The first thing we have on our agenda is a presentation of a wonderful award. Now Bill, you don't have to, you don't have to play. Here. She's back for vacation. Go ahead, she's back. Travis. Welcome back. You work very, very hard. I am working with a committee on Environmental Advisory Board. It is always an honor every year to present this award. So I'm going to, so you work so hard and lead the group so well, I'm going to have you to do the presentation. Thank you. Yeah, so my intention tonight was just to actually introduce the board for them to present the award. Hate to steal the show, but we are here to present the 2017 award, which the EAB has been doing annually since 2012. The intent of this award is to highlight and recognize leaders in the local community and businesses that are leading the way in environmental sustainability. So Bill, Stigler is here with me today. He's the facilities director for the Timbers Club. And we're pleased to present the 2017 award to Bill. I'm just gonna read a little bit from the nomination form that we received. He was selected out of several for his leadership and energy efficiency, which led to significant savings for the facility. So in 2015 alone, lighting upgrades at the Timbers Club realized over 55,000 kilowatts and savings. The energy savings, which resulted from upgrading to new LED fixtures, bulbs, and dimmers are impressive, but not surprising. Incorporating energy efficiency into the Timbers Club's day-to-day operations has been the work of facilities director Bill Striegler. Bill's decision to transition to LED lighting began before this work was cool when selecting the right bulbs and fixtures required precision. Today, the improvements in the cost and quality of LED lights have led to more widespread adoption. That was not always the case, especially for luxury lighting as seen at the timbers. We want to applaud Bill for sticking his neck out for this new energy efficient technology back in 2012 and for continuing to do so. He always has more efficiency projects on tap with 2017 being no exception. So Bill. I don't I can't I don't even have Granite guess let on camera. Yes, I'm going to do a little hand off. You know what I mean? All right. Okay, I'll just go out and look at the floor or the classroom. What you get in there, I'll take the show. I'm going to give you a glass. Why don't you give it a little bit of a shot? Oh, okay. I'll do it. I'm going to give you a shot. Thanks. Well, I love awards. It always brings tears to my eyes as a matter of fact. I can cry at an opening up grocery store. So congratulations and keep up the great work and for other people within the community. Come forward with great projects. Wonderful work. We were going to have a proclamation of this evening of the sculpture that it sits in our roundabout. But we have a few people out of towns that are associated with that sculpture. So we will be doing that at our next regular meeting of town council. Public comment. Anyone want to come forward and speak into the mic about anything on your mind? For us to consider here no. Okie dokie. Consent agenda. Do I have a motion for approval? Make a motion to approve the consent agenda. Okay. A second. Any comments? Okay. We have a pretty full agenda on the 14th. It's light on, excuse me, on the 21st, but light on the 14th. Is there a way to maybe push some of those topics to the 14th? There is a work session, no. It's a work session. 14th is a work session versus a regular meeting but nothing none of those items can be moved What about the executive session? the public art Public art we hope you to formalize you know adopt that so I'm just looking for things that don't need action I'm just looking for things that don't need action. I'm the 21st. The resolution takes a facial action. The first reading takes a facial action. Both of those can be on consent so that it shouldn't be very long. The comp plan update will be short. Actually, it's just going to be probably less than 10 minutes out of it back. It will be. Okay. Because it's just really going to tell you where we're at with the planning commission. The architectural design of 7 and 8, that needs to be on the 21st for sure. And we're not sure that that was just submitted on August 2nd. And so we need to find out how long it's going to take us to get through it. That's a process set up to the PUD. So that could bump to the fifth instead of bumping up, it could go back a week depending on that review. Okay. And then the strategic plan takes official action for adoption and the executive session takes official action for adoption. So I guess that's it. I don't think it's looking to be super long. Okay. But I don't see anything that could easily be moved because they all take an official action of some sort or another. The strategic plan, there's not a whole lot of absolute timing to that issue. So if we wanted to bump that back, we could. But I know one of the things that the ARTS, the SOB, is looking to start off as a naming process for the sculpture. And they'd like to get council's permission to get that process underway. Okay. They said that the seven and eight would be the longest discussion for sure and that might that could very well bump back to the fifth. In fact, I think because it didn't come into the second it would likely would bump back to the fifth. Okay. I know they're eager to get going. I know they are. But I don't want to rush our review because the application came in later than we expected. That's plan on four hours, guys. Well, look, I was just assuming the comp plan review is going to be- Yeah, honestly- It's going to be short. When we thought the comp plan was going to- We're going to have the public- The open house on the 27th or 29th, whatever that date we talked about a couple of weeks back. We thought that might be a longer update, but at this point I think it's just going to be here's with the planning commission saying here's where we are in the review Here's our steps going forward. So I bet that's 10 minutes. Okay fair enough And on the community survey are we over a hundred thousand now? I Checked it last night on Facebook you're close Very close so today's the last day. Yesterday. Well, we hope we get there. Okay. The rest of the sessions look pretty darn full. Okay, we have a motion for approval. We have a second and this includes a minute on support. Hi. Hi. Oh, same sign. Let's move into the quasi-judicial hearing. And this is public hearing and second reading of ordinance number 10 series of 2017. Okay, bear with me. Come on up while I read the rest of this. And Nornitz acting on applicants requested minor amendment of a final flat and development on 30% slow relative to the proposed relocation of building envelope on not one Ridge Run Unit 4, as we all know, Mr. Circus has recused himself. So, good evening, Tom. Good evening. Welcome. So we don't really have a presentation to give or anything, I'd rather long what. I should have my want to talk and do the presentation here while we have to consider this evening. I didn't really have much of an introduction other than staff included some language about the applicant's consent for additional screening on the northeast side of the relocated building envelope on this lot. Even though council did not amend the ordinance, we thought since the applicant considered we added that language. And then secondly, we also clarified the reference to 30% slopes actually per the code. It's greater than 30% slopes, you know, because it's all relative. I