Work Session
June 16, 2025
Transcript
Describer:
Work Session
Monday, June 16th, 2025, at 5:30 p.m.
7404 Yorkshire Drive, Castle Pines, CO 80108
I. Call Work Session to order.
II. Roll call.
III. District Manager Items
A. Review: Revised Employee Handbook.
IV. Finance Items.
A. Review: Monthly claims for payments made from May 14th, 2025, to June
11th, 2025.
V. Expense Notifications
A. USA Bluebook- Monochloramine Analyzer
VI. Expenditure Requests.
A. Review: Layne Well A-1 installation change order request.
B. Review: Layne Well LDA-1 installation change order request.
VII. Legal Items.
A. Review: Castle Pines Metropolitan District Storage Tank Project
Agreement.
B. Review: Highlands Ranch Temporary Storage IGA
C. Review: Gittlein Farms Leas
VIII. Adjourn.
Board President Jason Blankaert:
Good evening, and welcome to the Castle Pines North Metropolitan District work session. Today is Monday, May 19th. No, it's not.
Describer: Everyone laughs together.
Jason
June 16th. Today is June 16th, 2025 at approximately 5:30 p.m.. Nathan, I read these word for word.
we're going to call this work session to order with a roll call beginning with Leah.
Board Member Leah Enquist:
Oh, here. Present. No conflicts.
Board Member Jana Krell:
Jana. Present. No conflicts.
Jason:
I'm Jason present. No conflicts. Jim.
Board Member James Mulvey:
present. No conflicts.
Jason:
Wonderful. We have a quorum, so we will close out item number two and move on to item number three. District manager items. The first item is review revised employee handbook.
Nathan.
District Manager Nathan Travis:
Yep. So I got the employee handbook. run through. Let me get pulled up to the right page here. run through employers council. So they did, both the human resource review and a legal review. They sent the packet back, and then we gave that to, Kim Seter's office. Then Paul ran through it as well.
the vast majority of the changes of the changes were just like legal updates, adding required documents, things of that nature. really, the only, yeah, this pulled up, the only. A change that I wanted to bring to the board's attention and maybe have a little bit of a discussion with, was around the, holiday time and PTO time off.
Let me get to that. All the zoom in here.
Describer:
On screen. Page 13
4.1 Paid Time Off (PTO)
The District Finance Director is responsible for administering payroll and benefits, including
receiving and resolving employee questions and problems concerning compensation.
The Company currently allows employees to accrue Paid Time Off (PTO). This paid time is for
employees to do with as they wish or need. For example, it may be used to take time off for
vacation, sickness, family illness, personal matters, or other reasons.
Obviously, if all time is used as vacation and an illness strikes, nothing will be left to protect your income against unexpected absences. You are urged to use PTO time to ensure a good personal
balance between leisure and those unexpected absences that affect us all.
PTO is provided in an amount of hours and with sufficient pay for all the same purposes and
under all the same conditions as the Healthy Families and Workplaces Act (HFWA) and
applicable rules. This includes but is not limited to accrual, use, payment, annual carryover of
unused accrued leave, notice and documentation requirements, and anti-retaliation and anti-interference rights. Additional HFWA leave will not be provided if an employee uses all of their
available PTO for non-HFWA-qualifying reasons (e.g., vacation), except when a public health
emergency is declared after usage of PTO, requiring supplemental leave.
a. Accrual: Employees accrue PTO based on their years of service with the district, as detailed
below. PTO may be used for vacation, sick time, personal appointments, or other reasons
approved by the supervisor. PTO is calculated based on the number of hours actually
worked, as defined in section 2.2b
b. Carryover: All PTO accrued is carried over on an annual basis, up to the maximum accrual
hours listed in the table below. PTO accruals that exceed the maximum accrual listed in the
table shown in Section 4.1c will be forfeited effective January 1st of each calendar year.
c. PTO Accrual Rate Table:
Accrual Rates Table described.
