House Under Construction. Homeowner had doors and windows in. He did not allow anyone inside. Suspect was located and summonsed for trespassing. Impersonation. Caller reporting to be a Deputy at a residence. Appears to be a scam and isolated to one residence. Disorderly. Town park. Intoxicated male yelling at people. Highly ETOH and transported by medical. Welfare Check. Subject not seen or heard from. Officers located subject who was suffering from DTs and transported by medical.

Page 138 of 241

AOA. Several agency assists from calls outside of Eagle to assisting CSP with accidents and road closures. One agency assist for a domestic in progress. Mental Health. Subject escaped a MH facility and may have been travelling to an Eagle home. Extra patrols did not locate him. Family Assist. EPD officers aided family with disruptive 16-year old. Civil. Various civil assists completed. MVA. Several crashes this month. Employee Disturbance. EPD de-escalated a situation at a business. No charges were wanted by any of the people on scene. Came up with a resolution. Trespass at Bar. Patron was trespassed and returned to cause trouble. Called into EPD. Patron jumped into a car and drove off. EPD made contact with her after she was stopped by ECSO. Arrested for DUI.

Department Notes-

Neighborhood Complaint. Resident called to report vehicles not stopping for pedestrians at the flashing yellow crosswalk on Grand Avenue. CSP and EPD stepped up the monitoring. During one stop, EPD officer noted a vehicle fail to yield and upon contact, the driver was arrested for driving under restraint and no insurance.

Neighborhood Research. EPD will be working to address parking and reported use of marijuana on the stage at Eagle Town Park. This appears to be the same RP regarding the issues being addressed by our special event coordinator and issues reported from use of the park via special event permits. Neighborhood Community Watch. Suspicious vehicles seen around construction sites, vehicles using “Jake Brakes” and construction noise complaints. EPD notified the contractors in the area regarding good practices to keep belongings safe and produced a flyer (reviewed by our Town Manager) for construction site crime prevention, construction hours and Jake Brake prohibitions. Salary Research. The challenge for the Town is to recruit and retain qualified police and support personnel, while investing in new positions, training and equipment to maintain a safe and effective environment consistent with public safety demands, community expectations, professional requirements and growth. The ECSO Sheriff notified the Chief of Eagle this month that he submitted a request to increase salaries for deputies. The ECSO is the base-line that the Chief has recommended to ensure equitable comparisons for salary surveys. HR is working on salary comparisons from neighboring law enforcement agencies so EPD may introduce a proposal for equity adjustments in staff salaries. The Town of Eagle will also incorporate affordable housing solutions into the strategic plan. Sylvan Lake and Eagle Ranch Rd. Town engineers have modified the intersection with paint and plan to install pedestrian flashing signage in the near future (scheduled prior to the start of school). Grants- Erin Ivie was able to obtain an additional $2,000 for tuition reimbursement for our new sergeant staff to attend the North Western University Command School.

Municipal Court Report – Cases filed in Municipal Court this month: Criminal cases 20 Juvenile cases 0 Animal Control 2 Parking tickets 50 Open parking tickets (non-payment 2017 YTD) 105

Page 139 of 241

To: Mayor and Town Board of Trustees

From: Jenny Rakow, Town Clerk

Department: Administration

Date: July 31, 2017

Re: Sweet Leaf Pioneer LLC Medical Marijuana Renewals

REQUEST AND INTRODUCTION: Sweet Leaf has submitted their annual renewals for their Medical Licenses that are dually approved locally and by the State. This was a timely renewal application and all fees have been paid. Town Clerk has reviewed the renewal application and finds documents are in order.

RECOMMENDED ACTION: Approval of Medical Marijuana Center License and Medical Marijuana Center Cultivation/Optional Premises.

ANALYSIS AND ALTERNATIVES (IF APPLICABLE): Pursuant to EMC 5.15.150 D this renewal does not require a public hearing, as there were no issues raised by the applicant regarding changes to their license, there were no violations reported to finance staff for tax payments, no issues raised or reported to community development and planning staff regarding their Special Use Permits SU09-05 and SU10-08, and no issues reported by or raised by the Eagle Town Police Department.

COMMUNITY INPUT: None required.

BUDGET / STAFF IMPACT: Annual renewal fee are a budgeted revenue.

ATTACHMENTS: Renewal Applications

Page 140 of 241 PO Box 609 • 200 Broadway • Eagle, CO 81631 • www.townofeagle.org • [email protected] • 970-328-6354 ,OF t,:"r;,

: . ·. : LOCAL BUSINESS OCCUPATION TAX APPLICATION FOR

~}.,-,:,,-_..· RETAIL AND MEDICAL MARIJUANA ESTABLISHMENT

lti.l,Ol --- - BUSINESS AND TRADE NAME IN FULL \ / _ f _'I.A . ... . --'. _ :5 l)J e-e.,, Lorr r , ot. ee , L.1.-L - TYPl))F OWNERSHIP: ~Corporation D Limited Liability Company D Partnership D Sole Proprietorship D Franchise D Non-Profit D Other

APPLICANT N~ v\l .tv\a vi. 'Ulv¼_ f'e.:) DATE 03 i,~ /rr ( MAILINGADDR~ go 22-zc:;- £q le- (c> t.1~-"b'<.( lie.lt- d. i e" eJ¼ ce ciu.ry 1'A k, u..+- ..

TYPE OF STATE / LOCAL LICENSE(S) Choose all applying for ------0 RETAIL MARIJUANA STORE O RETAIL MARIJUANA CULTIVATION D RETAIL MARIJUANA PRODUCTS MANUFACTURER 0 DUALLY LICENSED RETAIL AND MARIJUANA D DUALLY LICENSED MEDICAL 0 DUALLY LICENSED RETAIL AND MEDICAL PRODUCTS MANUFACTURER MARIJUANA CENTER AND RETAIL MARIJUANA CULTIVATION ~AJIJUANA STORE 0 MEDICAL MARIJUANA PRODUCTS ~MEDICAL MARIJUANA CENTER ~EDICAL MARIJUANA CENTER CU.LTIVATION MANUFACTURER . STATE OF COLORADO LICENSE NO. , / EXPIRATION DATE / / .. 5-tv ~: L/OL--0061 '1 ~roJ/lo3-ooq t Z. . q 7 17 TOWN OF EAGLE LICENSE NO. EXPIRATION DATE

STATE OF COLORADO SALES TAX LICENSE NO. FEIN NO. 1-1 '15'6 u

RETAIL RENEWAL FEE: $1500.00 PER LICENSE TOTAL DUE:

D TOWN OF EAGLE SPECIAL USE !LANDLORD AUTHORIZATION TO USE D PROOF OF OWNERSHIP (IF NOT PERMIT NO. PROPERTY FOR A MARIJUANA BUSINESS LEASED) ATTACHED ATTACHED (expire date must include length of license) rz ,, 17 Printed Name ate {.l/\V\1 7(2>1 I Date

The Local Licensing Authority shall approve, deny or conditionally approve a pending application within 45 days from the receipt of the application.

Page 141 of 241 INVOICE

Town of Eagle PO Box 609 200 Broadway Eagle, Colorado 81631 United States

Phone:970-328-6354 Fax: 970-328-5203 www .townofeagle.org

Bil I. TO Invoice Number: 317 Sweet Leaf Pioneer LLC David & Dieneka Manzanares P.0./S.O. Number: 2017-2018 MM PO Box 2225 Eagle, Colorado 81631 Invoice Date: July 31, 2017 United States Payment Due: August 30, 2017 [email protected] Amount Due (USD): $0.00

Service Quantity Price Amount

Marijuana License Fees 1 $500.00 $500.00 Renewal for MM Center 1

Marijuana License Fees $500.00 $500.00 Renewal for MM Cultivation/Optional Premises

Total: $1,000.00

Payment on July 31, 2017 using cash: $1,000.00

Amount Due (USO): $0.00

Notes For copies of third party billing statements, please contact us at 970-328-6354 or [email protected].

Chocks made paynb!o to: Town of Eagle

Page 142 of 241 POST IN A CONSPICUOUSPLACE

BUSINESS LICENSE

SWEET LEAF PIONEER LLC

LOCATION: 1286 CHAMBERSAVE. #101 AND #105

license is only for the business shown, is for only the person whom issued, and is non-transferable. Renewal is due on the expiration date whether you receive a notice or not. In testimony whereof, the Corporate Seal of the Town ofEagle is hereunto affixed to this certificate and deems the licensed to practice, conduct, or engage in occupation or business activity in accordance with the license duly filed to Title 13.24.015 Eagle Municipal Code. Fee: $70.00 2017

ju{/41\.__,; ~-W14~ Attest: Jenny Rakow, Town Clerk Anne McKibbin, Mayor R Page 143 of 241 ·195<- ;,-->< >·05'>>:.-~~~ .,,:>-----'>-~.:._::·c~~ ·"" .:::<.:--S:S--~~~~~~...Z::-~-:.~~~~--~-::;;~7\

'{:~ ~ J;/1 I." FEE:$500.00 ii K,11 ',d ·1' :

i1, ~\:,, 1 ' I 1,1.11, & r~ TOWN OF EAGLE {,, BY AUTHORITY OF THE BOARD OF TRUSTEES 1/i fl ~ N V'

1/11 MEDICAL MARIJUANA CONDITIONAL LICENSE N 1/1 i/-' }'\ ~I OPTIONAL PREMISES '/,

~' I SWEET LEAFPIONEER, LLC I 0245 MARMOT LANE, #5, EAGLECO 81631 EFFECTIVEDATE OF LICENSE:SEPTEMBER 7, 2016 ~ LICENSEEXPIRES: SEPTEMBER 7, 2017

~~ 1 1\: ;~{·j THE BOARD OF TRUSTEES OF THE TOWN OF EAGLE, COLORADO ATTEST: '(\ ~ (1 ·,, " Ju ~' ~v-,4U4- ~A,!\....___,,,, !:i 'J '.((i Anne McKibbin, Mayor Jenny Rakow, Town Clerk! 1 i,11 )!] I

~ t \" 11}, lil (~~~~~:::S~:::--~"":'~~z~~~~~..::'.::--E"~~--S"'~~::;:~.:;SS::2;2_.:;S:"__~;Z'.8;3:S:~~~~~~~;.,~~.:;::;-,.::,>-~~--'2:--.:-§5'§"~...6\

Page 144 of 241 8:',~E~;-'~~3:'~~~~~~"?.:"::.~'<'-72~2-~Z~~::~z_z.:~.~/-); ·:~r~::,..-~_;...'"'-~-:...-:..:...-,d';,:".,.,2;;-S,.;2.;;?:'•=>--'.,,i,.;;_--__:::;s...~_,._ ~l r.11 \,~ FEE: ~ \),I $500.00

1,) ,l,1 '.iiji.'. j'/ ''I 1/, ·'l1 (j V1 TOWN OF EAGLE :'} R' f'J BY AUTHORITY OF THE BOARD OF TRUSTEES r! .~ 1~ ,(~

K1 MEDICAL MARIJUANA CONDITIONAL LICENSE 1:~

~;i1 CENTER-TYPE1 ~!

SWEET LEAF PIONEER, LLC 1286 CHAMBERS AVENUE, #105, EAGLECO 81631 Iy,, Ijl, EFFECTIVEDATE OF LICENSE:SEPTEMBER 7, 2016 t, LICENSEEXPIRES: SEPTEMBER 7, 2017 ·~.'.,!,' ,i ,f

0l Town of Eagle Board ofTrustees Attest \9j i,, . •

~ ~ -?¥Jct~ Ju,1;t~ I~ 1A ~

W,lb' Anne McK,bbm,. . Mayor Jenny Rakow, Town Clerk ~j;~ l=~'"'~~=~-='°'c;::,"'"=-"'-""-"'.c"='"":2,ss="":s-s:c;c:c:.=-==2z~~==-==czcc::.=cc=J

Page 145 of 241 ~/{\.: .·E OF COLQb Ah s i._n. . ..~uo ~ DEP RTMENT OF REVENUE .

Marijuana Enforcement Division

Medical Marijuana Conditional License

SWEET LEAF PIONEER, LLC

0245 Marmot Lane, #5, Eagle, CO 81631

Optional Premises - 403-00912

License Valid Through: 09/07/2017

This license is conditi ned upon Local Authority approval, pursuant to section 12-43.3-305(2) C.R.S. This conditional license is iss d subject to the laws of the State of Colorado and especially under the provisions of Title 12, Article 43.3, as amended. This condit nal license is nontransferable and shall be conspicuously posted in the place above described. This conditional license is only vali through the expiration date shown above. Any questions concerning this conditional license should be addressed to: Colorado Marijuan Enforcement Division, 455 Sherman Street, Suite 390, Denver, CO 80203. In testimony whereof, I have hereunto set myu

James Burack Barbara J. Brohl, Executive Director Division Director

Page 146 of 241 -:r;;, ·. B OF COLO $ DEP RTMENT OF REVEN

Marijuana Enforcement Division

Medical Marijuana Conditional License

SWEET LEAF PIONEER, LLC

1286 Chambers Avenue, #105, Eagle, CO 81631

Center - Type 1 - 402-00614

license Valid Through: 09/07/2017

This license is conditi ned upon Local Authority approvaL pursuant to section 12-43.3-305(2) c.RS. This conditional license is iss d subject to the laws of the State of Colorado and especially under the provisions of Trtle 12, Article 43.3, as amended. This conditi nal license is nontransferable and shall be conspicuously posted in the place above described. This conditional license is only valid through the expiration date shown above. Any questions concerning this conditional license should be addressed to: Colorado Marijuan Enforcement Division, 455 Sherman Street, Suite 390, Denver, CO 80203. In testimony whereof, I have hereunto set my . .t 1 Barbara J. Brohl, Executive Director James Burack Division Director

Page 147 of 241

CERTIFICATE OF RECOMMENDATION

TO: Board of Trustees

FROM: Department of Community Development

DATE: Tuesday, August 8, 2017

PROJECT NAME: Commercial General Zone District Text Amendment (Use Addition)

FILE NUMBER: LURA 17-04

APPLICANT: Town of Eagle

STAFF CONTACT: Morgan Landers, Assistant Town Planner

APPLICABLE SECTION(S) OF MUNCIPAL CODE:

Section 4.04 Zoning General Provisions, Uses and Requirements Section 4.05.010 – Zoning Amendments

EXHIBIT A. Zone District Comparison B. Draft Text Amendments C. P&Z Meeting Minute Excerpt D. Kennel definition

PUBLIC COMMENT: None received prior to Planning Commission member. Mike Metcalf attended the public hearing to voice concerns about barking issues and the impact to his property directly north of the current Wanderlust Facility.

Page 148 of 241

REQUEST:

The applicant is requesting to add Kennel as a Special Use in the Commercial General Zone District.

DISCUSSION:

When approached by Wanderlust Dog Ranch to discuss their desire to have an overnight boarding facility at their location on Chambers, staff became aware that Kennels were only permitted in the Resource Zone District. However, there is only one Resource Zone District property in the Town of Eagle, which is owned by the Town and is designated as Open Space. Based on this information, the Town does not currently have a zone district that allows for and is available for Kennels, which is a desirable service to the residents of the town. There is not a definition of Kennel in the current land use and development code. The staff is interpreting Kennels as overnight facilities, not daycare facilities, although daycare is part of the operation for multi-day boarding visits. Town of Eagle does not regulate dog daycare facilities.

The Town of Eagle Land Use and Development Code has a provision in Chapter 4.04 for evaluating proposed uses that are not itemized in the use charts for each zone district. When this occurs, an applicant can request a determination of a zone district or districts in which the use may be allowed. When evaluating the proposed use, there are five standards that must be met. Further discussion of these standards is below. The land use code also stipulates that the process for a Zoning Amendment shall be followed for the evaluation of such uses. This proposal was publicly noticed and no public comment was received.

Staff believes that kennel facilities are an important service for the residents of Eagle to have access to. As a recreation based community in Colorado, many families have pets including dogs. As our community continues to grow with more housing, services such kennel facilities will likely become even more important.

Once staff determined that the use is a desirable use for the Town, the discussion shifted to where should it be located. Staff has reviewed the location of overnight facilities in other locations in Eagle County (see attached) and believe the Commercial General (CG) Zone District is the appropriate zone district to permit this use. The Commercial General Zone District has a wide range of uses, most of which would not conflict with an overnight kennel facility. Some residential uses have been permitted in the CG zone district, however, the discussion while reviewing those residential uses is that the zone district is intended to be primarily commercial with the residential uses secondary to the commercial uses.

Staff also believes that the use should be reviewed as a Special Use. Kennels are licensed and regulated by the State of Colorado Department of Agriculture and therefore are subject to other jurisdictional restrictions and oversight. The town should ensure that facilities planned and operating in the town are doing so in compliance with those regulations. A Special Use Permit Review would allow for the town to review the application and ensure such compliance in addition to ensuring that the other conditions of the special use permit (such as compatibility of uses) are addressed.

STANDARDS FOR USE NOT ITEMIZED (4.04.100A)

The general requirements for a Use Not Itemized as described in Section 4.04.100 of the Land Use and Development Code are:

1. Such is appropriate to the physiographic and general environmental character of the District to which it is added;

PO Box 609 • 200 Broadway • Eagle, CO 81631 • www.townofeagle.org • [email protected] • 970-328-6354 Page 149 of 241

2. Such use does not create any more hazard to, or alteration of, the natural environment than the minimum amount normally resulting from the other uses permitted in the District to which it is added;

3. Such use does not create any more offensive noise, vibration, dust, heat, smoke, odor, glare, or other objectionable influences or more traffic hazards than the minimum amount normally resulting from the other uses permitted in the District to which it is added;

4. Such use is compatible with the uses existing and permitted in the District to which it is added;

5. Such use in in conformance with the goals and policies of the Town and the purposes of this Title.

FINDINGS FOR USE NOT ITEMIZED

Standard #1: Such is appropriate to the physiographic and general environmental character of the District to which it is added.

The Commercial General zone district is contained within an area that was previously subdivided and improvements made to accommodate commercial development. The general environmental character of the district would remain the same with the addition of kennels to the district, as the projects would need to comply with development standards in the Land Use and Development Code.

Standard #2: Such use does not create any more hazard to, or alteration of, the natural environment than the minimum amount normally resulting from the other uses permitted in the District to which it is added.

Kennel facilities are very similar to other commercial uses in size, shape, and form. The needs of many facilities would not entail a major shift in the physical environment to accommodate the use above and beyond standard site work improvements. Staff believes that the use does not create any more hazard to or alteration of the natural environment than the minimal amount normally resulting from the other uses permitted in the district.