mean, it changes, it varies. So those were the only two changes. You know, Jim, what is always very helpful or those who've got us who have us on Granicus don't even know where this body is. Oh, lot one bridge run for. Just pull up a quick lot. Yes, where it is. I don't like to keep people in the dark. It's about two switchbacks. Yes, two switchbacks up our way. A bridge road. A bridge road, not our way. And it's actually between the Westerly switchback and Assay Hill, this lot is located. You just need to do a good guy in the way. Okay. That's one thing I'm going to request that when we do these ordinances we can people. We don't know what we're talking about. Have a good sense of it. Okay Tom. I'm lighted in a lot in green. You can see it on the second switch back there, a bridge row. I didn't know. I'll begin to start. I didn't know. Up again, I'm sorry. I say Hill. Yeah. Okay, and can you describe a little bit about what we're going to be approving on second reading? Sure. Our time. So what we're asking for is relocation of the building envelope from where it's currently located on the east side of the property over to the west side. And we're also asking for approval of development on greater than 30% slopes. Okay. Thank you for that introduction. I will open for public comment as well. So we have a motion for approval of ordinance number ordinance number 10? I'm going to make a motion to approve ordinance number 10 series of 2017. Second, we'll second. Okay. Do we have any discussion? Anyone from the public? I remember when we looked at the first time and there was like a letter. There was from someone that didn't want it, but he seemed to be the only neighbor that sort of spoke out against it. And I don't, I don't feel like there was a lot of like detail understanding what the issue was for him or her. I can't remember. Yeah, we did receive that from Scott Broughton, representing the applicant. We did receive that information. It was from a lot three. And essentially it was that there was no real specific reason why they were expressing some opposition. OK. But they were the only ones out of the, I think, seven or eight neighbors that responded. Right there. responded. Correct. Correct. So nobody knows why they have a boss. But nobody knows why. It was just very generic. Okay. And I did go up there and look around, look down. It's pretty well hidden because of the slope, the degree of slope. That was all I had. Okay. Thank you very much, Alyssa. So all in support, say aye. This is going to be a real call vote, because it's a second. Oh, that's right. Okay, sorry. Thank you for reminding me. I mean, yes. Yes. Yes. Yes. Good. Yes. Okay, approved. That was quick. Thank you, Council. Thank you very much, Council. There. Appreciate it. That's the luck. So are any of the owners here? And who are you? Come up to the mic so we get to know who you are. Well, first of all, thank you for your time on this and to staff as well. My name is John Nolan. My family has spent a lot of time in the snow mass aspen area. My parents actually came to Aspen on their honeymoon and we have a, for better or worse, a lot of Nolan's in and around the rowing for a valley. So anyway, we're excited about this. This is for for a family. So I, anyway, we're excited about this. This is for my own family. We've got my sister and my other sister and brother who are also here and tons of cousins as well. So we're all excited and look forward to seeing you all in and around the trails or on the ski hill or what round town. Well, welcome. Good to see you. Thank you. Thank you very much. It's wonderful to be the new neighbor of mine. Well, I'll look forward to getting to know you better. Thank you. It's great. Thank you all for your time. Okay, next item. Second reading of ordinance number 11, series of 2017. At Nortonets, acting on the applicants, requested development of a spa facility and coaching within the town's 25 foot wetland and repair and setback area along the western side of the Westc, fresh creek. This is a western-leak creek. Green-eech, waste stream flowing along the easterly portion of the lower Willets side. Okay. Okay, We dial it up. So we, you have it? Or do we need to do that? Well, just briefly at first read. And I think I don't know if we have graphics for you for this particular item, but they were presented at the last meeting on July 17th. And I think they're also in your packet showing the existing and proposed conditions. And this came in as administrative modification review. It was administratively acted on with conditions. One of the conditions is that the applicant obtain clearance from the town council to encroach into the town's 25 foot wetland setback along Wesley Creek. And we determined that to be a wetland repairing area, and staff is in support of the request. As long as the wetland vegetation remains, the enhance the plant material, and they do an enhanced design for the hot tub feature. And we did hear from Water and Sand. Yeah, that was one of the requests by Council and that was added as an exhibit two in the packet and I believe they would fall under the first criteria listed in their letter. I think it's a 500 gallon capacity tub. So they'd have to get clearance from the SimS Water and Sand before they release it into the Sanitary sewer system. Okay, I'm going to open to public hearing. Any questions? I'm sorry I forgot your name. Tom Stevens, representing me. I'm sorry. Did you want to make any comments at all about this project? Well, we made a bit of a presentation at the first reading. So at this point, really, if there's just any questions, I'd be happy to answer. I don't have anything additional to add. Other than we did get the conditions as proposed by SMS Water in Santa. And those are fine with us. You're fine with all those. Okay. Absolutely. Well, do I have any public comments? If not, do I have a motion for approval? Just had a couple of questions. Oh, I'm sorry. So you said it's a 500 gallon tub? That's correct. I believe the Water and Santa regs say it's over a thousand gallons right. you need to notify the district when you're draining it and you have to drain it through a floor drain yeah that's correct and those are conditions that they've put on us and in fact they want to sign there saying that this will you have to contact them before it can be drained so that doesn't inadvertently get drained by somebody unwitting we need to neutralize the chlorination in the water before it can be drained and then we have to drain not to a fixed pipe into the sanitary sewer. So a floor drain, basically a floor drain with a garden hose going to it works best. And the new hot tub is going to be lower or higher than the floor drain? It will be higher. It will be higher. Okay. Yeah. higher than the floor drain? It'll be higher. It'll be higher, okay. The floor drain will be located in the basement level of building F. And this sits four feet below the finished floor of building F. So we're still higher than that drain. So be gravity fed. And because you're so close to the creek, I mean, I know the requirement is for a silt fencing and construction fencing. We'll be doing anything additional to make sure we maintain the creek. Well, I think our biggest concern is going to be run after in construction. So in addition to a silt fence, I'm a big fan of the straw waddles on the inside of that. Because that absolutely means that nothing gets through and into the creek Should have rainstorm or something come while while we're in excavation And you'll