Years of Service 0 – 4 Years, Accrual Rate (Per 1 hour Worked) 0.0655 X hours worked, Maximum
Accrual (hours) 205;
Years of Service 5 – 9 Years, Accrual Rate (Per 1 hour Worked) 0.0846 X hours worked, Maximum Accrual (hours) 265;
Years of Service 10 – 19 Years, Accrual Rate (Per 1 hour Worked) 0.1039 X hours worked Maximum Accrual (hours) 325;
Years of Service 20+ Years, Accrual Rate (Per 1 hour Worked) 0.1232 X hours worked Maximum Accrual (hours) 385
Nathan:
So this is, the as they're currently written, the actual hours work, so we calculate them a little bit differently. You get PTO per hours worked. And so I did increase these a little bit. PCWRA the wastewater plant also went through, the same process. And they were they did a bunch of regional comparisons. and I took a while to get this chart, so I apologize.
Describer:
On screen. Leave Time Calculated in Days chart by PCWRA, Nathan Describes.
Nathan:
And it's also a little bit of a monster. so these are all of the comparisons that they used. And it's, it's a little bit difficult because it's not really comparing apples to apples. Everybody does everything a little bit differently. but the way that their currently proposed would put us basically right in the middle of this chart, we'd be, slightly under four max, though, so slightly below this 46 max.
Max paid, leave days per year, and then the six plus vacation sick plus vacation max payout, is basically our unfunded liability for staff leaving, and it puts us just slightly above there, we didn't have in the existing employee manual. We didn't have this maximum accrual our defined anywhere. So that's a new addition compared to the previous to the previous, employee handbook.
And these are really just indexed to the number of hours worked. And they kind of put us right in the middle of both of those charts. So I'm happy to answer any questions you guys have around that. I kind of struggled for a way to succinctly, talk through all of this.
Jana:
I had I had two things. And even, when I reviewed it, I had formatting notes that I'll email you just like things that weren't aligned.
Right. Okay. Not content. and then number two, I was I don't think your holidays line up with what my holidays are. So, for instance, I have Juneteenth off this week and I think, oh, that's not on yours. So I was curious if you needed to update your year to match the current government holidays.
Nathan:
I'm glad you brought that up, because that's a point I failed to make.
So, our holidays have always been a little bit off because we do like the day after Thanksgiving, New Year's Eve or ones.
Jana:
And I don't get those right. So you're right. So you do a balance. Okay.
Nathan:
And then Juneteenth with the addition, with, with the Juneteenth being added, most metro districts, that I'm aware of anyway, have adopted that as a holiday.
We that and not adding Juneteenth, Juneteenth to our holiday schedule was kind of the trade off that I did by adding a vacation day for everybody.
Jana:
And just to balance it out. I don't get the Friday after Thanksgiving and I don't get Christmas Eve off, so. Okay. and then the other thing on your max hours, what happens when someone hits those max hours that you've got dedicated on there?
Nathan:
You'll lose it at the end of the calendar year.
Jana:
is there any so back. Not cool. Yeah. Okay. Good. No more questions for me. Everything was good.
Leah:
follow up question on the PTO rate table. If somebody there's probably a few different use cases, but like if somebody is terminated or somebody quits, like, how are those accrued PTO hours handled.
Nathan:
Yep. So if you, quit, give two weeks notice and are in good standing, you get a 100% payout. If you're terminated, you don't get anything.
Jason:
Jim, any questions?
Okay. I don't have any questions either. So, I guess we can go ahead and close out the, review.
Nathan:
And Jana If you want to get me those formatting notes, I'll get them to whoever and. Yeah, thank you.
Jason:
All right. We'll go ahead and open up item number four, finance items with a review of monthly claims for payments made from May 14th, 2025 to June 11th, 2025.
Describer:
Molly is describing page 51 - 53 in the board packet. She lists the totals and highlights certain payments.
Molly Janzen, Accountant:
Good evening. you'll see the summary, the disbursement summary, packet, page number 51. So we start out with the high level look checks, issued during this time period, $1,086,979.86. Electronic payments, $157,954.89. And then the next page is the detail around the electronic payments. So you can see those we have added. with the changes in the timing of the payables, we have added some electronic payments for some of the utilities and things.
