AGENDA - Rain Retail POS

The Regular Meeting of the

Brian Head Town Council www.Zoom.us (Click Here)

Via Zoom Meeting ID# 868 4670 4641

TUESDAY, MAY 10, 2022 @ 1:00 PM

AGENDA A. CALL TO ORDER

B. PLEDGE ALLEGIANCE

C. DISCLOSURES

D. APPROVAL OF THE MINUTES: 1. April 26, 2022 Town Council Meeting

2. April 26, 2022 Town Council Closed Session Meeting

E. REPORTS / PUBLIC INPUT ON NON-AGENDA ITEMS. Public input is limited to

three (3) minutes on non-agenda items.

F. AGENDA ITEMS:

1. PUBLIC HEARING FOR LAND MANAGEMENT CODE AMENDMENTS FOR

CHAPTERS 2 (DEFINITIONS), CHAPTER 7 (ZONE DISTRICT REGULATIONS),

CHAPTER 12 (DESIGN GUIDELINES FOR CONSTRUCTION) The Council will hold a

public hearing to receive comments on proposed amendments to the Land Management Code, Chapters 2,

Chapter 7, and Chapter 12. Comments are limited to three minutes and written comments may be

submitted to the Town Clerk at [email protected] no later than 4:30pm by May 9, 2022. Details are

available at the Town Hall or on the Town website brianheadtown.utah.gov.

2. ORDINANCE AMENDING THE LAND MANAGEMENT CODE FOR CHAPTER 2

(DEFINITIONS) CHAPTER 7 (ZONE) DISTRICT REGULATIONS) AND CHAPTER 12

(DESIGN GUIDELINES FOR CONSTRUCTION). Becky Bennett, Town Planner. The Council

will consider an ordinance amending the LMC for storage containers and bonus space.

3. FISCAL YEAR 2023 TENTATIVE BUDGET PRESENTATION. Shane Williamson, Town

Treasurer. The Town Council will adopt the FY2023 tentative budget and set the public hearing dates for

the FY2023 Budget adoption.

4. INFRASTRUCTURE PARTNERSHIP PROGRAM. Aldo Biasi, Public Works Director. The

Council will give their input and direction on a partnership program for property owners on road

improvements when water main lines are installed.

5. RESOLUTION ADOPTING THE BRIAN HEAD COMMERCIAL CORRIDOR

TRANSPORTATION STUDY. Bret Howser, Town Manager. The Council will consider a resolution

adopting the Brian Head Commercial Corridor Transportation Study.

6. RESOLUTION AMENDING THE BRIAN HEAD PERSONNEL POLICY AND

PROCEDURE MANUAL. Bret Howser, Town Manager. The Council will consider a resolution

amending the Personnel Policy and Procedure Manual.

7. RESOLUTION ADOPTING THE FY2023 STRATEGIC PLAN. Bret Howser, Town Manager.

The Council will consider a resolution adopting the FY2023 Strategic Plan.

8. FUTURE AGENDA ITEMS. The Council will discuss potential items for future agendas.

G. ADJOURNMENT

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mailto:[email protected]

http://brianheadtown.utah.gov/

Date: May 6, 2022

Available to Board Members as per Ordinance No. 11-003 authorizes public bodies, including the Town, to establish

written procedures governing the calling and holding of electronic meetings at which one or more members of the public

board may participate by means of electronic communications. In compliance with the Americans with Disabilities Act,

persons needing auxiliary communications aids and services for this meeting should call Brian Head Town Hall @ (435)

677-2029 at least three days in advance of the meeting.

CERTIFICATE OF POSTING

I hereby certify that I have posted copies of this agenda in three conspicuous locations; Post Office, and the Brian Head Town Hall and

have posted copies on the Utah Meeting Notice Website and the Brian Head Town website and have caused a copy of this notice to be

delivered to the Daily Spectrum, a newspaper of general circulation.

Nancy Leigh, Town Clerk

Brian Head Town Council Update

May 1, 2022

BRIAN HEAD MARSHALS OFFICE:

The town seems to be quiet and peaceful with the resort closing. The Marshal’s Office

has stayed busy with a wide variety of calls, while at the same time getting caught

up on trainings and certifications. The slow down after the closing of the resort is a

great time for us to address our training needs and to prepare for the summer season.

With Brad’s retirement and with being a little shorthanded. We have been working

hard to try and get a new hire that would be a good fit for the town. We have an

accepted offer out to a certified police officer who we have had work for us in years

past. We are excited for his eventual start date. We have recognized the challenges

with hiring not only for us but for other agencies. So, we offered to allow him to stay

with his current agency up to July 1 in an effort to keep up good relations and for

them to have time to fill his position. So, we are shorthanded for a few months,

especially with Deputy Mathews going through his EMT training five days a week.

But we will keep working hard and making sure the town stays covered and we have

a proactive presence in our community.

Deputies are still handling domestic violence calls way more regularly than we have

historically had. We responded to two this past month. But this is less than we were

experiencing at the beginning of the ski season, and we hope it continues to trend

down as summer approaches.

Another new trend we are seeing is person’s moving into our community who are

being tracked on probation or parole, as well as sex offenders. This is a new thing for

us. But we are working closely with our friends at Adult Probations and Parole and

have close tabs on these individuals. It is much easier to track the known than to try

and figure out the unknown. We will continue to monitor who is coming and going in

our community and keep it safe.

A big shout out to Deputy Danny Abbott who has been working hard to fill our slot

on the Iron Metro SWAT Team. Deputy Abbott has already proven to be a huge asset

to our local SWAT, and I hear often how great a job he is doing. Deputy Abbott has

been working hard to fill this slot and as of today is now down 30 lbs. and is getting

stronger by the day. He will be leaving for “SWAT Hell Week” in August and with a

pass there will then be considered an active member of our team.

As mentioned earlier, Deputy Mathews is working hard to get his EMT certification.

He will conclude his classes for this basic course at the end of May. He seems to be

really enjoying the knowledge he is gaining and excited to be able to provide a

higher level of service as a “Public Safety Office.” With completion of this course, he

will be EMT and Wildland Fire Certified. We will then start him into his structural

fire certifications along with Deputy Jon Bettridge who is already and EMT and our

newest deputy. So, we are continually progressing our new hires in their

certifications and qualifications.

Deputies have also been busy going to court. There was a huge back up of cases due

to COVID that are now being addressed. We are happy to finalize these cases and

close them out through prosecution.

TYPES OF INCIDENTS

• Citizen/Motorist Assist –14

• Fire Inspections – 20

• Vehicle Accidents – 1

• Medicals – 5

• Domestic/Disorderly – 2

• Alarms/911’s – 9

• Fire Call – 3

• Trespassing – 1

• Suspicious – 2

• Animal Problem – 1

• Lost Property – 4

• Sex Offense – 1

• Parking – 2

• Welfare Check – 1

• Criminal Mischief/Vandalism – 1

Total Incidents for April – 67

BRIAN HEAD FIRE DEPARTMENT:

Wildland fire season is here. There have already been a few small brush fires in the

valley, and we have been doing all we can to prepare for this upcoming season. We

have just finished getting all of our trucks inspected and serviced. The structural fire

trucks just got their annual pump test completed and things are moving forward with

equipment preparation for the summer season.

We have also been busy getting our firefighters ready for the summer fire season. We

conducted our annual Physical Fitness Test (Pack Test) this month and we had good

results. This test consists of walking three miles in less than 45 minutes wearing a

45-pound pack. It is a fast pace and I encourage you to just go walk it without the

pack and see just how fast of a walk it is. We like to do it on a track due to the impact

the weight is on your knees. We had a couple of firefighters elect to be certified at

the level of “non-arduous.” This means that they have to be able to walk a mile in

less than 15 minutes with no pack. This is a great way to keep up your fire

certifications while you are dealing with an injury or that age thing starts catching

up to you. With the “Non-Arduous” test, you can still drive a fire truck on initial fire

attack, however you will not be able to go on an extended assignment on or off district

as a frontline firefighter. You can still drive a non-tactical water tender that supplies

water to the frontline crews. So, it is a great thing for us to keep our firefighters

active even in their later years of service.

We did some spring burning projects up in Steam Engine on the Aspen 159. We hope

to still do some more work in this area. Also, we have been issuing burn permits to

private landowners and contractors to burn slash they piled last year. This is still a

great way to reduce fuel load and the spring is a great time to conduct these burn

projects. Permits still need to be applied for online and we always have to meet our

Air Quality requirements.

Paragonah Fire Department hosted a training this month involving electric vehicles.

It was highly informative on how and what things we can and cannot do on an electric

vehicle type of incident. There is going to be some challenges to the public safety

service as we see more and more of these vehicles come out on the road.

Brian Head Town

PUBLIC WORKS DEPARTMENT UPDATE

May 05, 2022

Strap in, because here we go. With the snow melting, the construction season has

begun. Public Works has already started projects that were put off last fall due to

weather or just lack of time due to the workload. Due to the workload on Public

Works, staff presented a request to the Council for two additional positions (regular

PW operator, trails/parks, and PW operator) which the Council approved (thank you

very much). Staff has hired the PW operator and would like to welcome Nick Wallis

to the team. Staff is interviewing two applicants for the Trail/Parks/PW Operator on

Friday May 5th with the intention to hire the week of May 10th. Staff is also

advertising the year-round part-time position but has so far been unable to get

anyone to apply but will continue the search until the position is filled. The following

are updates in each of the areas that Public Works have been working on.

STREETS

● The new hydraulic driven snow blower (Little Eddie) repair parts have arrived,

and we will get them installed and test run the blower. The parts have all

been covered under warranty.

• Snow removal equipment has been removed and will be serviced and put away

ready for next year.

• Routine grading to begin as soon as roads are dry enough.

• Dust control application is scheduled for June 23rd with a second application

scheduled for August 24th

• Chipping project has been awarded to Hale Sand and Gravel and is anticipated

to begin end of July, early August.

• Road material for the projects has already begun to be hauled by operators.

WATER

• Repair of the meter reading system continues with new MXU’s being installed.

• Material for the Waterline Projects on Lookout and Sandstone will begin to be

delivered the week of May 16th or possibly earlier.

• The 2022 Waterline Projects for the three SAA’s have been awarded. A pre-

construction meeting is scheduled Tuesday May 10th.

SEWER • Staff is drafting an RFP and will be sending it out within the next two weeks for the

upsizing the sewer line segments identified in the Sewer Capital Facility Plan (CFP).

Data will be collected and sent to the engineer for this project over the summer, so

that it can be ready to put out for bid in the spring of 2023.

• Staff is collaborating on a plan of attack to address the infiltration issues that

occur during the spring runoff. Two sealable manhole rings and lids have been

ordered and should arrive next week.

• The new camera been ordered and is anticipated to arrive in the middle of

June.

PARKS & TRAILS

• Engineering for the Town Trail phase III will continue. A grant application

has been submitted to Utah Outdoor Recreation for partial grant funding on

this project.

• The Parowan Canyon ATV Trail improvements should be completed by end of

the week of May 2nd.

IN-HOUSE PROJECTS

The Public Works Department will continue to work on in-house projects and

maintain the buildings and equipment as needed. If you have any questions or

concerns, please do not hesitate to call.

STAFF REPORT TO THE TOWN COUNCIL SUBJECT: Public Hearing / Ordinance Amending the Land

Management Code Chapters 2, 7, 12

AUTHOR: Becky Bennett, Town Planner

DEPARTMENT: Administration

DATE: May 10, 2022

TYPE OF ITEM: Legislative Action

SUMMARY: The Town Council will hold a public hearing to receive comments on proposed amendments

to the Land Management Code. Once the public hearing is closed, the Council will then

consider an ordinance amending the Land Management Code for chapters 2 (Definitions),

Chapter 7 (Zone District Regulations, and Chapter 12 (Design Guidelines for Construction).

BACKGROUND: To encourage affordable housing in Utah, the Utah State Legislature enacted Utah Code 10-

9a-534: Regulation of building design elements prohibited – exceptions (Attached as

Appendix A). This new section restricts municipalities from imposing requirements for

building design elements on any one- or two-family dwellings within any municipality.

Building design elements include: exterior building color, type of exterior cladding material,

and rear yard landscaping. Utah Code 10-9a-534 applies to all municipalities in the State of

Utah.

There are a couple of exceptions listed in this section of the Code. The main two exceptions

require that the property owner request to be regulated by Town design standards. The owner

can either agree to the building design elements under a development agreement or the

owner can request that the municipality apply a land use regulation that is not otherwise

available as a permitted use in the zoning area.

The current Brian Head Land Management Code does not currently explicitly recognize the

design elements exemptions for single-family residential now incorporated in statute. Brian

Head’s code previously required that all single- and two-family homes be regulated by

Chapter 12: Design Standards for Construction. This chapter currently allows for the Town

to regulate exterior color, type of cladding, and rear yard landscaping. The point of this Land

Management Code change is to alter Brian Head’s Land Management Code in light of the

change to State Law.

The Public Notice was posted, and the Town received one public comment. The Public

Comment is attached as Appendix B.

BOARD/COMMISSION RECOMMENDATION: After discussion, Planning Commission recommended approval with the following conditions:

- Add “footprint” to the R2 changes,

- Add a reference to the Building Bonus Section (9-7-10) in R1 and R2,

- Add a section in Village Commercial, General Commercial, and Light Industrial

denoting that storage containers are not allowed unless the applicant agrees to the

Building Bonus Section,

- Add “Other materials may be considered at the discretion of the decision-making

body” in 9-12-7B, and

- Revert 9-12-7(J) back to the original writing to disallow storage containers as

accessory structures.

These changes were implemented into the copy attached to this Staff Report.

ANALYSIS: The State of Utah has effectively preempted every municipality’s regulatory power over most

aesthetic design standards on single family dwellings. In a resort town like Brian Head the

State’s action would not only diminish the quality of development in the town, but also could

decrease property values, decrease interest in the town, and could eventually impact the local

economy – in Brian Head, aesthetics are ultimately economics. Resort Towns such as Brian

Head need the ability to regulate the exterior design of single- and two-family homes –

especially when more than 80% of those homes are nightly rentals. Nightly rentals help

newcomers gain a feel of our culture and impact their desire to return and spend money at

local businesses. It is rare that a visitor comes to Brian Head and is disappointed that the

town is “too cabin-y,” or “too rustic.” Visitors of Brian Head visit the town for its rustic alpine

village look, its unmatched scenery, and its fantastic recreational opportunities. That is at

risk if the Town is no longer able to regulate the exterior design of residential homes.

The spirit of the State was to encourage affordable housing in an era when housing is

unaffordable in all areas of the country. Brian Head’s existing design standards, however,

are not such that they would add significant cost to a home. We don’t require all stone

cladding for example. A metal roof with a light reflective value under 30 is no more expensive

than one with a LRV over 30. These are aesthetic choices, and it is staff’s opinion that

allowing aesthetic choices that detract from the character of the Town will not equate to

additional affordable housing. A town can attain affordable housing through a variety of

other avenues. Nonetheless, in the spirit of Utah Code 10-9a-534, the following changes are

proposed (Appendix C).

Reduce the maximum allowable footprint for those building without requesting a bonus:

First, it is recommended that the maximum footprint of R-1 dwellings be reduced to a 1,000

square foot footprint and R-2 dwelling be reduced to a 1,500 square foot footprint. While

footprints do not normally include garages and patios, these two additions were added This

would include garages and patios. It is also recommended that the height of R-1 and R-2

dwellings be reduced to a maximum allowance of 25 feet. With these changes, the Town Code

will remain in compliance with the spirit of State law: that housing remain affordable. In a

resort town, it is difficult to find any land, let alone any housing, that is affordable. However,

the above constraints restrict large homes from being built, and therefore force the applicants

to build “affordably.”

Create a bonus size eligibility for those who elect to agree to our design standards:

When Utah League of Cities & Towns (ULCT) staff was negotiating the language of §10-9a-

534 with state lawmakers, several exemptions were included to allow municipalities to

maintain design elements regulations under certain circumstances. One allowed for “a land

use regulation… that a property owner requests the municipality to apply to their land, and

in exchange for an increase in density or other or other benefit not otherwise available.” State

lawmakers routinely pointed to those clauses when cities, including Brian Head, protested

the preemption of our regulatory power, encouraging cities to avail themselves of these

exemptions where appropriate. Staff proposes the following measure in line with that

suggestion from state lawmakers.

To allow residents the opportunity to build the resort house of their dreams that exceeds

1,000 sq feet, staff added a “Bonus Section.” This bonus section allows for anybody to build a

home up to 4,500 sq feet, so long as the applicant agrees to abide by the Town’s exterior

design standards in chapter 12. The applicant would be required to sign, notarize, and record

a contract that states which town standards will be applied to their home so that the

applicant is aware of the standards they will be held to. In essence, Brian Head will NOT be

further limiting the size of any homes built.

The idea behind the size limits and bonus package comes from the state code: affordability.

Any home built in Brian Head that is over 1,000 square feet in size and over 25 feet in height

will not be affordable to build. It is expensive to bring contractors to the mountain. It is

expensive to find sub-contractors. It is expensive to find building materials.

Allow shipping container homes with certain conditions:

Brian Head Town Code has previously been silent regarding the materials used to construct

a home except for the exterior cladding. In the past, when people have applied for a building

made of shipping containers, staff has responded that the Town is ambivalent on what the

inside of your walls is made of, but you need to follow our exterior building materials design

standards. So, you could build with a shipping container, but it couldn’t look like a shipping

container. With the change in statute, this is no longer a tenable approach.

Therefore, Staff is proposing that storage containers now be allowed as homes in Brian Head

to aid in the affordable housing attempt. However, the proposed code changes do not allow

for container homes unless the applicant agrees to stricter design standards on their storage

home. These changes only allow for 25% of the actual storage container on the exterior of the

building. That metal must be painted with premium paint and be color matched to the

surrounding vegetation or ground cover. The remaining 75% of the home must meet the

Town’s existing design standards in Chapter 12. The applicant must also agree to keep-up

on the maintenance of the structure to ensure that it does not fall into disrepair. If the

container home is not maintained to the Town’s standards, then the applicant/homeowner

will be cited.

Standards for Review for LMC Changes:

The following are the Standards for Review for an amendment to the Land Management

Code:

“The Town Council may, from time to time, in a manner consistent with the Town General

Plan, amend any provision of the Land Management code. However, amendments of this title

shall not be approved, or final action taken until after the giving of public notice and the

holding of public hearings, as may be required by state law and this title.” 9-7-1.

According to State Law, the Planning Commission is required to provide notice, hold a public

hearing, consider written objections, then review and recommend to the Town Council

whether to accept, reject, or accept with conditions.

Public notice was posted. The public hearing was held at the Planning Commission meeting

on May 3rd and the Planning Commission gave a positive recommendation with conditions.

The Town Council will now hold a public hearing, have discussion, and decide whether to

reject, accept, or accept the proposed changes with conditions.

FINDINGS: 1. The proposed Land Management Code change meets the intent of the Utah State

Code by removing certain design standard regulations for affordable one- and two-

family housing within Town limits.

2. The proposed Land Management Code change meets the vision and intent set forth

in the Community Vision: Brian Head is a rustic mountain village with diverse

recreation where people and nature co-exist.

3. The proposed Land Management Code change is consistent with Land Use Element

CD 01: Maintain land management policies that reflect the Community Vision and

General Plan by providing for a mix of affordable homes and high-end cabins within

Town limits.

STAFF RECOMMENDATION: Staff recommends that Town Council approve the proposed changes for chapter 2, 7, and 12

of Brian Head’s Land Management Code based on the findings listed above.

PROPOSED MOTION: The Town Council can reject, accept, or accept with changes.

Recommended motion: I move to adopt ordinance No. 22-002 amending Title 9, Land

Management Code, Chapter 2: Definitions, Chapter 7: Zone District Regulations, and

Chapter 12: Design Standards and Guidelines for Construction as presented.

ATTACHMENTS: A – Utah Code 10-9a-534

B – Public Comment Received from Jean Chapin

C – Ordinance Amending the Land Management Code

Utah Code

Page 1

Effective 5/28/202110-9a-534 Regulation of building design elements prohibited -- Exceptions.(1) As used in this section, "building design element" means:

(a) exterior color;(b) type or style of exterior cladding material;(c) style, dimensions, or materials of a roof structure, roof pitch, or porch;(d) exterior nonstructural architectural ornamentation;(e) location, design, placement, or architectural styling of a window or door;(f) location, design, placement, or architectural styling of a garage door, not including a rear-

loading garage door;(g) number or type of rooms;(h) interior layout of a room;(i) minimum square footage over 1,000 square feet, not including a garage;(j) rear yard landscaping requirements;(k) minimum building dimensions; or(l) a requirement to install front yard fencing.

(2) Except as provided in Subsection (3), a municipality may not impose a requirement for abuilding design element on a one to two family dwelling.

(3) Subsection (2) does not apply to:(a) a dwelling located within an area designated as a historic district in:

(i) the National Register of Historic Places;(ii) the state register as defined in Section 9-8-402; or(iii) a local historic district or area, or a site designated as a local landmark, created by

ordinance before January 1, 2021;(b) an ordinance enacted as a condition for participation in the National Flood Insurance Program

administered by the Federal Emergency Management Agency;(c) an ordinance enacted to implement the requirements of the Utah Wildland Urban Interface

Code adopted under Section 15A-2-103;(d) building design elements agreed to under a development agreement;(e) a dwelling located within an area that:

(i) is zoned primarily for residential use; and(ii) was substantially developed before calendar year 1950;

(f) an ordinance enacted to implement water efficient landscaping in a rear yard;(g) an ordinance enacted to regulate type of cladding, in response to findings or evidence from

the construction industry of:(i) defects in the material of existing cladding; or(ii) consistent defects in the installation of existing cladding; or

(h) a land use regulation, including a planned unit development or overlay zone, that a propertyowner requests:

(i) the municipality to apply to the owner's property; and(ii) in exchange for an increase in density or other benefit not otherwise available as a permitted

use in the zoning area or district.

Enacted by Chapter 3, 2021 Special Session 1

Nancy Leigh <[email protected]>

Proposed Amendment

Jean Chapin < > Tue, Apr 19, 2022 at 12:46 PM To: Nancy Leigh <[email protected]>, [email protected] Cc: Jay Chapin < >, Clayton Calloway < >

Hi Becky - given the timing of hearing, my note is not as clearly presented as I would like. Specifically, we have major concerns about the maximum height being insufficient as well as being inconsistent with the natural, mountain home setting.

Insufficient - when you add 3-5 feet of exposed foundation, 10 foot first floor, 10 foot second floor along with joist/mechanical space between floors, the primary structure without a roof could easily hit 25 feet. Add a snow load appropriate roof pitch of 6/12 and now you are way over 25 feet! Put a chimney at the peak of 3 feet and a total height of 35 to 40 feet would not be unreasonable. If the basement is partial walk out, the regulation would not allow for an above grade 1st and 2nd floor.

Inconsistent - conserving land and building wisely is critical to both the appearance and safety of the Brian Head community. To fit the preferred features for a vacation home in a ski resort town, owners will build bigger footprints and create more environmental disruption. If max height is extended, the ability to go up versus out is beneficial both environmentally as well as typically financially.

I appreciate there is a need for codes to protect the environment and the community. Placing a max height restriction at 25 feet is significantly limiting and will ultimately hurt the community if we become know as a difficult town to build in.

I strongly encourage that this change is revisited with meaningful vs rushed input from the town and community.

Many thanks - Jean

Jean Chapin

On Apr 19, 2022, at 8:15 AM, Nancy Leigh <[email protected]> wrote:

mailto:[email protected]

DRAFT

ORDINANCE NO. ___

AN ORDINANCE AMENDING BRIAN HEAD TOWN CODE, TITLE 9, LAND MANAGEMENT CODE, CHAPTER 2 DEFINITIONS, CHAPTER 7 (ZONE DISTRICT REGULATIONS FOR R-1, R-2, R-3, G-C, VC, IL ZONES AND ESTABLISHING 9-7-10 BUILDING BONUSES; CHAPTER 12-7-B - BUILDING DESIGN STANDARDS FOR CONSTRUCTION – BUILDINGS AND PROVIDING FOR AN EFFECTIVE DATE.