Standard #3: Such use does not create any more offensive noise, vibration, dust, heat, smoke, odor, glare, or other objectionable influences or more traffic hazards than the minimum amount normally resulting from the other uses permitted in the District to which it is added;

The primary concern with kennels is the potential for noise and odor concerns. One kennel is already in operation on Chambers Ave. In the past, residents of the Bluffs neighborhood have complained of noise concerns from the Castle Peak Veterinary Clinic, however, the concerns have been limited and the town has not received concerns in more than 6 months. The main time of day where noise is a concern is during the daytime and early evening when the animals are in the play areas and are more active. During the evening hours, the dogs are retired to their sleeping accommodations and are generally quiet overnight unless there is an issue such as an animal gets sick or is alarmed by something. Regarding odor, the town has not received complaints on odor concerns with the existing facility at Castle Peak. It is staff’s understanding that facilities are required to maintain healthy environments for the animals and these conditions are evaluated during regular facility inspections. Most facilities are washed daily to ensure safe and healthy conditions, which helps to manage any odor issues that may arise. Staff believes that the addition of the use would not create a more offensive environment than other uses permitted in the district.

PO Box 609 • 200 Broadway • Eagle, CO 81631 • www.townofeagle.org • [email protected] • 970-328-6354 Page 150 of 241

Standard #4: Such use is compatible with the uses existing and permitted in the District to which it is added;

The Commercial General zone district is one of the more flexible and broad zone districts within the town. Allowable uses include second floor residential, lodging, retail, commercial offices, and warehouses. More impactful uses such as dry cleaning plant, manufacturing, and petroleum products bulk plant are permitted with a Special Use Permit. Veterinary Clinics are also permitted through a Special Use Permit. Staff believes that the use is compatible with existing and permitted uses.

Standard #5: Such use in in conformance with the goals and policies of the Town and the purposes of this Title.

In reviewing this standard, staff looks to the Eagle Area Community Plan. The plan discusses the vision of Eagle as a high quality livable community. The livability factors in the plan include, but aren’t limited to, the following objectives: • Maintain the Area’s “Sense of Community” • Maintain and Enhance Recreational Opportunities • Diversify the Economic Base

The plan also designates a Commercial Land Use area that includes the Commercial General Zone District properties. These properties are intended to provide opportunity for a broad variety of commercial uses and are located in an area that is easily accessible by automobiles and trucks. This area is also referenced as the I-70 Influence Character Area. The plan outlines a desire to diversify the local economy and maintain existing commercial and industrial zoning. Staff believes that the addition of Kennels into the Commercial General Zone District supports these objectives and does not prohibit the town’s ability to further its vision toward a livable community.

PLANNING COMMISSION DISCUSSION

The commission appreciated the amount of research and information presented by staff to review this issue. There was general discussion about how barking dog complaints are handled and the commission felt that we may be putting town staff in a position of having to respond to these complaints. One member of the public attended the meeting and voiced concern about the location and mentioned that the county does not adequately respond to barking dog complaints. The commission agreed that this is the most appropriate zone district for the use and that it is appropriate as a Special Use. During deliberation of the subsequent file, the commission thought it necessary to clarify staff’s interpretation of Kennel. Staff has included a draft definition of Kennel for inclusion in the definitions section of the Land Use and Development Code.

PLANNING COMMISSION AND STAFF RECOMMENDATION:

Planning Commission and staff recommends approval of the addition of Kennels to the Commercial General Zone District as a Special Use based on compliance with Standards 1 through 5.

BOARD OF TRUSTEES

1. Questions of Staff

2. Public Comment

3. Deliberations

PO Box 609 • 200 Broadway • Eagle, CO 81631 • www.townofeagle.org • [email protected] • 970-328-6354 Page 151 of 241 Dog Daycare and Kennel Facilities in Eagle County Overnight Outdoor Name Location Zone District Vet Care Daycare Overnight Accomodations Capacity Space SF Home in Walking the Dog Avon, CO Light Industrial/Commercial No Yes Yes, off site Gypsum 5 Yes Avon Pet Center Avon, CO Light Industrial/Commercial Yes No Yes Crates Indoors unknown Yes Vail Doggie Day Spa & Lodging Eagle Vail, CO Commercial General No Yes Yes Crates Indoors unknown No Insulated Dog Houses and Kennel Vail Valley Animal Hospital Eagle Vail, CO Commercial General Yes Yes Yes area unknown Yes Inside individual Castle Peak Veterinary Eagle, CO Commercial General Yes No Yes kennels unknown Yes Insulated outdoor kennels and indoor between 9 Wanderlust Dog Ranch Eagle, CO Commercial General No Yes Proposed kennels and 36 yes

Page 152 of 241 4.04.070 SCHEDULE OF USES PERMITTED IN NON-RESIDENTIAL ZONE DISTRICTS

ZONING DISTRICT CBD CL CG PA I USE Retail Establishment - except mobile home & P P P * S vehicular services Service Establishment - except vehicular service P P P * S Restaurant P P P * * Tavern P P P * * Office P P P P * Lodging, Extended Stay * * S * * Lodging, Temporary P P P * * Dwelling Units – above Street Level P S * S * High Density, Multi-Family Dwelling1 S * * * * Park, Playground, Greenbelt P P P P P Indoor Recreation Facility (< 6,500 square feet) P P P P P (Amended 4/26/16 Ord. 12-2016) Indoor Recreation Facility (> 6,500 square feet) S P P P P (Amended 4/26/16 Ord. 12-2016) Public Building, Auditorium or other S S S S * Public Assembly Church, Child Care Facility, School S S S P * Hospital, Clinic, Nursing Home, Group Home S S S P * Commercial Parking Lot or Garage S S S S S Vehicular and Mobile Home Service, S S S S S Sales and Rental Contractor’s Yard * * S * S Shop for: Blacksmith, Cabinetry, Glazing, Machining, Off-set printing, Publishing, S S P * P Sheet metal Utility Substation * S S * S Water Impoundment * * S S S Taxidermy Shop * S S * S Dry Cleaning Plant S S S * S Gasoline Sales S P P * S Automobile Salvage Yard * * * * P Manufacturing, assembly, processing, * * S * P Packaging or preparation of articles or merchandise One Single Dwelling Unit – * * S * S Accessory to a use permitted Restaurant – accessory to use permitted * * * P P Office – accessory to use permitted * * * * P Veterinary Clinic S S S * S Kennel * * S * * Extraction and Processing of: minerals, rocks, sand, * * * * S gravel, other earth products Storage of Explosives * * * * S Sawmill or Wood Milling Facility * * * * S Recreational Vehicle Park * * S * *

Page 153 of 241

Planning and Zoning Commission July 20, 2017 Meeting Excerpt

LURA17-04 Commercial General Zone District Text Amendment Cowles opened file LURA17-04 and Jesse Gregg joined the commission again. The request is for the Town of Eagle to amend the text of the Land Use Code to include the Kennels to be allowed in the Commercial General Zone District.

Morgan Landers gave an overview of the background of this file. She said that Wanderlust Dog Ranch approached the Town to request a Special Use Permit and a Development Permit for adding an overnight boarding facility to their existing doggie day care facility on Chambers Avenue. Landers said at that time the planning staff became aware that Kennels were only permitted in the Resource Zone District. However, there is only one Resource Zone District property in the Town of Eagle, which is owned by the Town and is designated as Open Space. Based on this information, she said the Town does not currently have a zone district that allows for and is available for Kennels, which is a desirable service to the residents of the town. Landers stated that the Town of Eagle Land Use and Development Code has a provision in Chapter 4.04 for evaluating proposed uses that are not itemized in the use charts for each zone district. When this occurs, an applicant can request a determination of a zone district or districts in which the use may be allowed.

Cowles asked about the Vet clinic on Chambers Ave. that boards dogs overnight. Landers said that the Vet Clinic received a Special Use Permit when the clinic was approved.

Staff Report Landers stated that she has had extensive conversations with Animal Services and the Humane Society as part of her research on this file. She listed four key questions to consider. 1. Is the use a desirable use for residents within the Town of Eagle? 2. Where is the most appropriate zone district location for such use? 3. What regulatory entities/requirements/enforcement is in place? 4. Does the proposed use meet the five standards outlined in the code? Landers stated that since Wanderlust Dog Ranch is currently operating a doggie day care in the proposed location for the overnight boarding, this would be an appropriate location for this use. She said there are existing entities or governing bodies in place to regulate Kennel facilities so the Town would not have to take on these responsibilities. She gave an overview of other Kennel facilities in the area and where they were located. Some other existing facilities in the area are located in a Commercial General Zone District.

Landers then listed the Standards for Use Not Itemized. The general requirements for a Use Not Itemized as described in Section 4.04.100 of the Land Use and Development Code are:

1. Such is appropriate to the physiographic and general environmental character of the District to which it is added;

PO Box 609 • 200 Broadway • Eagle, CO 81631 • www.townofeagle.org • [email protected] • 970154 -of328 241-6354 2. Such use does not create any more hazard to, or alteration of, the natural environment than the minimum amount normally resulting from the other uses permitted in the District to which it is added;

3. Such use does not create any more offensive noise, vibration, dust, heat, smoke, odor, glare, or other objectionable influences or more traffic hazards than the minimum amount normally resulting from the other uses permitted in the District to which it is added;

4. Such use is compatible with the uses existing and permitted in the District to which it is added;

5. Such use in in conformance with the goals and policies of the Town and the purposes of this Title.

Landers said that they looked at all other permitted uses and asked if the proposed use was compatible. She said standard number one is not impacted by the proposed use. She said the proposed use tends to have similar impacts to other permitted uses. In regards to standard three, Landers stated that the primary concern for the proposed use would be noise and odor. She stated that residential use was secondary to industrial in this area. Barking would be addressed through the Eagle County animal services and the Town of Eagle Police Department. She said that odor would be addressed by the operators and that there are standards enforced by the Colorado Department of Agriculture which is the governing body charged with regulating dog facilities. Landers stated that the planning staff believes that a Kennel was not likely to be more disruptive than other permitted uses. She said that the fourth standard was met in that there is a wide range of uses currently allowed in the area and Kennels would be a compatible use. She said that the proposed use met standard five because it enhances the livability factors for the Town and it diversifies the economic base.

Landers said that the recommendation was to approve the addition of Kennels to the Commercial General Zone District as a Special Use based on compliance with the above standards.

Q & A Kyle Hoiland stated that he thought Landers did a great job on research for this file. Callicrate agreed and said that she had no questions because Landers had answered them all. Harrison asked if there was any reason this use should not be allowed in an industrial zone. Landers stated perhaps heavy industrial activity would have a negative impact on the animals.

PUBLIC COMMENT Jason Cowles opened the floor to public comment. Dominic Mauriello who is representing the owner of Wanderlust Dog Ranch said that he thought Morgan Landers did an excellent job doing research on this file.

Mike Metcalf who owns and works in an office building adjacent to the property where the overnight dog kennel is being proposed and the current doggie day care facility is located said that he agrees that Landers gave a thorough analysis of the issue. He stated that he did not agree with the finding that noise complaints would be handled well. He said he was speaking from personal experience and the process was difficult to get noise complaints addressed. He also stated that he did not think office spaces and dog kennels were compatible uses. Harrison said that he was assuming noise ordinances apply to this area. Dominic said that he did not think this use would generate more noise than other allowed uses such as gas stations, fast food restaurants, and

PO Box 609 • 200 Broadway • Eagle, CO 81631 • www.townofeagle.org • [email protected] • 970155 -of328 241-6354 manufacturing. Landers said that the process of dealing with noise complaints was through the County Animal Services and the Town Police Department. Cowles said that he has had to deal with a noise complaint of his own when a neighbor left a dog alone for a while and the dog was barking insistently. Cowles said he had to call Animal Control and did not get a response. He suggested that there needs to be an on-call staff person from Wanderlust to deal with noise complaints. Dominic said he thought that was a great idea. He said that the overnight boarding would be limited and would be staffed. 24-7.

Harrison said he thought the five standards were met specially because there is a kennel already there.

Cowles closed public comment and said he agreed with Harrison.

DELIBERATION

Hoiland said he thought this was a good use for the area and wondered how it would fit with other uses they have recently considered for the area such as live/work.

Harrison said that approving this file may put the Town Planning Staff in a position to deal with barking dog complaints. Landers said that generally complaints would get routed to the appropriate parties.

Gregg said he thinks that Kennels would not be more intrusive than other uses. Callicrate said she agreed.

Cowles made a motion to approve file LURA17-04. Hoiland seconded. The motion passed unanimously.

PO Box 609 • 200 Broadway • Eagle, CO 81631 • www.townofeagle.org • [email protected] • 970156 -of328 241-6354 DEFINITION OF KENNEL – Addition to Chapter 4.03.040

Kennel: A facility licensed to house dogs, cats or other pet animals where single or multi-day overnight boarding, including daytime for multi-day boarding, is conducted for a fee or compensation.

Page 157 of 241

CERTIFICATE OF RECOMMENDATION

TO: Board of Trustees

FROM: Department of Community Development

DATE: Tuesday, August 8, 2017

PROJECT NAME: Wanderlust Dog Ranch – 11 Eagle Park East Dr.

FILE NUMBER: SU17-05 Special Use Permit for Kennel in Commercial General Zone District DR17-04 Minor Development Permit for Expansion of Commercial Space

APPLICANT: Wanderlust Dog Ranch, Jason Hershman (owner) represented by Dominic Mauriello

STAFF CONTACT: Morgan Landers, Assistant Town Planner

APPLICABLE SECTION(S) OF MUNCIPAL CODE:

Section 4.05 (Zoning Review) Section 4.06 (Development Review) Section 4.06 (Development Standards)

EXHIBIT A. Aerial Photo B. Applicant Letter and Project Request C. Site Plans (existing and future) D. Property Owner Acknowledgement E. PZ Commission Meeting Minutes Excerpt

PUBLIC COMMENT: No public comment received to date. The property owner acknowledgement includes a statement of support for the project.

REQUEST:

1. A Special Use Permit to allow for a Kennel in the Commercial General (CG) Zone District at 11 East Eagle Park Dr. 2. Minor Development Permit for the construction of the Kennel facility including a design variance for a plastic fence material.

Page 158 of 241

DISCUSSION:

Wanderlust Dog Ranch is currently located on Chambers Ave at 11 Eagle Park East Dr. The current operations include dog daycare services, grooming, and a small retail space. The business has been in operation for more than three years and they serve many clients in Eagle as well as Gypsum, Vail, Avon, and other valley communities. Wanderlust Dog Ranch has a current business license with the town and is currently permitted through a Conditional Special Use Permit for overnight boarding at a property in unincorporated Eagle County just south of the Town of Eagle on Salt Creek.

Due to the logistical challenges and expense of having two separate facilities (one for daycare and one for boarding), Wanderlust has a desire to consolidate facilities at the Chambers Avenue location. Eagle County issued the conditional use permit for the property, however, with wildlife issues and conflicts with neighbors, the county has expressed a desire to see the use relocated.

Kennel facilities are licensed and regulated by the State of Colorado Department of Agriculture. The attached project description from the applicant reviews the process and requirements of maintaining a valid license with the State. Facilities are inspected annually for compliance and will also be inspected if complaints on the facility are received. The state also regulates capacity of facilities and determines the maximum number of animals that can be served with the facility.

Staff believes that kennel facilities are an important service for the residents of Eagle to have access to. As a recreation based community in Colorado, many families have pets including dogs. As our community continues to grow with more housing, services such as dog daycare and kennel facilities will likely become even more important.

Staff reviewed the Special Use Permit application submittal with members of the engineering, public works, fire, and police departments. The group reviewed the plans for compliance with the development codes standards for commercial projects and reviewed the plans for utility extension issues and traffic concerns. The applicant resolved all concerns regarding the physical improvements to the property and utility connections except for the fence material. The project proposes to extend the existing fence material on the property to enclose the boarding area. The material is a plastic fencing material that the development code does not permit. Staff believes that it is important to maintain consistency with the fencing and believes that the existing fence is aesthetically pleasing. Requiring the fence to be replaced would be overly onerous on the project and would be very expensive.

Other concerns were in regards to the final buildout of the kennel facilities and whether they would be appropriate and adequate for housing animals overnight. The owner intends to fully insulate, heat, and air condition the units prior to their use for overnight boarding. A building permit is required for the units, as well as electrical and mechanical permits for the heat and air conditioning. The facility will be inspected by the Department of Agriculture and staff has requested that a site visit be scheduled prior to the Board of Trustees hearing to confirm that the proposal is acceptable.

Capacity was the final concern. Many kennels keep animals in individual kennels unless the animals are house mates in their own homes. The project overview indicates that the capacity of the kennels will be between 9 and 36 depending on how familiar the dogs are with each other. Staff was concerned with the comingling of unfamiliar dogs. Wanderlust ensures that comingled animals are from the same family and that unfamiliar dogs would not be boarded together. The facility will also have someone on site during the evening boarding hours to monitor the kennels. The sleeping quarters for the staff person is located on the second floor of the building overlooking the kennels and will also have video monitoring. Wanderlust is also intending to have a security system in place.

PO Box 609 • 200 Broadway • Eagle, CO 81631 • www.townofeagle.org • [email protected] • 970-328-6354 Page 159 of 241

Parking and access demands will not increase with this additional use as the current off-site boarding operations still required pick-up and drop-off of animals at the Chambers Ave location. The proposed site plan does not eliminate any current parking and a vinyl coated chain link fence will be placed to access the driveway that currently accesses the property.

STANDARDS FOR SPECIAL USE PERMIT (SECTION 4.05.010)

The general requirements for a Special Use Permit as described in Section 4.05.010 of the Land Use and Development Code are:

1. The proposed use is consistent with the provisions of this Chapter and with the Town’s goals, policies and plans, and

2. The proposed use is compatible with existing and allowed uses surrounding or affected by the proposed use, and

3. Street improvements adequate to accommodate traffic volumes generated by the proposed use and in provision of safe, convenient access to the use and adequate parking are either in place or will be constructed in conjunction with the proposed use, as approved by the Town, and

4. The special conditions for specific uses, as provided in this Section, are met.

FINDINGS FOR SPECIAL USE PERMIT

Standard #1: The proposed use is consistent with the provisions of this Chapter and with the Town’s goals, policies and plans.

In reviewing this standard, staff looks to the Eagle Area Community Plan. The plan discusses the vision of Eagle as a high quality livable community. The livability factors in the plan include, but aren’t limited to, the following objectives: • Maintain the Area’s “Sense of Community” • Maintain and Enhance Recreational Opportunities • Diversify the Economic Base

The plan also designates a Commercial Land Use area that includes the Commercial General Zone District properties. These properties are intended to provide opportunity for a broad variety of commercial uses and are located in an area that is easily accessible by automobiles and trucks. This area is also referenced as the I-70 Influence Character Area. The plan outlines a desire to diversify the local economy and maintain existing commercial and industrial zoning. The Land Use and Development Code identifies requirements for commercial developments within the town. The current plan is in compliance with the land use except for the use of plastic material for perimeter fencing. Staff believes that the addition of Kennels into the Commercial General Zone District supports the goals, policies, and plans of the town and does not prohibit the town’s ability to further its vision toward a livable community.