So that's why you see a little longer list than what you have in the past. Then we go into the cash disbursements starting on page 53. And then finally the cash disbursements with the matrix developed around your financial control policy. with the individual line items identified where they fall on that matrix. So you'll see that this matrix has been changed to, consider the changes that you adopted in your policy.
And I won't go into specific, items unless you have questions for me or Nathan.
Leah:
So, I do have one. Question. Our monthly electric bills, $71,000. Wow. And I'm assuming that's here. Treatment facility. Palms. Yeah.
Nathan:
The far and away the lion's share of that is pumping costs. the wells are extremely expensive to run. I've. I'm working on. It's been hard to get a meeting knocked down, but I'm working on getting a meeting set with core.
There's some things that they can do with us as a public entity to kind of help pull some of that back and then have a conversation about them. Operationally, there are specific times of day that you would prefer to start a well, because it can be significantly cheaper. You get hit with high demand charges. So we're looking at some ways to scale that back.
But yeah, the electricity pumping costs are a lot.
James:
Okay. It's a, question. It's on the invoices. 179 597 and it just says general engineering. It's $10,000. and I'm just wondering, can we just put something else there that, you know, what is general engineering like? I we don't have any visibility. And who's names on the check. So, you know, there's a couple instances kind of like that where there are fairly large dollar amounts and they don't have a name associated with them.
Leah:
Is that on page 57 Jim.
James Off-mic:
oh yeah, 57 top right hand. All right.
James:
It's about halfway down the upper section.
Nathan:
Yeah. So is there a way to add all these. Molly is there a way to add a vendor line to that?
Molly:
I think what's happened is the break on the preceding page. You'll see it was Kennedy Jenks. And then all of the invoices below, including those that are listed on the next page I see. So it is. Yeah, I see what you're saying.
It is confusing.
Describer:
Memorandum
From: Nathan J. Travis
To: CPNMD Board of Directors
Date: 6/16/2025
Re: Expenditure Notification
Vendor: USA Bluebook
Monochloramine Analyzer $30,755.33
Need and Purpose of Expenditure
This equipment evaluates our monochloramine chemical dosage. We recently replaced the same equipment in use at our Water Treatment Plant. This analyzer is installed at a pump station in the distribution system allowing us to monitor this dosage both at the plant and out in our system to assure the longevity and efficacy of our disinfectant in the system.
This is a replacement of the existing, now failed, analyzer and is consistent with the
manufacturer that we have selected for all of our water chemical analysis equipment.
Alternative Means Considered
No alternate means were considered, we previously selected this equipment for use at our
treatment plant evaluating effectiveness, ease of use, ease of repair, and parts availability.
Alternative Proposals
No alternative proposals were solicited, for the same reasons that alternative means were not
considered.
Jason:
All right. Any other questions on the finance items? Hearing none. We'll go ahead and close out. Item number four. Thank you. And we'll open up item number five expense notifications the USA blue book dash mono chloramine analyzer.
Nathan:
Nailed it. Okay, now if you can just get somebody to put the right date on the agenda, will be good to go.
yep. So just giving you guys a heads up, we replaced our as Jason stated, mono Chloramine analyzer. We have two of these. we already replaced one of them earlier in the year. The one we replaced is at our water treatment plant. This one is at our booster pump station. It's out in the system. but the one we had was an old hoc unit that finally gave up on us, so we just needed to replace it.
We rely more on this one for monitoring our chemical dose than we do the one at the water treatment plant. because it just gives us a better view of our chemical dosing further out in our system. The one at the treatment plant isn't as reliable. we didn't even have one as a treatment plant for a lot of years.
Just because it's just not a great sampling point. And so the state made us put it there. But we had a piece of equipment go down and needed to replace it.
Jason:
So this after the storage tank. Yes.
Nathan:
it's it's right by the driving range at the Ridge Golf Course.
Jason:
Anyone have any questions regarding the mono chloramine analyzer? All right. Hearing none. We'll go ahead and close out. Item number five and we will open up item number six expenditure request. With our first review being Lane well A-1 installation change order request.