also have some trucks crossing the creek on steel plates, I believe Well, we won't be able to get trucks in there. So The preferred route would be to come up the Benedict Trail and on a rubber tire mini excavator and also a rubber tire skid steer loader. And since we don't want to impact the creek at all to just literally lay those traffic-graded plates over that so that nothing touches the creek. In terms of trucks and getting material in there, it's just too tight. It's all going to be shuttled in with small equipment. All right, great. That's helpful. Thank you. Very thoughtful. I'm preserving the creek. Thank you. OK, we have a motion on the table. I think no. Yes. Yes, we do. Yes, you did it. Bill it miss they'll did it did I get a second I will second emotion. Thank you, Tom Any further discussion? No Okay, real call Yes Yes Yes, yes You're an animus. Thank you and thank you for being so welcome. Good luck up there at the willows. Thank you Okay This meeting is getting very short Policy legislative agendas updates anything Okay, Ministry of Reports Come on Come on up. We'll follow up your short reading. Well, there's not that many slides in the presentation. Hello. Hi there. How are you? Great. How are you? Oh, welcome. We're just having a ball. Great. So are we. Okay. Well, thank you so much for your time this evening. We're really grateful and on a very personal note. Thank you so much for seeing the value and human resources. I'm so pleased to be the first director for the town. So thanks again. Really excited. So thanks for your support. So today we're just going to cover our HR goals, some objectives, and then I'll be leading right into Eric Maraburger, who has been working with the town for over a decade and providing support in terms of wage analysis and focusing on other related HR topics related to compensation. So today I just wanted to shed some light on our HR goals, one of them being recruiting and retaining top talent, which is very much aligned with Council Strategic Olives focused on community engagement. So we're all on the same page. It's really essential that we do absolutely ensure we have exceptional employees here at the town who can thereby deliver outstanding customer service to our community as well. So I'm really, really excited to be focused on that. And one thing that's incredible is our remarkable retention rates that we do have here. So we have a wonderful, wonderful base of people and talent, which is great. And again, just a really, really low turnover rates. The 2016 employee surveys were extremely insightful from both a quantitative and a qualitative perspective. One thing that was overarching, employees are very satisfied here at the town as well. So we're really excited to continue to focus on boosting not only employee satisfaction levels, but engagement levels as well. So engagement meaning our employees are really, really committed to doing great work here at the town. They're really involved in their jobs, the success of their co-workers so on and so forth. So not just that they're happy, but they're truly, truly engaged. We want to stay focused on employee efficiency and productivity. One of the top scores in the employee survey was pride and job satisfaction. So we want to encourage that and nurture that and do what we can to make sure our employees are absolutely set up for success. So that no one is spinning their wheels. We want employees to continue to be truly, truly proud of the work that they're doing here at the town. Last but not least, we want to improve communication. We heard this loud and clear in the employee surveys that between employees and their supervisors, their superintendents, employees in their department heads, intradepartmental communication, inter-departmental communication, and also how can I personally, as HR, be overly communicating about wages, about benefits, everything that's available to employees, I really want to make improvements along those lines as well. Our objectives, we have an outstanding foundation. The ladies and finance have done an incredible job of developing the building blocks of human resources. Human resources, so I'm really excited to continue to grow and enhance those the basis there. Our priority projects, there's so much that I'd love to be doing as it relates to HR, but we've really had to narrow down the scope and really focus on our priorities. So again, going back to those employee surveys, we heard that communication was huge. I have listened from day one, I will continue to listen. I know that Clint comes from the same line of thought in that you just always, always have to have an open door and be available. So we'll continue with that. Performance management was something that we also heard loud and clear. We made some tweaks to our 2017 performance appraisal process. We'll be making additional tweaks for 2018 based on feedback we've heard. We have taken a look at how our benefits compared to local government entities. We want to ensure that we are competitive, but most importantly, we want to make sure we're offering the right benefit mix to our employees and focus on what's most important to them. So, Clint and I actually went around after we received Eric's preliminary wage analysis, talked to each of the departments about what we heard, what Eric's analysis tells us. We were able to have really healthy conversations about benefits and what employees do want. And last but not least did get some really, really important feedback regarding performance management. So again, we're going to continue to listen, continue to keep those open door, that open door policy, but also doing a lot of outreach and going to the departments and continuing to foster that relationship and everything that employees need to feel so that they can do a great job. So that is it in a nutshell. And I do, I'd love for Eric to really speak to all of the research that he's done that's informed his wage analysis. And again, Eric Marburger is the president of ESM Consulting Services. Again, he has worked for the town for over a decade. So we're really excited that he has a longstanding history with the town. He really understands our wants and needs and is able to really speak to the market analysis. And I'm supposed to talk now. Yes, I'll be quiet. Thank you, Kathy. And I would just like to talk now. Yes, I'll be quiet. Thank you, Kathy. And I would just like to introduce Lori Graves, who is with me and a colleague. And she does a lot of the, she did a lot of the work behind the scenes here. So I want to make sure I give her a lot of credit. She's going to make me talk, though. OK. So, and is this, could I do this? Yes. Perfect. OK. So yeah, just a little bit of background in that I had been working with the town for about 10 years and work with many resort communities. So I kind of feel some of the stresses that resort community have in terms of employee retention. And I remember we're leaving tomorrow to drive the Steamboat Springs to me with them to talk about some compensation issues. So we're familiar with that. The goal of this update and the updates that we've done over the last seven or eight years have really been just to make sure that the town's pay structures remain competitive. That's really the goal. We're looking more mechanical. We're looking at the structures to make sure that you're not getting out of whack with your competitors And I'll describe a little bit about how we do that, but hopefully won't bore you too much with the details The town has had