WHEREAS, Brian Head Town has identified a need to amend the Brian Head Land Management Code in order to regulate land use within the Town limits of Brian Head, Utah; and,

WHEREAS, the Brian Head Planning Commission held a public hearing on May 3, 2022, giving at least fourteen (14) days’ notice prior to the public hearing to receive public comment. The Planning Commission hereby forward their recommendation of approval with modifications to the Brian Head Land Management Code, Chapter 2: Definitions; Chapter 7, Zone District Regulations, and Chapter 12, Building Design Standards for Construction to the Brian Head Town Council for their consideration and adoption; and

WHEREAS, the Brian Head Town Council held a public hearing on May 10, 2022, giving at least fourteen (14) days’ notice to receive public comment on the proposed amendments Brian Head Land Management Code; and

WHEREAS, it is in the best interests of Brian Head Town and the health, safety, and general welfare of its citizens to adopt this Ordinance:

NOW, THEREFORE, BE IT ORDAINED BY THE COUNCIL OF BRIAN HEAD, UTAH, COUNTY OF IRON, STATE OF UTAH, AS FOLLOWS:

Section 1. The Brian Head Land Management Code is hereby amended and incorporated herein by reference as Title 9, Chapters: 2 (Definitions); Chapter 7 (Zone District Regulations); and Chapter 12 (Design Standards for Construction), of the Brian Head Town Code regulating land use within the Town of Brian Head, Utah as Attachment A

Section 2. Effective Date. This Ordinance shall take effect upon its passage by a majority vote of the Brian Head Town Council. Upon this Ordinance being adopted by the Brian Head Town Council of Iron County, Utah, all provisions of this Ordinance shall be incorporated into Title 9 of the Brian Head Town Code.

Ordinance No._____

DRAFT

Ordinance No._____

Section 3. Conflict. To the extent of any conflict between other Town, County, State, or Federal laws, ordinances or regulations and this Ordinance, the more restrictive is deemed to be controlling. Section 4. Severability Clause. If any section, subsection, sentence, clause, phrase, or portion of this Ordinance is, for any reason, held invalid or unconstitutional by any court of competent jurisdiction, such portions shall be deemed a separate, distinct and independent provision, and such holding shall not affect the validity of the remaining portions of this Ordinance. Section 5. Repealer. All provisions of the Brian Head Town Code that are inconsistent with the expressed terms of this Ordinance shall be repealed. PASSED AND ADOPTED BY THE BRIAN HEAD TOWN COUNCIL OF IRON COUNTY, UTAH this _____ day of May 2022 with the following vote. Town Council Vote: Mayor Clayton Calloway Aye____ Nay____ Council Member Kelly Marshall Aye____ Nay____ Council Member Dennis VanNostran Aye____ Nay____

Council Member Martin Tidwell Aye____ Nay____ Council Member Larry Freeberg Aye____ Nay____

BRIAN HEAD TOWN COUNCIL By: _____________________________

Clayton Calloway, Mayor ATTEST: ___________________________

Nancy Leigh, Town Clerk (SEAL)

CERTIFICATE OF PASSAGE AND POSTING

I hereby certify that the above Ordinance is a true and accurate copy, including all attachments, of the Ordinance, passed by the Town Council on the _____ day of May 2022 and have posted a summary of the adopted ordinance in two conspicuous places within the Town of Brian Head, to-wit: Town Hall and Post Office and posted to the Public Meeting Notice Website, and a complete copy of the adopted ordinance on the Brian Head Town Website and has been published in a newspaper of general circulation. _______________________________ Nancy Leigh, Town Clerk

Title 9 – Land Management Code

Chapter 2

DEFINITIONS

9-2-1: DEFINITIONS:

Unless the context requires otherwise, the following definitions shall be used in the interpretation

and construction of this title. Words used in the present tense include the future; the singular

includes the plural; the word "build" used in its verb form shall include the words arrange, design,

construct, alter, convert; the word "shall" is mandatory and not directory; the word "may" is

permissive; the word "person" includes a firm, association, organization, partnership, trust,

company or corporation, as well as an individual; the word "lot" includes the words plot or parcel.

Words used in this title, but not defined herein, shall have the meaning first as defined in any other

ordinance adopted by the town, and then its common, ordinary meaning.

ACCESSORY USE: A use on the same lot with, and customarily incidental and subordinate to,

the principal use. (Ord. 15-004, 4-28-2015)

ACCESSORY STRUCTURE: A structure that is customarily incidental and subordinate to the

principal building on the property and is physical detached to the principal building. (Ord. 15 -

004, 4-28-2015)

AFFORDABLE HOUSING: Housing occupied or reserved for occupancy by households with a

gross household income equal to or less than eighty percent (80%) of the median gross income

for households of the same size in Iron County.

AGENT: Any person who can show written proof that he/she is acting for the property owner

and with the property owner's knowledge and permission.

ALL WEATHER SURFACE: A durable vehicular driving surface, including compacted road base/gravel, concrete, asphalt or other similar material.

ALLEY: A public or private right of way primarily designed to serve as secondary access to the

side or rear of properties.

ALTERATIONS: Any change, addition or modification in the supporting members of a building,

such as bearing walls, columns, beams or girders, or electrical, plumbing or mechanical system

alterations.

APPEAL AUTHORITY: The appointed person designated by ordinance to decide an appeal or

Proposed Amendments Identified in Red FontMay 2022

a decision of a land use application or a request for variance. The Appeal Authority shall hear

and decide appeals from decisions applying the Land Management Code. (Ord. 15-004, 4-28-

2015)

AREA OF INSTABILITY: An area where there is a foreseeable risk of soil or rock movement as

established by a soils report.

AS BUILT DRAWINGS: See definition of Drawings, As Built.

ATTACHED BUILDING: Units connected on at least one side to an adjacent unit by a common

party wall or other connecting structure with separate exterior entrances.

ATTRACTIVE NUISANCE: Physical conditions of a property that would entice or attract entrance

to the property which could result in damage to the property or injury or death to the individual.

BALCONY: A floor projecting from and supported by a structure without additional independent

supports. (Ord. 15-004, 4-28-2015)

BANNER: See chapter 14 of this code.

BED AND BREAKFAST: A dwelling where a combination of breakfast and overnight lodging is furnished for pay.

BEGINNING OF CONSTRUCTION: Any alteration of a site (such as grading, boring holes, pouring concrete or removal of earth, foliage, trees or underbrush) or alteration of offsite conditions related to construction.

BUILDABLE AREA: The portion of any site, lot or parcel within setbacks and which does not

contain designated floodplain, watershed, wetlands or avalanche areas, and conforms to all

minimum criteria required for the placement of a structure in accordance with this code.

BUILDING: Any structure used or intended to be used for the shelter or enclosure of persons,

animals or property.

BUILDING AREA: The area encompassed by the outside measurement of the building, also

referred to as the "building footprint".

BUILDING COVERAGE:

A. The following categories shall be included in building coverage calculations:

1. The ground level (footprint) of any building.

2. The area covered by outdoor structures, such as carports, gazebos, etc.

B. "Building coverage" includes only those areas with a roofed structure.

BUILDING ELEVATION: The entire side of a building, from ground level to the roofline, as

viewed perpendicular to the walls on that side of the building.

BUILDING HEIGHT: The vertical distance, above the reference point, measured to the highest

point of the structure directly above the reference point. The reference point shall be the

elevation of the natural grade directly below the high point of the structure. The natural grade

elevation shall be determined by topographic elevations surveyed before construction and

submitted with the building permit application. In the absence of preconstruction elevations, the

natural grade shall be reconstructed by connecting the contour lines (on a drawing) through the

building, from a distance of five feet (5') outside the building wall. The maximum building height

in each zone shall be as an imaginary net that is suspended at the specified distance above and

parallel to the natural grade. Chimneys, however, may extend five feet (5') above this imaginary

net.

BUILDING OFFICIAL: The person designated as the Building Inspector of Brian Head Town by the Town Manager.

BUILDING, PUBLIC: A building owned and/or operated by a public agency of the United States

of America or of the State of Utah or any of its subdivisions, including Brian Head Town.

CARPORT: A covered structure not completely enclosed by walls or doors that is intended for

parking of vehicles. For the purposes of this title, a carport shall be subject to all regulations

prescribed for a private garage.

CARWASH: A building containing equipment meant for facilitating the washing or detailing of

motor vehicles either automatically or manually. This does not include temporary car wash

events, traveling car detailing services, or other such activities that don’t involve fixed specialized

car washing bays or equipment. Ord. 17-004, 7-11-2017)

CHILDCARE CENTER: An establishment for the care and/or the instruction of five (5) or more children for compensation, other than for members of the family residing on the premises, but not including a public school.

CHURCH: A building, together with its accessory buildings, maintained and controlled by a religious organization where persons regularly assemble for worship.

CONCEPT PLAN: An abbreviated building plan submitted to determine the basic feasibility of a

design for which a building permit is needed or required.

CONDOMINIUM: A form of real property ownership in which the purchaser of each unit air

space of an apartment building or in a complex of multi-unit dwellings acquires full title to the

unit and an undivided interest in the common elements (the land, roof, elevator, hallways, etc.).

(Ord. 15-004, 4-28-2015)

CONSOLIDATED FEE SCHEDULE: The schedule of fees, established by resolution by the

Town Council, to cover administrative costs associated with various land use applications

and other town services (Ord. 15-004, 4-28-2015)

CONTAINER: Any object used for holding other objects on property. The typical usage is as

storage containers used for shipping cargo on trains or boats. It is usually metal, but can be

made of other materials.

COURTYARD: An outdoor yard enclosed on more than fifty percent (50%) of its perimeter by

building walls.

COVENANTS, CONDITIONS AND RESTRICTIONS (CC&Rs): A document of restrictive

provisions for a particular plat, parcel or property recorded in the office of the Iron County

Recorder. CC&Rs are sometimes required for planned unit developments or other subdivision

and condominium plats. (Ord. 15-004, 4-28-2015)

DECK: An exterior floor supported by an adjacent structure and/or posts, piers or other

independent supports. (Ord. 15-004, 4-28-2015)

DENSITY: The number of nonresidential and residential uses expressed in terms of unit

equivalents per acre or lot or units per acre. "Density" is a function of both number and type of

dwelling units and/or nonresidential units and the land area. (Ord. 15-004, 4-28-2015)

DESIGN GUIDELINES: The document adopted by the Brian Head Town Council to direct and

guide the aesthetics of development in Brian Head Town.

DRAINAGEWAY: Collect, flow or are channeled depression in the earth's surfaces such as

swales, ravines, draws and hollows in which surface waters collect or are channeled as a result

of rain or melting snow. (Ord. 15-004, 4-28-2015)

DRAWINGS, AS BUILT: Construction drawings of a building or other improvements modified or

edited (showing changes) that is a true representation of building or project dimensions,

materials and details as actually constructed. (Ord. 15-004, 4-28-2015)

DRIVEWAY: A private driving access from any public right of way or private street, to a parking space or entrance of a parking garage, the use of which is limited to no more than four (4) residences.

DWELLING, MULTI-FAMILY: A building arranged or designed to be occupied by two (2) or

more families and having more than one dwelling unit.

DWELLING, SINGLE-FAMILY (RESIDENCE): A building arranged or designed to be occupied

by one family.

DWELLING UNIT: Any building or portion thereof, designed and used for the sleeping place of one or more persons or a family, but not including a tent or recreational vehicle, that meet Utah State health and safety requirements. (Ord. 15-004, 4-28-2015)

EASEMENT: That portion of a property reserved for present or future use by a person or agency, other than the legal owners of the property. The easement may be for use under, on or above said property.

FAMILY: A single individual, doing their own cooking and living upon the premises as a

separate housekeeping unit, or a collective body of persons doing their own cooking and living

together upon the premises as a separate housekeeping unit in a domestic relationship based

upon birth, marriage or other domestic bond, or no more than four (4) unrelated persons, as

distinguished from a group occupying a boarding house, lodging house, club, fraternity or hotel.

FILL: Any rock, soil, gravel, sand or other similar approved materials. (Ord. 15-004, 4-28-2015)

FINAL PLAT: A subdivision map or condominium map prepared in accordance with the

provisions of this title, other applicable ordinances and laws, which shall be placed on record in

the office of the Iron County Recorder.

FIRE PROTECTION: Water supply, water lines, fire hydrants and other devices as may be required in accordance with this title and other applicable ordinances for the protection of structures, furnishings and inhabitants from fire.

FLOOD HAZARD: A hazard to land or improvements due to the potential inundation or overflow

of water having sufficient velocity to transport or deposit debris, scour the surface soil, dislodge

or damage buildings, or erode the banks of watercourses. (Ord. 15-004, 4-28-2015)

FLOODPLAIN: Areas adjoining a watercourse, lake or other body of water that have been or

may be covered by floodwaters.

FLOOR AREA: Area included within surrounding interior walls of a building, or portion thereof, exclusive of vents, shafts and courtyards.

FRONTAGE, LOT OR PROPERTY: The length of the property line bordering any public street

(also see definition of Lot Line, Front).

GARAGE: An accessory building designed or used for the storage of private motor vehicles owned by the occupants of the building. A garage shall be considered part of the dwelling if the garage and dwelling have a roof or wall in common.

GAS STATION: A building, or portion thereof, designed or used for selling gasoline and/or diesel fuel for cars and trucks, and/or for servicing or repairing motor driven vehicles for pay. (Ord. 15-004, 4-28-2015)

GENERAL PLAN: A document prepared and adopted by the Town Council pursuant to Utah

Code Annotated section 10-9a-401 et seq., containing long range growth policies and general

guidelines for proposed future growth and development of the land within Brian Head Town.

GEOLOGICAL HAZARD: A hazard due to the movement, failure or shifting of the earth which is

dangerous or potentially dangerous to life, property or improvements, as established by a soils

report.

GRADE, DRIVEWAY/ROAD/STREET: Slope measured at any point along a driveway, road, or street over a distance of twenty feet (20') running parallel with the direction of travel (see definition of Slope).

GRADING: Cutting through or otherwise disturbing the layers of the soil mantle so as to

permanently change the existing landform.

HABITABLE SPACE: A space in a building for living, sleeping, eating, cooking, and including bathrooms or toilet rooms. Closets, halls, storage or utility spaces and similar areas are not considered habitable spaces. (Ord. 15-004, 4-28-2015)

HARD SURFACE: A durable vehicular driving surface material such as concrete, asphalt pavement or brick pavers (not including road base or gravel).

HEAVY EQUIPMENT: Pieces of machinery or vehicles primarily employed for industrial uses such as construction, excavation, demolition, earthwork, snow removal, etc. Examples include

excavators, loaders, dozers, graders, backhoes, cranes, forklifts, man lifts, dump trucks, water

trucks, snowcats, concrete mixers and the like. Vehicles and equipment intended primarily for recreational use such as recreational vehicles, camping trailers, boats, ATV’s, horse trailers, etc.

are not considered heavy equipment.

Heavy equipment attachments or implements are removable and complementary equipment to

one piece of heavy equipment. Examples include a loader bucket, excavator shear, snowplow

blade, loader forks, etc.

Heavy equipment trailers are non-self-propelled vehicles employed primarily to transport heavy

equipment or otherwise facilitate the aforementioned industrial uses. Trailers intended primarily for transportation of recreational vehicles or other non-industrial uses are not considered heavy

equipment trailers. (Ord. 16-007, 11-08-2016)

HOME OCCUPATION: Any income producing activity conducted primarily within a dwelling and carried on by persons residing in the dwelling unit, which use is clearly incidental and secondary to the use of the home for dwelling purposes. (Ord. 15-004, 4-28-2015)

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HOTEL: A building containing sleeping rooms for the occupancy of guests for compensation on

a nightly basis, and accessory facilities such as a lobby, meeting rooms, recreation facilities,

group dining facilities and/or other facilities or activities customarily associated with hotels, such

as daily maid service. These terms do not include lockout units or bed and breakfast inns.

(Ord. 15-004, 4-28-2015)

IMPROVEMENTS: Objects, devices, facilities or utilities required to be constructed or

installed. Such improvements may include, but are not limited to, street construction. (Ord. 15-

004, 4-28-2015)

KENNEL: Any premises where animals are kept for compensation. (Ord. 15-004, 4-28-2015)

LANDSCAPING: Improvements made to the appearance of an area of land, including trees,

shrubs, flowers and grass that is harmonious with surrounding area and structure. Landscaping

may include natural vegetation which is undisturbed trails and unpaved walking areas.

"Landscaping" may not be counted toward the minimum landscape requirements unless it is a

minimum two feet (2’) in the narrowest dimension. (Ord. 15-004, 4-28-2015)

LIGHT MANUFACTURING: Fabrication operations in which all processing, curing,

compounding, packaging, treatment, assembly, or disassembly of items takes place wholly within

an enclosed building and generates little to no external noise, smoke, fumes, or odors. (Ord. 17-

004, 7-11-2017)

LOT: A unit of land described in a recorded subdivision plat. (Ord. 15-004, 4-28-2015)

MASTER PLANNED DEVELOPMENT: Flexible planning approach as defined in Chapter 11, Flexible Approaches, of this title. (Ord. 15-004, 4-28-2015)

MODULAR BUILDING: A permanent building which consists of one or more units which has

been wholly, substantially or primarily prefabricated at an offsite or on-site location and

transported to the site for final assembly and finishing on a permanent foundation provided

specifically for it on the site. A "modular building" is other than a mobile home or a recreational

vehicle.

MOTEL: A building or group of buildings containing individual sleeping or living units which is

designed and used primarily for the accommodation of transient automobile travelers and

having automobile parking immediately adjacent. (Ord. 15-004, 4-28-2015)

NATURAL WATERWAYS: Those areas varying in width along streams, creeks, springs, gullies,

or washes which are natural drainage channels.

NONCONFORMING BUILDING OR STRUCTURE: A building or structure, or portion thereof,

lawfully existing at the time the provisions of this title governing the structure became effective,

and because of one or more subsequent changes in this title does not now conform to the

setback, height restrictions, or other regulations of this title, excluding those regulations which

govern the use of land.

NONCONFORMING STREET: A road or street, or portion thereof, lawfully existing at the time

this title governing streets, or subsequent changes, became effective which does not now

conform to the width, slope, surface or other standards required by this title.

NONCONFORMING USE: A use of land that legally existed before its current land use

designation, has been maintained continuously since the time the provisions of this title

governing the land changed, and because of one or more subsequent changes to this title, does

not now conform to the regulations that now govern the use of the land.

OFF SITE IMPROVEMENTS: Improvements to be constructed outside the property boundaries.

OFF STREET PARKING SPACE: The space required to park one passenger vehicle, which

space shall meet the requirements of this title and other applicable ordinances.

ON SITE IMPROVEMENTS: Construction or placement of improvements within the property to which they pertain.

OUTDOOR DISPLAY: An outdoor arrangement of objects, items, products or other materials,

not in a fixed position and capable of rearrangement, designed and used for the purpose of

advertising or identifying a service or product for sale.

OUTDOOR RETAIL SALES: An establishment or premises where business is conducted

outdoors or within a temporary structure, from covered or open-air areas on a temporary or

seasonal basis, for the purpose of retail sales of goods or services such as landscaping or

nursery products, trees for decoration or ornamentation, food and recreational products to the

general public.

OWNER: The holder of the fee title to land or buildings or to property, whether a person,

partnership, corporation or other entity recognized by law, and his or its assignees or

successors in interest. (Ord. 15-004, 4-28-2015)

PARCEL: An un-platted unit of land described by metes and bounds and designated by the

County Recorder with a unique tax identification number. (Ord. 15-004, 4-28-2015)

PARKING, COVERED: If required, all parking will be identified within in the footprint of the

building structure. (Ord. 15-004, 4-28-2015)

PARKING LOT: An area, other than a street, including ramps and driveways, used for the

temporary parking of more than four (4) automobiles.

PARKING SPACE: Space within a building, lot or parking lot, for the parking or storage of one

motor vehicle, measuring at least nine feet by eighteen feet (9' x 18') for indoor parking spaces

and ten feet by twenty feet (10' x 20') for outdoor parking spaces.

PEDESTRIANWAY: A right of way designed for use by pedestrians and not intended for use

by motor vehicles of any kind; a pedestrian way may be located within a street right of way

and/or separated from vehicular traffic. (Ord. 15-004, 4-28-2015)

PERMANENT MONUMENT: Any structure of concrete, masonry and/or metal permanently placed on or in the ground for surveying reference.

PERMITS: A document issued by the appropriate agency, authorizing a particular activity.

PLANNING COMMISSION: The Brian Head Town Planning Commission, established pursuant to authority granted by Utah Code Annotated section 10-9a-301, as amended, or predecessor section.

PRELIMINARY PLAT: The drawings prepared to indicate the proposed layout of a subdivision

for the purpose of resolving most technical details in compliance with all regulations.

PRIVATE ROAD: See definition of Street, Private.

PROJECT: A building or improvements to buildings constructed on a lot or parcel that is

“platted” and recorded on a separate plat with the Iron County Recorder's office and representing

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to the public a single identity for commercial and/or residential purposes. (Ord. 15-004, 4-28-

2015)

PROTECTION STRIP: A strip of land between the boundary of a subdivision and a street within

the subdivision, for the purpose of controlling the access to the street by the property abutting

the subdivision.

PUBLIC UTILITIES: Includes every common carrier, pipeline corporation, gas corporation,

electric corporation, telecommunication corporation, water corporation, etc., where the service is

performed for the commodity delivered to the public, or any portion thereof.

RECORDER'S OFFICE: The office of the Iron County Recorder, Utah.

RESIDENCE: See definition of Dwelling.

RESIDENT: Any person who resides in Brian Head Town, considering it as his or her primary residence. Evidence of primary residence may be a voter registration card, driver's license or state issued identification card with a Brian Head Town address.

RESIDENTIAL PLANNED DEVELOPMENT (RPD): Flexible planning approach as defined

under Chapter 11 of this title. (Ord. 15-004, 4-28-2015)

RETAINING WALL: A wall designed to resist the lateral displacement of soil or other materials.

(Ord. 15-004, 4-28-2015)

ROOFLINE: The top edge of a peaked roof or, in the case of an extended facade or parapet,

the uppermost point of said facade or parapet.

SCHEMATIC SUBDIVISION PLAT: An abbreviated subdivision plat submitted to determine the

basic feasibility of a subdivision (see requirements in table 3, chapter 4 of this title.

SETBACK: Minimum distance between the property line and any buildings on the property.

SIGN: See chapter 14 of this title, "Sign Regulations".

SLOPE: An expression of the steepness of rise or fall in elevation measured along a line

perpendicular to the contours of the land. A vertical rise of ten feet (10') between two (2) points

one hundred feet (100') apart, measured on a horizontal plane, is a ten percent (10%) slope (5.7

degrees).

SPA: A commercial establishment providing services, typically including massage, body or

facial treatments, makeup consultation and application, manicures, pedicures, and similar

services, but excluding beauty and barber shops. (Ord. 15-004, 4-28-2015)

STABLE, PRIVATE: A detached accessory building for the keeping of equine owned by the occupants of the premises and not kept for hire, compensation, or sale.

STABLE, PUBLIC: Any stable where equine is boarded and/or kept for hire.

STORAGE CONTAINER: Any object used for storage on a property. Typical storage containers

are metal and rectangular but do not have to be.

STORY: The space within a building included between the surface of any floor and the surface

of the next floor or the roof of the building.