Describer:
On screen:
Memorandum
From: Nathan J. Travis
To: CPNMD Board of Directors
Date: 6/16/2025
Re: Expenditure Approval Request
Vendor: Layne Christensen Company
LDA-1 Reinstallation $87,500.00
A1 Pull and Video Log + Installation $148,000.00
Total Amount: $235,500.00
Need and Purpose of Expenditure
This expenditure is necessary to complete the reinstallation and rehabilitation of two critical
water wells, LDA-1 and A1, within the District’s water supply system. Both wells serve as vital
sources for meeting system demands and ensuring redundancy in production capacity.
LDA-1 Reinstallation Scope ($87,500):
• New pump/motor installation (Grundfos 230S, 60HP)
• Startup and system commissioning
A1 Well Rehabilitation and Reinstallation ($148,000):
• Installation of new motor seal, oil, and startup procedures
These services ensure the continued safe and efficient delivery of potable water by replacing
aging components and restoring system integrity. Delaying this work risks operational reliability
and water supply during peak demand.
Nathan:
So I put all of these on one request just because everything was identical other than the well number.
This is, the last step for, this round of work on the. Well, so. Well, A3, A2 are back in the ground. so we have the request from Layne. that's in the form of a change order. This is to take the equipment that we've already pulled out and inspected and drop it in and replace it.
So at LDA one, we're going to drop our new pump and motor. It comes with all the start ups system commissioning. And then A1 just needed a new motor seal oil. We'll drop it in and start it up as well.
Jason:
Is this the well that we had the twisting problem with the, with the, shaft getting bent?
Nathan:
This is one of the two. So we had the same problem, that same shaft problem at A1 and A2. So this is the second one.
Jason:
And wasn't that a timing issue in the software.
Nathan:
Yeah. And these are programed almost identically. So we're we'll have that corrected. we have ourselves our, our controls integrator, principal electric Semocor and Kennedy Jenks have been on site for all of the start ups on these two to run through.
James:
Okay. as far as the issue that was identified, you said they're programed almost identically to the old system, and I never got a feeling that we actually did root cause, like, what the specific issue was. I mean, we kind of talked about it a little bit. And really the question is I'm asking is, is have we identified it or isolated it enough to know that we're not going to have this problem in the future?
And then who is the person? that is responsible for the the reprogramming and verification that this problem's been solved yet?
Nathan:
So we weren't able to identify it all the or to narrow it down to one specific problem. we have three likely candidates, all driven by various programing issues. one component issue with bypass contactor.
so we're swapping all of those out, mountain peaks, is the integration company or the controls company that we've been using. So they're going to go through double check all of the programing. and then Justin Merritt with Principal Electric is going to go through and do both the pre and post electrical evaluation, which has so far been helpful.
We actually cause an issue at A2 that could have put us in some trouble. so that, well, is currently overheating. And so we're looking at solutions for that. But so we've got a few people on board. They're going to continually monitor these things to make sure that we don't put ourselves in the same position. And I've got a more comprehensive well, status update for the board meeting.
James:
Sorry, I'm just going to keep drilling into this a little bit. if we have the same issue again, is this something that's warranted to not happen again or, again? I'm just struggling here because we didn't do root cause analysis or really find it. Therefore we don't know if we really fixed it. And then if it's if it breaks again in the same manner, do we have to pay for this all over again and buy new equipment, and potentially have a water outage?
You know, that kind of thing is I'm just looking for, you know, how are we protecting ourselves financially? But also, from a performance standpoint of being able to supply water when we shift over to these wells in I, I still don't understand if we really understand the issue. And I'm just kind of concerned, that's all. Yeah.
Nathan:
Let me, let me talk to all of the various, contractors that we have involved and get a definitive answer on what our warranty situation looks like.
And I can come back to you.
James:
The final thing is, is who's the belly button? We we poke when it does go down or does have a problem. Like who's standing there saying, that's me, you know, who owns this update and or fix? Got it.
Legal Counsel Paul Polito, Esq.:
And I'll look into the contract writing this too, just in case we identify a root cause kind of what our options are. Identify those.
Jason:
Did anyone else have any questions regarding the, change order request for, well, A1 and well, LDA, dash one.