what we call an open range system for many years There are four pay scales that the town has maintained An open range system just means that there's a minimum, a midpoint, and a maximum of the pay range, and employees can be anywhere in there. It's not kind of an old grade and step system that some people might be familiar with. The town got away from that many years ago, and it's been serving the town well. The town also over the years has done a good job of maintaining and updating the pay structure. The work that we have done only needs to be done every couple three years, just to make sure things haven't changed, that we need to re-evaluate some positions. But the town has done a good job of just kind of keeping up with what's been going on and credit to that. That keeping up has made this somewhat anti-climactic in that I'm not gonna sit here and recommend that you have to do a whole lot of things. There's a little tweaking, there's a few changes that we've recommended, but for the most part, you're in really solid shape. And then there's not a lot that has to be done. What we did when we first started working with the town was we came up with a definition of who the town would like to compare itself with. And that's been pretty standard over the years. And we recommend that it's maintain consistency. We don't want to go out and just cherry pick organizations that pay a lot or don't pay that much. We try to have a large sample size so that it maintain, it has some stability over time. And that's what we've done here. We look at other Colorado resort communities that have population swings, that serve a larger community than what you would expect of a seven or eight or 10,000 population community. Some of those variables like high cost of housing, potentially long commutes, the difficulty of attracting, if you're not already in the valley folks. And this year we did make one modification because of kind of just where you're situated. We did do a little bit of extra waiting when we pulled data from Aspen, Pitkin County, and Eagle County. Just because they're so, you're such dramatic competitors for talent that we thought it was important to give them. Just a little bit of extra weighting. It didn't make a great deal of difference, frankly, but it's important. We thought it was important to do that. Then for some positions, and I think there were about 30, we did look at some other sorts of data. In particular, private sector data for administrative positions, accountants, HR professionals, for those positions that have a private sector comparison. We pulled that also for resort communities. And then the town, as you well know, you have some, I would say, non-traditional public sector departments like your tourism that we have to get a little creative in terms of how we define that market and pull data. Not a lot of public organizations do solid waste, so we have to get a little bit creative in terms of how we do that. So just always like to make sure you know where the data is coming from. Most of it comes from the Colorado Municipal League and for the last couple of years the town has been members of the Mountain States Employers Council which do wonderful wage surveys and that's where we get our data from. Mountain States probably does 40 or 50 wage surveys throughout the year and I used to work for them in Alcandre and they do a fantastic job of wage surveys. So we pull the data for people doing similar work in those other organizations. We want to know what the going rate is. And we compare that going rate to the midpoint of the town's pay structures. So I'll just use a maintenance worker as an example. We can tell what those maintenance workers make and those other 20 or 30 or 40 organizations and it's a big sample size so there's maintenance workers that are brand new and there's maintenance workers that have been around for 20 years so we get an average going rate and we want to make sure that the town's midpoint is pretty comparable to that market rate of pay. That way, if you're brand new, you'll probably be below midpoint, and if you've been around a while with the town, you're probably going to be above midpoint. And if you've been around a real long time, you may even be at the maximum rate of pay for your job. All very normal things. So if we can maintain the structure, those midpoints to be close to the market average with a nice range around that midpoint, we can say that your paste structure is in this year. I'll get into a little bit more detail on each individual pay structure, but again, they are in very good shape and we'll demonstrate that graphically in just a little bit. The other thing we wanna make sure of is sometimes there can be a position that may be much more dramatic, might have some dramatic changes relative to the other positions in that pay family. Everyone wants a no-while. Engineers pop up. Right now, frankly, law enforcement is moving a little faster than the norm. We see some other types of unique positions. And when we see that, we recommend that positions move up a grade. We doesn't necessarily have to increase the whole pay structure, but maybe a position needs to go from grade seven to grade eight because its market has risen faster than the rest of the group. And there's some positions that we've recommended that be done for this year. So. The one thing I always like to do, one there is a day, Laurie and I came up and we just wanted to meet with all the department heads because we, I know these jobs pretty well. I've been doing this a long time, but every job is a little unique. You have a street that has heating to it, which I've never seen anywhere else. So the facilities and the mechanics have to maintain that. What does that mean? Is that mean you, your job is different than a similar position in you know Avalon? So I try to find out what's unique about the job so that when we're comparing we can compare apples to apples. And we never get perfect matches rarely but we want to make sure we've got those core responsibilities the same. So we came up and met with all the department managers to make sure that we understand the jobs well enough to do a good job for you. And some of the other techniques we use is sometimes your jobs may have maybe blended or matched with two survey positions and we may combine those all very standard. We may see that one of your positions is a little heavier than one of the survey jobs. Maybe there's some certifications, maybe there's some responsibilities, maybe there's some uniqueness about the town that means we've got to kind of up a little bit. It's a decent match but it's a little heavier so we may add 10% or it's a little lighter and we may subtract a little bit. That's you know we don't have any skin in the game and we just make our best professional judgments about how that should work based on our knowledge of the surveys and our knowledge of the town and the jobs. So we also then want to take into account what we call internal equity. You have what I call a market-based system with a sensitivity toward internal equity. You have what I call a market-based system with a sensitivity toward internal equity. Not every position is exactly where it should be, exactly based on the market each year. Markets can be a little volatile and we don't want to bounce positions up and down. We want to say, well, this position, it should be in this grade, this position is really comparable. We think it's the same as this position with the town, even though the market may be a little