STREET SYSTEMS:

A. Street, Collector: A street, existing or proposed, which is the main means of access to the major street system.

B. Street, Cul-De-Sac: A minor terminal street provided with a turnaround.

C. Street, Major: A street, existing or proposed, which serves or is intended to serve as a

major traffic way and is designated on the master street plan as a controlled access

highway, major street, parkway or other equivalent term to identify those streets comprising

the basic structure of the street plan.

D. Street, Minor: A street, existing or proposed, which is supplementary to a collector street

and which serves or is intended to serve the local needs of a neighborhood.

E. Street, Private: A thoroughfare within a subdivision, condominium project or MPD/RPD

which has been reserved by dedication unto the sub divider or lot owners to be used as

private access to serve the lots or condominiums platted within the subdivision and

complying with the adopted street cross section standards of this town and maintained by

the sub divider or other private agency.

F. Street, Public: A thoroughfare which has been dedicated to Brian Head Town and

accepted by the Brian Head Town Council, which the town has acquired by prescriptive

right or which the town owns, or offered for dedication on an approved final plat, or made

public by right of use and which affords access to abutting property, including highways,

roads, lanes, avenues and boulevards.

STRUCTURE: Anything constructed, the use of which requires fixed location on the ground, or

attachments to something having a fixed location upon the ground; includes "building".

SUBDIVISION: The result of the division of any tract, lot, parcel, or land into two (2) or more

lots, plots, sites, or other divisions of land for the purpose, whether immediate or future, of sale,

lease or of building development, including:

A. The dedication of a road, highway, or street through a tract of land, regardless of area, which may create a division of lots or parcels constituting a "subdivision".

B. Division or re-subdivision of land into lots, sites, or parcels.

C. Division of land under RPD/MPD provisions where street and/or access to lots are owned and maintained by a private lot owners' association. (Ord. 15-004, 4-28-2015)

TEMPORARY STRUCTURES: A structure built and maintained during construction of a

development, activity or special event and then removed prior to release of the performance

guarantee; not including entertainment structures (i.e. bouncy houses, carnival rides, tent or

canopy less than 200 sq. ft. in area, etc.) used for less than two (2) calendar days before and

two (2) calendar days after the event in any calendar year, unless modified by a conditional use

permit. Structures erected by public and private utilities for not more than ninety (90) calendar

days in any calendar year, or emergency response structures erected during the duration of the

event. (Ord. 15-004, 4-28-2015)

TOWN MANAGER: The Chief Executive Officer of the Town of Brian Head, Utah. (Ord. 15-

004, 4-28-2015)

TOWN COUNCIL: The legislative body of Brian Head Town.

TOWN STAFF: The administrative employees of Brian Head Town.

TOWNHOUSE OR TOWNHOME: One of a group of several dwellings with common architectural

treatment, having one or more common walls where the owner owns the land under, in front,

in back, and perhaps on one side of the residential building.

UNDISTURBED LOT AREA: Land that is left in its native state and is not interrupted for

clearing, grading, filling, used for storage of soil or construction materials, or otherwise affected

for land use development. It specifically does not preclude removal of dead trees, thinning

undergrowth or similar conservation practices, or the creation and maintenance of unpaved

trails as part of the town trail system. (Ord. 15-004, 4-28-2015)

WATERCOURSE: A running stream of water; a natural stream, including rivers, creeks, irrigation ditches, etc. It may sometimes be dry but must flow in a defined channel.

ZONE DISTRICT: A portion of the territory of the town established under this title within which certain uniform regulations and requirements or various combinations thereof apply under the provisions of this title. Also includes "zone" and "zoning district". (2010 Code amd. Ord. 15-004, 4-28-2015)

ZONING ADMINISTRATOR: The person designated for the administration of zoning in Brian

Head Town by the Town Manager. (Ord. 08-016, 8-12-2008, amd. 2010 Code)


Chapter 7

ZONE DISTRICT REGULATIONS

9-7-1: R-1 SINGLE-FAMILY RESIDENTIAL: 9-7-2: R-2 MEDIUM DENSITY RESIDENTIAL: 9-7-3: R-3 MULTI-FAMILY RESIDENTIAL: 9-7-4: GC GENERAL COMMERCIAL: 9-7-5: VC VILLAGE COMMERCIAL: 9-7-6: L-1 LIGHT INDUSTRIAL: 9-7-7: ROS RECREATION OPEN SPACE: 9-7-8: COS CONSERVATION OPEN SPACE: 9-7-9: P PUBLIC USES: 9-7-10: ZONING DISTRICT TABLES:

9-7-1: R-1 SINGLE-FAMILY RESIDENTIAL:

A. Purpose: The R-1 district is intended to provide sites for low density single-family

residential uses, together with such public facilities as may appropriately be located in the

same district. The R-1 district regulations are intended to ensure adequate light, air, open

space for each dwelling, commensurate with single-family occupancy, and, along with the

town design standards, to maintain the desirable residential qualities of such sites by

establishing appropriate site development standards. Certain nonresidential uses may be

permitted as conditional uses, and where approved, are intended to blend harmoniously

with the residential character of the district.

B. Permitted Uses: Only the following uses are permitted in the R-1 zone:

Boarding of horses for non-commercial use, subject to a horse boarding permit. Commercial rentals of single-family residences, subject to a business license. Home occupations identified in subsection 9-10-5 of this title.

Single-unit dwellings.

Other uses customarily incidental and accessory to single-family residential uses, and

necessary for the operation thereof (garages or carports, play equipment, or other

approved single-family use).

C. Conditional Uses: The following uses are conditional and require a conditional use permit:

Bed and breakfast rentals.

Churches.

Home occupations identified in subsection 9-10-5C of this title.

Mother-in-law / guest house is an accessory use on one lot that is equal to or greater

than one acre and shall comply with accessory structure requirements in this title with a

maximum of one mother-in-law/guest house per property. (Ord. 18-006, 6-11-2018 amd.

Ord. 20-006, 7-14-2020)

Public or private schools.

Public parks.

Public utility uses.

D. Physical Restrictions:

1. Minimum lot area: Fourteen thousand five hundred twenty (14,520) square feet

(1/3 acre).

2. Minimum frontage width: Forty-five feet (45').

3. Minimum setbacks:

a. Front: Twenty-five feet (25'). An administrative exception may be granted for the

garage only when all of the following apply:

i. Front yard setback exceeds twenty percent (20%) slope (11.3 degrees).

ii. No habitable space within the setback area.

iii. Required off street parking is satisfied and maintained in the garage or on

the lot.

iv. The roof sheds snow away from the public right of way; and 5)

adequate snow storage on the lot.

v. Adequate snow storage on the lot.

Under no circumstances will the setback be less than five feet (5’). (Ord. 17-004,

7-11-2017)

b. Side: Twenty feet (20').

c. Rear: Twenty feet (20').

4. Setback exception: The following shall be allowed to encroach within the required

setback, subject to compliance with the provisions of this section:

a. Driveway and walkways.

b. Roof eaves provided they encroach no more than five feet (5') into the required setback.

c. Pop out windows, provided the bottom of the pop out structure is no less than four

(4’) feet above grade, measured at the pop out structure, the total width of the pop

out structure does not exceed twelve feet (12') measured at the point where the

pop out structure attaches to the residential structure, the pop out structure is

under and completely covered by a roof overhang or eaves, and the completely

covered by a roof overhang or eaves, and the pop out structure encroaches no

more than three and one-half feet (3 ½’) into the required setback; and, (2010

Code, amd. Ord. 15-004, 4-28-2015)

d. Decks and exterior staircases attached to the residential structure may be

permitted on a case-by-case basis after written approval of the zoning

administrator, following review. The deck or exterior staircase must be uncovered

other than by a permitted roof overhang or eaves of the residential structure, and

the deck or exterior staircase may encroach no more than four feet (4') into the

required setback. Decks or walkways less than 30” above grade may stand

within the innermost one-third (1/3) of the setback. (2010 Code, amd. Ord. 15-004,

04-28-2015).

5. Maximum Building Hheight: TwentyForty-five feet (25’). One foot (1') may be added

for each two and one-half percent (21/2%) slope (25 feet maximum).), or one foot (1')

may be added for every ten feet (10') of all setbacks greater than required (50 foot

maximum). (2010 Code, amd. Ord. 15-004, 4-28-2015)

5.

6. Maximum Building Coverage:

a) One thousand square feet (1,000 sq ft.) footprint including garages and patios

for a primary habitable structure. No more than forty percent (40%) for all

structures combined. Forty percent (40%) of the lot area. (2010 Code, amd.

Ord. 15-004, 04-28-2015)

b) Minimum building coverage: 400 square feet for a primary habitable structure

footprint (not including unenclosed decks and porches) and 160 square feet

for a secondary habitable structure. (Ord. 20-006, 7-14-20)

b)c) A property owner wishing to build larger than what is allowed in

this ordinance may refer to the Building Bonus Section in 9-7-10.

7. Minimum landscaping: Twenty-five percent (25%) of the lot shall be landscaped per section 9-12-5 of this title, with every effort to preserve existing vegetation. (2010 Code, amd. Ord. 15-004, 04-28-2015)

8. Parking: In accordance with section 9-12-15 of this title.

9. Undisturbed lot area: Fifteen (15%) of the lot shall not be disturbed during development. (2010 Code, amd. Ord. 15-004, 04-28-2015)

10. Remaining undeveloped lot: The remaining area shall be landscaped as per section

9-12-15 of this title. (2010 Code, amd. Ord. 15-004, 04-28-2015)

11. One piece of heavy equipment along with two heavy equipment attachments may

be kept on premises for non-commercial use, such as private snow removal or light

excavation. The equipment shall be parked in a place and manner so as to be

reasonably screened from view from the public right of way. Additional equipment

used for construction may be parked at the site when authorized by a current

building permit or otherwise authorized by the Town. (Ord. 16-007, 11-08-2016)

12.

13. Storage Containers: Storage or Cargo Containers are not allowed to be used as a

dwelling in R-1.

12.

9-7-2: R-2 MEDIUM DENSITY RESIDENTIAL:

A. Purpose: The R-2 district is intended to provide sites for medium density single- and

multi- family residential use at a maximum density of eight (8) dwelling units per acre,

together with such public facilities as may appropriately be located in the same district.

The R -2 district regulations are intended to ensure adequate light, air, open space for

each dwelling, commensurate with medium density multi-family occupancy, and along

with the town design guidelines, to maintain the desirable residential qualities of such

sites by establishing appropriate site development standards. Certain nonresidential

uses may be permitted as conditional uses, and where approved, are intended to blend

harmoniously with the residential character of the district.


Food and beverage services (restaurant, cafe, etc.).

Home occupations identified in subsection 9-10-5 of this title.

Multi-family dwellings (2 or more dwelling units per structure, including townhomes).

Nightly rental of dwelling units, subject to a business license.

Property management.

Public parks and open spaces. Single-unit dwellings.

Spa.

Other uses customarily incidental and accessory to medium density family residential uses, and necessary for the operation thereof (garages or carports, play

equipment, etc.)

C. Conditional Uses: The following uses are conditional and require a conditional use

permit:

Bed and breakfast rentals.

Churches.


Public facilities.

Public or private schools. Public utility uses.


1. Minimum lot area: Twenty-one thousand seven hundred eighty (21,780) square feet (

1/2 acre).

2. Minimum frontage: Forty-five feet (45').


a. Front: Twenty-five feet (25'). An administrative exception may be granted for

the garage only when all of the following apply:

i. Front yard setback exceeds twenty percent (20%) slope (11.3 degrees);

ii. (2) No habitable space within the setback area;

iii. (3) Required off street parking is satisfied and maintained in the garage or on the lot;

iv. (4) The roof sheds snow away from the public right of way; and

v. (5) Adequate snow storage on the lot.

Under no circumstances will the setback be less than five feet (5’).

(Ord. 17-004, 7-11-2017).

b. Side: Twenty feet (20');

c. Rear: Twenty feet (20') up to thirty-five feet (35') in height;

d. For buildings over thirty-five feet (35') in height:

Side: Thirty feet (30');

(2) Rear: Thirty feet (30');

(3) Front: Twenty-five feet (25').

4. Setback exception: The following shall be allowed to encroach within the

required setback, subject to compliance with the provisions of this section:

a. Driveways and walkways;

b. Roof eaves, provided they encroach no more than five feet (5') into the required

setback;

c. Pop out windows, provided the bottom of the pop out structure is no less

than four feet (4’) above grade measured at the pop out structure, the total width of the pop out structure does not exceed twelve feet (12') measured at the point where the pop out structure attaches to the residential structure, the pop out structure is under and completely covered by a roof overhang or eaves, and the pop out structure encroaches no more than three and one-half feet

(31/2') into the required setback; and


permitted on a case-by-case basis after written approval of the Town Manager,

or designee, following review. The deck or exterior staircase must be

uncovered other than by a permitted roof overhang or eave of the residential

structure, and the deck or exterior staircase may encroach no more than four

feet (4') into the required setback. Decks or walkways less than 30” above

grade may stand within the innermost one-third (1/3) of the setback. (2010

Code, amd. Ord. 15-004, 04-28-2015)

5. Maximum height: Twenty-five feet (25’). Fifty (50’) feet for peaked roofs, thirty-five

feet (35') for flat roofs. (2010 Code, amd. Ord. 15-004, 04-28-2015)

6. Maximum building coverage: One thousand five hundred square feet (1,500 sq ft.)

footprint including garages and patios. Forty percent (40%) of the lot area.

7. A property owner wishing to build larger than what is allowed in this ordinance

may refer to the Bonus Section in 9-7-10.

87. Maximum density: Eight (8) units per acre (or a fraction thereof) for multi-family

dwellings, including constraints of this title relating to height, setback, landscaping, lot

disturbance, parking, etc.

98. Minimum landscaping: Twenty-five percent (25%) of the lot shall be landscaped per section 9-12-5 of this title, with every effort to preserve existing vegetation. (2010 Code, amd. Ord. 15-004, 04-28-2015)


110. Undisturbed lot area: Remaining undeveloped area shall be landscaped as per

section 9-12-5 of this title (2010 Code, amd. Ord. 15-004, 04-28-2015)

121. Remaining undeveloped area shall be landscaped as per section 9-12-5 of this

title (amd. 2015 Ord. 15-004, 04-28-2015)


be kept on premises for uses such as snow removal or light excavation. The

equipment shall be parked in a place and manner so as to be reasonably screened from the view of the public right of way. Additional equipment used for construction

may be parked at the site when authorized by a current building permit or otherwise authorized by the Town. (Ord. 17-001, 4-11-2017)

14. Storage Containers: Homes made of storage or cargo containers are not allowed to be

used as a dwelling in R-2.

(2010 Code, amd. Ord. 15-004, 4-28-2015

9-7-3: R-3 MULTI-FAMILY RESIDENTIAL:

A. Purpose: The R-3 district is intended to provide sites for multiple-family dwellings at

densities restricted by constraints of this title relating to height, setback, landscaping, lot

disturbance, parking, etc., together with such commercial and public facilities as may

appropriately be located in the same district. The R-3 district regulations are intended to

ensure adequate light, air, open space and other amenities commensurate with multiple -

family occupancy, and, with the Town Design Standards, to maintain the desirable

residential qualities of the district by establishing appropriate site development standards.

Certain nonresidential uses may be permitted as conditional uses and, where approved,

are intended to blend harmoniously with the residential character of the district.


Bed and breakfast establishments.


Multi-family dwellings (2 or more dwelling units per structure, including townhomes).

Nightly rentals of dwelling units, subject to a business license.

Property management.

Public open spaces (parks and trails for hiking, non-motorized biking and Nordic

skiing etc.).

Single-unit dwellings.

Other uses customarily incidental and accessory to permitted uses and necessary for

the operation and maintenance thereof, such as garages, carports, play equipment and

accessory structure.


permit:

Churches.

Convention facilities.

Food and beverage services (restaurant, cafe, etc.).


Limited retail, food and beverage service and personal services in conjunction with

lodging facilities (barber/beauty, travel, childcare, etc.) for the use of building residents

(area of accessory uses may not exceed 40 square feet per residential unit).

Public institutions. Public parking lots.

Real estate sales offices operated in conjunction with condominium rental offices when

the office space is constructed as part of the project or when approved by the

homeowners' association and in conformance with the projects CC&Rs.

Recreational trails and use of open space for motorized vehicles. Schools.

Spa.


1. Minimum lot area: Twenty-one thousand seven hundred eighty (21,780) square feet

(1/2 acre).



a. Front: Twenty-five feet (25'). An administrative exception may be granted for the

garage only when all of the following apply:

(1) Front yard setback exceeds twenty percent (20%) slope (11.3 degrees);

(2) No habitable space within the setback area

(3) Required off-street parking is satisfied and maintained in the garage or on

the lot

(4) The roof sheds snow away from the public right of way

(5) Adequate snow storage on the lot

(6) Development does not exceed R-2 density. (Ord. 20-006, 7-14-20)

Under no circumstances will the setback be less than five-feet (5’).

b. Side: Twenty feet (20’.

c. Rear: Twenty feet (20') up to thirty-five feet (35') in height;

d. For buildings over thirty-five feet (35') in height

(1) Side: Thirty feet (30');

(2) Rear: Thirty feet (30');

(3) Front: Twenty-five feet (25').

4. Setback exceptions: The following may be permitted to encroach within the required

setback, subject to compliance with the provisions of this section, on a case-by-

case basis after written approval of the Town Manager, or designee, following

review:

a. Driveways and walkways running parallel to a property line shall not occupy more

than seventy five percent (75%) of the required setback area while retaining at

least twenty five percent (25%) of the required area as a landscape buffer;

b. Roof eaves, provided they encroach no more than five feet (5') into the required

setback;

c. Pop out windows, provided the bottom of the pop out structure is no less than

four feet (4’) above grade measured at the pop out structure, the total width of

the pop out structure does not exceed twelve feet (12') measured at the point

where the pop out structure attaches to the residential structure, the pop out

structure is under and completely covered by a roof overhang or eaves, and the

pop out structure encroaches no more than three and one-half feet (31/2') into

the required setback; and (2010 Code amd Ord. 15-004, 04-28-2015)

d. Decks and exterior staircases attached to the residential structure. The deck or

exterior staircase must be uncovered other than by a permitted roof overhang or

eaves of the residential structure, and the deck or exterior staircase may encroach

no more than four feet (4') into the required setback. Decks or walkways less

than 30’ above grade may stand within the innermost one-third (1/3) of the

setback. (2010 Code amd Ord. 15-004, 04-28-2015)

5. Maximum density: Restricted by constraints of this title relating to height, setback,

landscaping, lot disturbance, parking, etc.

6. Maximum height: Sixty feet (60’) for peaked roof, forty feet (40’) for flat roof;

(2010 Code. amd Ord. 15-004, 04-28-2015)

7. Maximum building coverage: Forty percent (40%) of the lot area. Fifty percent (50%)

is permitted if all of the required parking is within the footprint of the building. (2010

Code. amd Ord. 15-004, 04-28-2015)

8. Minimum landscaping: Forty percent (40%) or all disturbed portions of the property,

whichever is greater, shall be landscaped per section 9-12-5 of this title, with every

effort to preserve existing vegetation. If the building footprint is at 50% and required

covered parking is within the footprint of the building, then the landscaping minimum

will be 30%. (2010 Code. amd Ord. 15-004, 04-28-2015)


10. Remaining undeveloped area shall be landscaped as per section 9-12-5 of this title.

(2010 Code. amd Ord. 15-004, 04-28-2015)

11. One piece of heavy equipment along with two heavy equipment attachments may be kept on premises for uses such as snow removal or light excavation. The equipment shall be parked in a place and manner so as to be reasonably screened from view from the public right of way. Additional equipment used for construction may be parked at the site when authorized by a current building permit or otherwise authorized by the town. (Ord. 17-001, 4-11-2017)

12. Storage Containers: Storage or Cargo Containers are not allowed to be used as a dwelling in R-3.

(2010 Code, amd. Ord. 15-004, 04-28-2015)

60’

9-7-4: GC GENERAL COMMERCIAL:

A. Purpose: The general commercial (GC) district is intended to provide sites outside of the

village commercial zone, with a mixture of lodges and commercial establishments in

an auto oriented setting. The GC district regulations are intended to ensure light, air, open

space and other amenities appropriate to the permitted types of buildings and uses. The

GC district regulations, in conjunction with this title, prescribe site development standards

that are intended to maintain the unique character and relationship of the town commercial

areas and to ensure an attractive, functional commercial setting.

B. Permitted Uses: Only the following uses are permitted in the GC zone:

Banks.

Childcare centers. Churches.

Food and beverage service establishments.

Home occupations identified in subsection 9-10-5 (D) of this title. (amd. Ord. 21-006, 5-25-

21)

Indoor entertainment (Theater, arcade, bowling alley, etc). (amd. Ord. 15-004, 04-28-2015,

amd. Ord. 21-006, 5-25-21) Other uses customarily incidental and necessary to permitted

uses and necessary for the operation thereof.

Light hardware (no outside storage or sales of goods).

Lodging and nightly rentals (including hotels and motels).

Mortuary (Ord. 17-004, 7-11-2017)

Personal services (barber/beauty, spa, self-service laundry, etc.).

Places for retailing of goods such as necessities, sundries, groceries and convenience

items), including outdoor display. (amd. Ord. 21-006, 5-25-21)

Professional offices (real estate, finance, insurance, medical and dental, etc.). Public and

private educational institutions.

Public institutions and government buildings, e.g., town hall, library, senior center, etc.

Public open spaces (parks, etc.).

Public parking lots. Public recreation areas.

Residential dwellings in conjunction with commercial space. It is required that at least

seventy- five percent (75%) of the entire main floor, facing the public street or

thoroughfares, be dedicated to commercial business residential units to be located in the

rear or sides of the building to maximize the commercial business exposure. On multi-

building projects, the commercial space may be cumulatively oriented toward the vehicle

and pedestrian corridors rather than locations typically not accessible or visible to the

general public. (amd. Ord. 21-006, 5-25-21)

Retail, guest services, non-motorized equipment rental (e.g., skis, bicycles, etc.) oriented

to tourists and mountain outdoor recreation (including outdoor display).

Schools.


Building Material Sales (no outdoor storage or display) (Ord. 17-004, 7-11-2017, amd.

Ord. 21-006, 5-25-21)

Car Wash (Ord. 17-004, 7-11-2017)

Fuel service stations.

Home occupations identified in subsection 9-10-5(E) of this title.

Public and private utility structures. (2010 Code, amd. Ord. 15-004, 04-28-2015)

Recreational vehicle rental, sales and service.

Rental of horses.

Outdoor entertainment. (Ord. 15-004, 04-28-2015, and. Ord. 21-006, 5-25-21)

(amd. Ord. 21-006, 5-25-21)


1. Minimum lot area: Twenty-one thousand seven hundred eighty (21,780) square

feet (1/2 acre).



a. Front: Twenty-five feet (25');

b. Side and rear: Twenty feet (20') up to thirty-five feet (35') height.

c. For buildings over thirty-five feet (35') in height:

(1) Front: Twenty-five feet (25');

(2) Side and rear: Thirty feet (30').

4. Setback exceptions: The following shall be allowed to encroach within the

required setback, subject to compliance with the provisions of this section.

a. Driveways and walkways.

b. Roof eaves provided they encroach no more than five feet (5') into the required

setback.

c. Pop out windows, provided the bottom of the pop out structure is no less than four

feet (4’) above grade measured at the pop out structure, the total width of the

pop out structure does not exceed twelve feet (12') measured at the point where

the pop out structure attaches to the residential structure, the pop out structure

is under and completely covered by a roof overhang or eaves, and the pop out

structure encroaches no more than three and one-half feet (31/2') into the required

setback; (2010 Code, amd. Ord. 15-004, 04-28-2015)


permitted on a case-by-case basis after written approval of the Town Manager,


uncovered other than by a permitted roof overhang or eaves of the residential

structure, and the deck or exterior staircase may encroach no more than four feet

(4') into the required setback. Decks or sidewalks less than 30” above grade

may stand within the innermost one-third (1/3) of the setback. (2010 Code,

amd. Ord. 15-004, 04-28-2015)

e. Portico may extend into front or side yard setback when approved by the

Planning Commission.