Leah:
No, I just, but I do plus one. Everything that Jim said.
Jason:
Yeah, Jim made some great points. Thanks again Jim, and we'll go ahead and close out the, expenditure request section six and open up item number seven. Legal items.
We'll start with a review of the Castle Pines Metropolitan District Storage Tank project agreement.
Describer:
On screen:
Letter Agreement
This Letter Agreement ("Agreement") is made by and between the Castle Pines Metropolitan District ("CPMD") and the Castle Pines North Metropolitan District ("CP North"), both quasi-municipal corporations and political subdivisions of the State of Colorado (together the "Parties"). This Agreement shall be effective as of the date of mutual execution of this Agreement.
CPMD is constructing a new water storage tank adjacent to an existing water storage tank at the corner of Country Club Parkway and Northwood Lane. CP North currently has three water mains running through the proposed location of the new water storage tank. In order to facilitate construction of the new water storage tank, CPMD wishes to relocate the water mains to a different location on the property as depicted in Exhibit A.
The purpose of this Agreement is to identify and establish the process by which the Water
Main Relocation will be constructed as part of the Project and paid for by CPMD.
CPMD agrees to pay the cost of the Water Main Relocation, subject to the following conditions:
1. The "Project," as defined and used herein, shall be the planning, design, and relocation of the CP North water lines in order to allow for the construction of the new water storage tank, including but not limited to removing the existing water lines, procuring and installing replacement water lines and related appurtenances, making all necessary connections, and restoring the Property to its original condition, taking into account the planned water storage tank construction.
2. CPMD shall be primarily responsible for the planning, design, and implementation of the Project, including but not limited to engaging all consultants and contractors
Nathan:
so this is, it's a fairly straightforward agreement. Castle Pines metro district is building a new water tank. It's right next to our water treatment plant. They need to move at least one of our lines. There's been some back and forth on actual alignments. really? All this agreement does is make sure that Castle Pines Metro District is going to cover our costs for engineering inspection, all of that stuff.
So we'll all that a run through Kennedy Jenks. But the field inspection and the engineering work, this agreement allows us to bill them for that effort.
Jason:
Okay. Any questions?
James:
Yeah. I, I mean, I look this up on the map, but do you have an overhead just for everybody? because the description of where it's located, you know, I was able to find it fairly easily, but it'd be nice if we had a picture. That I can do.
Describer:
On screen: A satellite shot showing Happy Canyon Creek down the middle of the map and Nathan describers where the storage tank is off of Country Club Parkway at Northwood Lane.
Nathan:
All right, so this, building right here is our water treatment plant. This is Castle Pines. Metro Castle Pines Metro District's existing storage tank and booster pump station. Their new tank site is about right here. And so it's the we've got three water lines that run through there and eight inch raw water line. And then the two, parallel tank lines.
And so those are the ones that are potentially in conflict, likely in conflict. And so they'll be Castle Pines Metro will be responsible not only obviously for our engineering cost, but also all the construction costs as well.
Paul:
So this is being coordinated with the water attorney for the district. But Kim Seter will be taking one last look at this over, before it's executed.
Leah:
when when is it going to be executed?
Nathan:
We'll bring it to the meeting on Monday. Okay.
Jason:
Okay. Thanks. To anybody else have any questions regarding this storage tank? Okay. We can close that item out and move on to the review of the Highlands Ranch Temporary Storage IGA.
Describer:
On screen. AGREEMENT FOR TEMPORARY USE OF STORAGE CAPACITY IN CHATFIELD
STORAGE REALLOCATION PROJECT
This Agreement is made by Highlands Ranch Water and Sanitation District, whose address is 62 Plaza Drive, Highlands Ranch, CO 80129 ("HRW*), and Castle Pines North Metropolitan District, whose address is 7404 Yorkshire Drive, Castle Pines, CO 80108 ("CPN") (collectively, "the Parties," and individually, "Party");
WHEREAS, the Parties are both participants and Water Providers in the Chatfield
Storage Reallocation Project ("the Project"); and
WHEREAS, HRW owns 6,922 acre feet of storage capacity in the Project; and
WHEREAS, CPN owns 1,006 acre feet of storage capacity in the Project; and
WHEREAS, from time to time, either Party may have capacity in the Project which is not occupied by water stored by that Party ("Temporarily Unused Capacity"): and
WHEREAS, the Parties desire to cooperate to minimize the spilling of their water from the Project due to lack of storage capacity; and
WHEREAS, the Parties have the authority to lease the use of their storage capacity in the
Project.