different. So there are some times that we will slot a position in a different grade based on internal equity. Again, very appropriate, every organization does it to some degree. So this is sort of the graphical representation. I apologize, these colors didn't show up quite as well as I wish they would have. So I'll just kind of talk one through a little bit and then the others should become much clearer. That green line is actually the market rate that we pulled from the survey data. So the grades are on the bottom. So the average market rate for a grade seven position in the labor, trades, pay structure is about $55,000 a year. And that green line shows the line of best fit for that. The blue line actually shows the mid points of your pay ranges. So this shows that your mid points are a little bit above the market rate, especially at the higher grades there. So that tells me that your midpoints don't need to be adjusted. They don't need to move up. They're already a little bit above market. And that's again, because of the maintenance that's been done over time. That red line shows the actual wages being paid to town employees in those jobs. So again midpoints are a little higher than market. What you're actually paying is a little higher than midpoint. So you're paying people above midpoint in that third, fourth quartiles we call it. And that makes sense. That tells me at the lower end where your wages are a little lower, there's probably more turnover in those entry-level positions. Employees are getting promoted, they're getting pay increases, and as they get to those higher-level positions, they stay with the town. To echo Kathy's point about very low turnover, we see that. So your labor folks who are up over grade seven or so likely have been with the town for many years. That's all perfectly normal. There's nothing that causes me any concern on that chart whatsoever. Well can I ask a few questions? Of course and please feel free to ask as we go. This is going to get in the mechanics of the pay structure. So what I almost hear you saying, there's grouping of employees, like labor trades. That's a grouping. So who might be the employees? What within that grouping? What type of titles might I see? Yes. So under labor, we have a lot of, grouping. What type of titles might I see? So under labor we have a lot of and I'm going off of memory but I have public works, bus drivers are under labor. Another grade is our professional grades so those are your department heads. A few of our managers down at the rec center. We have most of our tourism department falls under professional. We also have public safety, that's all of our police force. And last but not least, we have support. So a lot of our administrative positions are in there. A couple of our marketing assistant position, our camp counselors or Recassistants so on and so forth. Okay. For labor it's basically if you work with heavy equipment you're gonna be in labor. Okay so that's a first question. So then your pay grades is there six or is there within that structure? Yeah this actually goes from we call it L because it's labor skiries. From L3 to L0. Actually, there's an L10, but it's not shown on this chart. Okay, about seven. So there's six or seven or eight pay grades within the family, correct? So, let me ask you this, then. So, if I come in at the very beginning, so I would move to the next grade at my evaluation, or how do I move from here to here? No, yeah, not necessarily. No, to be blunt, no. You know where I'm going. What would happen as it has a minimum and a maximum rate of time? Okay. So I'm just going to use an example of L3 that starts at 16.50 an hour and moves up to 21.50 an hour. So then that's a $5 at $5 difference and that's a normal what we call spread And that may be a custodial position. I'm just making that up But so somebody may start at 16.50 or 17 or 17.50 hour. And as long as they were in that same job title, they would move along that pay scale until they reached the maximum of 2150. Now if their job changed and they started hanging drywall and painting and doing more complicated things, then they could move to a grade four or a grade five depending on what we determined. So there's most of the time people stay in the same grade and simply get raises. Every once in a while, either based on market as we determine, or their job just evolves and the town says, this is no longer a custodian, this is a building maintenance tech, a job may be upgraded to a higher grade. That answer your question, Mayor? Yeah, so follow up question. Okay. So 1650 to 2150, that's a $5 difference correct. So what's that bandwidth, about 30%? About 30%. And then in terms of internal equity, to maintain the equity between a 3 to a 4 to 5, what type of difference? Most of them are 10%. Okay, 10%. Okay. Thank you. Okay. And that's been the structure since 2005. It's the common structure that you see out there. Yeah, you're not doing anything unique here. The only thing, and I mentioned it, I'll mention it later, is your spreads that 30% number we just talked about, it could be a little tight. And when I looked specifically at Aspen and Pitkin County, there's a little wider. Aspen is say that's pretty tight. And what that 2930 is pretty tight. Yeah, what that, for some positions, it gets wider. For some of the professional and managerial positions, it gets wider and that's appropriate. But it's something to keep an eye on, but we're not recommending any changes to it this year. So when we do a wage adjustment, town council does as a budget, you know, bubble balls so much increase. Does the structure then move by like 2% or 3% in order that you stay within market competitive business? That is correct. Yep, exactly. Got it. Thank you. Good. All right. Any other questions on kind of what this looks like? Because I'll go through the next three a little quicker. So this is the professional management series. The only difference here is that the market rates of pay are, it's a reverse to actually the, no, this is perfect too. I'm sorry, I'm thinking ahead. This one is pretty much the same. Your market rates are, no, I'm sorry I was right. Your market rates are a little higher than midpoint here. The green line is a little higher than the blue line. So when we see that, normally we might recommend that that range be increased by a little bit to stay competitive with market. But when we kind of drill into this, what's really driving this is a few positions that are significantly above market. But when we kind of drill into this, what's really driving this is a few positions that are significantly above market. So we're recommending that those positions actually go up a grade. They may go from an 8 to a 9 or a 10 to an 11. And then when that takes place, that effect really goes away. We don't want just one or two positions that are significantly low to provide to drive the whole structure. We'd much rather adjust the individual positions than have it affect everybody. So again, nothing unique at all. We did identify a handful of positions in this structure that we're recommending be upgraded. On the public safety structure, it looks great. structure that we're recommending be upgraded. On the public safety structure, it looks great. It's just you're, and in talking with the chief when we met, there's no, a lot of departments are having retention issues, a lot of departments are having, just issues of recruitment and retention. You're not experiencing that. So kudos to the town and the chief for setting that