5. Maximum height: Sixty feet (60') for peak roof, fifty feet (50') for flat roof.

6. Maximum density: Restricted by constraints of this title relating to height, setback,


7. Maximum building coverage: Forty percent (40%) of the lot area.

8. Minimum landscaping: Forty percent (40%) of the lot shall be landscaped per

section 9-12-5 of this title, with every effort to preserve existing vegetation.

9. Parking and loading: In accordance with section 9-12-15 of this title. Onsite parking

should be provided in the rear of the building or underground. Parking may be

provided off site by participating in a parking district, or by providing parking

lots jointly with other specific establishments with the approval of the

Planning Commission. (2010 Code, amd. Ord. 15-004, 04-28-2015)

10. Remaining undeveloped area shall be landscaped as per section 12-9-5 of this title.

(2010 Code, amd. Ord. 15-004, 04-28-2015)


be kept on premises for uses such as snow removal or light excavation. The

equipment shall be parked in a place and manner so as to be reasonably screened

from view from the public right of way. Additional equipment used for construction

may be parked at the site when authorized by a current building permit or otherwise

authorized by the Town. (Ord. 20-011, 12-08-20)

11.12. Storage Containers: Storage or Cargo Containers are not allowed to be used as a building in General Commercial unless the applicant follows the Building Bonus process listed in 9-7-10.

(2010 Code, amd. Ord. 15-004, 04-28-2015)

9 -7-5: VC VILLAGE COMMERCIAL:

A. Purpose: The village commercial VC district is intended to provide for village core area

with a mixture of lodges, business and commercial establishments in a predominantly

pedestrian setting. The VC district regulations are intended to ensure light, air, open

space and other amenities appropriate to the permitted types of buildings and uses. The

district regulations, in conjunction with the town design guidelines, prescribe site

development standards that are intended to maintain the unique character of the town

commercial areas and to ensure an attractive, functional village resort setting. It is

encouraged that development in the village core would be by development agreement.

(2010 Code, amd. Ord. 15-004, 04-28-2015)

B. Permitted Uses: Only the following uses are permitted in the VC zone:

Banks.

Entertainment establishments (not including sexually oriented business establishments).

Food and beverage establishments.

Guest services, non-motorized recreation equipment rental.


Multi-family housing: Hotel type lodging in conjunction with commercial space. It is

required that at least seventy five percent (75%) of the entire main floor, facing the public

street or thoroughfares, be dedicated to commercial business with provisions for ADA

compliant residential units to be located in the rear or sides of the building to maximize

the commercial business exposure. On multi-building projects, the commercial space

may be cumulatively oriented toward the vehicle and pedestrian corridors rather than

locations typically not accessible or visible to the general public.

Pedestrian oriented retail stores (including outdoor display).

Professional and personal services (beauty shops, travel agencies, real estate, law,

medicine),

Professional offices. Spas.

Other uses customarily incidental and necessary to permitted uses and necessary for

the operation thereof.


permit:

Home occupations as identified in subsection 9-10-5C of this title.

Recreational activities and supporting appurtenances. (Ord. 15-004, 4-28-2015)

OHV rental offices for which rental vehicles are stored and displayed outside of the

Village Core zone. The conditional use permit will be no longer than a five- y e a r

period. (Ord. 15-004, 4-28-2015 amd. Ord. 20-002 4-28-2020)


1. Minimum lot area: Three thousand (3,000) square feet.

2. Minimum frontage: Thirty feet (30').

3. Setbacks:

a. Minimum: Rear, twenty feet (20'), side and front, zero feet (0');

b. Maximum: Front, ten feet (10'), i.e., the front line of the building shall be

located no further than ten feet (10') from the front lot line.

4. Rear setback exceptions: The following shall be allowed to encroach within the required setback, subject to compliance with the provisions of this section (amd.

Ord. 17-004, 7-11-2017): a. Driveways and walkways.

b. Roof eaves provided they encroach no more than five feet (5') into the required

setback.

c. Pop out windows, provided the bottom of the pop out structure is no less than

four feet (4’) above grade measured at the pop out structure, the total width of

the pop out structure does not exceed twelve feet (12') measured at the point

where the pop out structure attaches to the residential structure, the pop

out structure is under and completely covered by a roof overhang or eaves,

and the pop out structure encroaches no more than three and one-half feet

(31/2') into the required setback; and (2010 Code, amd. Ord. 15-004, 04-28-

2015).


permitted on a case-by-case basis after written approval of the Town Tanager,


uncovered other than by a permitted roof overhang or eaves of the residential

structure, and the deck or exterior staircase may encroach no more than four

feet (4') into the required setback. Decks or sidewalks less than 30” above

grade may stand within the innermost 1/3 of the setback. (2010 Code, amd.

Ord. 15-004, 04-28-2015)

5. Maximum height: Sixty feet (60') for peaked roof, fifty feet (50') for flat roof.

6. Density: Restricted by constraints of this title relating to height, setback,


7. Maximum building coverage: Eighty percent (80%) of the lot area.

8. Landscaping: No minimum requirement. Planters, decorative paving, and tree s in

tree grates are appropriate in conformance with section 9-12-5 of this title, with

every effort to preserve existing vegetation.

9. Parking and loading: In accordance with section 9-12-15 of this title. Onsite

parking shall be provided in the rear of, or below the building or underground.

Parking may be provided off site by participating in a parking district, or by providing

parking lots jointly with other specific establishments. In the core area, loading

zones shall be located only by specific review.

10. Pedestrian Traffic: Provisions for pedestrian traffic, integrated with neighboring

walkways, must be provided. (2010 Code)

11. Remaining undeveloped area shall be landscaped as per section 12-9-15 of this

title. (Ord. 17-004, 7-11-2017)

12. Storage Containers: Storage or Cargo Containers are not allowed to be used as a building in Village Commercial unless the applicant abides by the Building Bonus process in 9-7-10.

9-7-6: L-1 LIGHT INDUSTRIAL:

A. Purpose: To provide sites for light industrial uses which are not appropriate in other

commercial districts. Because of the varied nature and potential impacts of the uses, all

permitted uses are subject to the restrictions below and the town design guidelines as a

condition of approval. The physical restrictions set out below shall be considered

minimum, and more restrictive standards may be prescribed as conditions of a permit for

any use.

B. Permitted Uses: Only the following uses are permitted in the L-1 zone:

Firewood preparation, storage and sales.

Fuel and oil storage and sales or distribution.

Recreational vehicle rental, sales and service (e.g., snowmobiles, ATVs, etc.).

Residential dwellings in conjunction with industrial space (owner/employee housing).

(Ord. 15-004, 04-28-2015)

Storage and/or sales of construction/building materials. Utility substations.

Vehicle and equipment storage yards (including recreational vehicles). Vehicle service

yards and service garages (including recreational vehicles). Warehouses or storage unit

rental facilities.

Other similar uses.

C. Conditional Uses: The following uses are conditional and require a conditional use permit: (2010 Code, amd. Ord. 15-004, 4-28-2015)

Light Manufacturing (amd. Ord. 17-004, 7-11-2017)

Car Wash (Ord. 17-004, 7-11-2017)

Rental of horses.

Sexually oriented business (SOB).

D. Physical Restrictions: The restrictions below shall be considered minimum, and more

restrictive standards may be prescribed as conditions of a conditional use permit for any

use:

1. Minimum lot area: Twenty-one thousand seven hundred eighty (21,780) square feet

(1/2 acre).


3. Minimum setbacks: Front, twenty-five feet (25'); side and rear, twenty feet (20') (from

residential property); side and rear, ten feet (10') (from adjoining L-1 property).

4. Maximum height: Fifty feet (50') maximum structure height.

5. Density: Not applicable.

6. Maximum building coverage: Fifty percent (50%) of lot area.

7. Minimum landscaping: Twenty five percent (25%) of the lot area shall be landscaped

per section 9-12-5 of this title, with every effort to preserve existing vegetation.

8. Parking and loading: In accordance with section 9-12-15 of this title.

9. Screening: All outdoor storage, including vehicles, machinery and equipment, shall

be screened from the public view as seen from any public roadway or from adjacent

residential lots. Landscaping, fencing and building orientation are acceptable methods

to minimize the adverse visual impacts. (2010 Code amd. Ord.16-007, 11-8-2016)

10. Noise: No use shall be permitted or conducted which creates noise, objectionable by

reason of volume, pitch, intermittence or frequency, which is audible at the

boundaries of the site.

11. Other restrictions: Design should provide for all servicing of vehicles and equipment

to be within structures, except for delivery of gas and other fluids. (2010 Code

12. . Storage Containers: Storage or Cargo Containers are not allowed to be used as a building in Village Commercial unless the applicant abides by the Building Bonus process in 9-7-10. 11.

9-7-7: ROS RECREATION OPEN SPACE:

A. Purpose: To preserve areas for land uses requiring substantial areas of open land and

substantially free from structures, roads and parking lots, while permitting recreational

pursuits such as ski runs, parks, golf courses and trails. Public or private recreational

facilities are suitable uses in this district; provided, that such uses maintain the open,

undeveloped character of the land.

B. Permitted Uses: Only the following uses are permitted in the ROS zone:

Multi-use roads and trails for OHVs, biking, hiking and equestrian use (motorized and

non-motorized roads and trails).

Outdoor recreation, including golf courses, swimming facilities, riding or bridle paths,

related facilities and uses, picnic areas, tennis courts.

Formatted: Not Expanded by / Condensed by

Formatted: Left, Indent: Left: 0.5", No bullets or

numbering

Formatted: Indent: Left: 0.5"

Formatted: Indent: Left: 0.75", No bullets or numbering

Parks, playgrounds and other open recreational

facilities.

Ski runs and ski lifts, tubing parks, mountain bike parks and non-motorized trails.

Unpaved maintenance roads. (2010 Code, amd. Ord. 15-004, 04-28-2015)


Buildings and parking related to permitted uses, such as stalls, shelters, ticket booth, pavilion, clubhouse or warming hut, with maximum building area of one thousand five hundred (1,500) square feet.

Recreational vehicle parking and campground facilities (Ord. 21-006, 05-25-21)

Rental of horses with horse boarding permit. (2010 Code, amd. Ord. 15-004, 04-28-

2015)

D. Physical Restrictions: The restrictions below shall be considered minimum, and more

restrictive standards may be prescribed as conditions of a conditional use permit for any

use:

1. Minimum lot area: Twenty-one thousand seven hundred eighty (21,780) square feet (1/2 acre).

2. Minimum frontage: Fifty feet (50').

3. Minimum setbacks: Front, twenty-five feet (25'), side and rear, twenty feet (20').

4. Maximum height: Thirty- f i v e feet (35') for peaked roof, twenty- f ive feet (25') for flat roof.

5. Density: Not applicable.

6. Maximum building coverage: Ten percent (10%) of lot area.

7. Minimum Undisturbed Area: Fifty percent (50%) of lot area, unless an alternate plan is approved by the Planning Commission which satisfies the intent of 9-12-3(J). (Ord. 21-006, 05-25-21)

8. Minimum landscaping: Seventy five percent (75%) of the lot area shall be landscaped per section 9-12-5 of this title, with every effort to preserve existing vegetation (undisturbed area counts toward landscaping requirement). (amd. Ord. 21-006, 05-25-21).

9. Parking and loading: In accordance with section 9-12-15 of this title. (Ord. 08-016, 8-12-2008)

9-7-8: COS CONSERVATION OPEN SPACE:

A. Purpose: To identify and preserve land that is, by virtue of ownership or easement,

precluded from development, and to preserve the historic and natural beauty of those

areas. Qualifying land includes property owned by a governmental entity, or parcels for

which a scenic or conservation easement has been granted to a governmental entity,

land trust or conservation organization.

B. Permitted Uses: Only the following uses are permitted in the COS zone:

Conservation areas.

Recreational trails.

Ski lifts (limited to towers and terminals), waterways, streams, lakes, water features.


permit:

Bridges over natural vegetation and water features to preserve open space.

Public Restrooms.

D. Restrictions: All lands are to remain free of structures other than those specifically

mentioned above. (2010 Code)

9-7-9: P PUBLIC USES:

A. Purpose: The public uses P zone is intended to provide areas for the location and

establishment of facilities which are maintained in public and quasi-public ownership.

This zone is intended to provide immediate recognition of such areas on the official

zoning map of the town, and to reduce the affect which the location of these facilities

may have upon neighborhoods in residential, commercial or industrial areas. Typical

uses permitted in the P zone are public schools, public parks, hospitals, airports, public

utilities, public equipment storage areas, municipal offices and meeting halls, and public

shop areas. Though some of these uses will be allowed in other zones to initially

accommodate public facilities in appropriate areas without undue difficulty, it is intended

that the P zone would then be applied to all such facilities for ease of recognition and

minimizing impacts.

B. Permitted Uses: Only the following uses are permitted in the P zone:

Cultural activities and nature exhibits (public only).

Forest reserves (public only). Governmental services.

Public school facilities.

Recreational activities (public only).

C. Permitted Accessory Uses: Accessory uses, and structures are permitted in the P zone,

provided they are incidental to, and do not substantially alter the character of the

permitted use or structure, including, but not limited to, the following:

Accessory buildings such as garages, carports, bath houses, green houses, gardening

sheds, recreation rooms, and similar structures which are customarily used in

conjunction with and incidental to a principal use or structure.

Detached single-family residence used only for the use of a caretaker, watchman or

similar employee of a permitted use, when located upon the same site as said permitted

use, i.e., RV park camp host.

Fishing activities.

Swimming

pool.

Nothing herein shall be construed to permit the open storage of materials or equipment

used in conjunction with permitted uses. All such materials or equipment shall be

screened from view from public or private streets.

D. Conditional Uses: The following businesses are conditional uses and require a conditional use permit:

Airports, Heliports and general aircraft flying fields.

Ambulance services.

Cemetery.

Combination utilities company storage yards and equipment storage.

Communications.

Golf courses.

Group or organized camps. Hospitals.

Parks.

Religious activities.

Public Utilities and Supporting Facilities

(2010 Code, amd. Ord. 15-004, 04-28-2015)

E. Physical Restrictions:

1. Minimum lot area: Ten thousand eight hundred ninety (10,890) square feet (1/4 acre).

2. Minimum frontage: Fifty feet (50').

3. Minimum setbacks: Front, twenty-five feet (25'); side and rear, ten feet (10')

(adjoining L-1 property); or twenty feet (20') when adjoining property in all other

zones. (2010 Code)

4. Maximum height: Forty feet (40') for peaked roof, thirty feet (30') for flat roof. (Ord.

11-007, 6-28-2011)

5. Maximum building coverage: Fifty percent (50%) of lot area.

6. Minimum landscaping: Twenty-five percent (25%) of lot area shall be landscaped per

section 9-12-5 of this title, with every effort to preserve existing vegetation.

7. Screening: All outdoor storage, including vehicles, machinery and equipment,

shall be screened from the public view as seen from any public roadway.

Landscaping, fencing and building orientation are acceptable methods to minimize

the adverse visual impacts.

8. Parking and loading: In accordance with section 9-12-15 of this title.

9. Noise: No use shall be permitted or conducted which creates noise objectionable

by reason of volume, pitch, intermittence or frequency which is audible at the

boundaries of the site.

10. Other restrictions: No service facilities may be located within setbacks. Design should provide for all servicing of vehicles to be within structures, except for delivery of gas and other fluids. (2010 Code)

(amd. Ord. 21-006, 05-25-21).

9-7-10: Building Bonuses:

A. Except as provided under paragraph B below, single family and two

family structures as permitted in Section 9-7-1 and 9-7-2 are not required

to follow 9-12-5 (as it relates to back yard landscaping plans so long as

the landscaping remains “affordable,” remains water efficient, and

attempts to keep as many trees on the property as possible to conform

with the spirit of living in a rustic alpine resort town), 9-12-7B, or 9-12-7F.

a. An owner who wishes to build a home larger than what is allowed in

Section 9-7-1 and 9-7-2, or an owner who wishes to build a container

home, may submit a Bonus Request to do so -- provided that the Owner

requests the Town to apply 9-12-5, 9-12-7B, and 9-12-7F of the Land

Management Code to their property for larger residential homes. For

Container Homes, an Owner must request Section 9-

i. In doing so, Brian Head Town will require a signed and notarized

Bonus Request Statement between the Town and the legal

Property Owner agreeing that the Town will grant a larger house

so long as the property owner agrees to abide by the Design and

Building Standards listed in the Land Management Code. The

Town has a notary on site and will provide a standard Request

Form for Owners to help with the process.

ii. The Town will require proof of ownership or Title to the property.

iii. Upon the Town’s receipt of the Requested Bonus Statement listed

in (i) above, all all design standards listed in 9-12 of this title will

apply to the selected property. If the Requested Bonus Statement

is incomplete, altered, or has any other defect not listed here, it will

be deemed invalid and the request will not be granted.

iv. After receipt of the signed and notarized Bonus Request

Statement, the Town will record the statement with the Iron County

Recorder’s Office. Failure to record a requested statement has no

effect on the Town’s authority to enforce regulations against a

property owner for which a Bonus Request has been received.

v. If the Property Owner is found to have violated the signed Bonus

Request Statement, they will be fined according to Brian Head

Town’s current Code Enforcement practices at the time the

violation is perpetrated.

B. The following bonuses shall be granted if Section A of this section is

appropriately complied with:

i. For Single Family Residential Zone (R-1, in LMC 9-7-1):

1. Building Height: Increased up to 45 feet (45’). One foot (1’)

may be added for each two and one-half percent (2 ½%)

slope (45 feet maximum), or one foot (1’) may be added for

every ten feet (10’) of all setbacks greater than required (50

foot maximum).

2. Building Coverage including garages and patios: Increased

up to 40% of the lot area.

ii. For Medium Family Residential Zone (R-2, in LMC 9-7-2):

1. Building Height: Increased up to fifty feet (50’) for peaked

roofs and thirty five (35’) for flat roofs.

2. Building Coverage including garages and patios: Increased

up to forty percent (40%) of the lot area.

iii. For Container Homes (R-1 and R-2 only):

1. No more than 25% of the overall structure shows the metal

walls of the storage container.

a. The metal of the storage container that is visible must be

painted with premium, exterior, rust-resistant paint and color

matched to soil or vegetation on the property which the

container will sit on. The paint color shall strive to make the

storage container blend into the surroundings and maintain

the rustic feel of Brian Head.

2. A minimum of 75% of the home structure (not including

windows) must be made of the cladding requirements in

Section F (Exterior Walls).

3. Windows: The Windows must follow the regulations put

forth in Section H (Windows).

4. Roof Pitch: The roof pitch should be 4:12 – 12:12. Mountain

Modern style may be allowed. An entirely flat roof with no

pitch shall not be allowed.

5. Roof Color: The roof color must have a RVFLRV of less

than 30 and the roof must complement the rest of the home.

6. Landscaping: Landscaping requirements remain the same

as listed in this Chapter.

iv. For Container Buildings (VC, GC, and LI only):

1. No more than 25% of the overall structure shows the metal

walls of the storage container.

a. The metal of the storage container that is visible must be

painted with premium, exterior, rust-resistant paint and color

matched to soil or vegetation on the property which the

container will sit on. The paint color shall strive to make the

storage container blend into the surroundings and maintain

the rustic feel of Brian Head.

2. A minimum of 75% of the home structure (not including

windows) must be made of the cladding requirements in

Section F (Exterior Walls).

3. Windows: The Windows must follow the regulations put

forth in Section H (Windows).

4. Roof Pitch: The roof pitch should be 4:12 – 12:12. Mountain

Modern style may be allowed. An entirely flat roof with no

pitch shall not be allowed.

5. Roof Color: The roof color must have a RVFLRV of less

than 30 and the roof must complement the rest of the home.

6. Landscaping: Landscaping requirements remain the same

as listed in this Chapter.


Chapter 12

DESIGN STANDARDS FOR CONSTRUCTION AND

DEVELOPMENT

9-12-1: PURPOSE: 9-12-2: LOT STANDARDS: 9-12-3: DEVELOPMENT DESIGN AND LAYOUT: 9-12-4: CONSTRUCTION ON SLOPES EXCEEDING TWENTY FIVE PERCENT: 9-12-5: LANDSCAPING AND FENCES: 9-12-6: LIGHTING: 9-12-7: BUILDINGS: 9-12-8: CONSTRUCTION DEBRIS REMOVAL: 9-12-9: ROADS: 9-12-10: DRIVEWAYS: 9-12-11: CUTS, FILLS AND RETAINING WALLS: 9-12-12: BRIDGE AND TUNNEL REGULATIONS: 9-12-13: WATERWAYS, DRAINAGES AND FLOOD HAZARD AREAS: 9-12-14: UTILITY IMPROVEMENTS: 9-12-15: PARKING: 9-12-16: PUBLIC IMPROVEMENTS: 9-12-17: TRASH ENCLOSURES: 9-12-18: COMPLIANCE: 9-12-19: PUBLIC UTILITIES: 9-12-20: CAMPGROUNDS:

9-12-1: PURPOSE:

To enhance our mountain community, the regulations hereinafter set forth in this chapter

qualify or supplement, as the case may be, the regulations appearing elsewhere in this title.

(Ord. 08-016, 8-12-2008)

9-12-2: LOT STANDARDS:

A. Minimum Area, Dimensions: The minimum area and dimensions of all lots shall conform to

the requirements of the zone district in which the lot is located.

B. Frontage: Except as otherwise provided herein, all lots or parcels created by subdivision

shall have frontage upon a dedicated street improved to standards hereinafter required.

Land designated as public right of way shall be separate and distinct from lots adjoining

such right of way and shall not be included in the area of such lots.

C. Developable Lots: All subdivisions shall result in the creation of lots which are developable

and capable of being built upon. A subdivision shall not create lots and no building permit

shall be issued for any lots that would make building or access impractical due to size,

shape, steepness of terrain, location of watercourses, problems of sewerage or driveway

grades, or other physical conditions, except where such lots are suitable and dedicated for

a common open space, private utility or public purpose.

D. Side Lines: The side lines of all lots, so far as possible, shall be at right angles to each

street on which the lot faces, or approximately radial to the center of curvatures. Exceptions

may be made to this requirement for considerations such as solar orientation, grades, line

of site or other traffic safety issues.

E. Corner Lots: Corner lots for residential use shall be platted wider than interior lots in order

to permit conformance with the required front setback requirements along all streets

bordering such lots.

F. Lot Lines: A town or zoning boundary line shall not divide a lot. Lot lines shall be made

along such boundary lines. Zoning boundaries shall generally follow the lot lines and

centerline of the public right of way.

G. Lot Numbers: Lot numbers shall begin with the number "1" and shall continue

consecutively through the subdivision with no omissions or duplications; no block

designations shall be used. Phased subdivisions shall maintain continuous numbering

throughout all phases.

H. Number Of Dwelling Units Permitted: The number of dwelling units shall be in

compliance with chapter 7 of this title.

I. Area Of Lot: The area within a lot shall not be considered as providing a yard or open

space for any other building or lot.

J. Minimum Area Maintained: No area needed to meet the minimum width, yard area,

coverage, parking or other requirements of this title for a lot or building may be sold or

leased away from such lot or building for the purpose of installing any kind of structure.