Standard #2: The proposed use is compatible with existing and allowed uses surrounding or affected by the proposed use.

The Commercial General zone district is one of the more flexible and broad zone districts within the town. Allowable uses include second floor residential, lodging, retail, commercial offices, and warehouses. More impactful uses such as dry cleaning plant, manufacturing, and petroleum products bulk plant are permitted with a Special Use Permit. Veterinary Clinics are also permitted through a Special Use Permit.

PO Box 609 • 200 Broadway • Eagle, CO 81631 • www.townofeagle.org • [email protected] • 970-328-6354 Page 160 of 241

The proposed project is adjacent to or near the following uses/users: • Colorado Slab and Tile • Vacant commercial space • Auto Repair Shops • R&H Mechanical • Commercial offices/consulting firms

Staff believes that the use is compatible with existing and allowed uses surrounding or affected by the proposed use.

Standard #3: Street improvements adequate to accommodate traffic volumes generated by the proposed use and in provision of safe, convenient access to the use and adequate parking are either in place or will be constructed in conjunction with the proposed use, as approved by the Town.

As mentioned above, the current facility on Chambers Ave. adequately accommodates the dog daycare traffic and parking as well as the pick-up and drop-off of the overnight boarding animals. The proposal will not result in increased traffic to the facility and the site plan adjustments do not propose a reduction in current parking at the property. Access to the site will not be impeded by the proposal. Staff believes that the street improvements and existing parking are adequate for the proposed additional use.

Standard #4 – Not Applicable

COMPLIANCE WITH MINOR DEVELOPMENT PERMIT REQUIREMENTS

The general Requirements for a Minor Development Permit as described in Section 4.06 of the Land Use and Development Code are:

1. Compliance with the Town’s regulations, goals, policies and plans.

2. Any adverse impacts resulting from the proposed development are reasonably and adequately mitigated to minimize such impact.

Staff has addressed Standard 1 above in the review of standards for a Special Use Permit. Staff believes this proposal is in compliance with the town’s regulations, goals, policies and plans with the exception for the use of a plastic material for fencing. A Design Variance has been requested for the continued use of this material.

Staff has reviewed any adverse impacts resulting from the proposed development and identified two issues. The first is the concern with excessive noise from the property and the potential for additional odor at the property. One kennel is already in operation on Chambers Ave. In the past, residents of the Bluffs neighborhood have complained of noise concerns from the Castle Peak Veterinary Clinic, however, the concerns have been limited and the town has not received concerns in more than 6 months. The main time of day where noise is a concern is during the daytime and early evening when the animals are in the play areas and are more active. During the evening hours, the dogs are retired to their sleeping accommodations and are generally quiet overnight unless there is an issue such as an animal getting sick or is alarmed by something. The insulation of the units and the fencing will also help mitigate noise from the facility.

Regarding odor, the town has not received complaints on odor concerns with the existing facility at Castle Peak. It is staff’s understanding that facilities are required to maintain healthy environments for the animals and these conditions are evaluated during regular facility inspections. The applicant has confirmed with staff that the facilities are washed daily with a cleaning solution to ensure safe and healthy

PO Box 609 • 200 Broadway • Eagle, CO 81631 • www.townofeagle.org • [email protected] • 970-328-6354 Page 161 of 241

conditions, which helps to manage any odor issues that may arise. Staff believes that the addition of the use would not create a more offensive environment for adjacent neighbors with these mitigation measures.

STANDARDS FOR DESIGN VARIANCE (SECTION 4.07.060)

Per Section 4.07.060 of the Land Use & Development the body authorizing a development permit may grant a variance from the strict application of the requirements of Chapter 4.06 based on the following findings:

1. There exists on the property in question exceptional topographical, soil, or other sub-surface condition, or other extraordinary conditions peculiar to the site, existing buildings, or lot configuration, such that strict application of the regulation from which the variance is requested would result in peculiar and exceptional practical difficulties to or exceptional and undue hardship upon the applicant; OR

2. That the public good would be better served by granting the variance

The applicant is requesting a design variance for the use of a plastic fencing to enclose the proposed kennel expansion. The material proposed is currently in use at the site and is aesthetically pleasing from the street. The applicant has maintained the material ensuring that it doesn’t degrade over time. Staff believes that the public good would be better served by granting the variance as the use of the material is attractive and the requirement to use a different material will eliminate the cohesiveness of the site materials.

PLANNING AND ZONING COMMISSION DISCUSSION:

The application was carefully considered by the Planning Commission and discussion focused on the current operations at the site. The commission discussed with staff the regulation of dog daycare facilities and grooming facilities in relation to the kennel operations. Staff informed the commission that the town does not currently regulate dog daycare and grooming operations. There are quite a few facilities in the town that operate in harmony with surrounding uses and the community has not expressed a desire to have these uses regulated by the town due to nuisance concerns.

Much of the discussion was focused on the impact of the operations to the adjacent neighbor, Mike Metcalf. He voiced that although the use is a desired use for the town of eagle residents, it has an impact on his property located directly north of the Wanderlust facility. He mentioned that he felt the operation was run well, however, there have been issues with barking dogs particularly during the daytime in the summer when the dogs use the outdoor exercise area. Mr. Metcalf also mentioned issues of dogs barking at visitors when they arrive and park in the lot adjacent to the fenced in area. Various suggestions were made for ways to mitigate the impact to the Metcalf property and both parties were open to working out a solution that limited the impact to the office building.

The commission recognized that the primary issues stem from the daytime use of the property, not the evening and that further discussion was necessary for the daycare operations. Staff communicated that the regulation of daycare facilities was a discussion a few years ago and would require a more extensive process. Staff has not received extensive nuisance complaints from the broader community regarding existing facilities and sees this as a longer term effort if the issue raises to a higher level of concern.

In regards to the Special Use Permit, the Planning Commission felt that the operations were adequately regulated by the Department of Agriculture and didn’t feel the need to impose additional requirements or grant the permit for a specific period of time. If Wanderlust does not comply with state requirements, the facility would be reprimanded or ultimately closed if issues were not resolved.

PO Box 609 • 200 Broadway • Eagle, CO 81631 • www.townofeagle.org • [email protected] • 970-328-6354 Page 162 of 241

The commission asked questions regarding the number of dogs in each unit and what the final build out of the units would be. Wanderlust described the amount of improvements to the units and that the comfort and security of the dogs was the priority for the retrofitting of the units. The commission felt that a definition of “Kennel” was important for staff to include. A definition was included in the packet for LURA17-04.

PLANNING COMMISSION AND STAFF RECOMMENDATION:

1. Planning Commission and staff recommends approval of a Special Use Permit to allow for a Kennel in the Commercial General (CG) Zone District at 11 East Eagle Park Dr. with the following conditions: a. File LURA17-04, Commercial General Zone District Text Amendment is approved by the Town Board of Trustees. b. The facility (Wanderlust Dog Ranch) maintains a valid license with the Colorado Department of Agriculture.

2. Planning Commission and staff recommends approval of a Minor Development Permit for the construction of the Kennel facility including a Design Variance for a plastic fence material with the following conditions: a. File LURA17-04, Commercial General Zone District Text Amendment is approved by the Town Board of Trustees. b. The facility (Wanderlust Dog Ranch) maintains a valid license with the Colorado Department of Agriculture.

BOARD OF TRUSTEES

1. Questions of Staff/Applicant

2. Public Comment

3. Deliberations

PO Box 609 • 200 Broadway • Eagle, CO 81631 • www.townofeagle.org • [email protected] • 970-328-6354 Page 163 of 241 Page 164 of 241 WANDERLUST DOG RANCH

Wanderlust Dog Ranch Special Use Permit, Minor Development Permit, and addition of use to table of allowed uses 11 Eagle Park East Drive / Parcel 1, Eagle Park East June 2017

Page 165 of 241 INTRODUCTION

Description of the Request Jason Hershman, represented by Mauriello Planning Group, is proposing to add overnight accommodations for dogs at the current Wanderlust Dog Ranch dog daycare facility located at 11 Eagle Park East Drive, in Eagle, Colorado. The property is owned by HEH-11 Park LLC who has enthusiastically authorized these applications to be submitted. A map of the property is provided below:

Subject Property

Wanderlust Programming: • 2,750 square feet dog care and retail facility • 7 60 sq. ft. overnight kennel facilities, each with air conditioning and heat, located outside of the current building • 2 overnight kennel facilities located inside the building • 17 parking spaces • Indoor van unload and upload for dog shuttle use • Other associated uses • Wanderlust is locally owned and employs 8 people, 7 of which live within the local Eagle community

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Page 166 of 241 Looking NW: View of Facility from SE Front of Wanderlust Along Chambers Ave.

Wanderlust Dog Ranch (WDR) currently operates with approximately 35 dogs at any one time, though not a limitation of the facility. The dogs are either dropped off and picked up by the owners or they are shuttled to the property in a WDR shuttle. The facility includes a retail operation offering supplies desired by the customers. There are indoor and outdoor play areas. The outdoor play area is screened with a white solid fence. The applicant is proposing to locate seven (7) overnight boarding units (or kennels) outside on the property facing Eagle Park East Drive. Two additional kennel spaces will be provided inside the existing building, for a total of 9 kennels. These units are capable of hosting up to 4 dogs in each unit. Generally, multiple dogs placed in one unit will be from the same family and therefore accustomed to being housed together. As a result, the overnight board capacity is 9 to 36 dogs. The exterior units are being located primarily on existing paved surfaces. Approximately 60 sq. ft. is being placed on what is now an existing lawn. The boarding units are located within a fenced area

Fenced Outdoor Dog Area Indoor Dog Area

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Page 167 of 241 preventing dogs from entering the roadway or being off of the property. When dogs are present for overnight boarding, a staff member will be on campus to monitor the dogs from an office and lounge area set up for this purpose.

All dog care and kennel facilities are regulated by the State of Colorado Department of Agriculture. This agency will determines any limits on the number of dogs that can be cared for. All dog caregivers are required to be licensed by this agency and they inspect all facilities and issue permits. They also preform random inspections at least once a year to ensure compliance with all regulations. Because this agency is responsible for regulating the industry, the Town does not require duplicative regulations. The boarding units are located within a fenced area preventing dogs from entering the roadway or being off of the property. When dogs are present for overnight boarding, a staff member will be on campus to monitor the dogs from an office and lounge area set up for this purpose.

Retail Area Retail Area

The following image shows the design of the exterior units. The location of the units is shown on the site plan below, in compliance with setbacks, building coverage, impervious area, and landscape area.

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Page 168 of 241 Wanderlust Dog Ranch Site Plan

25’

Boarding Units

Boarding Units Fence and Gate

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Page 169 of 241 Process The Wanderlust Dog Ranch has been operating as a permitted use on the property for the last two years. The business was issued a business license by the Town. The current use is considered a permitted use under the Commercial General (CG) zoning. It is staff’s interpretation that the addition of “kennels” and overnight boarding of dogs generates the need to add the term “Kennels” to the list of uses in the CG Zone District allowed by Special Use Permit. Today the Town’s code only allows Kennels subject to a Special Use Permit in the Resource zone district. Because the application includes the installation of the exterior kennel units, a Minor Development Permit is required. All three applications are being processed together requiring both Planning Commission review and Town Board approval.

Special Use Permit A special use permit may be granted by the Town provided the Planning Commission and Board find the following:

1. The proposed use is consistent with the provisions of this Chapter (Chapter 4.05) and with the Town’s goals, policies, and plans, and 2. The proposed use is compatible with the existing and allowed uses surrounding or affected by the proposed use, and 3. Street improvements adequate to accommodate traffic volumes generated by the proposed use and provision of safe, convenient access to the use and adequate parking are either in place or will be constructed in conjunction with the proposed use, as approved by the Town, and 4. The special conditions for specific uses, as provided in this Section, are met.

Use Not Itemized When a use is proposed and no zone district specifically allows for such use, the applicant may request a determination of a zone district or districts in which the use may be allowed. The following findings must be made to approve the proposed addition of “Kennels” as being allowed by a Special Use Permit:

1. Such use is appropriate to the physiographic and general environmental character of the District to which it is added; 2. Such use does not create any more hazard to, or alteration of, the natural environment than the minimum amount normally resulting from the other uses permitted in the District to which it is added; 3. Such use does not create any more offensive noise, vibration, dust, heat, smoke, odor, glare, or other objectionable influences or more traffic hazards than the minimum amount normally resulting from the other uses permitted in the District to which it is added;

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Page 170 of 241 4. Such use is compatible with the uses existing and permitted in the District to which it is added. 5. Such use is in conformance with the goals and policies of the Town and the purposes of this Title.

Minor Development Permit The applicant is submitting a Minor Development Permit in accordance with Chapter 4.06 of the Land Use and Development Code, which is required for the construction or placement of any building for non-residential use.

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Page 171 of 241 ZONING ANALYSIS

Location: 11 Eagle Park East Drive Parcel Number: 193933219001 Zoning: Commercial General Lot Size: 18,425.88 sq. ft.

Standards of the CG Allowed Existing Proposed Zone District

Minimum Lot Area 20,000 sq. ft. 18, 425 sq. ft. no change 18,425 sq. ft. no change

Minimum Front Yard* 25 ft. 25 ft. 25 ft.

Minimum Side Yard* > of 12.5 ft. or 1/2 > of 12.5 ft. or 1/2 > of 12.5 ft. or 1/2 building height building height building height

Minimum Rear Yard* 25 ft. 25 ft. 25 ft.

Maximum Building 35 ft. < 35 ft. < 35 ft. Height Maximum Building 50% 22% (4,144 sq. ft.) 24.8% (4,564 sq. ft.) Coverage

Maximum Total 80% 66% (12,222 sq. ft.) 66.7% (12,282 sq. ft.) Impervious Maximum Floor Area 150% (27,637 sq. ft.) 21% (5,826 sq. ft.) 22.6% (6,246 sq. ft.)

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Page 172 of 241 SPECIAL USE PERMIT CRITERIA FOR REVIEW Section 4.05.010 of the Land Use and Development Code provides the criteria for review for both the Planning Commission and the Town Board. Each of these criteria is listed below, along with the applicant’s response for compliance with each criteria.

1. The proposed use is consistent with the provisions of this Chapter (Chapter 4.05) and with the Town’s goals, policies, and plans, and

Applicant Response: The 2010 Eagle Area Community Plan sets the vision for the Town of Eagle, providing the Town’s goals and policies for land use in the Town of Eagle. The vision provided in the plan states:

Eagle will continue to be a high quality livable community through the implementation of strategies that will enhance the Town’s unique identity, its economic vitality, its sense of community and the quality and character of the surrounding rural lands.

The Eagle Area Community Plan then provides planning approaches which are integral to the Town’s vision statement. While not all of these are applicable to this project, the following approaches have some level of applicability for this project:

1) Concentrate Urban and Infill Development: the proposed project is located within the Town’s Urban Growth Boundary, within a platted commercial subdivision, surrounded by other commercial and industrial uses. 2) Maintain the Area’s “Sense of Community”: the proposed project is unique, in that it provides recreational opportunities for the community, and builds on Eagle’s reputation for being an active place for residents and visitors. 9) Diversify and Balance the Economic Base: this new offering will help to provide a unique opportunity for the Town to diversify the economy.

The 2010 Eagle Area Community Plan identifies the subject property as “Commercial” and provides the following intentions for this area:

A. Provide opportunity for a broad variety of commercial uses important to the local and regional economy. B. Concentrate commercial uses in areas easily accessed by automobiles and trucks. C. Concentrate retail outlets within commercial areas to promote opportunities for one stop shopping. D. Commercial uses are generally not compatible with residential units. A limited number of live work arrangements may be appropriate, per zoning.

Furthermore, the character of the “Commercial” land use designation is described as:

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Page 173 of 241 A. Generally auto oriented land uses, with shop and business entrances highly visible from adjacent travel routes and fronted by appropriately sized parking lots. B. Outdoor storage areas and loading bays are located on the back or sides of properties, and are generally screened from view. C. Similar architectural features and exterior materials should reflect Eagle’s unique identity providing a unified appearance and strong sense of place. D. Landscaping provides an added unifying element, helps to reduce the perceived scale and mass of buildings.

Lastly, the Eagle Area Community Plan designates this property as within the “I-70 Influence Character Area” as indicated on the map below:

The Eagle Area Community Plan provides the following Planning Principles for the “I-70 Influence Character Area: Planning Principles: Interstate 70 Influence Character Area A. Within allowances established by the Town’s level of service (LOS) standards, promote additional highway oriented businesses (which may also serve local needs) in the vicinity of Eby Creek Road. Encourage the development of vacant or underutilized lots at the western end of Chambers Avenue with more intensive uses that would benefit from their accessibility to the Interstate corridor. B. Maintain existing commercial and industrial zoning in the Chambers Avenue, Market Street, Sawatch Road and Marmot Lane areas. C. Promote sustainable businesses that contribute to the diversification of the local economy. D. Periodically review and update existing design guidelines in the area to assure conformance with desired outcomes. E. Promote pedestrian movement and access within and between retail areas, residential areas and lodging areas.

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Page 174 of 241 F. In the event that significant development is approved east of Chambers Avenue, develop a sub-area plan for the Chambers Avenue corridor. G. Until a sub-area plan for the Chambers Avenue corridor is completed, minimize the inclusion of significant residential use in commercial and industrial areas located along Chambers Avenue, Marmot Lane, Sawatch Road and Market Street. H. Require compatible edge treatments and/or landscaped buffers on the margins of developed areas to assure an appropriate visual and functional transition to adjacent properties. I. Require perimeter landscaping, internal landscape islands and/or screening to minimize the visual impacts of large surface parking lots and outdoor equipment storage areas. J. Work to attenuate noise impacts from I-70 through layout and building design, and through the strategic placement of landscape improvements.

As indicated in the analysis provided above, the proposed use is consistent with and in many ways, furthers the goals and policies as provided in the 2010 Eagle Area Community Plan.

2. The proposed use is compatible with the existing and allowed uses surrounding or affected by the proposed use, and

Applicant Response: The property is zoned Commercial General, as are all of the surrounding properties as indicated in the Town of Eagle Zoning Map provided below:

The Commercial General District is intended:

For commercial and tourist uses including lodging, dining, and recreation facilities and compatible uses, and for heavier commercial uses, low-impact manufacturing uses, and compatible uses.