NOW THEREFORE, for good and valuable consideration, the sufficiency of which is hereby acknowledged, the Parties agree as follows:
1. STORAGE BY EITHER PARTY IN CAPACITY OF OTHER PARTY: For and in consideration of the consideration specified below, the Parties agree that either Party may store its water in the Temporarily Unused Capacity of the other Party, subject to the terms
Nathan:
So this is another document or this is a document that we also have Austin, Hammers office working on. He wasn't available to attend tonight's meeting, but I can bring any questions.
and he is available at the board meeting for the board meeting Monday if you guys would like to attend. this is an agreement that allows, either us or Highlands Ranch, formerly Centennial. Basically a mechanism to use each other. Storage. If we have anything available in Chatfield Reservoir. we've been working on this for a little while.
the board had asked us, we went way back when we were talking about when we were going to be on our water treatment system and when we were going to be off to allow for Centennial to, do a project this year. The board had asked me to put an official IGA in place. And so this is what we've been been working on.
It's a it's fairly straightforward. It gets a little bit confusing to read just because it's all water rights stuff. but it really just lets us share storage so that we don't have to dump water for doing them a favor, for not going offline for their or for staying online with our treatment plant, for their, capital project at their water plant.
Jason:
And what was the time frame on their capital project?
Nathan:
This was, they're going to they have a few more years that they need to that they'll be working on it. And this this off season was the big push. So this is when they had to pull their entire plan offline. so moving forward, they'll be able to meet our demands even with their capital project going on, because they'll be working.
They'll be able to work with half of their treatment plan at a time.
Jason:
How much storage do we typically have open in? Chatfield.
Nathan:
We almost never have any storage available. We've got 1007 acre feet. We use pretty much all of that until we start drawing it down. I'd have to get specific numbers from our water accounting firm.
Centennial has 6000, I think. Just a tad under somewhere. It's just a tad under 7000 acre feet of storage. The. There's some legal differences between those, but, they typically do have storage available unless it's been an incredibly wet year.
Jana:
I had a quick question about the, effective date and term. So it says that it expires December 31st, 2025, but it renews for another year automatically.
Nathan:
Correct. And that's a pretty common. We just can't make contracts that are more than a year out. So they all have automatic renewals in them.
Jana:
Okay okay. So so we mean for it to auto renew and be indefinite then. Yeah okay. Cool.
Paul:
Special districts are generally prohibited from entering into any sort of agreement where they would be pledging, some sort of payment for over a year.
So this is a way to get around that.
Nathan:
And I'll plan to bring this one to the board meeting Monday as well.
Jana:
It just seems like something that actually should have an end date, because if it's going to auto renew and we didn't want it to or anything like that, that that's all. I mean, is that so? Not in the sense of like to me, I would want a definitive end for this, but I don't know.
Nathan:
Yeah. And so that's one of the things that we talked about doing this kind of in perpetuity moving forward is it just adds flexibility to both of our organizations. And we're also pretty well protected. So because it's available, storage of Centennial has space for us to hold water for us to hold water. They will. If they don't, they can dump us.
Jana:
But then the fact that we're protected like that makes me feel better.
Paul:
And keep in mind, you can terminate this agreement at any time. Just 30 days notice. Okay.
Jason:
All right. Very good. Any other questions regarding the Highlands Ranch temporary storage idea? Hearing none. We'll close that item out and move to the next item. Reviewed the Gittlein Farms Lease.
Describer:
On screen. FARM LEASE
THIS LEASE is made and entered into on this day of __________, 2025, effective
as of January 31, 2025, by and between Castle Pines North Metropolitan District, a Colorado special district (“Lessor”), and Timothy C. Gittlein, d.b.a. Gittlein Farms (“Lessee”) the addresses of each appearing in Paragraph 19 below.