K. Contiguous Lots: Except as otherwise provided in this title, all lots must be contiguous.

L. Frontage On Private Streets: Lots with frontage on private streets shall only be allowed

by conditional use within a planned unit development with an approved master

development plan and subject to all applicable requirements of this title and other

applicable ordinances. (Ord. 08-016, 8-12-2008)

9-12-3: DEVELOPMENT DESIGN AND LAYOUT:

A. Hazardous Site Conditions Avoided: The design of the development shall avoid or fully

mitigate hazardous site conditions (unstable slopes, geologic faults, seismic zones, wildland

fire, avalanche or flood potential, etc.).

B. Drainage: Drainage from individual lots shall be coordinated with the general storm drainage

pattern for the area and shall avoid conveying to adjacent lots runoff flows higher than

historic patterns.

C. Centrally Located Recreation Facilities: Recreation facilities should be located central to all residents of the development whenever possible.

D. Access: All lots should have reasonable access to open space, trails, park land or recreation facilities that are set aside for either development use or use by the general public.

E. Trails And Open Space Access: Access to public trails and open space abutting the property shall be provided.

F. Extension Of Infrastructure: Public utilities, streets and other public infrastructure shall

extend to the farthest border of the development to allow for future development to

continue.

G. Maintenance Of Common Facilities: Maintenance of common facilities must be

accomplished through CC&Rs, a homeowners' association, a separate maintenance

agreement, or some other perpetual agreement to ensure that sufficient funds are

collected for this purpose.

H. Layout: The layout of lots should provide desirable settings for structures by making use

of natural contours, maintaining views, affording privacy, and providing protection from

wind, noise and vehicular traffic.

I. Development Design: Development design should provide for efficiency in the installation

and provision of all public and private utilities and services.

J. Preservation Of Features: Where trees, groves, waterways, scenic points, historic spots

or other town assets and landmarks exist, as determined by the town, every possible

means shall be provided to preserve these features. The development is encouraged to

maintain a minimum of twenty percent (20%) of the lot area in natural vegetation in order

to preserve the natural environment and topography or demonstrate to the Planning

Commission satisfaction that an alternate plan will satisfy this intent. Undisturbed natural

vegetation areas that are shown on the approved plan shall be properly marked and

protected against damage.

K. Placement Of Buildings: The placement of buildings shall be designed to preserve the

natural terrain, drainage, existing topsoil, tree groupings, large trees and large rocks as

much as possible so as to screen the building and parking areas from public view.

L. Removal Of Hazardous Materials: Trees, brush, deadfall, natural vegetation or

combustible materials shall be removed and maintained at least fifteen feet (15') from

structures as a defensible space for firefighting purposes. Additional area may be

required by the public safety department. Fire resistant plant materials may be planted

in the defensible space as approved by the public safety department.

M. Building Placement: Building placement shall be considerate of the following: (Ord. 20-002, 4-28-2020)

1. Preserving views of nature, creating a comfortable pedestrian environment with

outdoor spaces that do not feel "boxed in" from tall buildings surrounding the space

that create a "canyon effect”.

2. Sun and shade areas to enhance the seasonal experience and make best use of

environmental conditions for snow melting, outdoor seating areas and building

efficiency.

3. Service and delivery areas should be screened from public areas and provide sufficient room for vehicular movement.

4. Pockets and enclosures are encouraged to create "outdoor rooms" adjacent to

buildings, pedestrian traffic and recreation areas. These spaces should blend with the

topography, have varied floor heights to add interest, incorporate vegetation and

plantings, and incorporate both open and covered space for multi-seasonal use. (Ord.

08-016, 8-12-2008)

5. Incorporate non-linear and staggered placement of buildings to avoid straight rows of

similar-styled buildings (the “cookie-cutter” effect). (Ord. 20-002, 4-28-20)

9-12-4: CONSTRUCTION ON SLOPES EXCEEDING TWENTY FIVE PERCENT:

Lots with the building or disturbance area identified on slopes of twenty five percent (25%) (14

degrees) to forty percent (40%) (21.8 degrees) warrant especially close review to assure that all

grading, retaining wall, cut/fill and road/driveway grade standards will meet the requirements of

this title and currently adopted building codes. Construction or lot disturbance shall not take place

on slopes exceeding forty percent (40%) (21.8 degrees), except for lots legally subdivided prior

to the adoption date hereof. The design shall minimize lot disturbance and removal of existing

vegetation and provide erosion protection. (Ord. 08-016, 8-12-2008)

9-12-5: LANDSCAPING AND FENCES:

A. Purpose: Development shall attempt to blend with the natural terrain and to preserve

drainage/waterways, existing topsoil, tree groupings, large trees and rocks. Landscaping

design shall provide for new trees, shrubs and vegetation to screen buildings, parking lots

and service areas from public view.

B. Landscaped Areas Of Development:

1. Shall incorporate natural, informal landscape design, rather than formal,

geometric patterns.

2. Create buffer zones between adjacent uses and screen parking, service and

equipment areas from view within and between developments through the use of

extensive tree, shrub and natural grass planting.

3. Preserve natural vegetation, rock outcroppings and other natural features to blend the

new development to the natural environment.

4. Incorporate paths, trails and gathering areas into the natural environment and use

materials that blend with the area, such as timbers, pavers, colored concrete,

boulders, etc.

C. Fences: Fences and gates should be avoided to preserve a sense of openness and

continuity. When fences are implemented for landscaping, safety, animal containment, or

privacy they shall comply with the following:

1. Fences and gates shall be set back at least ten feet (10') behind the building front facade.

2. Perimeter fencing of a property is prohibited without specific Planning

Commission approval.

3. Fences shall not exceed four feet (4') in height, except where required for safety reasons (swimming pool and attractive nuisances) or where necessary to meet screening requirements or where not visible from off site. (Ord. 08-016, 8-12-2008 amd Ord. 15-018, 12-8-2015)

4. Fence materials shall be wood, timbers, rock or materials indigenous to the area.

Wrought iron fencing should be used primarily at swimming pools and painted or treated

to blend in with the surrounding environment or building facade.

5. Vegetation should be planted in and around fencing to soften the appearance except where no visible from off site. (Ord. 08-016, 8-12-2008 amd Ord. 15-018, 12-8-2015)

6. Inappropriate wall and fence materials are railroad ties, stucco, chain-link, concrete blocks and vinyl. Use of these or similar materials must be consistent with the General Plan and approved by the Planning Commission. (Ord. 08-016, 12-2008, amd Ord. 16-007, 12-8-2016).

9-12-6: LIGHTING:

It is the intent of this section to encourage lighting practices and systems which preserve Brian Head’s special resource of dark skies and support the Dark Sky Certification of neighboring Cedar Breaks National Monument by minimizing light pollution, glare and light trespass, and by eliminating unnecessarily bright light color spectrums. The Town intends to accomplish these objectives without sacrificing nighttime safety, mobility, or the ability of businesses to operate reasonably. This section does not apply to indoor lighting. (Ord. 18-006, 6-11-2018 amd. Ord. 19-014, 11-12-2019)

A. All light fixtures, including security lighting and sign lighting, except streetlamps, shall be

placed at a location, angle and height and shielded so that upward light pollution is minimized:

(Ord. 19-014, 11-12-2019)

1. Light fixtures shall be mounted to the building or of a pole that directs light towards

the ground and focuses on the object to be lit. Where signs and similar objects can be

lit from above with lighting directed downward, this option should be employed. Where it

is not possible, sufficient shielding should be employed to focus the light on the object

rather than allowing it to escape upward and pollute the night sky. (2010 Code. amd.

Ord. 19-014, 11-12-2019)

2. Light fixtures shall be fully shielded on top with opaque material that disallows light

from the sources to travel upward into the sky. The sides of the fixture shall be at least

partially shielded with either transparent or translucent material. Fixtures which are not

fully shielded with opaque material shall be limited to 800 lumens per fixture in

residential zones and 2,000 lumens per fixture in commercial zones. (amd. Ord. 19-

014, 11-12-2019)

B. The correlated color temperature of any outdoor lighting fixture shall not exceed three

thousand degrees kelvin (3,000k). (Ord. 19-014, 11-12-2019)

C. Light fixtures shall not emit more light than is necessary to accomplish it purpose:

1. Fixtures shall be spaced sufficiently to provide adequate light as required by the building

code. (Ord. 19-014, 11-12-2019)

2. Parking lot lights, yard lights, or both, may be required for multi-family, commercial and

industrial projects. The Planning Commission shall review the proposed lighting plan of a

project to determine that it meets the minimum lighting requirement for safety while

maintaining sensitivity to night sky preservation.

3. Total outdoor lighting shall not produce more than 25,000 lumens per acre or more than

five (5) lux at any property boundary for commercial properties or more than 4,000 per

acre or more than one (1) lux at any property boundary for residential properties. (Ord. 19-

014, 11-12-2019)

4. Architectural and aesthetic lighting shall use low lumen light sources. (Ord. 19-014, 11-

12-2019)

D. Outdoor lighting shall only be used when necessary to accomplish its purpose:

1. Security lights shall be operated on a motion sensor. Any light on a functioning motion

sensor will not count toward the light maximum in subsection C(3). (Ord. 19-014, 11-12-

2019)

E. Subdivision and Street Lighting:

1. Street lighting will be used to ensure safety and mobility. (amd. Ord. 19-014, 11-12-

2019).

i. Streetlights will be placed at all intersections with a state highway and all

intersections with a Town collector road (as defined in the Brian Head

Transportation Master Plan).

ii. The Public Safety Director may order the placement of additional streetlights

where necessary to preserve public safety.

iii. The specifications of street lighting fixtures will be in accordance with the Town’s

Public Works Standards and shall utilize lamp types that are energy efficient, are

dark sky compliant, and mitigate the other negative impacts of artificial lighting.

iv. Pedestrian trails, sidewalks and walkways may be lit with minimum light

necessary to ensure pedestrian safety and in accordance with Public Works

Standards.

v. Additional streetlights may be used to establish a sense of place in accordance

with a Street Lighting Master Plan approved by the Town Council.

(Ord. 19-014, 11-12-2019).

2. Subdivision plans (either residential or non-residential) shall provide for lighting of all streets in accordance with subsection 9-12-(E)(1) and the Town’s public works standards. (amd. Ord. 19-014, 11-12-2019)

i. Additional streetlights along the public right of way may be required by the Planning Commission in order to better establish a sense of place. Said streetlights, when required, shall conform to the Town’s public works standards. (amd. Ord. 19-014, 11-12-2019)

ii. Subdivision plans shall include: a) The location, height and overhand of each light.

b) The size of lights in lumens and type of laminator, and the color of the lights (expressed in Kelvin). Where practicable, the most energy efficient laminators shall be used.

c) A drawing or photograph of the typical streetlight and standard proposed and location of energy meter, switches, cutoffs, etc., if any.

(amd. Ord. 19-014, 11-12-2019)

F. Exceptions: The following shall be exempt from the requirements of this chapter:

1. Holiday lighting from November 15 to January 15 as long as it does not create a safety

hazard or nuisance to surrounding businesses or residences.

2. Traffic control signals and devices or temporary emergency lighting in use by law

enforcement or government agencies or at their direction.

3. The lighting of federal or state flags, provided that the light is a narrow beam aimed

and shielded to illuminate only the flag. Flag lighting should use appropriate

illumination levels to the light the flag, while at the same time fulfilling the purpose of

this chapter. Upward lighting of flags is permitted with a limit of three (3) fixture per

flagpole with a maximum of two thousand (2,000) lumens each. The fixtures must be

shielded such that the point source is not visible outside of a fifteen (15’) foot radius.

4. Lights on snow removal or grooming equipment engaged in water snow operations.

5. Lighting for recreational uses (such as ballfields, parks or night skiing) which do not

strictly adhere to the requirements of this section may be approved by the Planning

Commission following a determine that the lighting meets the intent of the

requirements of this section and up on the condition that lighting will be subject to a

reasonable curfew.

(Ord. 19-014, 11-12-2019)

(Ord. 08-016, 8-12-2008)

9-12-7: BUILDINGS:

A. Purpose: All buildings and structures are to blend into and be in harmony with surrounding

natural vegetation patterns and landforms of the mountain setting. Buildings are to be

located to minimize tree removal and site disturbance, while being oriented to the outdoor

lifestyle and weather and climate conditions. Existing structures are encouraged to remodel

or modify their appearance following requirements of this chapter. (amd. Ord. 17-004, 7-11-

2017)

B. Architectural Design And Style: Buildings shallould implement a rustic composition such as

the craftsman, historic mountain lodge, log cabin, national park, or mountain modern style

architecture that will blend with the mountain setting, as well as topography, landscape and

natural environment found in and around that site. These styles include gabled roofs,

exposed rafters and beams, and multi-paned windows, varied exterior materials, stone and

brick wainscots, dormers, large picture windows, decks and railings, and other features intended

to break up the mas and scale of the buildings and help them blend in better to the natural

surroundings. Building materials shall include large wooden beams and timbers, stone

covered columns, chimneys, and foundation and exterior wall materials reflecting simple,

rustic design. Other materials may be considered at the decision making body’s written

discretion. (Ord. 17-004, 7-11-2017)

(Ord. 17-004, 7-11-2017, amd Ord. 19-014, 11-12-2019)

C. Height:

1. Building heights are specified in each zone district.

2. Public and quasi-public utility buildings, when authorized in a district, may be erected

to a height greater than the zone district height limit by obtaining a conditional use

permit.

3. No dwellings shall be erected to a height less than one story above grade, unless specifically designed and approved as an earth sheltered structure.

D. Mass, Scale And Composition:

1. Building mass and scale should be sensitive to the site and surrounding structures in the neighborhood so as not to stand out or draw attention away from the natural environment.

2. Rooflines, foundations and walls shall have steps, offsets and architectural features to

follow existing slopes and reduce mass. Multi-unit structures should appear to be a

Mountain

Modern

cluster or collection of individual masses so as not to create the appearance of stacks

or rows of identical "products".

E. Roofs:

1. Single and double gabled roofs are permitted with hips and sheds used on

smaller sections, secondary roofs or dormers. Monoslope roofs are allowable

consistent with the mountain modern architectural style. Flat roofs are

discouraged. (amd. Ord. 19-014, 11-12-2019)

2. Wood shake shingles are prohibited.

3. Roof pitches should range between four to twelve (4:12) and twelve to twelve (12:12).

4. Valleys, dormers, rain gutter and associated roof features should be designed with

consideration to retention of snow on the roof. Care should be taken to avoid ice dams

and snow sliding that may damage roofing materials or landscaping and building

elements below. Special consideration should be given to protecting public entries,

patios and balconies, where the weight of falling snow may damage such structures and

endanger human life.

F. Exterior Walls:

1. Exposed foundations under four feet (4') in height may be rubbed or finished in natural

earth tone color. Walls over four feet (4') must be covered in stone, wood or similar

materials to blend with the rest of the structure and must be resistant to snow piling and

water damage. (amd. Ord. 17-004, 7-11-2017)

2. Building wall finish shall include full log or log faced siding, stone (cultured or natural),

wood shingles, horizontal wood board and batten siding, or other synthetic material

textured to simulate natural materials. Consistent with the rustic composition architectural

style as identified in subsection B. Stucco, milled wallboard, brick, non-reflective metal

similar material may be used in limited quantities provided they are broken up with

contrasting materials, colors, and textures consistent with the architectural styles

identified in subsection B. Reflective metal is not permitted. (amd. Ord. 16-007, 12-8-

2016. amd Ord. 17-004, 7-11, 2017).

G. Colors:

1. Exterior building colors should be subdued, complementary colors found in the natural

landscaping. Browns, greys and greens are encouraged for large mass areas. Bright

colors, including bright white, are not allowed for large mass areas. Trim colors of golds,

reds, blues and greens in darker shades found in or around the site are permissible as

long as they blend with the overall building design and do not create a strong contrast.

Buildings or building materials that stand out against the landscape because of color or

light reflection are prohibited. (amd. Ord. 17-004, 7-11-2017)

2. Roof colors should resemble natural earth tone hues that blend with the surrounding

landscape. Reflective materials reflective light value (LRV) exceeding 30 shall not be

used. Bright red, bright blue, bright green, bright white, bright cream or similar colors that

stand out from the surrounding landscape, or draw attention to the structure, shall not be

used. (2010 Code amd. Ord. 18-009, 9-10-2018)

H. Windows And Doors:

1. Large glass surfaces should have features (structural or grid) that break the window up into multi-pane units.

2. Large windows and doors should be recessed and/or shaded by eaves, overhangs, decks or similar architectural features that reduce glare and reflection.

3. Window and door frame colors shall comply with subsection G of this section.

4. Glass shall not create a mirrored finish but may be treated or coated to control solar heat gain.

5. Windows and doors should be trimmed or framed by wood, timber, wood shutters, stone

or wood lintels and sills that are of a scale, color and mass that reflect styles such as

the craftsman, historic mountain lodge, log cabin or national park style architecture.

I. Design Factors: Snow loads, fire standpipes, provisions for handicapped, elevator

emergency requirements, footing specifications and house address: Requirements for these

design factors are defined in the building codes currently adopted by the state, with specific

design criteria available from the town building department. Building addresses shall be

assigned by the town. (Ord. 08-016, 8-12-2008)

J. Accessory Structures: A non-habitable structure, subordinate to and located on the same

lot with a primary structure, the use of which is clearly incidental to that of the main building

or to the use of the land, and which is not attached by any part of a common wall or common

roof to the main structure. In addition to meeting requirements A through I of this Section,

accessory structures must meet the following requirements:

1. Must be detached from the primary structure and have a minimum of ten feet (10’)

of clearance from other structures.

2. Cannot be used as a habitable space.

3. Structure cannot be located within the setback (notwithstanding, setback exceptions

that apply to the primary structure as outlined in chapter 7 of this title, in the

applicable zone, also apply to accessory structures).

4. Must meet snow load requirements.

5. Required to have footings or foundation for accessory structures over 450 square

feet.

6. Structures being used as a garage for vehicle storage must meet all applicable

International Building Code requirements.

7. Shipping containers, intermodal containers, or railroad boxes may not be used as

accessory structures (Ord. 21-006, 05-25-21).

8. No more than three (3) accessory structures are allowed on a single lot of up to one

(1) acre. Additional accessory structures may be allowed on lots larger than one

acre, not to exceed two (2) accessory structures per additional acre.

9. Except for a building accessory to an agricultural use, the footprint of an accessory

structure must not exceed fifty percent (50%) of the footprint of the primary structure.

In no case shall an accessory structure exceed 3,000 square feet in footprint.

10. Maximum height of accessory structures in limited by the area of the structure as

follows:

a. 0 – 200 square feet, 15 feet maximum height. (amd. Ord. 17-004, 7-22-1017)

b. 201 – 400 square feet, 19 feet maximum height. (amd. Ord. 17-004, 7-22-1017)

c. 401 – 1,000 square feet, 24 feet maximum height. (amd. Ord. 17-004, 7-22-

1017)

d. 1,001 – 1,500 square feet, 27 feet maximum height. (amd. Ord. 17-004, 7-22-

1017)

e. 1,501 square feet and above, maximum height determined by Planning Commission

review, but shall in no case exceed thirty-two feet (32’). (Ord. 15-018, 12-8-2015

amd. Ord. 17-004, 7-11-2017)

f. If the proposed accessory structure sits at a lower elevation than the primary

structure, an addition of one foot (1’) of height may be allowed for each one foot (1’)

of elevation difference up to five feet (5’) of additional height following a

determination of the Planning Commission that the height of the accessory structure

does not conflict with the general plan or detract from the intended character of the

zone. (Ord. 17-006, 8-8-2017).

g. Under no circumstances shall an accessory structure exceed 80% of the height of

the primary structure. (Ord. 17-006, 8-8-2017).

9-12-8: CONSTRUCTION DEBRIS REMOVAL:

All building/construction sites shall provide debris removal sufficient to facilitate the regular

cleanup and removal of construction debris from the site. The debris container or containment

area must prevent debris from being blown off the property and screen the debris/garbage from

public view or maintain the material in a neat orderly manner. It may not become a fire hazard or

nuisance to the public or attract vermin. Failure to comply with this section may result in the

suspension of building permits, fines or other such appropriate penalties. (Ord. 08-016, 8-12-

2008)

9-12-9: ROADS:

A. Road Layout And Geometry:

1. The design and arrangement and construction of all roads, public and private (unless

otherwise provided), shall be in conformance with the town public works standards, the

provisions of this title, and the town design standards.

2. Road systems shall provide efficient internal circulation and reasonable access to public

highways, minimize congestion and unsafe conditions, and be in conformance with the

town General Plan.

3. The arrangement of roads shall provide for the continuation of roads between adjacent properties when the continuation is necessary for the convenient movement of traffic, pedestrians, emergency or maintenance vehicles, or the efficient provision of utilities. Proposed streets shall be continuous and in alignment with existing planned or platted streets with which they are to connect.

4. Roads shall be designed in compliance with applicable codes to provide emergency

access and egress for residents and occupants, which should encourage two (2) or more

points of access to a development or neighborhood wherever possible.

5. Where the potential traffic impacts on the existing street systems are considered to be

great, or in the case of unique circumstances concerning topography or street layout,

the subdivider may be required to prepare a detailed engineering study of the road

system.

6. Proposed streets shall intersect one another as nearly at right angles as topography and

other limiting factors of good design permit. No intersection may be closer than one

hundred fifty feet (150') to any other intersection as measured from the centerlines of the

intersections.

7. Where a road does not extend to the boundary of the development and its continuation is not required, its terminus shall provide for a cul-de-sac or turnaround as required by the town public works standards or applicable building codes.

8. Protection strips reserved to control or restrict access to a property shall be utilized only where the reserve strip is deeded to and accepted by the town.

9. Public or private roads must provide legal access to each building lot within the subdivision.

10. Curbs, gutters and sidewalks shall be of a type approved by the town public works standards on any existing or proposed street adjoining a lot on which a building is to be constructed or remodeled, or on which a new use is to be established. All materials and workmanship shall be sensitive to appearance and durability, due to a harsh weather climate. Such curbs, gutters and sidewalks may be required as a condition of building or use permit approval.

11. Excessively long and straight streets which are conducive to high speed traffic shall be prohibited.

12. Every cul-de-sac and permanent dead-end street shall comply with the following requirements:

a. End at a turnaround area having a radius no less than fifty feet (50') and be of hard surface material.

b. Not exceed eight hundred feet (800') in total length, unless additional turnaround

areas (each having at least a 50-foot radius) are also provided at intervals of no less

than eight hundred feet (800') throughout the length of such cul-de-sac or permanent

dead-end street.

c. Hammerhead turnaround areas may be allowed in special circumstances when

recommended by the public safety department and approved by the land use

authority.

13. Temporary dead-end streets, intended as access to future development parcels, shall

be a minimum of one lot depth in length and shall meet all of the other requirements for

permanent dead-end streets set forth in subsection A12 of this section.

14. Driveways, mailboxes, fire hydrants and all other obstructions at such turnaround areas

shall be designed in such a way as to provide an area for snow storage.

15. Road edges shall be:

a. Finished and landscaped to eliminate raw cuts in the land.

b. Cuts shall be graded to provide for vegetation, without damaging existing vegetation and trees.

c. Re-vegetated on road edges and cuts.

d. Constructed to support a vehicle.

e. Riprapped and graded to reduce erosion in drainage ways.

f. Constructed to provide driveway and road swales or culverts to protect intersections.

16. Retaining soils on roadways shall comply with section 9-12-11 of this chapter.

B. Road Grades:

1. Road grades shall be in compliance with the town public works standards, the building

codes currently adopted by the state and this code.

2. All road grades greater than twelve percent (12%) (6.8 degrees) shall be submitted for approval to the land use authority with the recommendation of the town staff.

3. Intersections, switchbacks, hammerheads and cul-de-sacs shall not exceed a four

percent (4%) grade. Roadway sections extending from these areas shall not exceed ten

percent (10%) for a distance of at least two hundred feet (200').