tone and culture that people want to be here, because it's not that way everywhere. I'm seeing dramatic increases in public safety pay throughout the state. So you've done it again, you've done a good job of keeping up with it. And again, similarly, with the support structure, everything is right online. I don't see anything that causes any concern again. So no real reason to make any changes. You know, it's, you're making, you're, you made my, you made my life simple this year by not having to have a lot of complicated things. So just to kind of summarize a few of the recommendations, again, some professional positions shifted. We want to move up. We made some recommendations on some of the department head positions to a better reflect market and some internal equity. And I think that Clinton's considering some of those, as time goes on and what about that. We were asked to look at a couple of specific pay practices, particularly on call pay and how the town does that. We were asked to look at a couple of specific pay practices, particularly on call pay and how the town does that. And I think it was tool allowances, what some of the mechanics receive in terms of tool allowances. And it's not, we just pull that information from the CML surveys to be honest, but we kind of summarize it and give that back to the town. So you can make some of the better decisions about how you compensate folks. The one area that we spent a little bit more time on this year, I may have been two years ago where I did kind of a full-blown audit of the Fair Labor Standards Act as it applies to town positions and the position of having many more non-exempt positions than would be required by the Fair Labor Standards Act. Non-exempt means you get over time if you work over 40 hours and a week. It was simply a more kind of employee friendly, I would just say. There are a lot of positions that the town has as non-exempt that I would see other places as being exempt where you wouldn't be eligible for overtime. You know you could work 50 hours and that's it you work that's just you get you get your same weekly salary. So the town converted a couple of positions to exempt a year or so ago, I think it probably was. We kind of dusted that off and looked at it again, and we provided an updated list of positions that legally could be exempt under the Fair Labor Standards Act, but that the town still classifies as non-exempt, and that's something that just over time will be looked at. It has to do with, you know, work schedules, kind of how much overtime people are working. And a lot of cases, the employees don't work a lot of overtime, so it doesn't make a great deal of difference. But we want to make sure that we're compensating people appropriately, not under or significantly over compensating them. We just want to, again, as the third last bullet says, you're in full compliance. It's just a little bit more generous of a pay practice that the town has done for years. It's nothing new. So, questions about that? Yeah, I do have a question. As you began to convert your non-exempt to exempt, the question always comes up in terms of what is your policy around compensatory time? Can you respond to that, Kathy? Well, currently it really does vary from non-exempt to exempt and can probably elaborate a little bit more than I can, but exempt employees, so those who are not eligible for overtime, are eligible to log their hours that they work over 80 in a two week time period. And it's up to that person's supervisor to determine if they can utilize that comp time at some point in the future. It is not paid out at any point in time, which is very different from non-exempt. So non-exempt? Yes, they can. So you don't have to use it within the same pay week. No. Two weeks. No. Two weeks. Okay. That's a little different than many organizations. Right. Question. Just a minute. I'm wondering. To that example, that pay week, we have obviously with the seasonalities, different kinds of positions, and get overloaded in certain months, and there's certain months that it's dead. So we definitely don't tie it to the pay week and provide that flexibility between different seasons. Yeah, that's where I was going to go, given the seasonality. So thank you. So does the favorite labor standards that require an employee handbook? Yes. Well, I don't know that, but we have one. I should say. We have one, yeah. But for the seasonality part of it. Are they, is that explained in the employee hammer? I think it's pretty clear. And that's the kind of stuff that I think Kathy and I are working through now that when you read the handbook, there are improvements that can be made that we are. But I think we're pretty clear with that one in particular. How often is the employee handbook updated? It's going to last. Pass, but it's absolutely one of my first projects I have to be tackling I'm not sure if I can do that. I'm not sure if I can do that. I'm not sure if I can do that. I'm not sure if I can do that. I'm not sure if I can do that. I'm not sure if I can do that. I'm not sure if I can do that. I'm not sure if I can do that. I'm not sure if I can do that. I mean, if there are any federal or state laws that inform an immediate change, we will absolutely do that. But being in HR for the last 20 years, I generally update the handbook every three to four years as an overall taking a look at it and making sure that everything's on point. The legal stuff I can say with confidence, we are within all those legal requirements, absolutely confident, making that statement. The clarity, the issues, the broader issues, that's the stuff that I think Kathy's talking about. That's the three to four year old chamber. But the legal things we do instantly, whenever that's required. And I wouldn't be doing my job as a consultant if I didn't point out there's nothing that requires you to have a handbook, but it certainly is a good and best practice to have a handbook. You don't have to go. Right. Okay. Just one other question on supervisory non-supervisory type positions. I know there was legislation out about people that make more than $50,000 or what have you. What is the status of that proposed rule? Lori and I just had that conversation this afternoon. And it hasn't gone anywhere in the last six months or so. It was proposed to be just over $50,000. Yeah, I would expect that that will get adjusted at some point, but probably nowhere near to the level of $50,000. When I did the full FLSA audit a couple of years ago, we did identify a couple positions that could be exempt that made lower than that 50 plus $1,000 threshold. So they wouldn't have been able to be exempt, but I wouldn't expect any dramatic changes to that over the next little while. But again I just want to make sure you're in full legal compliance and I was like to make sure I say that two or three times. Some of this I've gone over already. The third bullet talks a little bit about to our conversation earlier mayor about something you might want to keep an eye on in terms of having that 30% spread. There's about 25-ish percent of employees that are at maximum right now of your pay rates. If that number got much higher, there would probably be some pressure to broaden that pay range. And I think that, you know, Kathy just needs to kind of keep a pulse of that. It sounds like you had great employee engagement scores with your survey. But if you started to see a bunch of turnover and they were all people that were maxed out in their 40s, not ready to retire, you know, that