Both the permitted and special uses allowed in the Commercial General zone district are in furtherance of this intent. The proposed overnight boarding for dogs or a kennel facility is a commercial facility that provides services primarily to local residents. Eagle, like the rest of Colorado, is a very dog friendly community, and this business

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Page 175 of 241 provides opportunities for locals to have appropriate dog care when needed. These types of commercial services are critical to the sustainability of the Town, reducing the need for locals to travel out of town to find such services. This zone district and this area in particular are appropriate for overnight boarding given the heavy commercial use during the day and its quiet character at night with limited residential uses in close proximity. People tend to think of dog facilities as noise generating facilities, but this is far from the truth. Well operated kennel facilities can operate without any disruption of the neighboring uses. Childcare facilities can be more noise producing than a dog care facility. We believe the proposed overnight kenneling use is compatible with the allowed uses for the surrounding properties. In addition, the proposal will meet all of the development standards of the Commercial General zone district.

The following uses are adjacent to the property:

Colorado Slab and Tile

Eagle Classics (Abandoned property?)

Multiple Automotive repair shops

R&H Mechanical

Metcalf Archeological Consultants

Professional Building across Chambers Avenue

The following photos are provided to indicate the character of the area:

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Page 176 of 241 3. Street improvements adequate to accommodate traffic volumes generated by the proposed use and provision of safe, convenient access to the use and adequate parking are either in place or will be constructed in conjunction with the proposed use, as approved by the Town, and

Applicant Response: The access to the property is from Chambers Avenue and Eagle Park East Drive. There is little change in traffic volume due to the overnight boarding facility as most of the dogs are likely being cared for during the day as well. There is no need for any roadway improvements due to the addition of overnight boarding of dogs. Adequate parking already exists on the property and has accommodated the current day use without issue.

4. The special conditions for specific uses, as provided in this Section, are met.

Applicant Response: There are no special conditions for specific uses listed in Section 4.05.010 of the Land Use and Development Code.

USE NOT ITEMIZED FINDINGS Section 4.04.100, A of the Land Use and Development Code provides the findings required by both the Planning Commission and the Town Board. Each of the findings are listed below, along with the applicant’s response for compliance with each finding. This analysis is not specific to the Wanderlust applicant but reflective of a adding the “use” to the table of allowable special uses in the Commercial General Zone District.

1. Such use is appropriate to the physiographic and general environmental character of the District to which it is added;

Applicant Response: The proposed use is located in one of the most heavy commercial and industrial sections of Town and within the CG Zone District. The proposed use is compatible as it provides a commercial service to local residents in an easily accessible and thriving commercial area. The overnight kenneling occurs in the evening hours when the district is less active. There are limited residential uses present in the area. There is little impact to the geography of the area or its environmental character.

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Page 177 of 241 2. Such use does not create any more hazard to, or alteration of, the natural environment than the minimum amount normally resulting from the other uses permitted in the District to which it is added;

Applicant Response: The use is being added to a zone where heavy commercial activities are occurring. The proposed kenneling of dogs does not create any more hazard to or alternation of the environment than a gas station, restaurant, or manufacturing facility would, all of which are allowable uses in the zone district.

3. Such use does not create any more offensive noise, vibration, dust, heat, smoke, odor, glare, or other objectionable influences or more traffic hazards than the minimum amount normally resulting from the other uses permitted in the District to which it is added;

Applicant Response: The proposed use does not create any additional impacts as listed above than most other uses within the district. Dogs cared for in this type of environment are generally quiet during the night. Additionally, the kenneling can occur within a structure reducing the chance of additional noise being generated. The Town has noise ordinances in place to deal with noise being generated. Because the use is being proposed as a special use, issues such as these listed about can be addressed during the review of a special use permit. There are no additional traffic hazards being presented. In the review of a special use permit, the Town can insure dogs are not affecting traffic by having provisions for fencing and security.

4. Such use is compatible with the uses existing and permitted in the District to which it is added.

Applicant Response: Because the use is a commercial service being provided in the commercial district and based on the type of heavy commercial issues allowed, it is compatible. Additionally, because the use is being added requiring a special use permit, issues of compatibility can be addressed as part of the specifics of the particularly location and its attributes.

5. Such use is in conformance with the goals and policies of the Town and the purposes of this Title.

Applicant Response: As shown the review of criteria #1 under the Special Use Permit section, the proposed use is consistent with the goals and policies of the Town and the purposes of the zoning regulations.

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Page 178 of 241 CONCLUSION Give these guys a place to stay!

Gate Detail Fence Detail

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Page 179 of 241 ADJACENT AND WITHIN 300’ FT. PROPERTY OWNERS

BURKI, ULRICH & ROSMARIE EAGLE COUNTY PO BOX 595 PO BOX 850 EAGLE, CO 81631-0595 EAGLE, CO 81631-0850

HILLCARA LLC SENN, ROBERT J. & KATHERINE E. PAISON PO BOX 99 PO BOX 1440 WOLCOTT, CO 81655-0099 EAGLE, CO 81631-1440

A STORAGE PLACE-ALPINE LLC 2384 PATTERSON RD EMRGNT SOLNS LLC GRAND JUNCTION, CO 81505-1220 PO BOX 1258 EAGLE, CO 81631-1258 HOLM, CLAES PO BOX 5356 D & S FAMILY HOLDINGS LLC VAIL, CO 81658-5356 PO BOX 810 EAGLE, CO 81631-0810 ABWD PROPERTY HOLDINGS LLC IN CARE OF MARIA WRIGHT UNAHUWICHE LLC PO BOX 3840 PO BOX 2062 EAGLE, CO 81631-3840 EAGLE, CO 81631-2062

D & S FAMILY HOLDINGS LLC PO BOX 3780 EAGLE, CO 81631-0810

CST PROPERTIES LLC PO BOX 110 AVON, CO 81620-0110

POSS, THOMAS R. & CAROL A. PO BOX 171 EAGLE, CO 81631-0171

REGER, MICHAEL 6001 LE LAC RD BOCA RATON, FL 33496-2302

RED CANYON ASSOC LLC PO BOX 1595 EAGLE, CO 81631-1595

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Page 180 of 241 Page 181 of 241 Page 182 of 241 Wanderlust Dog Ranch Site Plan

25’ Chainlink Gate Boarding Units

Boarding Units

White Vinyl Fence

Page 183 of 241 From: Jason Hershman [email protected] Subject: Fwd: Date: June 1, 2017 at 10:07 AM To: Dominic Mauriello [email protected]

------Forwarded message ------From: Lou Courte Date: Thu, Jun 1, 2017 at 10:06 AM Subject: Re: To: Jason Hershman

To Whom It May Concern:

As the owner of the property located at 11 Eagle Park East Drive, we authorize Jason Hershman (Wanderlust Dog Ranch) and his consultant, Mauriello Planning Group, LLC, to process and facilitate applications for Special Use Permit, Development Permit, and any related applications to allow for the expanded use of overnight accommodations for dogs.

As an added note, Jason and his team at Wanderlust Dog Ranch have been fantastic as tenants and we believe even better for the community for the service they provide to residents of Eagle. We fully support these applications as well as the existing operation of Wanderlust which is a major asset and benefit to the community.

CNN Investment Fund Vail, LLC HEH - Eagle Lou Courte as Managing Member

Page 184 of 241

Planning and Zoning Commission July 20, 2017 Meeting Excerpt

SU17-05 & DR17-04 Wanderlust Dog Ranch Cowles opened files for SU17-05 for Special Use Permit for Kennel in Commercial General Zone District and DR17-04 for a Minor Development Permit for Expansion of Commercial Space and for the construction of the Kennel facility including a design variance for a plastic fence material. for Jason Hershman, owner of Wanderlust Dog Ranch located at 11 Eagle Park East Dr.

Dominic Mauriello who was representing owner Jason Hershman gave a presentation on the project. He said that Wanderlust Dog Ranch has been operating as a doggie day care facility in the current location for three and a half years. The business is licensed by both the Town of Eagle and the Colorado Department of Agriculture. The department of Agriculture is the governing body that inspects the facility and determines capacity. The Town would not have to take on these responsibilities. Mauriello said that the other services the business offers is retail and grooming and they are proposing overnight kenneling. He presented photos of the current and proposed facilities. He said the location will be staffed 24-7 if dogs are housed overnight. The kennel units will be monitored via webcam. After presenting further details on the proposed improvements, he welcomed questions from the commissioners.

Q & A Jesse Gregg asked if the proposed additional kennels would have an impact on drainage. Mauriello responded that the kennels are located on existing impervious surface.

Richards asked what the plan was for trash removal. Hershman said they have a dumpster. Perkins asked Hershman if he had experience with boarding dogs overnight. Hershman responded that he is currently boarding dogs at his residence located in Eagle County. Perkins also asked Jason about putting glass on the doors of the kennels and if that was a finalized piece of the design. Jason responded that it was primarily included so that dogs would have the ability to see out of the kennel and to let light in.

Staff Report Morgan Landers gave her overview of the file including location, site plans and other details. She said that the current location of the facility in Eagle County was having compatibility issues on the current site. It is currently located in a rural residential area and they have had one issue in the past with a dog getting loose and encountering a mountain lion. She said the owner would benefit from having an in-town location due to a decrease in transportation costs. Landers then went over the standards for issuing a Special Use Permit. She found that this file meets the standards. She then reviewed the standards for issuing a Development Permit. She stated that the conversation she had with the Humane Society included details on what the Department of Agriculture looks for during inspections. She said she was told that the inspections are very comprehensive but could be subjective and there were not specific standards.

Perkins asked if there is a lot of wildlife activity on Chambers Ave. Landers said she was not sure what the wildlife activity was like on Chambers Ave.

PO Box 609 • 200 Broadway • Eagle, CO 81631 • www.townofeagle.org • [email protected] • 970185 -of328 241-6354 Landers said the Town Planning Staff recommends approving the files with the conditions that the Town Board of Trustees approve LURA17- 04 and that the Department of Agriculture do an inspection before Town Board approval of the Special Use and Development file.

Cowles said that if they passed the file on the condition of Dept. of Ag. inspection, there is no guarantee they would come. Landers said that the Dept. of Ag, might be more responsive if the Town staff contacted them to request the inspection. Callicrate asked if the inspections are made regularly. Landers said that the inspections are made annually upon renewal of license. Hershman said the inspections are not scheduled and are unannounced.

PUBLIC COMMENT Cowles opened the floor to public comment. Mike Metcalf spoke as he did previously during the LURA file as an adjacent property owner. He said that he had no personal problems with Hershman and thinks he is doing a good job of running his business. He added however, that he does not think it is in an appropriate location. Mr. Metcalf said that the parking lot for his business is right next to the dog run. Visitors to his office were being barked at by the dogs. He also said that the office employees like to open the windows in the morning and that is when the dogs are most active outside. He said the dogs are very noisy and he has been impacted by that in terms of renting office space. He said he was also worried about being able to sell the property.

DELIBERATION Harrison asked if the Special Use Permit was for boarding dogs overnight. Landers said that it was. Harrison then asked what allows dogs to be there during the day currently. Landers said that Wanderlust Dog Ranch has a business license and it was granted at the time as an itemized use not specified. Boni said that at the time the business license was issued, they thought it was a very complex issue and too involved at the time to have them apply for a Special Use Permit. Boni said that he did speak with Mr. Metcalf when the Wanderlust Dog Ranch business license was issued.

Harrison asked if the business would have to vacate if the Special Use Permit was declined. Boni said no because they are not operating under a Special Use Permit at this time.

Harrison asked Mr. Metcalf if he lived at the property on Chambers Ave. and if he would be impacted at night. Mr. Metcalf stated that he did not and that the problem he is having is existing and occurs during the day. Harrison asked Hershman if it was possible to limit the dogs’ presence or use that so that the dogs are not right next to Mr. Metcalf’s property. Hershman said that that there really is no other on the property to have the dogs. Hershman said the that the business is a work in progress. He stated that he would take the comments of Mr. Metcalf into consideration to manage the noise and the dogs.

Jesse Gregg asked if Hershman could use the landscaped are to the East on the property. Hershman repied that he the owner of the building would not allow use of that space and that there would be difficulties in getting the dogs to that location. Landers added that the landscaped area in question was also a communal area for use by all tenants of the building.

Mauriello asked Landers if the Special Use Permit could be revoked if the use did not comply with the conditions. Landers said that it could and suggested that a Conditional Special Use Permit could be issued for a limited amount of time. She said it was recommended to her that the permit be issued for no less than 18 months to get a clear picture through the seasons how the business would operate. Harrison said he thought that would be “barking up the wrong tree”. He said the problem with the dogs barking and impacting the neighboring property is occurring during the day. Revoking the Special Use Permit would not address the problem. Doggie daycare is what should have a Special Use permit, Harrison said. He added that he sees no reason not to grant the Special Use Permit. Tom Boni said that the Kennel facility is not just

PO Box 609 • 200 Broadway • Eagle, CO 81631 • www.townofeagle.org • [email protected] • 970186 -of328 241-6354 for overnight boarding, it is intended for extended periods. Cowles asked if this would expand the use in any way. Landers said that the Department of Agriculture regulates the capacity. Hershman said that the Department of Ag. does not differentiate use between day and night.

Harrison asked what the definition of “kennel” is. Hershman said it means overnight boarding. Landers said that they may need to revisit the definition. Cowles suggested to be sure to be clear on the definition before presenting the file to the Town Board of Trustees. Harrison said that the Special Use Permit is required only for dogs to be kept overnight.

Tom Boni suggested that the problem could perhaps be managed by looking at the site plan and managing dogs in the morning hours. Metcalf said that largely, it would. He said he and Hershman could perhaps manage the uses and times. He said he still has issues with renting the space and selling the building to potential buyers. Hershman said that he would perhaps be interested in purchasing the building one day. Metcalf said that would be great. Harrison asked Metcalf and Hershman if they would be willing to work together. Metcalf said he was willing, but that the issue he is having would remain.

Mauriello said that there could be many other uses that would generate incessant noise. Harrison said that the commissioners are required to evaluate whether this use is compatible with other uses. Gregg said that he agreed and sees no issue with granting the Special Use Permit. Cowles said that since the kennels will be fully enclosed, there should be no issue with noise at night especially if staff is on-site to address noises.

Landers said that Tom Boni mentioned that perhaps managing parking near the dogs and perhaps posting a signage to direct parking away from the dogs would ease the concern of dogs barking at visitors to Mr. Metcalf’s office.

Gregg said that the problem is not at night but seems to be during the day. Callicrate agreed with Gregg. She suggested that the discussion on doggie day care needs to be fine-tuned. Gregg asked if anyone could have a doggie daycare. Boni said yes. Harrison said that made no sense. He asked if the word “kennel” was to mean overnight boarding of animals. Gregg said that the LURA file was presented as an overnight operation. Landers said that this has been a challenging issue to consider. She suggested moving forward with the understanding that they would re-visit the definition of “kennel”. Harrison asked why this has not happened yet and asked if more research needs to be done. Callicrate said that the fact is, the doggie daycare facility already exists at the property in question and there is a vet clinic in the same area that is permitted for overnight boarding. She suggested that the word “kennel” be replaced with daycare. Mauriello said that the current use is permitted and licensed. He said there are dog daycare facilities in other zone districts. The request is for overnight use. Harrison said the LURA file should not say kennel, it should say overnight dog boarding facility. He said that is what needs to be recommended to the Town Board of Trustees. Landers said they would need to re-open the file. She suggested that they add the daycare use to the Special Use file. Hoiland asked why they would need to do that since the business is already operating. Landers said they are permitted for daytime dog care by their business license. Gregg said that if they are looking at the request in terms of a doggie day care, he doesn’t think it would be approved. Callicrate agreed and said she recommends tabling the file.

Mauriello said in regards to the LURA file, he thought it was fair to say everyone understood that “kennel” meant overnight. Boni said that a kennel is somewhere you bring your dog for a period of time more than one day. Therefore, it is different than doggie daycare. Harrison said based on an understanding that “kennel” means overnight boarding of dogs, there is no reason not to approve this file. He hoped the applicant can work with Mr. Metcalf to resolve the daytime issues. He also said there is no reason to require an inspection from the Dept. of Ag. because if they fail, they would get shut down no matter when the inspection takes place. Cowles suggested they stick to the file. He made a motion to approve with the recommended conditions. Harrison said that the inspection by the Dept. of Ag should not be a consideration.

PO Box 609 • 200 Broadway • Eagle, CO 81631 • www.townofeagle.org • [email protected] • 970187 -of328 241-6354 Hoiland said if the Town requested the inspection, they would be more likely to do it. Cowles said he would amend the motion to require the inspection to happen in a reasonable amount of time. Mauriello suggested that the requirement be the business maintains their license with the Dept. of Ag. which requires an annual inspection.

Cowles made a new motion to approve file SU17-05 with the condition that the Wanderlust Dog Ranch maintains licensing with the Colorado Dept. of Ag, and the Town Board of Trustees approve file LURA17- 04. Harrison seconded. The motion passed unanimously.

Cowles made a motion to approve file DR17-04 and the design variance of the fence with the condition that the Wanderlust Dog Ranch maintains licensing with the Colorado Dept. of Ag, and the Town Board of Trustees approve file LURA17-04. Harrison seconded. The motion passed unanimously. The file was closed.

PO Box 609 • 200 Broadway • Eagle, CO 81631 • www.townofeagle.org • [email protected] • 970188 -of328 241-6354

RESOLUTION NO. (Series of 2017)

A RESOLUTION OF THE BOARD OF TRUSTEES OF THE TOWN OF EAGLE, COLORADO, SUBMITTING A BALLOT ISSUE TO THE REGISTERED ELECTORS OF THE TOWN OF EAGLE, COLORADO, AT THE COORDINATED ELECTION TO BE HELD ON NOVEMBER 7, 2017, CONCERNING WHETHER THE TOWN OF EAGLE SHOULD LEVY A MUNICIPAL EXCISE TAX ON THE FIRST SALE OR TRANSFER OF UNPROCESSED RETAIL MARIJUANA BY RETAIL MARIJUANA CULTIVATION FACILITIES.