4. Roadway sections exceeding ten percent (10%) (5.7 degrees) shall be no longer than four hundred feet (400') in length and at the bottom of such section shall be provided a straight "braking section" less than ten percent (10%). The length of the braking section

must be at least one-half (1/2) of the length of the roadway that exceeds the ten percent

(10%) (5.7 degrees) grade.

C. Private Road Maintenance: A maintenance plan must be established to the satisfaction of

the Town Manager, or designee, before a private road may be approved. The plan shall

define private road construction, surface material and schedule of maintenance, and ensure

that sufficient funds will be available to maintain the road.

D. Street Names:

1. Street names shall be proposed by the developer and/or citizen and approved by the land use authority, with the recommendation of town staff. (Ord. 08-016, 8-12-2008, amd Ord. 15-018, 12-8-2015)

2. Developers or citizens are encouraged to do an investigation of local history regarding

the names and references to geological and historical features located in the subdivision

and, wherever possible, to incorporate the historical names and references into the

names and designations of streets. (Ord. 08-016, 8-12-2008)

3. The town may change the name of a street without petition or after petition by a

property owner under the following conditions:

a. A notice of the hearing is:

i. Published;

a) In a newspaper of general circulation in the county once per week for four

consecutive weeks before the hearing; and

b) On the Utah Public Notice Website created in Section 63F-1-701 UCA, for

four consecutive weeks prior to the hearing; and

ii. Posted in three places for four consecutive weeks prior to the hearing; and

iii. Mailed to all owners of property abutting the town road.

4. All street names must be coordinated with the appropriate county official. (amd. Ord.

15-018, 12-8-2015)

9-12-10: DRIVEWAYS:

The following shall apply to all driveways connecting the public right of way to a private or public

parking lot or structure:

A. When Approval Required: Driveways exceeding one hundred fifty feet (150') in length and/or

twelve percent (12%) (6.8 degrees) grade must be approved by the director of public safety

and/or designee.

B. Driveway Standards:

Standards Residential Single-Family

Dwelling (SFD)

Commercial (All

Others)

Minimum width

16 feet (4 or fewer units)

20 feet (one-way);

24 feet (two-way)

Maximum width at

street line

24 feet

36 feet

Maximum number of

driveway accesses

per lot

1 per each 100 feet of frontage

(or fraction thereof), maximum 2

interior, 3 corners

1 per each 200 feet of

frontage (or fraction

thereof)

Driveway angle to

street

45 degree - 90 degree

70 degree - 90 degree

Snow storage

Maintain clear view at

intersection

Maintain clear view at

intersection

Drainage May not drain to road surface To approved storm drain collection system

Retaining walls

May extend into public right of

way with town staff approval

May extend into public

right of way with town

staff approval

(Ord. 08-016, 8-12-2008, amd Ord. 16-007, 11-8-2016)

C. Surface Material: Hard surface is required in commercial and multi-family residential

zones. Other materials that make the surface effectively hard but aren’t asphalt or concrete

may be used with the approval of the Planning Commission. All weather surface may be

used for overflow parking (parking in excess of the requirement) as well as in all other

zones. (Ord. 16-007, 11-8-2016)

D. Design of access point (where driveway meets pavement) must be approved by the Public

Works Director to minimize snow removal and drainage issues. (Ord. 17-004, 7-11-2017)

E. Where multi-family or commercial developments are situated with frontage on both a

collector road and residential road, driveway access point shall be from the collector road.

(Ord. 20-002, 4-28-2020)

9-12-11: CUTS, FILLS AND RETAINING WALLS:

A. Purpose: Because of the dramatic visual impact of cuts, fills and retaining walls in the town,

and the public safety factors that may arise with significant cuts and fills in unsuitable soils,

cuts, fills and retaining walls shall be designed to mitigate visual impact and ensure safe soil

retention.

B. Cuts And Retaining Walls: Cuts, fills and retaining walls shall conform to the following

criteria:

1. Un-retained cuts shall not exceed one (1) slope unit vertical for each two (2) units

horizontal (50 percent slope) (unless a steeper slope is designed by a state licensed

engineer) and must be re-vegetated to prevent erosion.

2. Any single retaining wall or retaining mechanism, within the same plane, exceeding

twelve feet (12') in height or one hundred feet (100') in length of exposed wall shall be

reviewed by the Planning Commission.

3. Up to three (3) terraced cuts may be created under a terraced cut retaining system, so

long as each wall is separated by a minimum four-foot (4') setback (measured from face

to face) for visual relief and re-vegetation. Total maximum height of a terraced retaining

system exceeding eighteen feet (18') in height shall be reviewed by the Planning

Commission as part of the approval process. In cases where re-vegetation will be

detrimental to the structural integrity of the wall, the applicant shall propose and

implement design strategies to create visual relief or contrast to enhance the

appearance and mitigate the mass of the wall. (amd. ord. 15-018, 12-8-2015)

4. Retaining wall height shall be measured as the exposed face of a single wall or combined faces of a terraced retaining system.

C. Measuring Cut/Fill Heights: Cuts and/or fills shall be measured vertically at natural grade from the lowest to the highest point of disturbance.

D. Retaining Wall Appearance: Retaining walls and/or retaining systems shall be constructed

of decorative, natural or rustic materials, such as stone or heavy timbers. Concrete or

masonry materials (including split face block) may be used when structural design

requirements exceed natural material capabilities. Walls shall be colored or tinted and have

a surface texture to blend with the surrounding soil or rock colors, and must be approved by

the Town Manager, or designee, before excavation permits shall be granted.

E. Retaining Wall Design: All retaining walls greater than four feet (4') in height shall be

designed by a professional engineer or architect licensed in the state for the loads imposed

on it. Plans shall be submitted at the preliminary plan stage to demonstrate that the hillside

above any proposed cut will remain stable after the proposed cut/fill and retaining system, if

any, has been completed.

F. Re-vegetation/Erosion Control:

1. All cut and fill slopes must be naturalized and re-vegetated within one growing season

after the cut or fill is made.

2. Cuts and fills should be naturalized by rounding edges, placing boulders in natural

fashion and planting native plants, including trees, brush and ground cover, to match

surrounding areas. A landscape/re-vegetation plan in compliance with the town design

standards shall be submitted to the town staff for review with the cut/fill design plans.

3. All re-vegetated areas must be maintained and replanted as necessary to control erosion and maintain the aesthetic value of the site.

4. Foot bridges and private vehicle bridges shall be reviewed and approved by the

building department in conjunction with the single-family dwelling approval per chapter

8 of this title. (Ord. 08-016, 8-12-2008)

G. Standards for Review: All retaining walls approved under this section either by the

Planning Commission, or the Town Manager or designee shall comply with the following

standards:

1. Retaining wall complies with all of the design standards of this section.

2. The height and length of the retaining wall is the minimum necessary for the needed

functionality. The mass of the wall has been broken up using terracing, vegetation,

and/or other visual relief strategies.

3. The wall does not create an attractive nuisance or hazard to the general public.

4. The wall shall preserve the natural scenic beauty of the area by rounding off sharp

angles and otherwise blending with the natural contours of the land, and by preserving

trees and other native vegetation.

5. If retaining wall is being done in preparation for development, a building permit has

been obtained and work has been approved to proceed. If applicant is in the process

of obtaining a building permit, approval may be made contingent on the finalization of

the building permit, but work may not begin on grading or the retaining wall until the

building permit is issued.

(Ord. 17-004, 7-11-2017)

9-12-12: BRIDGE AND TUNNEL REGULATIONS:

The design of bridges and/or tunnels shall conform to the following regulations:

A. Design Plans: All bridges and tunnels must be detailed in design plans submitted to the

Planning Commission for its review and comply with chapter 8 of this title, as applicable.

B. State Code Compliance: Highway bridge abutments shall comply with state code.

C. Retaining Wall Applicability: All wing walls and bridge abutments shall be constructed in

conformity with the retaining wall section of this code (section 9-12-11 of this chapter).

(Ord.08-016, 8-12-2008)

D. Exception: Foot bridges and private vehicles bridges shall be reviewed and approved by

the building department in conjunction with the single-family dwelling approval per Chapter

8 of this title and shall be review and approved by the building department. (Ord. 15-018,

12-82-15)

9-12-13: WATERWAYS, DRAINAGES AND FLOOD HAZARD AREAS:

Special attention shall be given to ensure that development is setback sufficiently from waterways,

drainages and flood hazard areas to prevent erosion, flooding and damage to development and

the waterways per state and federal standards. Such features should be constructed to give a

natural "streambed" appearance to the waterway or drainage area by making small meanders,

placing rocks of various sizes (pebbles, cobble, rocks and boulders) in the streambed and banks,

and planting clumps of trees and shrubs along the outside edge.

A. Design Storm:

1. As each site is unique for elevation and time of concentration, the following website can

be used for determining the precipitation intensity, currently found at:

http://hdsc.nws.noaa.gov/hdsc/pfds/sa/ut_pfds.html

2. The use will input the latitude and longitude for the particular site and choose

"precipitation intensity" from the drop-down menu on screen (the user will verify the

elevation is within acceptable limits for the project area).

3. If a storm distribution is being utilized for the stormwater design, a standard SCS type II

distribution should be used. This distribution shows approximately fifty (50) to seventy

five percent (75%) of total rainfall to occur in a brief period (approximately 2 hours), which

is typical of the intense short duration storms experienced in the town area.

B. Detention Ponds: On site detention ponds are to be sized for the 100-year 24-hour storm.

C. Stormwater Conveyance: Stormwater conveyance pipes are to be sized based on a 10-year

24-hour storm.

1. Pipes will be sized using a rainfall intensity determined by the time of concentration for the applicable drainage basin with a minimum pipe size of fifteen inches (15”).

2. The time of concentration will be estimated using the soil conservation service technical

release 55 (SCS TR-55) method. SCS TR-55 method uses three (3) distinct runoff

patterns in a watershed: a) sheet flow; b) shallow concentrated flow; and c) channel flow.

http://hdsc.nws.noaa.gov/hdsc/pfds/sa/ut_pfds.html

Sheet flow occurs in the upper reaches of a watershed and persists for a maximum of

three hundred feet (300'). Minimum time of concentration to be used for design shall be

five (5) minutes.

After flowing in sheets, water then typically becomes less sheet like and more

concentrated. Following shallow concentrated flow, water typically collects in natural or

manmade channels (U.S. soil conservation service, 1986).

D. Other Permits: Below is a list of other permits that may be required for construction projects

in the town. This list is for informational purposes only and may not include all necessary

permits, depending on the project location:

1. Utah pollutant discharge elimination system (UPDES) general permit for storm water

discharges associated with construction activities. This permit is required for any land

disturbance of one acre or greater. The permit requires submittal of a notice of intent

(NOI) to the Utah division of water quality (DWQ) with appropriate fee, preparation of a

stormwater pollution prevention plan (SWPPP) and erosion control plan. Additional

information regarding this permit can be found at:

http://www.waterquality.utah.gov/UPDES/stormwatercon .html

2. Utah stream alteration permit: This permit is required for any construction activity occurring along a creek or stream. The permit requires submittal of a stream alteration permit to the division of water rights with applicable design drawings and calculations. Additional information regarding this permit can be found at:

http://nrwrt1.nr.state.ut.us/strmalt/default.asp

3. U.S. army corps of engineers (USACE) wetland permits. Potential wetlands need to be

assessed and jurisdiction needs to be determined and approved by the USACE.

Possible requirements are a wetland boundary delineation, drawings, meetings with the

USACE and permits. (Ord. 08-016, 8-12-2008)

9-12-14: UTILITY IMPROVEMENTS:

A. Purpose: The provisions of this section are intended to regulate utility installations within

subdivisions and private improvements and not major utility installations relating to

distribution lines, etc.

B. Construction: All utility connections and lines shall be installed underground. Before any

installations are covered, material and service must be inspected and approved by the town

or applicable utility. During the construction period, temporary power poles and lines shall

be allowed within the boundaries of the construction project; however, such poles and lines

must be removed before final certificate of occupancy for the project is granted.

C. Easements:

1. All utilities shall be placed within public road rights of way or specific rights of way or

easements. Multiple use of a given easement is encouraged. The final plat shall note all

easements, and associated construction drawings define the location of each utility.

2. Easements shall be provided at the rear and at least one side of each lot (so that they

adjoin each other on common lot lines) or be provided in such a way as to demonstrate

that utilities can be provided to each lot.

http://www.waterquality.utah.gov/UPDES/stormwatercon

http://nrwrt1.nr.state.ut.us/strmalt/default.asp

3. Recreational easements are required for all proposed motorized and non-motorized trails, ski runs or open space to promote recreational opportunities in the community, unless otherwise approved by the Planning Commission. Easements shall be required during land use approval (i.e., zone change, subdivision, building permit) for existing trails, ski runs, and open space established by historic use (see subsection 9-12-16B1 of this chapter).

4. Easement locations should be established to ensure the best use of the land and to provide corridors for utility services through raw land for the future development or subdividing of land according to the town general plan. (Ord. 08-016, 8-12-2008)

9-12-15: PARKING:

A. Purpose: There shall be provided at the time of erection of any main building, or creation of

a land use, or at the time such buildings or uses are altered, enlarged, converted or

increased in capacity, minimum off street parking space with adequate provision for ingress

and egress by standard sized vehicles in accordance with the requirements of this section.

Whenever feasible, parking shall be placed underground.

B. Parking Space Requirements: Parking spaces shall be determined in accordance with this

section. Variations may be made to these provisions when justified by a parking study

prepared by a licensed engineer and approval of the land use authority.

C. Required Number; Table: The off-street parking spaces required for each use permitted

by this code shall not be less than that found in table 1 of this subsection. When a

computation of spaces results in a fractional number, the fractional part shall be computed

as a whole space.

TABLE 1

OFF STREET PARKING SCHEDULE

Land Use Number Of Parking Spaces Required

Bed and breakfast inn

1 per bedroom

Civic buildings and conference

center

Determined by specific review

Commercial outdoor recreation,

including skiing, biking, stables/riding

academy

1 per 3 persons maximum rated capacity

Financial institution

3 per 1,000 square feet of leasable

floor area

3 per 1,000 square feet of leasable floor area

Hospital or clinic 3 per bed or patient room

Hotel/motel (2 bed maximum per unit)

1 per guestroom, plus 1 per 500 square feet of interior common area

Indoor entertainment, recreation/theater

1 per 4 seats, or 5 per 1,000 square feet of floor area

Industry

1 per 500 square feet

Multi-family dwelling unit greater than

650 square feet, but less than 1,000

square feet

1.5 per dwelling unit


1,000 square feet, but less than 2,500

square feet

2 per dwelling unit


2,500 square feet

3 per dwelling unit up to 3,500 square feet

and 1 additional stall for each 2,000

square feet, or fraction thereof

Multi-family dwelling unit not greater

than 650 square feet

1 per dwelling unit

Office

1 per 300 gross square feet

Restaurant/food beverage

establishment


Retail


Shopping center or complex of multi-

tenant retail spaces

4 per 1,000 square feet of leasable floor

area, plus 1 per 500 square feet of

interior common area

Single-family dwelling unit and multi- dwelling unit up to 3 units

2 per dwelling unit, plus 1 additional stall

per each 2,500 square feet, or fraction

thereof, when a single dwelling exceeds

2,500 square feet

D. Combination Of Uses: Where there is a combination of uses on a lot, the required number

of parking spaces shall be the sum of that required for each use. In cases where multiple

uses are not in competition for the same parking space, relief may be granted by the land

use authority.

E. Location Of Lot: The parking spaces required by this section shall be provided on the same

lot or parcel as the use, or where the exclusive use of such is provided on another lot or

parcel, not more than five hundred feet (500') radially from the subject lot and within the

same or less restrictive zoning district.

F. Parking Stall Dimensions: Parking stall dimensions shall be in accordance with this

subsection:

1. Width:

a. A minimum width of ten feet (10') shall be provided for each interior (protected from weather) parking stall and ten feet (10') for exterior parking stalls. (amd. Ord. 18-006, 6-11-2018)

b. Exceptions:

i. Parallel parking stalls shall be permitted to be eight feet (8') wide.

ii. The width of a parking stall shall be increased ten inches (10") for obstructions

(columns, walls, etc.) located on either side of the stall within fourteen feet (14')

of the access aisle.

2. Length: A minimum length of twenty feet (20') shall be provided for each stall. Parallel

parking stalls shall be a minimum twenty-two feet (22') in length.

G. Design Of Parking Facilities: The design of parking facilities shall be in accordance with this

subsection, subsection H of this section, and section 9-12-10 of this chapter for driveways

connecting to the public rights of way:

1. Driveway Widths: Every parking facility shall be provided with one or more access driveways, the width of which shall be the following:

a. Private parking lot access at least sixteen-feet (16'). (Ord. 08-016, 8-12-2008, amd

Ord. 16-007, 11-8-2016)

b. Commercial driveways:

i. Twenty-feet (20') for one-way enter/exit. (Ord. 08-016, 8-12-2008, amd Ord. 16-

007, 11-8-2016)

ii. Twenty-four feet (24') for two-way enter/exit.

2. Driveway And Parking Slopes:

a. Maximum Slope: The maximum slope of any driveway or ramp shall not exceed twelve percent (12%) (6.8 degrees). Transition slopes in driveways and ramps shall be provided in accordance with the standards set by the building official and the jurisdiction's engineer.

b. Exception: Where a ramp is covered or heated and will not be susceptible to snow

or ice buildup, the ramp slope may not exceed sixteen percent (16%) (9.1 degrees)

and shall provide sufficient landings at top and bottom of ramp to provide for safe

starting and stopping.

3. Stall Accessibility: Each required parking stall shall be individually and easily accessible.

No automobile shall be required to back onto any public street or sidewalk to leave any

parking stall except in single family residential uses and where the parking stalls

themselves are in the public right of way. All portions of a public lot or garage where

the lot itself is not in the public right of way shall be accessible to other portions thereof

without requiring the use of any public street. (Ord. 08-016, 8-12-2008, amd Ord. 16-

007, 11-8-2016)

An exception may be granted in multi-family residential zones where deemed safe by

the Public Safety Director (Ord. 20-006, 7-14-20)

4. Screening: A buffer shall be created whenever a parking area with associated ramps and driveways abuts a public way. The buffer shall consist of a landscaped earthen berm, rock wall, vegetation or similar natural materials to complement the environment for a height of at least three feet (3'), or a width of at least ten feet (10').

H. Surfacing: Hard surface is required in commercial and multi-family residential zones. Other

materials that make the surface effectively hard but aren’t asphalt or concrete may be used

with the approval of the Planning Commission. All weather surfaces may be used for overflow

parking (parking in excess of the requirement) as well as in all other zones. Each parking lot

and associated ramps and driveways shall be maintained in good condition and kept clear

and in unobstructed and usable condition at all times. Responsibility for maintenance of the

parking lot shall rest with the property owner. The parking lot shall provide adequate access

to a street or alley. Parking spaces in excess of the minimum spaces required may be used

for snow storage in winter (Ord. 08-016, 8-12-2008, amd Ord. 16-007, 11-8-2016)

I. Grading, Erosion Control And Existing Waterway Provisions: Parking lots shall be graded

for proper drainage, with surface water diverted in such a way as to keep the parking area

free of accumulated water or ice and to prevent erosion, and comply with requirements of

section 9-12-13 of this chapter.

J. Snow Storage: All parking lots, sidewalks and other hard surface areas requiring snow

removal shall provide twenty percent (20%) additional area to accommodate snow storage

(15 percent for parking with snow melting equipment). Snow storage shall be provided on

the subject property within the parking lot, adjacent landscaping or other area that allows

for safe snow storage without damage to the structures or landscaping. (Ord. 08-016, 8-12-

2008, amd Ord. 15-018, 12-8-2015)

K. Loading Spaces:

1. General: Loading spaces shall be provided on the same lot for every building in the

commercial zones. No loading space is required if prevented by an existing lawful

building. The building official/zoning administrator shall be authorized to waive this

requirement on unusual lots.

2. Size: Each loading space shall have a clear height of fourteen feet six inches (14'6") and

shall be directly accessible through a usable door not less than three feet (3') in width

and six feet eight inches (6'8") high. The minimum area of a loading space shall be four

hundred (400) square feet and minimum dimensions shall be twenty feet (20') long and

ten feet (10') wide. (Ord. 08-016, 8-12-2008

9-12-16: PUBLIC IMPROVEMENTS:

A. Design Standards:

1. Design and construction specifications for public improvements such as curbs, gutters,

sidewalks, storm drainage, flood control facilities, water, sewer distribution systems and

fire protection shall be in accordance with the town public works standards as currently

adopted, or other applicable codes.

2. The design for all such facilities which are or will be under the control of the town shall

be submitted to the Town Manager, or designee, for review and approval. The design of

streets, blocks, lots, open spaces and other design functions shall be consistent with the

general plan and this title.

B. Required Improvements:

1. The subdivider shall improve all streets, trails, pedestrian ways or easements and water

and sewer facilities in the subdivision necessary to service the subdivision, and enhance

the recreational opportunities in the town, along with streets which abut, or serve access

to, the subdivision. No improvement work shall be commenced until improvement plans

and profiles have been approved by the Town Manager, or designee, and the town has

approved the final plat of the subdivision. The final plat shall not be recorded in the office

of the County Recorder prior to obtaining sufficient guarantee for improvements as

provided in chapter 13 of this title.

2. Improvements shall be installed to permanent line and grade and to the satisfaction of

the Town Manager, or designee, and in accordance with the standard specifications

adopted by the Town Council. Cost of inspection shall be paid by the subdivider as

outlined in the consolidated fee schedule.

3. Notwithstanding the fact that the land on which the improvements are or will be located is dedicated at the time of the recording of a plat, the subdivider shall be required to maintain all improvements until accepted by the town as provided for in section 9-9-6 of this title. (Ord. 08-016, 8-12-2008)

9-12-17: TRASH ENCLOSURES:

Trash dumpsters shall be as approved by the town. Dumpsters are encouraged to be screened

from public view with vegetation or walls and located in an area accessible by the refuse vehicle

and sensitive to limiting backing of the vehicle. If an enclosure is proposed, it shall comply with

the building material requirements and be sensitive to the snow and ice accumulations common

to the town. Trash dumpsters shall be purchased by the town with the cost being borne by the

developer. The town shall require one dumpster for every twenty (20) single-family building lots

or condo units, and one dumpster for every four thousand (4,000) square feet of

commercial/office space, unless other rationale is justified on a case by case basis. (Ord. 08-

016, 8-12-2008)

9-12-18: COMPLIANCE:

Any time a permit under chapter 8 or chapter10 of this title is applied for, the applicant shall

demonstrate compliance with the provisions of this chapter as they relate to the work applied

for. (Ord. 08-016, 8-12-2008)

9-12-19: PUBLIC UTILITIES

A. Structures associated with public utility uses will comply with the design standards put

forth in this chapter, including color, exterior materials, roof design, etc.

B. Above-ground utility equipment and other visible utility infrastructure will be housed in a

structure designed to reduce any potential visual and noise impact on neighbors in

residential and commercial zones. In industrial zones, the equipment and infrastructure

may be screened in a manner compliant with the requirements for that zone.

(Ord. 17-004, 7-11-2017)

9-12-20: CAMPGROUNDS

In an effort to mitigate the potential impacts of overnight outdoor uses such as RV /

Campgrounds, tent campgrounds, and non-permanent structure (such as KOA-style cabin or

yurt) campgrounds, the following design standards shall be applied: (amd. Ord. 20-006, 7-14-

20, amd. Ord. 21-006, 05-25-21)

A. Campgrounds will be designed in a manner that is sensitive to the natural environment

and consistent with the Town General Plan. Vegetation will only be cleared as necessary

for installation of camping and recreational appurtenances (tent sites, campfire rings, RV

pads, etc.) or fire mitigation in accordance with Wildland Urban Interface requirements.