RECITALS
A. Lessor owns following described premises situated in the County of Weld and State of Colorado, to wit: Lot B, Recorded Exemption No. 1309-19-4 RE4864, recorded January 7, 2007, at Reception No. 3598393 of the records of the Weld County Clerk & Recorder, such parcel being a portion of the E1/2 SE1/4, Sec. 19, Township 2 North, Range 66 West, 6th P.M., Weld County, Colorado, consisting of approximately 57.8 acres, subject to the easements for oil and gas development purposes discussed in more detail in Paragraph 7 below, and subject to the rights of other owners or lessees of oil and gas interests relating to the lands described above; together with all improvements, if any, on the same, including but not limited to one irrigation well augmented by a contract between the Central Colorado Water Conservancy District and Lessor, such half share referred to hereinafter as the “Water Rights.” The above-described lands, improvements and Water Rights are collectively referred to hereinafter as the “Premises.”
B. Lessor desires to maintain the Premises as an irrigated farm for the 2025 irrigation season.
C. Lessee desires to continue to operate the Premises as an irrigated farm for the 2025 irrigation season and raise a non-irrigated crop during the 2025-2026 non-irrigation season.
Nathan:
And this is another one that, Austin's office has been working on. we just approve a farm lease for the Anders farm. this is the same. Basically the exact same thing for, what was formerly Petrocco Farms. I guess this is actually, Mr. Petrocco's dad that's doing this one. and so it's a lease for a property that we own up there while we try and figure out mineral rights evaluations, property evaluations, all of that.
So this contract goes through spring of next year. theoretically allows for a little bit of winter planning, stops us from having to maintain the property and do weed control and all of that. And, the contracts are designed to just a little bit more than breakeven. So we cover our costs. It's not a a big moneymaker for us, but it does save us some headaches.
Jason:
where are we at, by the way, on the mineral rights investigation.
Nathan:
it took a while to get the company that Erik recommended to just go through their legal process to get the, indemnification clause removed. So we were able to get that removed, about a two weeks ago. And I think they really started looking at this about the end of last week.
I don't offhand remember the timeline, but we should know before budget season.
Jason:
All right. Great. Does anybody have any questions about the lease?
All right. Hearing none, we can close out item number seven, legal items. And we will move to item number eight and adjourn the meeting. Thank you very much.
Nathan:
Man. That was the sprint guys. Nicely done.
James:
Well, yeah. I'm gonna keep turning the heat up.
Leah:
I do have a question though. this isn't me trying to draw this out on purpose.
Jana:
I closed my computer.
Leah:
No, no. so I saw the email from one of our residents about, like a, like a leak or sewer sewer overflowing. and one of the things she had mentioned was that she she, filled out the contact form on the website and didn't get a response.
And I believe we've had other residents say something similar. at least like when I get an email to the board, it's like, hey, I filled out the contact form on the website and didn't hear back, so I was just wondering, where does that go? Do we want to keep that up? Do we want them to go right to you?
Nathan:
So, I don't know. I can't think of another example offhand, but for this specific one, if we had, it was a field miscommunication. both Will. So we they go through the website. Depending on the form, they go to different user groups. I get copied on all of them. When that one came through, we sent it to Semocor.
will thought that his field operator had called her is field operator thought that will it call there so nobody touch base. Unfortunately. Okay,
Jason:
so we need to check the balance in there.
Jana:
I know I was going to say how do we keep this from happening again? The, like, do we have a way of tracking it where it says issue closed spoke to resident some kind of system?
Yes. because that's the way we we do it at Aurora. So we'll have an open ticket and then it'll say assigned to and then closed with a note regarding it. So that way you confirm. Yeah. Yeah. I called her back. Or in that way you would say similar. Closed it to.
Nathan:
Yeah. We need to do will and I have had conversations about the Doppler system.
really what it comes down to is we need to do a better job of using the tools that we already have. And I can kind of show you how this is set up and streamline really quick.
Jana:
Nathan, we also, in public works, have a timeline that we have to call somebody back, even if it's just to tell them we got your ticket.