WHEREAS, subsection (2)(a) of Section 29-2-114, C.R.S., provides that in addition to any sales tax imposed pursuant to Section 29-2-102, C.R.S. and Articles 26 and 28.8 of Title 39, C.R.S., and in addition to the excise tax imposed pursuant to Article 28.8 of Title 39, C.R.S., each municipality in the state is authorized to levy, collect and enforce a municipal excise tax on the first sale or transfer of unprocessed retail marijuana by a retail marijuana cultivation facility; and

WHEREAS, said municipal excise tax is imposed at the time when the retail marijuana cultivation facility first sells or transfers unprocessed retail marijuana from the retail cultivation facility to a retail marijuana product manufacturing facility, a retail marijuana store, or another retail marijuana cultivation facility; and

WHEREAS, said municipal excise tax imposed by any statutory municipality may not exceed five percent (5%) of the average market rate, as determined by the Colorado Department of Revenue pursuant to Section 39-28.8-101(1), C.R.S. of the unprocessed retail marijuana; and

WHEREAS, any municipal excise tax cannot be collected, administered or enforced by the Colorado Department of Revenue, but shall instead be collected, administered, and enforced by the municipality imposing the tax; and

WHEREAS, no municipal excise tax shall be levied pursuant to the provisions of subsection (2)(a) of Section 29-2-114, C.R.S. until the proposal has been referred to and approved by the eligible electors of the municipality in accordance with the provisions of Article 10 of Title 31, C.R.S., and may be submitted to the eligible electors of the municipality on the date of the State General Election; and

WHEREAS, the Board of Trustees finds that is it necessary and appropriate to submit a ballot issue to a vote of the registered electors of the Town of Palisade at the coordinated election to be held on November 7, 2017, concerning the imposition of a municipal excise tax on the first sale or transfer of unprocessed retail marijuana by a retail marijuana cultivation facility.

NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF TRUSTEES OF THE TOWN OF EAGLE, COLORADO: Section 1. The following ballot issue shall be submitted to a vote of the registered electors of the Town of Eagle at the coordinated election to be held on November 7, 2017:

1 MJ Excise Tax Ballot Question Resolution July 31, 2017

Page 189 of 241

“Municipal excise tax on the first sale or transfer of retail marijuana by a retail marijuana cultivation facility:

SHALL THE TOWN OF EAGLE’S TAXES BE INCREASED BY $ ANNUALLY (FIRST FULL FISCAL YEAR INCREASE) AND BY WHATEVER ADDITIONAL AMOUNTS ARE RAISED ANNUALLY THEREAFTER THROUGH THE ADOPTION OF A MUNICIPAL EXCISE TAX ON THE FIRST SALE OR TRANSFER OF UNPROCESSED RETAIL MARIJUANA BY A RETAIL MARIJUANA CULTIVATION FACILITY TO A RETAIL MARIJUANA PRODUCT MANUFACTURING FACILITY, A RETAIL MARIJUANA STORE, OR ANOTHER RETAIL MARIJUANA CULTIVATION FACILITY AT A RATE NOT TO EXCEED FIVE PERCENT (5%) OF THE AVERAGE MARKET RATE AS DETERMINED BY THE COLORADO DEPARTMENT OF REVENUE PURSUANT TO SECTION 39-28.8- 101(1), C.R.S. OF THE UNPROCESSED RETAIL MARIJUANA, ALL IN ACCORDANCE WITH SECTION 29-2-114, C.R.S., AND SHALL THE TOWN BE AUTHORIZED TO COLLECT AND SPEND SUCH REVENUES AS A VOTER APPROVED REVENUE CHANGE, NOT WITHSTANDING ANY REVENUE OR EXPENDITURE LIMITATION CONTAINED IN ARTICLE X, SECTION 20 OF THE COLORADO CONSTITUTION?

Yes: No: ”

Section 2. Submission of the above ballot issue to the Town’s electors at the November 7, 2017 coordinated election shall constitute a municipal special election. The Eagle County Clerk and Recorder shall be the coordinated election official and shall conduct the election, including the above ballot issue, on behalf of the Town of Eagle. The Town of Eagle shall enter into an agreement with the Eagle County Clerk and Recorder concerning the conduct and cost of the coordinated election. The Eagle Town Clerk is hereby appointed as the designated election official who shall assist the coordinated election official in the manner provided by law.

Section 3. All actions heretofore taken (not inconsistent with the provisions of this Resolution) by the Town and officers thereof, directed toward the election and the objects and purposes herein stated are hereby ratified, approved, and confirmed.

Section 4. The officers and employees of the Town are hereby authorized and directed to take all other actions necessary or appropriate to effectuate the provisions of this Resolution.

INTRODUCED, READ, PASSED, AND ADOPTED at a regular meeting of the Board of Trustees of the Town of Eagle, Colorado, held on August 8, 2017.

2 MJ Excise Tax Ballot Question Resolution July 31, 2017

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TOWN OF EAGLE, COLORADO

By ______Anne McKibbin, Mayor ATTEST:

Jenny Rakow, Town Clerk

3 MJ Excise Tax Ballot Question Resolution July 31, 2017

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Average Market Rate Recommendations – July 1, 2017

Executive Summary:

The Office of Research and Analysis (ORA) recommends the following Average Market Rates (AMRs) for use by the Department of Revenue (Department) in levying the excise tax on the sale or transfer of Retail Marijuana from a Retail Marijuana Cultivation Facility1:

Immature Wet Whole Flower Rate Trim Rate Seed Rate Plant Rate Plant Rate ($/lb) ($/lb) ($/ea) ($/ea) ($/lb) Average Market Rate $1,298 $426 $4 $227 $3

The AMRs were calculated based on retail marijuana transactions recorded from November 1, 2016 through April 30, 2017. The methodology used to calculate the AMRs has been updated since the last rate calculations. Specifically, only extreme outliers likely to be data entry errors were removed and the median was used instead of the mean.

Transactions excluded the following four types of data: 1) transfers containing processed products (e.g., PreRolls, PreRoll Cones, Joints, and Kief); 2) Medical Marijuana transfers; 3) transfers to testing facilities; 4) transfers between businesses with the same name (affiliated businesses).

Detailed information related to the methodology and estimation techniques used to arrive at these results can be found on pages 2-10 of this document.

1 Starting August 9, 2017, the AMR is required for transfers between affiliated businesses, whereas, the contract price is required for transfers between non-affiliated businesses (see Senate Bill 17-192).

1 Average Market Rate | Colorado Department of Revenue| June 7, 2017

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Average Market Rate Methodology

The Department’s Taxation Division determined that the excise tax upon wholesale sales of Retail Marijuana can effectively be levied upon five product categories:

1. Flower (or bud, smoke-able product); 2. Trim (remaining parts of the plant that contain some amount of THC); 3. Immature Plants (plants that can be transferred to other Licensees); 4. Wet Whole Plants (plants that are cut off just above the roots and are not trimmed, dried, or cured; the plant must be weighed within 2 hours of the plant being harvested and without any further processing); and 5. Seeds (the seeds of the marijuana plant).

In order to estimate the AMR for each of the categories and in order to comply with the rate-setting requirements of §39-28.8-101(1), C.R.S., ORA calculated the AMRs for July 1, 2017 based on wholesale transactions from November 1, 2016 through April 30, 2017 that originated from retail marijuana cultivators and were recorded by manifest numbers in the Marijuana Enforcement Tracking Reporting Compliance (METRC). Transactions excluded the following four types of data: 1) transfers containing processed products (e.g., PreRolls, PreRoll Cones, Joints, and Kief); 2) Medical Marijuana transfers; 3) transfers to testing facilities; 4) transfers between businesses with the same name (affiliated businesses).

Pursuant to §12-43.4-104, C.R.S., October 1, 2014 marked the beginning of the retail marijuana market for businesses which did not previously hold medical marijuana licenses. At that time, the Marijuana Enforcement Division updated the METRC system and required that price data be entered and recorded for wholesale marijuana transfers. Initially, price data for entire manifests containing multiple categories was entered into METRC, and as a result, category prices were not able to be calculated. However, in February 2015, the price field was revised to allow prices with multiple categories under the same manifest number. Additionally, in March 2016, the Department made modifications on the data collection in METRC by including the receiver wholesale price and item descriptions.

For the July 1, 2016 AMRs, the Department calculated rates for two new categories, Whole Wet Plants and Seeds.

For each taxable category, prices per lb/each were calculated for each individual item of the manifest. For each category, the distribution of price frequencies was assessed to identify potential outliers or data entry errors. The following tables and graphs display the raw data of all single item transfer manifests from November 1, 2016 through April 30, 2017.

For the July 1, 2017 AMRs, to better estimate the central tendency for each of the five product categories, the median was used instead of the mean. The median was used because: 1) the median is less influenced by skewed data or outliers and 2) all product categories showed non-symmetrical or skewed data with outliers.

2 Average Market Rate | Colorado Department of Revenue| June 7, 2017

Page 193 of 241

Raw Frequencies Raw Frequencies Flower Trim Rate ($/lb) Frequency Rate ($/lb) Frequency $0 - $200 4,474 $0 - $200 1,947 $201 - $400 377 $201 - $400 4,306 $401 - $600 667 $401 - $600 6,152 $601 - $800 1,141 $601 - $800 750 $801 - $1,000 3,137 $801 - $1,000 503 $1,001 - $1,200 5,594 $1,001 - $1,200 159 $1,201 - $1,400 9,612 $1,201 - $1,400 45 $1,401 - $1,600 5,904 $1,401 - $1,600 87 $1,601 - $1,800 3,133 $1,601 - $1,800 23 $1,801 - $2,000 1,324 $1,801 - $2,000 109 $2,001 - $2,200 421 $2,001 - $2,200 5 $2,201 - $2,400 307 $2,201 - $2,400 88 $2,401 - $2,600 20 $2,401 - $2,600 5 $2,601 - $2,800 490 $2,601 - $2,800 753 $2,801 - $3,000 108 $2,801 - $3,000 7 $3,001 - $3,200 20 $3,001 & over 64 $3,201 - $3,400 11 $3401 - 3600 16 $3,601 - $3,800 403 $3,801 - $4,000 56 $4,001 and over 118

3 Average Market Rate | Colorado Department of Revenue| June 7, 2017

Page 194 of 241

Raw Frequencies Raw Frequencies Immature Plant Wet Whole Plant Rate ($/lb) Frequency Rate ($/lb) Frequency $0 - $2.00 1,066 $0 - 50 129 $2.01 - $4.00 155 $51 - $100 8 $4.01 - $6.00 179 $101 - $150 4 $6.01 - $8.00 116 $151 - $200 10 $8.01 - $10.00 182 $201 - $250 384 $10.01 - $12.00 73 $251 - $300 39 $12.01 - $14.00 137 $301 - $350 67 $14.01 - $16.00 206 $351 & over 60 $16.01 - $18.00 21 $18.01 & over 5

4 Average Market Rate | Colorado Department of Revenue| June 7, 2017

Page 195 of 241

Raw Frequencies Seeds Rate ($/ea) Frequency $0 - $1.00 284 $1.01 - $2.00 37 $2.01 - $3.00 43 $3.01 - $4.00 587 $4.01 - $5.00 59 $5.01 - $6.00 222 $6.01 - $7.00 29 $7.01 - $8.00 100 $8.01 - $9.00 120 $9.01 & over 44

5 Average Market Rate | Colorado Department of Revenue| June 7, 2017

Page 196 of 241

Summary statistics (the minimum, maximum, median, mean, mode, median absolute deviation, standard deviation, skewness, and kurtosis) related to the distribution of prices in each category are shown in the tables below. The median absolute deviation is a robust measure of how spread out the values are, relative to the median. Skewness is a measure of the asymmetry of a distribution. A symmetric distribution has skewness = 0. Kurtosis is a measure of the size and shape of the distribution’s tails. A normal distribution has kurtosis = 3.

Summary Statistics (Raw Data)

Descriptive Statistics Immature Wet Whole Seed Flower Rate Trim Rate Plant Rate Plant Rate Rate ($/lb) ($/lb) ($/ea) ($/lb) ($/ea) Min $0 $0 $0 $0 $0 Max $2,004,725 $181,437 $186 $1,661 $24 Median $1,254 $423 $3 $227 $3 Mean $1,390 $602 $5 $222 $4 Mode $1,305 $2,722 $15 $250 $3 Median Absolute Deviation $367 $133 $4 $27 $3 Standard Deviation $15,651 $1,918 $7 $154 $3 Distribution Statistics Skewness 99 67 9 2 2 Kurtosis 10,568 5,698 238 19 9

We identified some extreme outliers in each product category that were likely errors.

It is ORA’s recommendation that the Department should levy the excise tax using the median for each category after removing the following outliers:

• For all product categories: Receiver Wholesale Prices <= $.01

Additionally, the following outliers were removed for these four categories:

• Flower: Receiver Price/lb >= $1 million • Trim: Receiver Price/lb >= $100,000 • Immature Plant: Receiver Price/ea >= $150 • Wet Whole Plant: Receiver Price/lb >= $1,000

The frequency tables, histograms, and summary statistics for the data excluding outliers are shown on the next pages.

ORA recommends using the median of the data excluding outliers for each category for the July 1, 2017 AMRs.

6 Average Market Rate | Colorado Department of Revenue| June 7, 2017

Page 197 of 241

Excluding Outliers Excluding Outliers Frequencies Frequencies Flower Trim Rate ($/lb) Frequency Rate ($/lb) Frequency $0 - $200 2,227 $0 - $200 1,700 $201 - $400 377 $201 - $400 4,306 $401 - $600 667 $401 - $600 6,152 $601 - $800 1,141 $601 - $800 750 $801 - $1,000 3,137 $801 - $1,000 503 $1,001 - $1,200 5,594 $1,001 - $1,200 159 $1,201 - $1,400 9,612 $1,201 - $1,400 45 $1,401 - $1,600 5,904 $1,401 - $1,600 87 $1,601 - $1,800 3,133 $1,601 - $1,800 23 $1,801 - $2,000 1,324 $1,801 - $2,000 109 $2,001 - $2,200 421 $2,001 - $2,200 5 $2,201 - $2,400 307 $2,201 - $2,400 88 $2,401 - $2,600 20 $2,401 - $2,600 5 $2,601 - $2,800 490 $2,601 - $2,800 753 $2,801 - $3,000 108 $2,801 - $3,000 7 $3,001 - $3,200 20 $3,001 & over 63 $3,201 - $3,400 11 $3401 - 3600 16 $3,601 - $3,800 403 $3,801 - $4,000 56 $4,001 and over 114

7 Average Market Rate | Colorado Department of Revenue| June 7, 2017

Page 198 of 241

Excluding Outliers Excluding Outliers Frequencies Frequencies Immature Plant Wet Whole Plant Rate ($/lb) Frequency Rate ($/lb) Frequency $0 - $2.00 784 $0 - 50 73 $2.01 - $4.00 155 $51 - $100 8 $4.01 - $6.00 179 $101 - $150 4 $6.01 - $8.00 116 $151 - $200 10 $8.01 - $10.00 182 $201 - $250 384 $10.01 - $12.00 73 $251 - $300 39 $12.01 - $14.00 137 $301 - $350 67 $14.01 - $16.00 206 $351 & over 56 $16.01 - $18.00 21 $18.01 - $20.00 4

8 Average Market Rate | Colorado Department of Revenue| June 7, 2017

Page 199 of 241

Excluding Outliers Frequencies Seeds Rate ($/ea) Frequency $0 - $1.00 213 $1.01 - $2.00 37 $2.01 - $3.00 43 $3.01 - $4.00 587 $4.01 - $5.00 59 $5.01 - $6.00 222 $6.01 - $7.00 29 $7.01 - $8.00 100 $8.01 - $9.00 120 $9.01 & over 44

9 Average Market Rate | Colorado Department of Revenue| June 7, 2017

Page 200 of 241

Summary Statistics (Excluding Outliers)

Descriptive Statistics Immature Wet Whole Seed Flower Rate Trim Rate Plant Rate Plant Rate Rate ($/lb) ($/lb) ($/ea) ($/lb) ($/ea) Min $0 $0 $0 $0 $0 Max $498,951 $90,718 $20 $907 $24 Median $1,298 $426 $4 $227 $3 Mean $1,316 $600 $6 $235 $5 Mode $1,305 $2,722 $15 $250 $3 Median Absolute Deviation $310 $129 $6 $5 $3 Standard Deviation $3,770 $1,232 $6 $120 $3 Distribution Statistics Skewness 117 42 1 0 2 Kurtosis 14,624 2,577 2 6 9

10 Average Market Rate | Colorado Department of Revenue| June 7, 2017

Page 201 of 241

RESOLUTION NO. ______(Series of 2017)

A RESOLUTION OF THE BOARD OF TRUSTEES OF THE TOWN OF EAGLE, COLORADO, SUBMITTING A BALLOT QUESTION TO THE REGISTERED ELECTORS OF THE TOWN OF EAGLE, COLORADO, AT THE COORDINATED ELECTION TO BE HELD ON NOVEMBER 7, 2017, CONCERNING AUTHORIZATION FOR THE TOWN OF EAGLE TO PROVIDE BROADBAND SERVICES, EITHER DIRECTLY OR INDIRECTLY, WITH PUBLIC OR PRIVATE SECTOR PARTNERS.

WHEREAS, since 2005, Article 27 of Title 29, C.R.S. has restricted municipalities from providing services described as “advanced services”, “telecommunications services”, and “cable television services” either directly or indirectly with public or private sector partners to potential subscribers; and

WHEREAS, Section 29-27-201, C.R.S., provides that before a local government may engage or offer to engage in providing cable television service, telecommunication service, or advance service, an election shall be called on whether or not the local government should provide such services and that the ballot at such election shall pose the question as a single subject and shall include a description of the nature of the proposed service, the role that the local government will have in the provision of the service, and the intended subscribers of such service; and

WHEREAS, the Board of Trustees of the Town of Eagle finds and determines that such a ballot question should be submitted to the registered electors of the Town of Eagle, Colorado.

NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF TRUSTEES OF THE TOWN OF EAGLE, COLORADO:

Section 1. The following ballot question shall be submitted to a vote of the registered electors of the Town of Eagle at the coordinated election to be held on November 7, 2017:

“Broadband Services Question:

WITHOUT INCREASING TAXES BY THIS MEASURE, SHALL THE CITIZENS OF THE TOWN OF EAGLE, COLORADO, REESTABLISH THE TOWN’S AUTHORITY TO PROVIDE ALL SERVICES RESTRICTED SINCE 2005 BY ARTICLE 27 OF TITLE 29 OF THE COLORADO REVISED STATUTES, DESCRIBED AS “ADVANCED SERVICES”, “TELECOMMUNICATION SERVICES”, AND “CABLE TELEVISION SERVICES”, INCLUDING ANY NEW AND IMPROVED HIGH BANDWIDTH SERVICES BASED ON FUTURE TECHNOLOGIES, DIRECTLY OR INDIRECTLY, WITH PUBLIC AND/OR PRIVATE SECTOR PARTNERS, TO RESIDENTS, BUSINESSES, SCHOOLS, LIBRARIES, HEALTHCARE FACILITIES, NON-PROFIT ENTITIES, AND OTHER USERS OF SUCH SERVICES LOCATED WITHIN THE BOUNDARIES OF THE TOWN OF EAGLE?