(amd. Ord. 21-006, 05-25-21)

B. Development of the campground area shall be restricted to the portion of the property not

required to be landscaped or undisturbed.

1. All buildings and structures, camping sites, driveways, private roads, parking,

restrooms, pavilions, picnic pads, day use areas, snow storage areas, etc. shall

fit within the remainder of the property not reserved for minimum landscaping and

minimum undisturbed area.

(Ord. 21-006, 05-25-21)

C. Lighting will strictly meet Tow Code for night sky standards. (Ord. 21-006, 05-25-21)

D. Fire pits will be limited to two (2) per acre and will meet the requirements for improved

campfire rings under Stage 1 Fire Restrictions. (Ord. 21-006, 05-25-21)

E. Design of campground access will minimize the impact of vehicular traffic and parking on

surrounding recreational uses. (amd. Ord. 21-006, 05-25-21)

F. Water, wastewater, plumbing, and operations and maintenance plans will comply with

Utah State R392-300. Camping cabins which are intended to be inhabited overnight year-

round shall be equipped with indoor plumbing and sanitation facilities. (Ord. 17-004, 7-

11-2017, amd. Ord. 21-006, 05-25-21)

G. Campsites shall be appropriately spaced to allow for the open feeling anticipated in the

General Plan:

1. Building setbacks for the zone shall apply to campsites.

2. Additional setbacks may be required for visual and noise mitigation.

3. A minimum ten-foot (10’) buffer shall be applied on all sides of a RV campsite or cabin,

and a twenty-foot (20’) buffer applied on all sides of a tent campsite. (Ord. 21-006, 05-

25-21)

4. The minimum size for a tent or RV campsite shall be eight hundred (800) square feet.

(Ord. 21-006, 50-25-21)

5. Snow storage area will be provided for year-round campsite usage. (Ord. 21-006, 05-

25-21)

H. Natural screening (such as mature trees, and shrubs, slopes, etc.) will be utilized to

minimize visual impacts from public rights of way and adjacent uses. Vegetative screening

shall be in natural groupings/clusters and shall be fashioned to create a mostly opaque

visual barrier to campsites, RV sites, restrooms, etc. from the public right of way and

neighboring uses. Vegetative screening shall be kept clear of snow storage areas and

shall be maintained in perpetuity. (Ord. 20-006, 7-14-20, amd. Ord. 21-006, 05-25-21)

1

STAFF REPORT TO THE TOWN COUNCIL SUBJECT: Approval of Tentative FY 2023 Budget

AUTHOR: Shane Williamson, Bret Howser


DATE: May 10, 2022


SUMMARY: The Town Council held a FY 2023 budget work session on April 12, 2022. At this budget

work session, the Town Council reviewed and commented on the proposed Tentative FY

2023 budget.

BACKGROUND: Each year, Brian Head Town prepares an annual Budget. The Town’s annual Strategic

Retreat took place on January 25 - 26, 2022. At this retreat, the strategies for FY 2023 were

decided. Subsequently, the proposed FY budget for 2023 was prepared based on the

strategies. All involved (Town Council members, Town Manager, Public Works Director,

Town Marshal, Town Clerk, and Town Treasurer) reviewed the proposed budget at the

budget work sessions held on April 12, 2022.

ANALYSIS: After review of the budget on April 12, 2022, the Council directed staff with a few changes

to the proposed tentative budget. As a result, such changes are included in the Tentative

budget. Below are a list of these changes and a brief explanation.

Line-item Budget Changes from Work Session

General Fund (10):

Revenue:

• Increased line 10.3890 (Fund Balance Appropriated) by $4,089

Expenses:

• Decreased line 10.4890 (Budgeted increase in fund balance) from

$15,386 to $0.

• Increase line 10.4210.310 (Police – Prof & Tech) by $2,500 to account

for engineering the redesign of the PS parking lot.

• Increase line 10.4220.310 (Fire – Prof & Tech) by $2,500 to account for

engineering the redesign of the PS parking lot.

• Increase line 10.4140.110 (Admin – Wages) from $118,659 to $122,235

to account for Town Manager salary increase.

• Increase line 10.4140.130 (Admin – Benefits) from $53,283 to $54,311


2

• Increase line 10.4180.110 (P&Z – Wages) from $88,888 to $89,808 to

account for Town Manager salary increase.

• Increase line 10.4180.130 (P&Z – Benefits) from $55,350 to $55,614 to

account for Town Manager salary increase.

• Increase line 10.4210.110 (Police – Wages) from $349,846 to $354,526

to account for PS promotions.

• Decrease line 10.4210.130 (Police – Benefits) from $281,813 to

$280,882 to account for PS promotions.

• Increase line 10.4220.110 (Fire – Wages) from $116,615 to $118,175 to

account for PS promotions

• Decrease line 10.4220.130 (Fire – Benefits) from $94,560 to $93,100 to

account for PS promotions.

RDA Fund (25):

Revenue:

• Increased line 3890 (Fund Balance Appropriated) by $50,000.

Expenses:

• Increased line 25.4140.610 (RDA Activities) by $50,000 for playground

project.

Water Fund (51):

Expenses:

• Increase line 51.4751.110 (Water – Wages) from $272,431 to $274,133


• Increase line 51.4751.130 (Water – Benefits) from $171,453 to

$171,681 to account for Town Manager salary increase.

Sewer Fund (52):

Expenses:

• Increase line 52. 4752.110 (Sewer – Wages) from $118,783 to $118,850


• Increase line 52.4752.130 (Sewer – Benefits) from $72,682 to $72,746


Solid Waste Fund (53):

Expenses:

3

• Decrease line 53.44753.110 (Solid Waste – Wages) from $76,902 to


• Decrease line 53.44753.130 (Solid Waste – Benefits) from $37,113 to


FINANCIAL IMPLICATIONS: The FY 2023 final budget will be adopted by the Town Council in June 2022. This budget

will control the Town’s finances for the FY 2023 budget year, running from July 1, 2022, to

June 30, 2023.

STAFF RECOMMENDATION: It is the recommendation of staff that the tentative budget for FY 2023 be approved as

presented.

PROPOSED MOTION: “I hereby move to approve the tentative FY 2023 budget (with the proposed changes) as

presented.”

ATTACHMENTS: Attachment A - FY 2023 Tentative Strategic Budget Summary

Attachment B - FY 2023 Tentative Line-Item Budget Summary

STRATEGIC BUDGET SUMMARY REPORTFiscal Year 2023 Tentative Budget

Man Total Revenue NetStrategy Hours Budget Offsets Budget

Administrative StrategiesPublic Information

PI01 - Hold regular open meetings and solicit public engagement 1,200 $86,075 $0 $86,075PI02 - Communicate significant information to the public in proactive manner 250 15,556 0 15,556PI03 - Keep Town Hall open and staffed with knowledgeable and personable personnel 970 25,556 0 25,556PI04 - Maintain clear and accessible records for the public 1,160 63,985 0 63,985PI05 - Plan and carry out community events geared toward building Town unity 40 5,727 0 5,727PI06 - Celebrate Brian Head Town’s 50 years 30 3,941 0 3,941Public Information Strategies Subtotal 3,650 $200,839 $0 $200,839

Community DevelopmentCD01 - Maintain land management policies that reflect the Community Vision and General Plan 290 $10,828 $0 $10,828CD02 - Provide clear, timely, customer-friendly planning/building reviews 1,810 117,577 0 117,577CD03 - Conduct timely, equitable and professional building inspections 200 11,099 0 11,099CD04 - Ensure adherence to policies through consistent code enforcement 900 43,121 0 43,121CD05 - Establish workforce housing strategy 80 4,744 0 4,744Community Development Strategies Subtotal 3,280 $187,369 $0 $187,369

Economic DevelopmentED01 - Support special events which draw visitors to the community 50 $24,145 $0 $24,145ED02 - General area marketing 60 122,924 58,050 64,874ED03 - Build needed public infrastructure for resort commerce 80 167,331 102,704 64,627ED04 - License businesses to ensure health, safety and welfare 180 10,086 0 10,086ED05 - Facilitate mobility and decrease traffic through public transit 40 158,103 0 158,103ED06 - Provide core goods and services which are not provided by private businesses 40 119,967 122,500 -2,533ED07 - Operate Visitor Center 900 25,615 0 25,615ED08 - Beautify Brian Head 170 59,470 0 59,470ED09 - Better Connect Town with Businesses 30 3,106 0 3,106ED10 - Preserve Dark Skies 70 5,789 0 5,789ED11 - Rebrand Brian Head Town 60 5,399 0 5,399Economic Development Strategies Subtotal 1,680 $701,935 $283,254 $418,681

Strategic PlanningSP01 - Foster strategic thinking and action throughout the organization 40 $12,668 $0 $12,668SP02 - Gather data to help shape policy and strategy 40 3,775 0 3,775SP03 - Align resources with objectives in short and long term 980 75,752 0 75,752SP04 - Engage with the State Legislature to guard against pre-emption of local autonomy and unfunded mandates

70 7,678 0 7,678

Strategic Planning Strategies Subtotal 1,130 $99,873 $0 $99,873

Financial ManagementFM01 - Receive and invest funds for greatest return at very low risk 100 $6,234 $0 $6,234FM02 - Maximize grant revenue to offset tax burden on residents and local businesses 100 9,325 0 9,325FM03 - Minimize the risk of losing resources to injury or lawsuit 270 77,457 0 77,457FM04 - Maximize efficiency through sound purchasing practices 620 39,596 0 39,596FM05 - Prepare and share clear and accurate financial information 860 75,452 0 75,452FM06 - Set fee levels that cover costs but don’t deter investment in the community 40 2,928 0 2,928Financial Management Strategies Subtotal 1,990 $210,992 $0 $210,992

Personnel ManagementPM01 - Encourage employee physical wellness 10 $1,629 $0 $1,629PM02 - Provide peace-of-mind through financial management and health plan 50 3,597 0 3,597PM03 - Establish a friendly and cohesive work environment 20 3,559 0 3,559PM04 - Retain and attract staff capable of providing “Resort Town Quality” service 30 2,488 0 2,488PM05 - Recognize and reward desired progression 30 3,588 0 3,588PM06 - Help employees progress toward their ideal through comprehensive goal setting 80 6,525 0 6,525Personnel Management Strategies Subtotal 220 $21,386 $0 $21,386

Administrative Strategies Total 11,950 $1,422,394 $283,254 $1,139,140

Public Safety StrategiesGeneral Public Safety

PS01 - Prepare for emergencies by utilizing Nat’l Incident Mgt System (ICS) and the Town’s Emergency Operations Plan (EOP)

380 $22,697 $0 $22,697

PS02 - Promote emotional and physical health and wellness necessary to meet the demands of a public safety officer

350 22,250 0 22,250

PS03 - Improve community image and visibility 770 46,259 0 46,259PS04 - Respond to public safety emergencies as they arise 3,560 270,719 0 270,719PS05 - Proactively provide emergency medical treatment for residents and visitors 300 29,940 0 29,940General Public Safety Strategies Subtotal 5,360 $391,864 $0 $391,864

Marshals OfficeMA01 - Provide a proactive and highly visible police presence throughout the Town during all hours of the day and night

7,200 $496,083 $0 $496,083

MA02 - Train Deputies and give tools necessary to maintain a true public safety response 500 36,215 0 36,215

Strategic Budget Summary Report p. 1 of 2 Brian Head Town

Man Total Revenue NetStrategy Hours Budget Offsets BudgetMA03 - Provide heightened police coverage during peak times 440 35,122 0 35,122MA04 - Keep Brian Head a multi-recreational community through OHV education and enforcement 290 18,521 0 18,521Marshals Office Strategies Subtotal 8,430 $585,942 $0 $585,942

Fire DepartmentFD01 - Ensure that trained fire personnel and appropriate equipment are available to fight fire in Brian Head

510 $97,470 $10,000 $87,470

FD02 - Retain and recruit wildland fire division personnel that can respond to fires outside of our community

270 31,780 100,000 -68,220

FD03 - Train all fire department personnel in the strategies and tactics used for structural and wildland fires as well as rescue operations

720 36,782 0 36,782

FD04 - Keep our commercial properties safe from fire hazards 1,200 56,217 0 56,217FD05 - Work to improve Brian Head Insurance Service Office (ISO) rating 300 16,822 0 16,822FD06 - Expand fuels reduction projects in and around Brian Head 3,150 115,803 0 115,803FD07 - Work with Special Assessment Areas to improve fire protection through expanded infrastructure 0 400 0 400

Fire Department Strategies Subtotal 6,150 $355,273 $110,000 $245,273

Public Safety Strategies Total 19,940 $1,333,079 $110,000 $1,223,079

Public Works StrategiesStreets

ST01 - Maintain and improve gravel roads 750 $100,196 $0 $100,196ST02 - Maintain paved roads 790 431,256 102,704 328,552ST03 - Implement Streets Master Plan 630 36,802 0 36,802ST04 - Train staff to provide highest quality maintenance in safest manner possible 980 56,306 0 56,306ST05 - Snow Removal 4,130 291,923 0 291,923ST06 - Street Lights & Signs 410 41,220 0 41,220ST07 - Improve multi-modal transportation options 210 15,447 0 15,447Streets Strategies Subtotal 7,900 $973,150 $102,704 $870,446

Parks & RecreationPK01 - Maintain recreation infrastructure at high quality 2,690 $145,830 $0 $145,830PK02 - Implement phased improvements of Bristlecone Park & Pond 1,470 338,019 10,000 328,019PK03 - Enhance trails system consistent with Trails Master Plan 670 38,144 0 38,144Parks & Recreation Strategies Subtotal 4,830 $521,993 $10,000 $511,993

Asset ManagementAM01 - Administer Depreciable Asset Replacement Program 40 $271,704 $89,000 $182,704AM02 - Maintain Public Facilities 370 27,451 0 27,451AM03 - Refine GIS Program 0 0 0 0Asset Management Strategies Subtotal 410 $299,155 $89,000 $210,155

Water SystemWA01 - Meet State DEQ water quality standards 1,060 $166,693 $668 $166,025WA02 - Ensure sufficient water supply 450 181,733 285 181,448WA03 - Maintain & Improve Water Storage & Distribution System 1,450 776,491 897 775,594Water System Strategies Subtotal 2,960 $1,124,917 $1,850 $1,123,067

Sewer SystemSE01 - Maintain & Improve Wastewater Collection System to DEQ Standards 1,150 $119,817 $0 $119,817SE02 - Treat wastewater consistent with DEQ standards 290 213,820 0 213,820Sewer System Strategies Subtotal 1,440 $333,637 $0 $333,637

Solid WasteSW01 - Collect solid waste regularly consistent with State regulations 2,230 $179,231 $0 $179,231Solid Waste Strategies Subtotal 2,230 $179,231 $0 $179,231

Public Works Strategies Total 19,770 $3,432,082 $203,554 $3,228,528

Grand Total for All Strategies 51,660 $6,187,555 $596,808 $5,590,747

Strategic Budget Summary Report p. 2 of 2 Brian Head Town

Line Item Budget Summary ReportFiscal Year 2023 Tentative Budget

Governmental FundsLine Item Balancing Total

Expenditures Budget Transfers Depreciation Entry Cash Budget10 General Fund $3,281,496 $3,281,496 $520,370 $0 $0 $2,761,12617 Wildland Fire 110,000 110,000 0 0 18,890 91,11025 Redevelopment Agency 317,067 317,067 8,667 0 0 308,40028 Municipal Building Authority 120,370 120,370 0 0 0 120,37030 Debt Service 206,158 206,158 0 0 0 206,15846 Capital Projects 345,000 345,000 0 0 0 345,00047 Asset Replacement 264,949 264,949 0 0 5,652 259,297

Governmental Funds Subtotal $4,645,040 $4,645,040 $529,037 $0 $24,542 $4,091,461

Enterprise FundsOperating Non-Operating Long-Term Debt Capital Line Item Balancing TotalExpense Expense Repayment Requirement Budget Transfers Depreciation Entry Cash Budget

51 Water $1,292,999 $142,393 $251,000 $225,000 $1,911,392 $98,600 $344,748 $0 $1,468,04452 Sewer 562,157 0 0 0 562,157 65,200 54,408 0 442,54953 Solid Waste 208,904 0 0 0 208,904 23,400 0 0 185,50455 Snowmaking Lease 0 0 0 0 0 0 0 0 0

Enterprise Funds Subtotal $2,064,060 $142,393 $251,000 $225,000 $2,682,453 $187,200 $399,156 $0 $2,096,097

Grand Total 6,709,100 142,393 251,000 225,000 7,327,493 716,237 399,156 24,542 6,187,558

Non-cash transactionsbudgeted to line items

Fund

Fund

Line Item Expenditures

(2022 YTD Column as of 04/01/2022)

Account 2019 Actual 2020 Actual 2021 Actual 2022 YTD2022 Original

Budget

2022 Revised

Budget

2023

Proposed

Budget

Revenue:

Taxes

3110 General Property Tax (Current Year) 742,447$ 732,923$ 729,783$ 865,369$ 894,250$ 894,250$ 894,300$

3120 General Property Tax (Delinquent) 37,351$ 58,848$ 62,627$ 53,207$ 89,000$ 89,000$ 105,000$

3130 Sales and Use Taxes 153,024$ 148,469$ 259,403$ 134,776$ 156,300$ 156,300$ 193,800$

3135 PAR Tax 27,929$ 27,007$ 48,494$ 23,743$ 29,300$ 29,300$ 36,200$

3140 Franchise Tax 3,789$ 3,833$ 3,106$ 1,851$ 3,600$ 3,600$ 3,800$

3145 Telecommunication Tax 4,094$ 4,520$ 3,864$ 2,501$ 4,500$ 4,500$ 4,700$

3151 Resort Tax 444,538$ 430,638$ 766,094$ 376,804$ 467,400$ 467,400$ 579,600$

3152 Highway Tax 83,757$ 80,989$ 145,473$ 71,223$ 88,000$ 88,000$ 108,700$

3153 Municipal Energy Tax 122,800$ 122,167$ 131,890$ 59,900$ 119,900$ 119,900$ 126,500$

3154 Municipal Transient Room Tax 80,231$ 86,109$ 175,888$ 104,019$ 86,000$ 86,000$ 107,000$

3170 Fee in Lieu 6,050$ 6,824$ 8,445$ 6,054$ 5,500$ 5,500$ 7,000$

3190 Penalties on Delinquent Taxes 1,425$ 1,923$ 2,714$ 1,195$ 3,700$ 3,700$ 4,500$

3200 Personal Property Taxes 27,470$ 26,580$ 52,535$ 12,429$ 27,800$ 27,800$ 29,900$

Total Taxes 1,734,905$ 1,730,830$ 2,390,316$ 1,713,071$ 1,975,250$ 1,975,250$ 2,201,000$

Licenses and Permits

3210 Business Licenses 12,176$ 14,461$ 28,097$ 34,184$ 19,500$ 19,500$ 30,700$

3215 Alcohol Licenses 550$ 100$ 500$ 250$ 600$ 600$ 600$

3220 Enhanced Services Business License Fee 339,567$ 295,715$ 551,517$ 271,627$ 355,000$ 355,000$ 440,800$

3221.1 Building Permit Fees 4,505$ 4,179$ 15,913$ 23,893$ 15,836$ 15,836$ 15,900$

3221.2 Plan Check Fee 250$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

3221.3 Other Building Fee 50$ 1,800$ 10,875$ 9,750$ ‐$ ‐$ 5,000$

3222 Land Use Permit Fees 6,497$ 2,642$ 4,630$ 6,566$ 365$ 4,500$ 4,500$

3223 Enhanced Service STR Fee ‐$ ‐$ ‐$ 39,941$ 51,000$ 51,000$ 54,000$

3230 Other Permits 1,250$ 3,959$ 3,925$ 13,427$ 5,100$ 5,100$ 5,300$

Total Licenses and Permits 364,845$ 322,856$ 615,457$ 399,638$ 447,401$ 451,536$ 556,800$

Intergovernmental Revenue

3314 Public Safety State Grant 2,618$ 3,034$ ‐$ 9,042$ ‐$ ‐$ ‐$

3341 General gov't state grant 19,100$ 61,660$ 156,525$ 11,067$ 67,500$ 78,500$ 58,050$

3356 Class C Road Funds 64,610$ 63,335$ 69,353$ 48,944$ 64,900$ 64,900$ 65,600$

3358 State Liquor Fund Allotment 4,100$ 2,953$ 3,057$ 3,179$ 4,000$ 4,000$ 4,000$

3373 County ‐ fire agreements 40,000$ 40,000$ 40,000$ 40,000$ 40,000$ 40,000$ 40,000$

Total Intergovernmental Revenue 130,428$ 170,982$ 268,935$ 112,232$ 176,400$ 187,400$ 167,650$

FY 2023 Proposed Budget |97|

(2022 YTD Column as of 04/01/2022)


Budget

2022 Revised

Budget

2023

Proposed

Budget

Charges for Services

3419 Administrative Charges 62,637$ 76,464$ 67,722$ 50,948$ 61,138$ 61,138$ 66,400$

3422 Retail Fuel 70,724$ 98,715$ 122,533$ 75,346$ 90,400$ 90,400$ 122,500$

3426 Fire Department Revenue 450$ 4,780$ 6,797$ 5,701$ 9,600$ 9,600$ 8,800$

3427 Volunteer Fire Revenue ‐$ 420$ ‐$ ‐$ ‐$ ‐$ ‐$

3428 Misc Police Revenue (Police Reports) 628$ 20$ 60$ 15$ ‐$ ‐$ ‐$

3435 Shop Charges 73,304$ 100,700$ 106,945$ 93,584$ 112,300$ 112,300$ 120,800$

3441 Streets, trails, services ‐$ 9,000$ ‐$ ‐$ ‐$ ‐$ ‐$

Total Charges for Services 207,743$ 290,099$ 304,057$ 225,594$ 273,438$ 273,438$ 318,500$

Fines and Forfeitures

3510 Court Fines 629$ 498$ 2,137$ ‐$ 600$ 600$ 600$

3520 Administrative Fines (Code Violations) ‐$ ‐$ ‐$ 4,700$ ‐$ ‐$ ‐$

Total Fines and Forfeitures 629$ 498$ 2,137$ 4,700$ 600$ 600$ 600$

Interest

3610 Interest 42,714$ 26,064$ 7,540$ 5,047$ 18,600$ 18,600$ 12,000$

Total Interest 42,714$ 26,064$ 7,540$ 5,047$ 18,600$ 18,600$ 12,000$

Marketing & Events

3540 Registration Fees 534$ 429$ ‐$ ‐$ ‐$ ‐$ ‐$

3550 Donations ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

3560 Grants ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

3570 Other Revenue 20,000$ ‐$ 17,297$ 6$ ‐$ ‐$ ‐$

Total Marketing & Events 20,534$ 429$ 17,297$ 6$ ‐$ ‐$ ‐$

Miscellaneous Revenue

3640 Sale of Fixed Assets/Materials ‐$ ‐$ 12,578$ ‐$ ‐$ ‐$ ‐$

3650 Sales of materials and supplies 75$ 303$ 26$ 346$ 300$ 300$ 250$

3660 Sale of Real Property ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

3670 Bond Revenue ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

3671 Proceeds of lease agreements ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

3680 Building/Pavilion Rentals 8,125$ 3,075$ 1,255$ 1,700$ 6,200$ 6,200$ 6,450$

3690 Sundry (Miscellaneous) 9,488$ 1,577$ 18$ 16$ 3,100$ 3,100$ 3,200$

3691 Health Insurance reimbursement ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Total Miscellaneous Revenue 17,688$ 4,955$ 13,877$ 2,062$ 9,600$ 9,600$ 9,900$