could put some pressure on maybe broadening those pay structures a little bit. I wanted to make sure I mentioned that you do compare very favorably with Aspen and Pitkin County in terms of the market rates. Again, their ranges are just a little bit broader than yours are. And one thing I'll just mention you and something that we've worked on is there are you the town has a lot of different job descriptions probably more than you would need. And there's a few positions that we've worked on is the town has a lot of different job descriptions, probably more than you would need. And there's a few positions that we've done some draft consolidations of, so we'll be providing those in better form to Kathy. And over time, that's just something. I always ask the question, do we really, is this really a different job, or can it be this, and it just makes it much easier to administer. So, this year, we, it wasn't part of our scope to do a full benefit survey. We did do a full benefit survey about three years ago. I don't think there's been a lot that's been, that's changed, either with the town's benefit or your market. I think that your paid time off and health insurance benefits are still very strong. Retirement for an organization that isn't part of Social Security might be a little below average, but that's not new. You've heard me say that before. Again, and I mentioned turnover remains very low. I think any decisions in this benefit market right now, it's just, as I mentioned, it's very dynamic and we really don't know what's gonna happen in the future. So I think that you've got a good broker and you've got plenty of options should you get pressure from your external environment to do something differently. So I think that those are your health insurance is an incredible employee satisfy. They're not going to do better someplace else. So I think that is all now that I've doubled the time of your meeting. Well I do have one more question. I brought it up at the last time that you presented. And that is to look at gender equity for like positions. Were you able to look at that as well? I did not as part of this. It wouldn't be difficult at all to do. And either I, whether Kathy would want me to, that's fine. It would probably be no more than a couple hours worth of work. I'd be happy to do that. I think it's very important to always be looking at that as well. Okay, the question for Kathy. Kathy, now that you're on board with HR, how is comfort a resolution working for you? Do we have a lot of it or I mean I from it looks like a wonderful world on paper here okay we're living in Disney World. Sure. So but I don't believe that's 100% true. We have a conflict resolution in place. It's going back to the employee handbook we have a solid process in place. One thing I really appreciate about Clint is that he does have an open door policy. I have an open door policy. I've only been here six months. I can assure you that employees have indeed been coming to me with concerns, with questions. What I really appreciate about our employees is that they're also coming forward with possible solutions. So we've had some really, really healthy conversations. And it takes some time to develop trust and to develop rapport. And we are, you say open door, and I think that needs to be reminded of everybody that this door is open. Absolutely. And again, going back to why I really took this job, Clint and I are very much on the same page of doing outreach, and we have gone around to every single department. I've met with every one of the departments. I have attended department meetings. I joined on to Travis's roll out of the internet of the daily link and went around to the departments then and even just this last month again, Clinton and I went around again. So we're really, really trying to what I like to call shortened, shortened the hallway a little bit. Great. I'm glad to hear that. Yeah. My job and I'm glad to hear that. Yeah, good stuff. My job and I'm happy to do it, so thanks. That's all I have. The questions? I haven't opened any more questions, though. Looks. You said all night. You said that. You've got to go steamboat. Our public safety group, that group, has risen quicker than the others? But based on your graph, it looked like we were kind of right in the range. No, I'm sorry. If I misspoke, I've seen it go up and down. And sometimes it moves much faster. In other organizations, they are experiencing significant turnover and upward pressure on wages. There are just not as many people that want to be police officers than there were five and six years ago. But I'm not seeing that here. My guess is that if we do this in a couple years, that market average for law enforcement is going to go up more significantly than some of your other pay families. But there is, but at the current state, at the snap, this snapshot in time, you're in fine shape. Okay. That would be an area that I would recommend Kathy, pay a little bit more attention to, when in terms of just looking at our data, you know, refreshing it next year, as opposed to waiting a next few years, might be important, because we may start to see some of that shake out. Good. Good. And you can't be short of law enforcement officers. Very good. Any other questions? Thank you all very much for your time. It is always a pleasure working with the town. Thanks, Eric. Appreciate it. Okay. Next is town council reports and actions. Clamped anything. You appreciate it. Okay, next is town council reports and actions. Clant anything? You got it. Yep. Yep, it's well done. P-Trab is tomorrow at four o'clock if anyone. 330 is the social starts in the meeting starts at four. That's my calendar at four o'clock. I had been out of town for the last core meeting but I'm planning on meeting up with Mona to get caught up on what I missed. And the did have a very interesting meeting before the core meeting. And I mentioned this to you a few of her. I think I did. I attended a meeting with a group called Earth Justice and a phenomenal group of people and some local people that are involved here in the valley. And it's kind of a national thing. And I hope to do a little presentation a bit more about it. That sounds really incredible. It's over my head. The people that are involved are high-end retired attorneys and it's an honor to be invited. Not necessarily asked for a donation but listen to the presentation and it it's really they're doing some good things. That's great. Great, great. This Thursday is the raft aboard meaning the big issue that will be discussed as e-bikes temporary usage down on the Rio Grande Trail and that'll be an interesting conversation. As we all know, the bridge closes on the 14th. So, plan your travel accordingly. Yes, it's getting scary. I will tell you the hours I'm spending planning all of our stuff for our small company and the three welds, a large company, and the three valleys. It's really complicated because you can't imagine how you're doing. Because I've got to move nurses, I've got to move aids, and they've got to be in their car. So, I mean, you've got to have your toolkit when you're out there. So it's pretty difficult at best, but we're getting through it. The other thing that is coming this Friday and you're going to hear it about it as we go into EAB. And that is the one year task force I've been sitting on and Peckler has been sitting on and rose at the Aspen Institute. We're scoring the eight, I guess there's 10 different alternatives and suggestions coming from the group of about 25. Then I