We're looking into it. And so even that like a, kind of. Yeah. What's it like? I don't know what that means.
James Off-mic:
Service Level Agreement.
Jana:
What is it mean?
James:
Service level agreement.
Leah:
Oh, so it's like we have an SLA of 48 hours. Like we will get back to you...
Jana:
perfect. So yes, we have 48 hours before we even, you know, before it goes red of Jana has not called this citizen back.
Describer:
On screen. The Forms Submissions page on the CPNMD.org website backend where forms are listed with categories and the personnel assigned to respond to the form.
Leah:
So. Good call out. So thinking about that to like we're even I, I mean the other thing is I don't know, like if they fill out the form, if it just kind of goes into the ether or if they get something back saying like, we've received your whatever, somebody, we'll get back to you within. but I'm just thinking through just some of the emails that I've gotten where they've, you know, reached out through forms or general contact information on the website and then haven't heard back.
Jana:
there also is an option, at my work where if a citizen doesn't need to be contacted back, they can even say, this is just an FYI, no need to call me back. You know, they, you know, for maybe a pothole. I know that's not you guys. That's an example, though. you know, some no need to follow back up.
Nathan:
So the, I guess I don't need this.
The service level agreement. Is that something that. Would be in place between the district and Semocor Is that an internal kind of process?
Jana:
Mine is internal. So even if I need to send it to a contractor, it's my. I have 48 hours to respond and say, hey, we're looking into it. I will follow back up with you in two weeks.
You know, if I need to move your meter, you'll know it's a 48 hour to touch base with them. but. So it's not that Semocor gets it. It's the the, metro district. It has 48 hours to contact them.
Leah:
Yeah. And I was going to say, I think I think SLA should always be from the customer's perspective.
like, how long should it be until they hear from somebody? And then how we work it out behind the scenes is up to us.
Nathan:
Yeah. It's. Yeah. So. Well, it sounds like to me that's probably the best next step there would be kind of like using tools that we already have defined to go ahead and build that into, like a written policy.
And then SOP, that's that. I can do.
Describer:
On screen. A Manage Form Submission pop-up window on the CPNMD.org website backend. Nathan explains.
Nathan:
yeah. And this is the way that it's currently set up. It's kind of ugly, but this is it just kind of comes through here. We can view, edit the ticket and generally it sits here until somebody goes and clicks completed.
Jana:
So you have you have the tool here. Yeah.
Nathan:
So this doesn't give us any alerts or anything like that.
It does track it. What I, what I, what I think will be helped by building that SOP or the SLA is really defining. What does it like? At what point are you allowed to check this as completed? I think that that's probably a component to where this went wrong. Is that when we and when I guess when I got that form submission, I sent it out to Semocor.
And then I marked it as completed. At that point, rather than waiting for a check back from Semocor that it had been that they had been contacted.
Jana:
It does feel like you need more fields that say in progress. Yes.
Nathan:
Yeah, these are these ones are all predefined for us, so there's not much I can do with it.
These are the options that the platform gives me.
Jana:
And yeah, I don't know if you don't have the ability to add to that.
Nathan:
I can't add that. I can't add to the status forms. No.
Jason:
Nathan, there's, as part of the our Microsoft environment, there is a SharePoint template that they built called helpdesk tickets. And, it's a ticketing system built on the SharePoint site that you could spin up in seconds, and it's really customizable, so you can modify it to, to suit your needs, but it can trigger emails going out to people.
so if, if you want some more information about that, we can talk about that.
Nathan:
Sounds good. one of the other things that, Eric, Susan, Molly and I have been working on is, getting ready to update our, our billing software. ours is on the verge of losing, support. It's a very old school drop down system.
and what I can one of the things we can look into is what are kind of the augmented abilities for that kind of ticket tracking. And maybe the solution is that every time we get one of these form submissions, rather than managing it as a, as a separate entity inside of streamline, the you know, we could market is completed in streamline when a work order has been generated.
And then we'd have a lot more of that advanced tracking technology capabilities.
Jason:
All right. any other issues? All right. Hearing none will adjourn the meeting again. Thanks, everyone.