1 Broadband Ballot Question Resolution August 4, 2017 Page 202 of 241

Yes: _____ No: _____”

Section 2. Submission of the above ballot question to the Town’s electors at the November 7, 2017 coordinated election shall constitute a municipal special election. The Eagle County Clerk and Recorder shall be the coordinated election official and shall conduct the election, including the above ballot question, on behalf of the Town of Eagle. The Town of Eagle shall enter into an agreement with the Eagle County Clerk and Recorder concerning the conduct and cost of the coordinated election. The Eagle Town Clerk is hereby appointed as the designated election official who shall assist the coordinated election official in the manner provided by law.

Section 3. All actions heretofore taken (not inconsistent with the provisions of this Resolution) by the Town and officers thereof, directed toward the election and the objects and purposes herein stated are hereby ratified, approved, and confirmed.

Section 4. The officers and employees of the Town are hereby authorized and directed to take all other actions necessary or appropriate to effectuate the provisions of this Resolution.

INTRODUCED, READ, PASSED, AND ADOPTED at a regular meeting of the Board of Trustees of the Town of Eagle, Colorado, held on August 8, 2017.

TOWN OF EAGLE, COLORADO

By ______Anne McKibbin, Mayor ATTEST:

______Jenny Rakow, Town Clerk

Publication Date:

______

2 Broadband Ballot Question Resolution August 4, 2017 Page 203 of 241 SB05-152 Municipal Ballot Language Samples

EXAMPLE 1 FRUITA: SPRING 2016

WITHOUT INCREASING TAXES, AND TO RESTORE LOCAL AUTHORITY, SHALL THE CITY OF FRUITA BE AUTHORIZED TO PROVIDE ADVANCED SERVICE (HIGH SPEED INTERNET), CABLE TELEVISION SERVICE, OR TELECOMMUNICATIONS SERVICE, DIRECTLY OR INDIRECTLY WITH PUBLIC AND/OR PRIVATE SECTOR PARTNERS, TO RESIDENTS, BUSINESSES, SCHOOLS, LIBRARIES, HEALTH CARE FACILITIES, NONPROFIT ENTITIES, AND OTHER USERS OF SUCH SERVICES LOCATED WITHIN THE BOUNDARIES OF THE CITY OF FRUITA AS EXPRESSLY PERMITTED BY TITLE 29, ARTICLE 27 OF THE COLORADO REVISED STATUTES?

EXAMPLE 2, BRIGHTON: FALL 2015

WITHOUT INCREASING TAXES, SHALL THE CITY OF BRIGHTON BE AUTHORIZED TO PROVIDE HIGH-SPEED INTERNET SERVICES (ADVANCED SERVICES) AND/OR TELECOMMUNICATIONS SERVICES, AND/OR CABLE TELEVISION SERVICES TO RESIDENTS, BUSINESSES, SCHOOLS, NONPROFIT ENTITIES AND OTHER USERS OF SUCH SERVICES, INCLUDING ANY NEW AND IMPROVED HIGH BANDWIDTH SERVICES BASED ON FUTURE TECHNOLOGIES, EITHER DIRECTLY, AND/OR INDIRECTLY WITH PUBLIC AND/OR PRIVATE SECTOR PARTNERS, AS EXPRESSLY PERMITTED BY §§ 29- 27-101 TO 304, “COMPETITION IN UTILITY AND ENTERTAINMENT SERVICES,” OF THE COLORADO REVISED STATUTES, WITHOUT LIMITING ITS HOME RULE AUTHORITY?

EXAMPLE 3, DURANGO: FALL 2015

WITHOUT INCREASING TAXES, SHALL THE CITY OF DURANGO BE AUTHORIZED TO REESTABLISH THE RIGHT TO PROVIDE HIGH-SPEED INTERNET SERVICES (ADVANCED SERVICE), TELECOMMUNICATIONS SERVICES, AND/OR CABLE TELEVISION SERVICES (ALL AS DEFINED IN §29-27-102, COLORADO REVISED STATUTES) TO RESIDENTS, BUSINESSES, SCHOOLS, LIBRARIES, NONPROFIT ENTITIES AND OTHER USERS OF SUCH SERVICES, EITHER DIRECTLY OR INDIRECTLY WITH PUBLIC OR PRIVATE SECTOR PARTNERS?

Page 204 of 241 EXAMPLE 4, FORT COLLINS: FALL 2015 WITHOUT INCREASING TAXES BY THIS MEASURE, SHALL THE CITY OF FORT COLLINS, IN THE EXERCISE OF ITS HOME-RULE AUTHORITY, HAVE THE RIGHT TO PROVIDE, EITHER DIRECTLY, AND/OR INDIRECTLY WITH PUBLIC AND/OR PRIVATE SECTOR PARTNERS, HIGH-SPEED INTERNET SERVICES, INCLUDING BUT NOT LIMITED TO ANY NEW OR IMPROVED HIGH BANDWIDTH SERVICES BASED ON FUTURE TECHNOLOGIES (ADVANCED SERVICES), TELECOMMUNICATIONS SERVICES, AND/OR CABLE TELEVISION SERVICES TO RESIDENTS, BUSINESSES, SCHOOLS, LIBRARIES, NONPROFIT ENTITIES AND OTHER USERS OF SUCH SERVICES LOCATED WITHIN THE BOUNDARIES OF THE CITY OF FORT COLLINS GROWTH MANAGEMENT AREA, AS EXPRESSLY PERMITTED BY SB 05-152 (CODIFIED AT SECTIONS 29-27-101 TO 304 OF THE COLORADO REVISED STATUTES)?

Page 205 of 241 P.O. Box 537 500 Broadway Eagle, Colorado 81631-0537 Regina O'Brien (P) 970-328-8710 Eagle County Clerk & Recorder (F) 970-328-8716 www.eaglecounty.us/clerk

EAGLE COUNTY May 25, 2017

Jenny Rakow Town of Eagle P.O. Box 609 Eagle, co 81631-0609

Dear District Administrator,

This year's Coordinated Mail Ballot Election date is Tuesday, November 7th. If your district will be coordinating questions or candidate races with us, please let us know as soon as possible and no later th than July 28 • Also, please complete the attached form and return it to us via mail, email scan, or fax by th July 28 •

All coordinating districts need to be aware of the following important dates and deadlines:

• July 28, 2017 100 days prior - The date by which a political subdivision must notify the clerk's office of intent to participate in the November 7, 2017 Coordinated Mail Ballot Election. C.R.S. 1-7-116(5).

• August 7, 2017 Intergovernmental Agreements (IGA's) will be mailed to participating entities.

• August 29, 2017 70 days prior - Political subdivisions participating in the election must return signed IGA's to the county clerk and recorder. C.R.S. 1-7-116(2). Failure to do so by the deadline will prohibit districts from coordinating with clerk's office.

• September 8, 2017 60 days prior - Last day for the designated election official from each political subdivision to certify the ballot text to the county clerk and recorder. C.R.S. 1-5-203(3)(a).

• September 22, 2017 Friday before the 45th day prior to Election Day- Political subdivisions shall deliver the full text of any required ballot issue notices (pro/con statements) to the county clerk and recorder in order to be included in the issue mailing. C.R.S. 1-7-901(4). st • October 16, 2017 First mailing of ballots; continued mailing of ballots through October 31 .

• November 7, 2017 Election Day- First Tuesday of November in odd-numbered years.

• February 5, 2018 Last day for the county clerk's office to mail invoices to districts for their share of election costs. • March 5, 2018 Last day for districts to submit payment for election costs to clerk's office.

Sincerely,

'Regina O''Brien

Regina O'Brien Eagle County Clerk & Recorder

Page 206 of 241 P.O. Box 537 500 Broadway Eagle, Colorado 81631-0537 Regina O'Brien (P) 970-328-8710 Eagle County Clerk & Recorder (F) 970-328-8716 www.eaglecounty.us/clerk EAGLE COUNTY

August 1, 2017

Town of Eagle Attn: Jenny Rakow PO Box 609 Eagle, CO 81631-0609

Dear Debbie,

Thank you for confirming your intent to coordinate with the Eagle County Clerk and Recorder for the November 2017 Election.

Enclosed are two copies of your Intergovernmental Agreement (IGA), including Appendices A through C. Please sign and return both copies of the IGA along with Appendix C verifying the correct streets in your boundaries by August 25, 2017. Once we receive both signed copies, we will return one executed copy to you for your files.

Please contact me or Stacey Jones, Election Manager (970-328-8726, [email protected]), with any questions along the way. We look forward to working with you! ~··v~ Reg,;Br= Eagle County Clerk and Recorder

Page 207 of 241 Eagle County Intergovernmental Agreement November 7, 2017 Coordinated Election

Coordinated and Designated Election Officials Except as otherwise provided in this section, the Eagle County Clerk and Recorder ("County Clerk") shall act as the Coordinated Election Official for the conduct of the Election for the Political Subdivision for all matters in the

Uniform Election Code which require action by the Coordinated Election Official. The Political Subdivision shall name a Designated Election Official ("DEO") who shall act as the primary liaison between the Political

Subdivision and the County Clerk and who will have responsibility for the conduct of the Election procedures to be handled by the Political Subdivision. Nothing herein shall be deemed or construed to relieve the County

Clerk or the Governing Body of the Political Subdivision from their official responsibilities for the conduct of the

Election.

Jurisdictional Limitation This Agreement shall apply only to the portion of the Political Subdivision within the boundaries of Eagle County.

County Clerk's Contact Officer

County Clerk hereby designates Stacey Jones, Eagle County Election Manager (email:

[email protected]: ohone: 970-328-8726), as the "Contact Officer" to act as the County Clerk's

primary liaison with the Political Subdivision for all purposes relating to the Election. The Contact Officer shall

act under the authority of the County Clerk.

County Clerk Responsibilities The County Clerk shall perform the following services and activities for the Political Subdivision's Election:

1. Adhere to all applicable provisions of Colorado Revised Statutes (C.R.S.) Title One, Federal Law related to

elections and Colorado Secretary of State Rules.

2. Perform all services necessary for voting in Eagle County's elections, including but not limited to,

preparation of mail-in ballot and voter materials, printing and mailing of TABOR Notice(s), receipt and

processing of applications for mail-in ballots, timely mailing of ballots, tabulation of votes, and

certification of results. 3. Provide adequate locations for Voter Service and Polling Centers throughout the County during all

Elections. Eagle County 2017 Coordinated Election IGA Page 1

Page 208 of 241 4. Provide the Political Subdivision an itemized statement of the costs for performing the tasks by the

County Clerk no later than ninety (90) working days following the Election.

5. Exercise all reasonable diligence, care and control in providing these services to the Political Subdivision.

Political Subdivision Responsibilities

The Political Subdivision shall perform the following services and activities:

1. Identify a "Designated Election Official" to act as a liaison between the Political Subdivision and the

County Clerk. The Political Subdivision has designated, ______whose mailing address is. ______

and whose phone number is ______

and whose email address is, ______

and whose fax number is, ______

as its DEO for the purpose of the Election. The DEO shall act as the primary liaison between the Political

Subdivision and the County Clerk/Contact Officer.

2. Review district street locator list (Appendix B) and alert County Clerk to any necessary edits and certify

the accuracy of the list on the Statement of Certification (Appendix C).

3. Determine the ballot issues to be voted upon in the Election.

4. Determine the ballot title and text.

• Ballot titles shall begin, "SHALL (DISTRICT) TAXES BE INCREASED (first, or if phased in, final, full

fiscal year dollar increase) ANNUALLY ... ?" or "SHALL (DISTRICT) DEBT BE INCREASED (principal

amount), WITH A REPAYMENT COST OF (maximum total district cost) ... ?

5. Be solely responsible for the accuracy, grammar, and spelling of all ballot titles and text.

6. Utilize the exact language and order as such ballot content is to appear on the printed official and

sample ballots for the Election (per C.R.S., County Clerk determines specific numbering on the ballot).

7. Exercise all reasonable diligence, care, and control in providing these services to the County Clerk.

8. Give assistance and information to the County Clerk on any matter to ensure the smooth and efficient

operation of the Election (such information not to include legal advice).

9. Adhere to all applicable provisions of C.R.S. which are necessary or appropriate to the performance of

the above duties.

10. Assist with equipment logic and accuracy testing and post-election canvass and audit as requested.

Eagle County 2017 Coordinated Election IGA Page 2

Page 209 of 241 Costs The County Clerk shall keep careful and accurate accounting of all chargeable items to the Political Subdivision and shall submit to the Political Subdivision a statement of charges (for costs incurred by the County and not billed directly to the Political Subdivision by an outside vendor) within ninety (90) work days following the date of the Election. Costs shall include but are not limited to: ballots and related election materials, election supplies, election judge and other associated personnel compensation costs, TABOR Notices, election publications, postage, car rental, mileage and fuel.

The County Clerk shall charge each Political Subdivision taking part in the Coordinated Election on a prorated basis based primarily on the number of ballot issues, active voters, and/or items to be included on the ballot and in the TABOR Notice for each Political Subdivision. In the event that additional costs are incurred, the Political

Subdivision promulgating such costs will be charged accordingly.

There will be a surcharge for coordination and administration of non-resident, property owner ballot mailing of

$1000.00.

The minimum charge for coordinating the Election with the County Clerk shall be $500.00.

The Political Subdivision shall remit all payments due to the County upon receipt of an itemized statement.

Call and Notice

The County Clerk will publish one notice and sample ballot as required by 1-5-205 C.R.S. of the Uniform Election

Code in the Eagle Valley Enterprise, the Aspen Times Weekly and El Montanes no later than twenty (20) days,

October 18, 2017 {Appendix A), prior to the Election.

Petitions: Preparation and Verification

The Political Subdivision shall be responsible for the petition process in compliance with applicable Colorado statutes, ordinances, or charter provisions. This process includes, but is not limited to, providing petitions, approving the candidate or initiative petitions to be circulated within the Political Subdivision, and receiving the

petitions.

Eagle County 2017 Coordinated Election IGA Page 3

Page 210 of 241 Ballot Certification Format Requirements

The Political Subdivision is responsible for furnishing the text of the ballot to the County Clerk no later than sixty

(60) days, September 8, 2017 by 4:30 pm (Appendix A) before the Election in final written form using the following format:

• Software: Microsoft Word 2003 or later

• Font: Times New Roman

• Justification: Left

• All Margins: 0.5 inches

• Spacing: Single, no spaces between lists and paragraphs

• Language: English (Spanish translation encouraged)

• Labeling: Name of Political Subdivision and date of Election

• Delivery Medium: Email attachment

The list of candidates/questions must be typed exactly as it is to appear on the ballot. including correct order.

For candidates. specify titles of offices. the order of the names to appear for each office and the order of offices.

For issues. specify the ballot title. and the order of the issues (per C.R.S .• County Clerk determines specific

numbering on the ballot). Wording must be in upper and lower case except as is dictated by law (e.g .• TABOR

Amendment). Bulleted lists and strike-outs are not compatible with our ballot creation software and as such

cannot be included in the ballot text. The Political Subdivision has the responsibility to proofread and edit the

text of the official ballots before the County Clerk will authorize printing of the ballots. From the time of receipt

of the ballot proof, the Political Subdivision has 24-hours to proofread, correct if necessary, sign, and return the

proof to the County Clerk, and the Political Subdivision's failure to disapprove and correct errors within that

time shall constitute an approval of the ballot proof. After final approval of the ballot text, the Political

Subdivision assumes all responsibility and cost for any judicial proceedings related to any errors within the text

of their issue or race on the printed ballots.

The Political Subdivision will provide ballot language in English and is encouraged to provide a Spanish

translation.

The Political Subdivision assumes all responsibility and cost for any judicial proceedings regarding whether or

not issues legally belong on the ballot.

Eagle County 2017 Coordinated Election IGA Page 4

Page 211 of 241 TABOR Notice Each Political Subdivision shall provide an opportunity for all comments concerning ballot issues to be summarized as required by Article X, Section 20 of the Colorado Constitution. The DEO shall transmit the summaries and any other required material to the County Clerk no later than forty-two (42) days, September

26, 2017 (Appendix A) before the Election in final written form in accordance with the specifications listed under

Ballot Certification Format Requirements. Submissions not meeting these requirements will be rejected by the

County Clerk.

The County Clerk shall:

l. Be responsible for mailing the notice required by Article X, Section 20(3) (b) of the Colorado Constitution

in the most cost effective manner feasible to all registered Eagle County voters.

2. Combine the text of the TABOR Notice produced by the Political Subdivision with those of other political

subdivisions to produce the TABOR Notice.

3. Include in the TABOR Notice mailed to each household where one or more eligible electors reside; voter

notification information which will include household address, precinct number, the specific election

being noticed, and other applicable information.

4. Address the packet to 'All Registered Voters' at each address of one or more active registered electors

within the Political Subdivision. Nothing herein shall preclude the County Clerk from sending the TABOR

Notice to persons other than active electors of the Political Subdivision if such sending arises from the

County Clerk's efforts to mail the TABOR Notice at 'least cost'.

5. Be responsible for placing the TABOR Notices received from the various Political Subdivisions

participating in the Election in the proper order in the TABOR Notice packet. As nearly as practicable,

the notice shall be in the order the ballot issues will appear on the ballot.

6. Mail the TABOR Notice packet, addressed as required by law, at least thirty (30) days before the

Election.

Political Subdivision shall:

l. Include, within its Ballot Issue Notice (TABOR Notice; Article X, Section 20 of the Colorado State

Constitution), ballot titles in this order of preference:

• Citizen Petitions:

i. Notice of Election to Increase Taxes Eagle County 2017 Coordinated Election IGA Page 5

Page 212 of 241 ii. Notice of Election to Increase Debt

• Referred Measures:

i. Notice of Election to Increase Taxes

ii. Notice of Election to Increase Debt

2. Title the TABOR Notice with "NOTICE OF ELECTION TO INCREASE TAXES/TO INCREASE DEBT/ON A

CITIZEN PETITION/ON A REFERRED MEASURE" according to the type of Tabor question.

3. Provide in English (encouraged to also provide in Spanish) the Political Subdivision's completed TABOR

Notice to Regina O'Brien, County Clerk in the format described in Ballot Certification Format

Requirements.

Street Locator List

Appendix B to this Agreement is a copy of the Street Locator List for the Political Subdivision. It is the responsibility of the Political Subdivision to review the list and correct any errors. A Statement of Certification,

Appendix C, must be signed by the DEO for the Political Subdivision and returned to the County Clerk along with any changes to the Street Locator List, accompanied by the signed Intergovernmental Agreement seventy (70) days prior to the Election, August 29. 2017. (Appendix A)

Appointment and Training of Election Judges

All Election Judges shall be appointed and trained by the County Clerk. In the event that additional Judges are

needed, the Political Subdivision may be required to provide one individual to serve in that capacity.