received an email from a person in Aspen about the mobility lab as Clint to follow up. You probably read about it in the paper. And I don't know if we're going to see a presentation or what it is or. I understand at the next EOTC meetings, whenever the next EOTC meeting is. Yes, September. The Aspen Institute's forums going to make a presentation. Yes. And the city of Aspen is going to make a presentation. They're called the mobility lab. So we're meeting with them at the staff level sometime soon. And then those two groups are going to kind of discuss with the EOTC, what they're talking about, what options are for entrance to Aspen. With the last EOTC meeting, where the city basically said, thanks for the data, but we're not going to make a lot of changes. I'll oversimpl simplify what they said. I think these are there now there's two other groups trying to say, well these are some other options that should be considered to make some improvements. And the task force has been very, very interesting at best. And you know at the end of the day, it'll be interesting to see Friday what the scoring looks like in terms of participants and the 10 different suggestions and combination thereof. I did have an apology from Mr. Scadred before the last EOTC verbal apology. So for which part? Yeah, for what? You made it very simple. When out of the blue, we talk about the moral problem. They were talking about the moral. We have no will to, yes, after we spend a half, after we spend a half million dollars. So he understands how we all felt, but at the same time, my tone, and we really need to discuss that a little bit more at our next meeting. So I do hope all you guys are going to be there. You all are going to be there at the end. September, like 14th. 14th Thursday night, isn't it? Yes. At this point, I have no reason to think I'm not. I don't think surface is going to be there. So please make sure you have it on calendar. It will be a very important meeting. And it's an aspen. Well, I hope his apology follows with some action. Okay. Or rebates. Not going on with the Nordic Council, but our new trails coming out of the mall are ready, rolling, and awesome. I mean it is really great to have trails going out of the mall that are user friendly. They're getting used for hiking and biking and they're just, they're very welcoming, they're easy trails to hike and bike. The one suggestion that I would make is that the village bound trail going uphill should probably be listed as a blue trail as opposed to green, because they're both, the discovery trail on the village bound are listed as green and so it kind of allows people to make that decision but it is a little bit the village bound trail is harder going uphill than the than the discovery trail and the discoveries a little more downhill oriented so just to try to avoid some of those conflicts if people want to make a choice we should steer them towards the discovery trail. But the new connector trail is another great trail, very accessible user friendly trail. So between those three trails alone, we have brand new trails come out of the wall and it's spectacular. That is creation. Speaking of biking, how was the bike event this week, the Power 4? I think there were about 200 bikes when I was down there. You know, I don't know how many bikes there were. I don't know. I mean, that was this key co-event. We just obviously don't have property. But I don't know how many bikes they had on it. I know that they left early. That's what I know, because we followed them up to hell personally, and they were leaving early. They were going fast. Yeah, I saw Subankhish's movie. I went, when I saw her at this Scottish festival, come across, OK? I know it was fabulous. Well, I understand her. A lot more people. It was perfect weather. It was hot during the day and cool in evening. And as the staff said, we can't be better than the rain in the evening, but everybody in the restaurants. So it worked out great. It seemed like a great festival. A lot of very large people. Yeah, when people haven't fun, too. Yeah, they were having fun. Yeah, I watched the ladies chuck the telephone poles. That was. Oh, I didn't see that one. That was impressive. And the guy throwing the ball on the end of the sticky almost hit the lift. Yeah, I mean, you might have to make that a little bigger next year. I told Keisha she was going to do it next year. She was doing the hay bales. That's what she wants to do next year. Oh, yeah, she'd be good at it. Yeah. Now, a great event and yeah power four used the new discovery trail So a little different course this year because they didn't go up Elk camp because of the construction up there so a little easier this year so Would have been the year to do it if fair Looking at a year to do it. I wanted to kill yourself Lou, so we're welcome back. Thank you. I You wanted to kill yourself. Aloo, so welcome back. Thank you. I don't have much to say. I missed a Northwest Cog meeting. Bob is out of town too, so both of us missed it. But I don't think we missed too much. And I had a lot of traveling. On the way home when I ate it, we stopped at this strategic air museum that someone told me about. And it's really cool they have all these rebuilt like US airplanes and they I mentioned it because they have this whole section for kids and it made me think of our base village and the potential of what could go in there and just all the interactive things and it's clear that they probably changed them in and out but it was really neat to kind of see the kids getting so excited about all these different things about gravity, and just lots of cool science-type things about black holes, and so that was neat to see. Speaking of science, I went to the Aspen Science Center thing on they had a little preview on Saturday and then Sunday. I'll tell you, That stuff is so cool, and so many kids. The kids love it. And I'm going, I mean, all you're doing is buying a few magnets that little copper wire. And that was the thing of the Jigair Museum. I mean, it's not like they were like crazy. It's not money. One thing you were like pulling this thing to show you like gravity and like what happens when the space shuttles are like going up and and how they get you know the speed and all the stuff and I don't know it just made me think about the potential for what we could do here in the different types of interactive exhibits you could have and how that could really capture a lot of attention. I'd love to have some asthma science. The kids and their program is amazing and they work on issues string, it's good stuff. Yeah. OK, anything else tonight? I do want to recognize the letters we've been getting with marijuana issue. I just want to make sure everybody who's been sending the letters that we recognize that. And I personally have not been responding or so. I know it's an issue and there's been quite a few people sending them in and as you know next week's work session is that topic is there. So again, we appreciate the letters coming in on the conside and maybe more people should say the proside if they need to. So one way or another risk want to recognize that yes and thanks staff for responding back I usually just say thank you and the vote that but then now I'll make a motion to turn and it's only 10 after 5 do we have second I'll second I'll take stuff I'll second it. You can take stuff. I'll support it. I. I. I. I. I. I. I. I. I. I. I. I. I. I. I. I. I. I. I. I. I. I. I. I. the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the Thank you.