Testing and Tabulation

Processes relating to the tabulation of ballots shall be the responsibility of the County Clerk. An unofficial

abstract of votes will be provided to the Political Subdivision upon completion of the counting of all ballots, and

an official certification of election will be provided to the Political Subdivision after the official close of the

Election.

Canvass of Votes

The canvass of votes will be conducted by the Board of Canvassers appointed by the County Clerk. Such canvass

will be completed no later than seventeen (17) days after the Election (November 24, 2017) and official results

of the canvass will be provided to all Political Subdivisions participating in the Election. Any additional

Certificates of Election which are required by law to be forwarded to another division of government shall be the Eagle County 2017 Coordinated Election IGA Page 6

Page 213 of 241 responsibility of the Political Subdivision.

Indemnification The Political Subdivision agrees to indemnify, defend and hold harmless the County, its officers and employees, from any and all losses, costs, demands or actions, arising out of or related to any actions, errors or omissions of the Political Subdivision in completing its responsibilities relating to the Election and related tasks.

Cancellation In the event that the Political Subdivision, after the signing of this Agreement and on or before the day of the

Election, resolves not to hold the Election, notice of such resolution shall be provided to the County Clerk immediately. The Political Subdivision shall provide notice by publication (as defined in the Code) of the cancellation of the Election and a copy of the notice shall be posted in the Office of the County Clerk, in the office of the Designated Election Official (as defined in the Code), in the primary building of the Political

Subdivision, and, if the Political Subdivision is a special district, in the office of the division of local government.

th The Political Subdivision shall not cancel the election after the twenty-fifth (25 ) day prior to the Election,

October 13, 2017 (Appendix A).

The Political Subdivision shall be responsible for all expenses incurred on its behalf to the date that notice was

received by the County Clerk together with all expenses incurred thereafter which could not be avoided by

reasonable effort. All costs incurred or contracted for by the County Clerk to support the Political Subdivision's

portion of the TABOR Notice shall be reimbursed by the Political Subdivision.

Upon receipt of the invoice, the Political Subdivision shall promptly pay the County Clerk the full actual costs of

the activities of the County Clerk relating to the Election incurred both before and after the County Clerk's

receipt of such notice.

Reasonable Care The County and its employees, agents, representatives, or other persons acting under the direction or control of

the County shall use reasonable care in carrying out their obligations under this Agreement.

Notices Any and all notices required to be given by this Agreement are deemed to have been received and to be

Eagle County 2017 Coordinated Election IGA Page 7

Page 214 of 241 effective: • three days after they have been mailed by certified mail, return receipt requested to the address as

set forth below; or • immediately upon hand delivery to Regina O'Brien, County Clerk; or

• immediately upon receipt of confirmation that a fax or e-mail was received.

To County Clerk: Regina O'Brien Eagle County Clerk and Recorder

P.O. Box 537

Eagle, CO 81631 Fax: 970-328-8716

Email: [email protected]

To Jurisdiction: fax:_q...c..1....:_o:__-~3_t_:c\3_---=5~2_0-=3,=-----­ email: _c-'--1..e.-=--v----"'-u-=--0])-'--""-..,_W_f\_o""""f----'.e_=a=§'-1-'-"Ie_._o'-~'-'j'+-

Time is of the Essence Per 1-7-116(2) C.R.S. this Agreement must be signed and returned to Regina O'Brien, Clerk and Recorder, seventy (70) days prior to the Election, August 29, 2017 (Appendix A).

The statutory time requirements of the Uniform Election Code and the time requirements set by the Secretary of State in the Rules and Regulations Governing Election Procedures shall apply to the completion of the tasks

required by this Agreement. II Remainder of Page Intentionally Left Blank I/

Eagle County 2017 Coordinated Election IGA Page 8

Page 215 of 241 In witness whereof, the Parties hereto have executed this Agreement to be effective the ______Date

Designated Election Official

For Town of Eagle

Regina O'Brien Date

Eagle County Clerk and Recorder

Eagle County 2017 Coordinated Election IGA Page 9

Page 216 of 241 Appendix A

CALENDAR OF EVENTS AND DEADLINES FOR NOVEMBER 7, 2017 COORDINATED MAIL BALLOT ELECTION

While this calendar may not include all election dates, some key dates are identified for your reference. Dates in RED are key delivery dates of information from you to the Clerk's office.

Political Subdivisions planning to coordinate with the Clerk's office should be aware of the following deadlines:

• Friday, July 28, 2017 -100 days prior - If by 100 days before the election, a political subdivision has taken formal action to participate in an election that will be coordinated by the county clerk and recorder, the political subdivision shall notify the county clerk and recorder in writing. C.R.S. 1-7-116{5), C.R.S. 1-1-106{5)

• Tuesday, August 1. 2017 - IGA's will be mailed to participating entities. IGA will include address ranges that need to be verified and certified before or on the date the IGA is due.

• Tuesday, August 29, 2017 - 70 days prior - Political subdivisions participating in the election must return signed IGAs to the county clerk and recorder. C.R.S. 1-7-116(2). Political subdivisions must verify and certify that all address ranges situated in political subdivision area accurate and completed, note any changes or inaccuracies, and certify no later than 4:30 pm 70 days prior to Election. Please submit sooner if possible.

• Friday, September 8, 2017 - 60 days prior - Last day for the designated election official from each political subdivision to certify the ballot text to the county clerk and recorder. C.R.S. 1-5-203{3){a)

• Week of September 18. 2017 - Equipment and Logic and Accuracy Testing • Tuesday, September 26, 2017 - 42 days prior - Political subdivisions shall deliver the full text of any required ballot issue notices (pro/con statements) to the county clerk and recorder in order to be included in the issue mailing. C.R.S. 1-7-904 • Friday. October 6, 2017 - 30 days prior - county clerk and recorder mails out TABOR Notice(s). C.R.S. 1-1-106(5) • Friday, October 13. 2017 - 25 days prior - Last date to for political subdivision to cancel election or withdraw ballot issue or question. C.R.S. 1-5-208{2) • Monday. October 16. 2017- Ballots mailed, except for UOCAVA voters. 1-7.5-107{3){a) C.R.S.

• Monday, October 16, 2017 - 24-hour ballot drop boxes and interior ballot boxes available in Avon, Eagle and El Jebel clerk and recorder locations. • Wednesday, October 18. 2017 - No later than 20 days prior to Election Day - clerk and recorder will publish notice of election. C.R.S. 1-1-104(34),1-5-205(1). • Monday. October 30. 2017 - 8 days prior - Last day ballots can be mailed. After this date voters have the option of picking up ballots in person at any Voter Service and Polling Center. • October 30- November 7. 2017 -Voter Service and Polling Centers open in all county clerk and recorder locations.

• Tuesday, November 7, 2017 - Election Day - First Tuesday following the first Monday of November. Polls open 7 am -7 pm. • Friday, November 24. 2017 - Deadline to certify election results. Official results will be forwarded to political subdivisions.

Page 217 of 241 Appendix B STREET LOCATOR LIST FOR INDIVIDUAL SPECIAL DISTRICTS FOR NOVEMBER 7. 2017 COORDINATED MAIL BALLOT ELECTION

Page 218 of 241 AppendixC

STATEMENT OF CERTIFICATION - STREET LOCATOR LIST FOR NOVEMBER 7, 2017 COORDINATED MAIL BALLOT ELECTION

I, ______Jas Designated Election Official for ______, (hereinafter "Political Subdivision") do hereby certify that the Street Locator List provided to the Political Subdivision has been reviewed, corrections made, and to the best of my knowledge I believe it is a true and complete list of the addresses located within the Political Subdivision.

Designated Election Official Date for ______(Name of Special District)

Page 219 of 241

2017 Workforce Survey Report

June 2017

Prepared by: Vail Valley Partnership/Vail Valley Economic Development 101 Fawcett Rd., Ste. 240 | Avon, CO 81620 | 970‐476‐1000 vailvalleyparttnership.com | vailvalleymeansbusiness.com Report Author: Andrej A. Birjulin, Ph.D., Research Director | 970‐328‐0299

Vail Valley Economic Development - Workforce Report 2017 1

Page 220 of 241

Eagle County’s Labor Force: Conditions Continue to Improve

After relatively high unemployment rates in 2009-2012, unemployment saw a solid decline in 2013 and that has continued through the current year. In 2016, the Eagle County unemployment rate was 2.8%, which is below the state rate of 3.3%. The current local unemployment rate has also closed the gap between the rate in 2007, which was also 2.8%. The number in the labor force increased 8.3% between 2015 and 2016 to 35,651.

The county’s population continues to grow at a slow and steady pace, about 1.8% per year (State Demographer estimates that the population grew by 2.4% between 2010 and 2015; the population is currently estimated at 53,320). School enrollment in K-12 for fall of 2016 grew 1.1% from the previous year to 6,628.

37,000 10.0%

34,500 7.5% 32,000

29,500 5.0%

27,000

2.5% Unemployment Rate Persons in Labor Force Persons in 24,500

22,000 0.0% 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

Eagle County Labor Force Eagle County Unemployment Colorado Unemployment

As a rural resort county, employment is disproportionally comprised of the accommodation and food services; retail trade; arts, entertainment and recreation; and construction. Almost a quarter (24%) of the County’s employees work in accommodations and food services, another 11% in retail trade and 12% in arts, entertainment and recreation. Construction employs about 10% of the workforce. Additionally, many residents are challenged to find suitable employment to carve out a sustainable living in the county since the average wage is lower than in Denver, yet the cost-of-of living is high. The cost for housing is especially high, ranging from about two times the national average in the Gypsum and Eagle area and increasing dramatically as one gets closer to the prestigious ski areas of Vail and Beaver Creek.

Vail Valley Economic Development - Workforce Report 2017 2

Page 221 of 241 Eagle County has 31,937 housing units and 19,961 households. Almost 2 in 5 homes in the county are classified as “vacant,” primarily second homes. While median household income in the county is higher than the statewide average ($72,214 compared to $60,629), weekly wages are low: $838 a week in Eagle County compared to $1,052 per week average statewide.

It’s against this backdrop of an economy continuing to gain strength that we take a look at what employers in Eagle County are saying about business and workforce.

11th Annual Workforce Survey

Vail Valley Economic Development (formerly The Economic Council of Eagle County) has been conducting a workforce survey in Eagle County since 2006-07. Although there has been some variation in items and response choices across administration years, core items on the current version of the survey have been collected since 2007-08 and ask employers about their business outlook, their employees, and their forecasts for the future. Additional items this year ask about the adequacy of local child care facilities and the impact this has on recruiting and retaining employees. Prior survey results can be found at www.vailvalleymeansbusiness.com. In 2016-17, 118 businesses responded to the Workforce Survey, which is slightly lower than the previous year. This summary report compares those responses with data from prior surveys.

Hiring New Employees

The chart below shows the percentage of responding businesses with vacant positions. During the 2007-08 boom-year, nearly 2 out of 3 of businesses had unfilled positions. Vacant positions have increased every year since the low point reached in 2010-11, but 2016-17 saw a decline from the previous year and shows that about half of the businesses have current vacancies.

Percentage of Businesses with Vacant Positions

63% 58% 54% 51% 44% 47% 39% 31% 27%

11%

2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17

Vail Valley Economic Development - Workforce Report 2017 3

Page 222 of 241 33.4% report Experience Finding New Employees “Good” or 60% 53.3% report “Excellent” Terrible Poor Fair Good Excellent “Good” or “Excellent” 45%

30%

15%

0% 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17

Respondents were asked to rate their company’s experience in finding the employees it needs. As seen in the chart above, the experience of hiring new employees improved over the previous year, but is still below the most positive year that was seen in 2010-11. In 2016-17, 19% indicated that the experience was “terrible” or “poor” and 53% indicated that it was “good” or “excellent.”

As seen in the chart below, in 2016-17 58% of businesses report that they can fill positions within 4 weeks, a 13% decrease over the previous year. Those that indicated it took more than a month increased to 43%. The overall hiring results show that the days of easy hiring peaked in 2010-11, but are currently facing challenges.

Average Length of Time Positions Remain Open Until Filled 100% 7% 15% 10% 13% 12% 10% 11% 19% 17% 16% 18% 10% 19% 75% 29% 28% 32% 53% 50% 59% 57% 72% 72% 62% 64% 55% 53% 51% 25% 33% 19% 22% 10% 8% 10% 9% 0% 4% 7% 7% 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17

One Week 2-4 Weeks 2-3 Months 4 Months or More

Vail Valley Economic Development - Workforce Report 2017 4

Page 223 of 241 Employee Experiences with Transportation, Housing and Child Care

Perception of employees' experiences in finding reliable transportation and housing continue to change. Transportation saw a small decline over the previous year, with 60% of employers saying their employees’ experience finding reliable transportation to and from work is “excellent” or “pretty good”, and 25% giving a negative rating.

Frustration with housing continues to be stubbornly high, with more than half of employers indicating “major frustration” and another 38% saying “it could be better.” Only 7% don’t feel that housing is much of an issue. The 2016-17 results regarding housing are the most negative they have been in the past 10 years of collecting this information.

Employees’ Experience Finding Reliable Transportation To and From Work 100% 11% 18% 21% 15% 25% 24% 28% 26% 26%

43% 38% 49% 67% 37% 40% 34% 50% 41% 41%

24% 16% 22% 6% 15% 16% 18% 14% 17% 23% 24% 18% 15% 22% 19% 17% 15% 0% 6% 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 Excellent Pretty Good Employees’ Experience Finding Housing They Desire Neutral/Don’t Know Could be Better at an Affordable Price Major Frustration 5% 100% 5% 6% 6% 4% 6% 8% 11% 6% 2% 16% 15% 17% 12% 7% 22% 22% 27% 8% 16% 18% 38% 26% 30% 16% 28% 13% 39% 50% 25% 38% 49% 44% 34% 53% 53% 44% 39% 35% 24% 5% 9% 15% 0% 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17

Vail Valley Economic Development - Workforce Report 2017 5

Page 224 of 241 Effect of Housing on Ability to Attract, Hire and Retain Employees

100% 6% 9% 7% 16% 18% 27% 22% 27% 22% 24% 75% 56% 26% 22% 71% 60% 40% 50% 56%

21% 69% 70% 25% 51% 56%

Percentage of Businesses 33% 24% 22% 23% 24% 0% 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17

Negatively Neutral Positively

As seen in the chart above, the effect of housing on the ability of businesses to attract, hire and retain employees declined slightly from the previous year and is also at an all-time low. Specific comments made in this area include:

Affordable housing is the most significant issue for obtaining and keeping quality employees. Both employees have lived in the Vail Valley for more than 20 years. Everyone owns their own house. For the majority of staff that do not own homes in the valley, securing affordable housing is a huge challenge. Housing is completely unaffordable in Eagle County. My single guys seem to do ok. My staff with families complain about costs. Our last hire was able to find a place after searching for a few weeks. He started in October which most places had already been rented for the upcoming ski season. The most pressing problem. Critical This is a huge issue for us. We have had employees almost leave due to the fact that they could not find reasonable housing. We have a 9 bedroom employee housing facility We have both lived here a long time, so our network is big. If we were new here, that would be a different story. We have many employees whom have been employed for many years. These employees are established and have housing they can afford. It is very difficult for the younger professionals looking to live and work in our Valley. We have our own employee housing and can house up to 60% of our current staff.

Vail Valley Economic Development - Workforce Report 2017 6

Page 225 of 241 We provide a fair number of housing units for seasonal employees, however there is still challenges meeting the needs for seasonal employees. Broader affordable rental availability is very challenging for our full time employees. Hiring out of town staff with families is more difficult. Singles not so bad. If the employee is patient they can typically find something however finding affordable housing is somewhat of a challenge when the individual does not want to have roommates. We have some locals and for the out of town employees we have housing (when available) Many commute from outside of Eagle County Employees seek housing in Garfield County because it's more affordable. This results in long commutes. Limited Rental pool and high rental pricing. This is one of the greatest challenges (affordable housing) in getting a qualified candidate to commit once an offer is made.

Two new items were added to the survey regarding availability of affordable child care. As seen in the chart below, in 2016-17 child care fell in between transportation and housing as a source of frustration for employees. While opinion of transportation was mixed, very few felt it was a major source of frustration and 25% had a negative opinion overall. For child care, 40% had a negative opinion in 2016-17 and for housing, negative opinion climbs dramatically to 92%. Results also show that 27% of businesses feel that availability of child care has a negative impact on their ability to hire and retain employees, 66% were neutral, and 13% felt availability of child care has a positive impact.

2016-17:Employee Opinions of Transportation, Child Care and Housing 60% Major Frustration Could be Better Neutral/Don't Know Pretty Good Excellent

45%

30%

15%

0% Transportation Child Care Housing

Vail Valley Economic Development - Workforce Report 2017 7

Page 226 of 241

Pay and Benefits

The survey asked employers about their pay scale and about benefits they provide. Almost all (95%) respondents say they provide job training and other professional development (PD) to new employees as well as those that have worked for them more than six months. Over half (55%) say they provide “considerable” PD to new employees and 36% to employees working more than six months.

Most entities in Eagle County tend to pay the same, or more, than similar businesses in other parts of the state. As shown in the chart below, however, those who say they pay more than other parts of the state declined over the previous year and those who say they pay less grew by 2%.

Perceived Pay Scale In Relation to Other Parts of Colorado 100%

33% 33% 28% 40% 36% 38% 40% 35% 35% 75% 42%

50% 59% 49% 55% 53% 65% 55% 50% 67% 62% 52% 25% Percentage of Businesses 16% 10% 12% 14% 0% 5% 8% 8% 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17

We pay less About the Same We pay more

The charts on the following page show the percentage of businesses that offer various benefits asked about in the survey. Health insurance, dental insurance, vision insurance, life insurance, and employer sponsored retirement plans are offered by over half of the entities surveyed. The percentage of businesses offering employee health insurance peaked in 2012-13, but came up slightly the past three years.

Vail Valley Economic Development - Workforce Report 2017 8

Page 227 of 241 Percentage of Businesses Offering the Following Benefits: 75%

50%

25%

0% Retirement Health Ins. Emp. + Fam. Dental Ins. Vision Ins. Life Ins. Health Ins.*

2011-12 2012-13 2013-14 2014-15 2015-16 2016-17

75%

50%

25%

0% Emp. Asst. Flex Time* Emp.-Spons. Transp. Subs. Housing Subs. Recreational Prog.* Retirement* Benefit* * New in 2013-14.

Health and Wellness Programs There are a number of programs that have been implemented by businesses and other employers throughout the County stressing workplace wellness over the last five years. These efforts are driven primarily by the desire to increase employee satisfaction and improve recruitment and retention, but also to increase productivity as well as moderate spiraling health care costs. Starting in 2012-13, survey items were created to capture the percentage of businesses across the county that has adopted each program. These rates are shown below for each of five years that they were included on the survey. The chart shows that adoption of most programs has generally increased over the years or stayed relatively steady. Fitness during the workday and education on wellness saw the strongest gains, while accommodations for breastfeeding and healthy food alternatives saw a small decline.

Vail Valley Economic Development - Workforce Report 2017 9

Page 228 of 241

Percentage of Businesses Offering the Following Health and Wellness Programs

Fitness during the workday

Accommodations for breastfeeding

Reduced or free access to exercise facilities

Incentives for healthy behaviors 2012‐13 Education on wellness 2013‐14 2014‐15

Health risk assessment 2015‐16 2016‐17

Other health and wellness

Healthy food alternatives

0% 10% 20% 30% 40% 50% 60%

The Economy

As shown in the two charts below, business owners and managers continue to feel pretty good about the Eagle County Economy in general as well as their own business health. Interestingly, overall businesses felt the EC economy was slightly worse in 2016-17 compared to the prior year, but rated their own business health as slightly better than the previous year. For both measures, the percent that indicated “about the same” grew slightly. Those that indicated “better” declined slightly on both measures.

Vail Valley Economic Development - Workforce Report 2017 10

Page 229 of 241

Businesses Indicating the EC Economy in General is Better or Worse Off than in the Previous Year

2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17

0% 25% 50% 75% 100%

Worse About the Same Better than last year .

Businesses Indicating their Own Business Health is Better or Worse Off than in the Previous Year

2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17

0% 25% 50% 75% 100%

Vail Valley Economic Development - Workforce Report 2017 11

Page 230 of 241

Comments from survey respondents regarding their own business health include the following:

Nonprofit is a little different. I rely on my board for funding. It truly depends on their participation. First quarter numbers have suffered due to poor Spring conditions on Vail. Hard to say as a new business but hopefully will start to see more profits after investing more than seeing returns for our first season. It seems that donations are strong. Right‐sizing our company was a difficult decision. In the long run this was the right move to make our company more profitable while retaining the most qualified employees to continue to build our business again. Slight up‐tick in revenues.

Finding and Keeping Employees

The outlook for finding and retaining employees continues to decline. About 29% of respondents say finding and keeping employees will be worse next year, a 5% increase from the prior year. About 13% predict it will improve, a 3% decline from the prior year.

Predictions for Your Ability to Hire and Retain Employees in the Coming Year

2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17

0% 25% 50% 75% 100%

Getting Worse About the Same Improving for Next Year Don’t Know* * Don’t Know was not offered as a response option starting in 2013-14.

Vail Valley Economic Development - Workforce Report 2017 12

Page 231 of 241 Predicting the Future

The outlook for the economy is mixed when compared to the previous year. For Eagle County in general, the percent indicating “worse” decreased slightly, but those that say “better” also decreased. However, there was significantly more optimism for respondents’ own business. About 29% predict the County’s economy will improve in the upcoming year, 51% believe their own business health will improve during the same period.

Predictions for EC’s Economy for the Coming Year

2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 0% 25% 50% 75% 100%

Getting Worse About the Same Improving Trends Don’t Know* * Don’t Know was not offered as a response option starting in 2013-14.

Predictions for Own Business Health for the Coming Year

2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 0% 25% 50% 75% 100% Getting Worse About the Same Improving Trends Don’t Know* * Don’t Know was not offered as a response option starting in 2013-14.

Vail Valley Economic Development - Workforce Report 2017 13

Page 232 of 241

Current Business Growth and Expansion

The percent of businesses that say they are considering expanding or diversifying into a different service sector is 23%, a 4% increase over the previous year. When asked what resources might be beneficial for business owners or managers during the current survey administration, the responses were as follows:

1‐2 hour classes on workforce type topics to help Human Resources, Payroll and Financial Services staffs gain knowledge and make sure they are successfully and legally leading their company into the future.

Human Resources and other Executive Management training on how to recruit and retain exceptional employees in a unique environment, such as ours, with the high cost of housing and other high costs of living. A group plan for all of the nonprofits in the valley to buy into would be great. Currently with a staff of 3 the rates are so bad that our employees can find something better on their own. Affordable housing is the number one, followed by more affordable health insurance. Ability to offer wellness benefits would be great as well. Affordable housing. Affordable hospital/medical services. KAISER and CENTURA entrance to county has not lowered health cost too much. Too many people/families are foregoing proper health offerings . Assistance finding / managing housing for employees, managing a data base of viable housing options. Better employee housing options and childcare alternatives. Continue to provide discounts to our employees. The merchant ski pass program is great, but also little things like bus passes or other businesses that want to participate in standing offers would be a great value added for employees who would see this as a benefit to making average wages and paying high living expenses. More communication to businesses of the VVP as to what is available to our employees. Employee housing and affordable childcare. Employee housing and better parking in the Beaver Creek area. Employee housing or low income housing availability. EVLD would be happy to help people who answer this question find the resources/information they are looking for! Finding affordable health care. Housing Housing subsidies, anything that might slow the increase in healthcare costs. Housing subsidy / employee housing options ‐ how to make it work, examples of other employers who have found success with this. I think any training in management is helpful. Improved housing and increased transportation discounts for employees in Eagle County. Improved housing situation and more realistic health insurance options. Increased employee housing and better availability of existing housing (not used for vacation rental) Keep and perhaps expand demographic, retail sales and other information about the local, 2nd homeowner and visitor markets. Leadership training; options for offering benefits (i.e. health ins); increased group business esp. in

Vail Valley Economic Development - Workforce Report 2017 14

Page 233 of 241 non‐peak time periods Mainly things regarding affordable local housing. More affordable housing for employees. More attainable housing options for the middle‐management sector. More County Housing programs, Daycare programs. More health and wellness facilities that people can afford; better childcare facilities, more affordable housing for people across the valley. More Housing Options Opportunities like the breakfast scrambler and mixers are great. We need to take more advantage of what you currently offer. Political support for development projects that help the economy Quality staff applicants. The ability to provide affordable and reasonable housing for families in our area. Training resources and development programs for emerging professionals

Survey Methodology

Vail Valley Economic Development invited employers to participate in this research by sending them an email link to an online survey. Staff then placed follow-up “invitation to participate calls” to those companies and other entities that had not yet completed the survey, but were considered highly representative of local business climate. The Vail Valley Partnership and its member associations included information and the survey link in their online newsletters, and area non-profit organizations were invited to weigh in.

The survey was designed and tested by research staff, and distributed through Survey Monkey, an internet-based survey tool. Data was tabulated and analyzed using SPSS, the Statistical Package for Social Sciences.

This was an opt-in rather than a random sample or census survey, so a margin of error cannot be calculated. However, survey respondents represented small and large businesses of different types employing a large number of workers throughout the valley, and results can be used to assess trends in the Eagle County workforce.

Vail Valley Economic Development - Workforce Report 2017 15

Page 234 of 241

Conclusions

Some conclusions from the 2016-17 Workforce Survey:

✓ Business owners and managers as a whole predict minimal change in the economy in general for the upcoming year. However, predictions for the upcoming year about the vitality of their own business improved somewhat. Similarly, a modest decline was seen among respondents in terms of opinions regarding current economic conditions in the County in general, but current views on the health of their own business moved in a positive direction.

✓ Predictions about the ability to hire and retain employees in the upcoming year moved in a negative direction for the 5th straight year.

✓ Frustration with housing continues to grow and moved in a negative direction from 2015- 16. Negative opinions about housing are higher than ever found in the history of conducting the survey. Almost 3 out 4 businesses feel that the housing situation negatively impacts their ability to hire and retain employees and this issue was mentioned frequently when asked about additional resources that are needed.

✓ About half of the businesses feel that their employees have a negative opinion of the availability of affordable child care, an issue that was introduced to the survey for the first time this year. About one out of 4 businesses feel that lack of child care negatively impacts their ability to hire and retain employees.

✓ Providing health insurance for employees continues to be a challenge.

✓ Companies throughout Eagle County provide a variety of workforce wellness options and the percentage of businesses offering various options has generally increased or stayed the same over the past five years. Some of the most common options include accommodations for fitness possibilities during the work day, breastfeeding, reduced or free access to exercise facilities, and incentives for healthy behaviors.

✓ Businesses that report plans to expand and/or diversify increased in 2015-16, and are at the highest level in the past four years.

Vail Valley Economic Development - Workforce Report 2017 16

Page 235 of 241

MyPartner Career Network Trailing Spouse Initiative Aimed at Improving Retention of Specialized Employees

Overview MyPartner Career Network, launched in January 2016 by the Vail Valley Partnership (VVP), in collaboration with High County Human Resource Association (HCHRA) and Mountain Careers, is a tool that assists local businesses as they recruit and retain new employees. This “trailing spouse” initiative acts as a community integration and support network that connects local businesses with the partner or spouse of a new employee hired from outside of the Vail Valley region. Prospective employees may be hesitant to relocate to Eagle County in-part because their partner may struggle to find suitable employment. The MyPartner Career Network relies on collaboration between numerous businesses and governmental sectors to assist our new community members and make them feel confident about moving to Eagle County.

Why the MyPartner Career Network is Important Appropriate talent for many specialized positions often doesn’t exist within the local labor market, forcing many Eagle County firms to recruit All Eagle County businesses and hire from outside the region. Doing so carries several risks, such as increased timelines to fill open positions, long-term retention challenges, are encouraged to and potentially significant employee relocation costs. participate in the MyPartner Career Network. MyPartner Career Network is a new employee integration tool designed to ease the transition into our community. Not only is it crucial for many For more information, local households to secure a dual income arrangement that offsets area contact Erik Williams at living expenses, but helping trailing partners find a satisfying profession is often the key to ensuring that both partners feel connected to the 970-477-4000 or community. Eagle County cannot afford a “brain drain” because skilled [email protected] workers are leaving the area or turning down employment opportunities. today! By helping partners and spouses find meaningful work, local businesses are more likely to see greater levels of employee retention, allowing our community to benefit from a thriving workforce.

How the MyPartner Career Network Works Local businesses can utilize the MyPartner Career Network as a tool to attract new employees to the Vail Valley, particularly individuals who may be hesitant to uproot their partner or spouse. Local businesses, nonprofits, special districts, and governments are encouraged to opt-in to the MyPartner Career Network and commit to reviewing the resumes of trailing spouses and partners. Even if these businesses do not have any immediate staffing needs, they are asked to provide informational interviews and refer the candidate to another contact in the community that might assist in their job search. Though we cannot guarantee employment through the program, the MyPartner Career Network aims to assist with networking and introduce individuals to prospective employers.

P.O. Box 1130, Vail, CO 81658 vailvalleymeansbusiness.com vailvalleypartnership.com Page 236 of 241

MyPartner Career Network Trailing Spouse Initiative Aimed at Improving Retention of Specialized Employees

Frequently Asked Questions • What is the MyPartner Career Network? o The MyPartner Career Network is a program designed to assist local businesses in recruiting new employees from outside Eagle County. It was developed to connect trailing spouses and partners with local businesses and government entities to assist in their job search. • What businesses can participate? o Any business, nonprofit, special district, and governmental entity located in Eagle County is eligible to apply. • Does my business need to be a member of the Vail Valley Partnership (VVP), Mountain Careers, or High Country Human Resource Association to participate? o No. • What types of jobs will be available for trailing spouses or partners, and what kinds of skills do they need to possess in order to apply for MyPartner Career Network? o MyPartner Career Network promotes year-round, professional-level jobs that can lead to career advancement. There is no skills requirement. A variety of positions, requiring multiple types of skills, are available at dozens of different organizations across the valley. • How long can my partner and I have lived in the valley before applying? o We ask that you register with MyPartner Career Network within six months of relocating to Eagle County.

How to Participate Businesses, nonprofits, special districts, and local governments • Visit the MyPartner Career Network webpage to opt-in to the program. Contact information will remain confidential. • Agree to promote the MyPartner Career Network with other organizations and prospective new- hires during the recruitment process. • Conduct a priority review of all applicable resumes received through MyPartner Career Network and provide informational interviews for relevant candidates. If possible, refer candidates to another contact in the community to help them grow their local network.

Trailing Spouses and Partners • Visit the MyPartner Career Network to submit the resume of a trailing spouse or partner. • The VVP will review and send out resumes to Eagle County businesses who have opted in to the MyPartner Career Network. Applicable businesses will conduct a priority review of resumes. • Trailing spouses or partners engage in informational interviews with the VVP and local businesses to share more about their employment interests.

Contact Us! If you have any questions or would like to get involved with the MyPartner Career Network, please feel free to reach out to Erik Williams, Director of Community Development for the Vail Valley Partnership. Phone: 970-477-4000 | Email: [email protected] P.O. Box 1130, Vail, CO 81658 vailvalleymeansbusiness.com vailvalleypartnership.com Page 237 of 241

MEMO

Date: July 10, 2017 To: Eagle County Stakeholders From: Chris Romer, Vail Valley Partnership Re: 2017 Economic Development Programming Q2 Summary

Quarterly summary of economic development activities from Vail Valley Partnership & Vail Valley Economic Development::

SmartBusiness Eagle County BR&E Program

Our region is blessed to be home to a number of high-quality resources that support businesses and entrepreneurs. But, it’s a complicated world, and it’s rare that business owners and entrepreneurs are familiar with all the resources available to them to support and grow their business ventures. SmartBusiness Eagle County is designed to address this, provide support, and build a comprehensive database across industry and geography to identify issues facing the business community.

Key steps taken include:

¾ Outreach to all municipalities & special districts to solicit feedback on business outreach list. ¾ A list of 70+ businesses have been identified for outreach and the pre-visitation letters and outreach is occurring on a regular and consistent basis. ¾ 8 interviews conducted in Q2 (17 year-to-date)

MyPartner Career Network

We have launched partnerships with MountainCareers.com, Colorado Workforce Center, and High Country Human Resources to increase the exposure and awareness of this program. New rollout is occurring in Q3.

Service Metrics for Q2, 2017 are as follows: ¾ 28 businesses participating in program ¾ 1 network initiations (3 year-to-date) ¾ 1 employers served

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Core Economic Development Services

Economic development inquiries are on pace to equal the number of inquiries received in 2016. Private development inquiries about building affordable housing remain and connections are being made as appropriate/requested. The primary outreach to VVP for economic development support has been for research and data around tourism, demographics, and other economic indicators.

Service metrics for Q2, 2017 are as follows:

¾ # of inquiries: 22 ¾ Types of inquiries included: Data and statistical needs, development interest, and community technical assistance. ¾ Time Spent: 12+ hours

Research & Data Products ¾ New dynamic demographic data & economic profile (of Eagle County, and individual towns) has been added to the VailValleyMeansBusiness.com site. ¾ Data and benchmarks (economic indicators) through 2016 updated in Eagle County Economic Development Plan. ¾ Annual Economic Indicator & Demographic report published. ¾ Quarterly Economic Indicator tables have been added to website. Data updates include sales tax collections, labor force & unemployment, economic stress, and real estate data. ¾ 11th Annual Workforce Survey conducted and scheduled to be published by end of July.

Eagle County Economic Development Plan – Market the Eagle County Business Brand

The Eagle County Economic Development Plan was fully revised in 2016. Input from the Vail Valley Economic Development Advisory Committee, the Eagle County Commissioners, and conversations with community partners drove the update process.

One major focus of the plan is the marketing of the Eagle County Business Brand & the VailValleyMeansBusiness.com website as a tool & resource to current & prospective businesses. We have seen an uptick in website visitation and have added numerous data tools to the site, and have started a content marketing plan with economic data and Eagle County Success Stories promoted weekly on social media.

4-6 new Success Stories will be added to the site by the end of quarter 3 with a continued focus on positioning the site as a resource to entreprenuers, and to promote Eagle County as a place to

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do business. These success stories will be promoted via paid social targeting and utilizing custome lookalike audiences.

Vail Valley Economic Development Advisory Council

The Advisory Council held its second quarterly meeting on June 19. Several new members joined the council in 2017 (including Shaw Cancer Center, Liberty Skis, Color Coffee Roasters, Gallegos Corp, Active Energies). This meeting focused on mid-career development and employee retention efforts (including CMC, Vail Centre, and Vail Valley Partnership efforts) related to Economic Development Plan goal to support a qualified workforce. Meetings are hosted quarterly (September 14, December 6).

Community Issues

Vail Valley Partnership continues to focus on key strategic areas that, while not in our scope of work with Eagle County, do impact our economic vitality and which are outlined in the Eagle County Economic Development Plan:

¾ Workforce Housing Coaltion: meetings hosted in April and May and also scheduled for August. Attendance has ranged from 60-80. ¾ Workforce Development: continued progress on Career X / Career Wise; Career Fair hosted April 4 (in partnership with Rotary, Eagle County Schools, and Colorado Workforce Center). ¾ Hosted State Demographer Elizabeth Garner on June 14 to review Eagle County and Colorado demographic and population trends.

Regional Collaboration ¾ Continued engagement with NWCCOG economic development board. ¾ Continued engagement (board chair) with Rural Workforce Consortium board. ¾ Continued engagement with Office of Economic Development & International Trade.

2017 Metrics & Quarter 2 Reults 1. 40 business retention & 17 YTD expansion visits in 2017

2. 40 businesses participating 28 participating businesses; continued collaboration with High in MyPartner Career Country Human Resource Association, MountainCareers.com, Network & tracking of and Colorado Workforce Center to cross-promote program to program utilization businesses with open positions; working with business brokers

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to further promote program to new business owners.

3. Deliver on all outlined Economic indicators released; VailValleyMeansBusiness.com research and data products data center updated with tourism, airport, and economic updates; graphics on website updated w/ most recent data; added new demographic & economic information to site with ability to email/download; data updates include sales tax collections, labor force & unemployment, economic stress, and real estate data. Annual Economic Indicator Report published and Economic Development Plan indicators/benchmarks updated with data through 2016. Workforce study conducted in Q2 and will be published by end of July. QWEC reports and data project conducted for Eagle County.

4. Handle and track all 22 YTD business inquires, primiarily looking for research and business assistance data points on Eagle County’s economy and demographics; inquiries additional inquires regarding workforce housing developments

and opportunities.

5. Develop comprehensive Promoting “Success Stories” & data center via social media; in-bound marketing targeting 4-6 additional success stories by end of Q3; website program content & meta-tags being optimized to drive SEO; blog being

updated with new content on a regular basis; social promotion & targeted content promotion plan in progress by utilizing custom lookaline audiences. Website visitation up 11% YTD. Top pages: homepage, data center (tourism), data center, data center (demographics).

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