Contributions

3801 Contribution from Private Sources ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

3802.2 Public Safety Impact Fee/3059 459$ 1,836$ 2,754$ 4,893$ 2,200$ 2,200$ 2,290$

Total Contributions 459$ 1,836$ 2,754$ 4,893$ 2,200$ 2,200$ 2,290$


(2022 YTD Column as of 04/01/2022)


Budget

2022 Revised

Budget

2023

Proposed

Budget

Transfers from other funds

3817 Transfer from Wildland Fire Fund ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

3825 Transfer from RDA 8,667$ 8,667$ 8,667$ 8,667$ 8,667$ 8,667$ 8,667$

3830 Transfer from Debt Service ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

3846 Transfer from Capital Projects ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

3860 Transfer From SEM SID Fund ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

3890 Fund Balance Appropriated ‐$ ‐$ ‐$ ‐$ ‐$ 648,004$ 4,089$

Total Transfers from other funds 8,667$ 8,667$ 8,667$ 8,667$ 8,667$ 656,671$ 12,756$

Total Revenue: 2,528,612$ 2,557,216$ 3,631,037$ 2,475,910$ 2,912,156$ 3,575,295$ 3,281,496$


(2022 YTD Column as of 04/01/2022)


Budget

2022 Revised

Budget

2023

Proposed

Budget

Expenditures:

General government

Council

4111.110 Council ‐ Salaries 16,159$ 14,750$ 13,872$ 6,962$ 16,000$ 16,000$ 16,000$

4111.130 Council ‐ Benefits 1,598$ 1,466$ 1,333$ 667$ 1,224$ 1,224$ 1,224$

4111.210 Council ‐ Books/Subscriptions/Memberships ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

4111.230 Council ‐ Travel, Conferences & Training 1,875$ 322$ 1,833$ 1,177$ 3,750$ 3,750$ 9,250$

4111.240 Council ‐ Office Supplies & Expense 288$ 78$ 313$ 308$ 250$ 250$ 250$

4111.290 Council ‐ Telephone/Data Plans 721$ 659$ 266$ 263$ 600$ 600$ 600$

4111.330 Council ‐ Training & Education ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

4111.610 Council ‐ Miscellaneous Expense ‐$ ‐$ ‐$ ‐$ 250$ 250$ 250$

Total Council 20,641$ 17,275$ 17,617$ 9,377$ 22,074$ 22,074$ 27,574$

Administrative

4140.110 Admin ‐ Salaries & Wages 90,167$ 95,631$ 98,705$ 80,861$ 110,615$ 110,615$ 122,235$

4140.111 Admin ‐ Overtime Wages (Administrative) 512$ 296$ 150$ 543$ ‐$ ‐$ ‐$

4140.121 Admin ‐ Part‐Time Salaries/Code Enforceme ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

4140.130 Admin ‐ Employee Benefits 40,738$ 44,201$ 44,032$ 43,001$ 54,582$ 54,582$ 54,311$

4140.140 Admin ‐ Unemployment Costs 106$ 287$ ‐$ ‐$ ‐$ ‐$ ‐$

4140.210 Admin ‐ Books/Subscriptions/Memberships 2,345$ 2,828$ 1,716$ 26,892$ 2,635$ 27,635$ 2,295$

4140.220 Admin ‐ Publishing/Legal Notices 672$ 966$ 891$ 1,356$ 1,200$ 1,200$ 1,600$

4140.230 Admin ‐ Travel, Conferences & Training 4,680$ 4,709$ 3,409$ 2,227$ 4,050$ 4,050$ 4,495$

4140.240 Admin ‐ Office Supplies/Reimb Expenses 3,759$ 3,388$ 5,824$ 5,685$ 4,600$ 4,600$ 5,000$

4140.245 Admin ‐ Bank Charges 409$ 505$ 652$ 1,240$ 500$ 1,500$ 1,500$

4140.250 Admin ‐ Equipment Supplies/Maintenance 2,205$ 2,288$ 2,915$ 3,080$ 2,250$ 2,250$ 2,250$

4140.254 Admin ‐ Vehicle Repair & Maintenance 272$ 1,148$ 133$ 2,812$ 1,000$ 1,000$ 1,000$

4140.255 Admin ‐ Fuel & Oil 1,404$ 569$ 415$ 1,457$ 1,000$ 1,000$ 1,500$

4140.260 Admin ‐ Retail Fuel (Town Pump) 57,408$ 91,008$ ‐$ ‐$ ‐$ ‐$ ‐$

4140.270 Admin ‐ Bldgs/Grounds ‐ Supplies/Maint 10,920$ 14,574$ 11,358$ 8,138$ 9,740$ 19,740$ 10,760$

4140.275 Admin ‐ Lease Expense (MBA) ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

4140.280 Admin ‐ Utilities 4,703$ 4,657$ 4,861$ 3,669$ 5,000$ 5,000$ 5,000$

4140.290 Admin ‐ Telephone 6,178$ 5,899$ 5,559$ 4,053$ 5,600$ 5,600$ 5,200$

4140.310 Admin ‐ Professional & Technical Services 10,502$ 10,083$ 9,646$ 33,641$ 12,750$ 12,750$ 15,630$

4140.312 Admin ‐ Audit & Accounting 15,000$ 15,000$ 15,000$ 15,500$ 15,000$ 15,000$ 15,500$

4140.450 Admin ‐ Elections ‐$ 387$ 21$ 321$ 500$ 500$ ‐$

4140.485 Admin ‐ Transportation Service 130,914$ 128,073$ ‐$ ‐$ ‐$ ‐$ ‐$

4140.510 Admin ‐ Insurance Expense 55,085$ 38,037$ 43,439$ 13,168$ 42,400$ 42,400$ 49,500$

4140.540 Admin ‐ Promotions/Incentives 3,512$ 5,167$ 4,029$ 2,656$ 5,850$ 5,850$ 6,100$

4140.610 Admin ‐ Miscellaneous Expense 311$ 270$ 90$ 225$ 350$ 350$ 250$

Total Administrative 441,802$ 469,971$ 252,845$ 250,525$ 279,622$ 315,622$ 304,126$


(2022 YTD Column as of 04/01/2022)


Budget

2022 Revised

Budget

2023

Proposed

Budget

Legal

4145.310 Legal ‐ Books/Subscrip/Dues 4,115$ 1,582$ 1,475$ 4,142$ 7,000$ 7,000$ 7,000$

Total Legal 4,115$ 1,582$ 1,475$ 4,142$ 7,000$ 7,000$ 7,000$

Building Department

4160.110 BldgDept ‐ Salaries & Wages 13,242$ 15,128$ 15,584$ 17,242$ 25,709$ 25,709$ ‐$

4160.111 BldgDept ‐ Overtime Wages (Building) 77$ 4$ 28$ 126$ ‐$ ‐$ ‐$

4160.130 BldgDept ‐ Employee Benefits 8,093$ 9,470$ 9,654$ 15,243$ 17,698$ 17,698$ ‐$

4160.240 BldgDept ‐ Office Supplies & Expenses 584$ 78$ 175$ 251$ 300$ 300$ ‐$

Total Building Department 21,996$ 24,680$ 25,441$ 32,862$ 43,707$ 43,707$ ‐$

Planning and Zoning

4180.110 P&Z ‐ Salaries & Wages 16,769$ 15,272$ 15,776$ 27,893$ 43,051$ 43,051$ 89,808$

4180.111 P&Z ‐ Overtime Wages (P & Z) 43$ (43)$ 15$ 104$ ‐$ ‐$ ‐$

4180.130 P&Z ‐ Employee Benefits 9,223$ 7,588$ 7,923$ 29,188$ 30,042$ 30,042$ 55,614$

4180.210 P&Z ‐ Books/Subscriptions/Memberships ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ 250$

4180.230 P&Z ‐ Travel, Conferences & Training ‐$ ‐$ ‐$ 587$ 2,035$ 2,035$ 4,100$

4180.240 P&Z ‐ Office Supplies & Expense 163$ 114$ 155$ 1,005$ 2,350$ 2,350$ 1,850$

4180.290 P&Z ‐ Telephone ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ 1,100$

4180.310 P&Z ‐ Professional & Technical Services 25,373$ 585$ 2,008$ 13,418$ 7,100$ 82,100$ 7,950$

Total Planning and Zoning 51,571$ 23,516$ 25,877$ 72,195$ 84,578$ 159,578$ 160,672$

Retail Fuel

4640.245 Retail Fuel ‐ Bank Charges ‐$ ‐$ 6,708$ 4,227$ 7,420$ 7,420$ 7,420$

4640.250 Retail Fuel ‐ Equip Supplies/Maint ‐$ ‐$ ‐$ ‐$ 1,500$ 1,500$ 1,500$

4640.260 Retail Fuel ‐ Retail Fuel ‐$ ‐$ 106,873$ 64,675$ 71,900$ 71,900$ 102,500$

4640.310 Retail Fuel ‐ Prof & Tech Services ‐$ ‐$ 1,521$ 1,892$ 650$ 650$ 800$

4640.510 Retail Fuel ‐ Insurance Exp ‐$ ‐$ 560$ ‐$ 560$ 560$ 560$

Total Retail Fuel ‐$ ‐$ 115,662$ 70,794$ 82,030$ 82,030$ 112,780$

Transit

4650.250 Transit ‐ Equip Supplies/Maint ‐$ ‐$ 1,075$ 406$ 1,000$ 1,000$ 1,000$

4650.310 Transit ‐ Prof & Tech Services ‐$ ‐$ 18,250$ 5,000$ 10,500$ 10,500$ 10,000$

4650.485 Transit ‐ Transportation Services ‐$ ‐$ 124,832$ 106,425$ 139,000$ 139,000$ 143,850$

Total Transit ‐$ ‐$ 144,157$ 111,831$ 150,500$ 150,500$ 154,850$


(2022 YTD Column as of 04/01/2022)


Budget

2022 Revised

Budget

2023

Proposed

Budget

Marketing & Events

4660.230 Marketing & Events ‐ Travel andTraining ‐$ 17$ ‐$ 63$ ‐$ ‐$ ‐$

4660.250 Marketing & Events ‐ Equip Supplies/Maint 1,426$ 1,541$ ‐$ 2,500$ 1,400$ 1,400$ 3,200$

4660.310 Marketing & Events ‐ Prof & Techincal Servic 229$ 229$ 234$ 182$ 1,450$ 1,450$ 1,450$

4660.610 Marketing & Events ‐ Miscellaneous Expense ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

4660.611 Marketing & Events ‐ Permits 100$ 371$ ‐$ ‐$ ‐$ ‐$ ‐$

4660.612 Marketing & Events ‐ Advertising/Marketing 80,300$ 134,167$ 116,758$ 127,000$ 127,550$ 127,550$ 116,850$

4660.615 Marketing & Events ‐ Entertainment 15,514$ 16,300$ 5,425$ 5,400$ 16,900$ 16,900$ 16,900$

4660.616 Marketing & Events ‐ Food 385$ 259$ ‐$ ‐$ ‐$ ‐$ ‐$

Total Marketing & Events 97,954$ 152,884$ 122,417$ 135,145$ 147,300$ 147,300$ 138,400$

Total General government 638,079$ 689,908$ 705,491$ 686,871$ 816,811$ 927,811$ 905,402$

Public safety

Police

4210.110 Police ‐ Salaries & Wages 239,492$ 247,994$ 268,223$ 252,085$ 324,205$ 324,205$ 354,526$

4210.111 Police ‐ Overtime Wages (Police) 17,423$ 16,349$ 16,276$ 24,568$ 20,880$ 20,880$ 24,368$

4210.120 Police ‐ Part‐time Officers 24,764$ 27,190$ 27,773$ 16,588$ 37,230$ 37,230$ 34,487$

4210.130 Police ‐ Employee Benefits 185,362$ 188,130$ 198,572$ 228,952$ 266,279$ 271,183$ 283,648$

4210.210 Police ‐ Books/Subscriptions/Memberships 604$ 460$ 460$ 500$ 610$ 610$ 650$

4210.230 Police ‐ Travel, Conferences & Training 3,358$ 2,661$ 2,090$ 726$ 5,450$ 5,450$ 7,390$

4210.240 Police ‐ Office Supplies & Expense 664$ 248$ 1,138$ 905$ 650$ 650$ 800$

4210.250 Police ‐ Equipment Supplies & Maintenance 5,362$ 7,220$ 9,105$ 37,940$ 27,350$ 76,750$ 9,880$

4210.254 Police ‐ Vehicle Repair & Maintenance 6,181$ 7,079$ 7,213$ 3,663$ 5,900$ 5,900$ 6,040$

4210.255 Police ‐ Fuel 11,922$ 11,638$ 12,721$ 15,288$ 13,000$ 13,000$ 20,000$

4210.270 Police ‐ Bldg/Grounds Supplies & Maintenan 8,037$ (1,699)$ 6,668$ 4,191$ 5,930$ 5,930$ 6,205$

4210.275 Police ‐ Public Safety Building Payment (MBA 60,763$ 60,348$ 60,485$ 60,598$ 60,598$ 60,598$ 60,185$

4210.280 Police ‐ Utilities 4,145$ 3,938$ 3,946$ 3,229$ 4,500$ 4,500$ 4,000$

4210.290.1 Police ‐ Telephone 7,037$ 4,609$ 4,704$ 4,038$ 4,350$ 4,350$ 5,850$

4210.290.2 Police ‐ Communications 23,711$ 29,384$ 26,318$ 27,140$ 34,225$ 34,225$ 35,650$

4210.310 Police ‐ Professional & Technical Services 7,469$ 4,202$ 4,392$ 368$ 4,675$ 4,675$ 8,195$

4210.450 Police ‐ Uniforms 942$ 1,017$ 1,326$ 1,271$ 2,000$ 2,000$ 4,000$

4210.451 Police ‐ EMT Supplies 26$ 1,805$ 1,005$ 1,148$ 1,250$ 1,250$ 1,500$

4210.452 Police ‐ EMT Training & Travel 1,410$ 1,057$ 762$ 2,368$ 3,150$ 3,150$ 5,480$

4210.453 Police ‐ Search & Rescue ‐$ ‐$ ‐$ ‐$ 500$ 500$ 500$

4210.610 Police ‐ Miscellaneous Expense 238$ 495$ 716$ 216$ 400$ 400$ 400$

Total Police 608,910$ 614,125$ 653,893$ 685,782$ 823,132$ 877,436$ 873,754$


(2022 YTD Column as of 04/01/2022)


Budget

2022 Revised

Budget

2023

Proposed

Budget

Fire

4220.110 Fire ‐ Salaries & Wages 80,023$ 83,430$ 86,378$ 82,603$ 112,568$ 112,568$ 118,175$

4220.111 Fire ‐ Overtime Wages (Fire) 5,808$ 5,450$ 5,425$ 8,189$ 6,960$ 6,960$ 8,124$

4220.120 Fire ‐ Part Time Wages 3,293$ 9,463$ 7,327$ 2,505$ 4,800$ 4,800$ 4,500$

4220.130 Fire ‐ Employee Benefits 61,535$ 62,999$ 66,015$ 76,003$ 89,750$ 91,385$ 95,172$

4220.210 Fire ‐ Books/Subscriptions/Memberships 144$ ‐$ ‐$ 335$ 100$ 100$ 335$

4220.230 Fire ‐ Travel, Conferences & Training 1,286$ 2,625$ 532$ 647$ 1,875$ 1,875$ 1,875$

4220.240 Fire ‐ Office Supplies & Expense 228$ 161$ 76$ 207$ 350$ 350$ 350$

4220.250 Fire ‐ Equipment ‐ Supplies & Maintenance 4,351$ 3,379$ 4,078$ 8,815$ 4,700$ 14,400$ 5,550$

4220.254 Fire ‐ Vehicle Repair & Maintenance 4,436$ 6,642$ 6,298$ 2,460$ 7,070$ 7,070$ 7,080$

4220.255 Fire ‐ Fuel 2,600$ 1,903$ 2,104$ 1,684$ 1,200$ 1,200$ 2,000$

4220.270 Fire ‐ Bldgs/Grounds ‐ Supplies & Maintenan 8,041$ (1,703)$ 5,727$ 4,183$ 5,730$ 5,730$ 6,005$

4220.275 Fire ‐ Public Safety Building Payment (MBA) 60,763$ 60,348$ 60,485$ 60,598$ 60,598$ 60,598$ 60,185$

4220.280 Fire ‐ Utilities 4,145$ 3,938$ 4,104$ 3,229$ 4,500$ 4,500$ 4,000$

4220.290 Fire ‐ Telephone 4,143$ 4,094$ 4,063$ 3,421$ 4,350$ 4,350$ 5,850$

4220.310 Fire ‐ Professional & Technical Services 3,291$ 4,947$ 4,753$ 7,236$ 10,200$ 10,200$ 12,700$

4220.450 Fire ‐ Uniforms 479$ 540$ 312$ ‐$ 750$ 750$ 750$

4220.451 Fire ‐ Volunteer Fire Fund ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

4220.453 Fire ‐ State Grants ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

4220.610 Fire ‐ Miscellaneous Expense 1,627$ 495$ 2,324$ 208$ 2,000$ 2,000$ 2,000$

Total Fire 246,193$ 248,711$ 260,001$ 262,323$ 317,501$ 328,836$ 334,651$

Total Public Safety 855,103$ 862,836$ 913,894$ 948,105$ 1,140,633$ 1,206,272$ 1,208,404$

Public Works

Highways

4410.110 Streets ‐ Salaries & Wages 46,938$ 83,656$ 88,154$ 65,614$ 91,973$ 91,973$ 156,234$

4410.111 Streets ‐ Overtime Wages (Streets) 3,631$ 4,281$ 5,377$ 3,632$ 5,000$ 5,000$ 5,000$

4410.130 Streets ‐ Employee Benefits 31,219$ 56,508$ 58,837$ 46,476$ 60,910$ 60,910$ 110,574$

4410.230 Streets ‐ Travel, Conferences & Training 5,091$ 1,131$ 400$ 3,998$ 3,760$ 3,760$ 4,615$

4410.240 Streets ‐ Office Supplies & Expense ‐$ ‐$ 88$ 99$ 150$ 150$ 150$

4410.250 Streets ‐ Equipment ‐ Supplies & Maintenan ‐$ 1,454$ 1,402$ 1,193$ 950$ 950$ 1,200$

4410.253 Streets ‐ Snow Removal 73,732$ 35,236$ 31,630$ 34,958$ 33,650$ 33,650$ 47,870$

4410.269 Streets ‐ Equipment Rental 15,665$ 18,341$ 20,058$ 19,600$ 21,100$ 21,100$ 31,900$

4410.280 Streets ‐ Utilities (Area Lights) 13,694$ 13,681$ 15,463$ 9,754$ 15,000$ 15,000$ 15,000$

4410.310 Streets ‐ Professional & Technical Services 605$ 740$ 2,130$ 2,670$ 3,800$ 3,800$ 3,800$

4410.411 Streets ‐ Street Signs & Signals 1,100$ 9,280$ 2,623$ 5,271$ 2,500$ 2,500$ 3,500$

4410.415 Streets ‐ Skier bridge O&M ‐$ 1,750$ ‐$ ‐$ 1,500$ 1,500$ 1,800$

4410.420 Streets ‐ Road Maintenance/Improvements 10,275$ 27,507$ 39,419$ 23,021$ 32,080$ 49,580$ 32,080$

Total Highways 201,950$ 253,565$ 265,581$ 216,286$ 272,373$ 289,873$ 413,723$


(2022 YTD Column as of 04/01/2022)


Budget

2022 Revised

Budget

2023

Proposed

Budget

Shop & Garage

4440.230 Shop ‐ Travel, Conferences & Training 1,184$ 1,198$ 1,226$ 752$ 500$ 500$ 500$

4440.240 Shop ‐ Office Supplies & Expenses 365$ 507$ 860$ 300$ 500$ 500$ 500$

4440.250 Shop ‐ Equipment ‐ Supplies & Maintenance 5,149$ 6,150$ 8,439$ 5,065$ 6,950$ 6,950$ 7,650$

4440.252 Shop ‐ Heavy Equipment Maintenance 27,752$ 13,680$ 33,685$ 14,394$ 34,700$ 34,700$ 34,700$

4440.254 Shop ‐ Vehicle Repair & Maintenance 3,909$ 12,944$ 9,996$ 11,045$ 6,000$ 6,000$ 9,850$

4440.255 Shop ‐ Fuel 68,201$ 61,722$ 58,880$ 60,569$ 60,000$ 60,000$ 66,000$

4440.261 Shop ‐ Equipment Lease (operating) 86,599$ 59,239$ 91,477$ 83,131$ 90,190$ 90,190$ 100,850$

4440.270 Shop ‐ Bldgs/Grounds ‐ Supplies & Maint 2,216$ 4,585$ 4,153$ 3,795$ 4,520$ 4,520$ 2,820$

4440.280 Shop ‐ Utilities 8,328$ 9,072$ 9,013$ 7,614$ 10,000$ 10,000$ 10,000$

4440.290 Shop ‐ Telephone 6,079$ 6,099$ 6,010$ 3,533$ 5,800$ 5,800$ 7,100$

4440.310 Shop ‐ Professional & Techincal Services 1,228$ 1,445$ 1,484$ 661$ 1,320$ 1,320$ 1,575$

4440.330 Shop ‐ Training & Education ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

4440.450 Shop ‐ Uniforms 3,783$ 6,094$ 4,935$ 4,435$ 7,200$ 7,200$ 6,700$

4440.610 Shop ‐ Miscellaneous Expense ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Total Shop & Garage 214,793$ 182,735$ 230,158$ 195,294$ 227,680$ 227,680$ 248,245$

Recreation

4560.110 Recreation ‐ Salaries & Wages 3,471$ 7,670$ 8,127$ 5,417$ 8,990$ 8,990$ 29,456$

4560.111 Recreation ‐ Overtime Wages (Recreation) 90$ 116$ 186$ 272$ ‐$ ‐$ ‐$

4560.130 Recreation ‐ Employee Benefits 30$ 2,045$ 2,270$ 1,836$ 2,457$ 2,457$ 18,876$

4560.230 Recreation ‐ Travel, Conferences & Training ‐$ 7$ ‐$ ‐$ 160$ 160$ 160$

4560.240 Recreation ‐ Office Supplies & Expense ‐$ ‐$ 132$ 99$ 150$ 150$ 150$

4560.250 Recreation ‐ Supplies & Maintenance 819$ 1,628$ 2,273$ 843$ 1,000$ 1,000$ 1,000$

4560.254 Recreation ‐ Vehicle Repair & Maintenance 807$ 1,485$ 738$ 53$ 800$ 800$ 800$

4560.265 Recreation ‐ Fuel 768$ 2,514$ 1,167$ ‐$ ‐$ ‐$ ‐$

4560.269 Recreation ‐ Equipment Rental ‐$ 1,140$ ‐$ ‐$ 1,200$ 1,200$ 1,280$

4560.270 Recreation ‐ Blds/Grounds ‐ Supplies & Main 3,073$ 484$ 1,808$ 721$ 2,300$ 2,300$ 2,300$

4560.310 Recreation ‐ Professional & Technical Servic 470$ 80$ ‐$ ‐$ 200$ 200$ 200$

4560.450 Recreation ‐ Uniforms 110$ 166$ 175$ 50$ 200$ 200$ 200$

4560.621 Recreation ‐ Beautification 345$ 1,794$ 4,394$ 279$ 5,000$ 5,000$ 6,500$

4560.633 Recreation ‐ ATV/Snowmobile Trails 4,497$ 2,815$ 11,425$ 2,187$ 5,000$ 5,000$ 5,000$

4560.634 Recreation ‐ Trail Signs ‐$ 285$ 1,778$ 219$ 500$ 500$ 2,100$

Total Recreation 14,480$ 22,229$ 34,473$ 11,976$ 27,957$ 27,957$ 68,022$


(2022 YTD Column as of 04/01/2022)


Budget

2022 Revised

Budget

2023

Proposed

Budget

Total Public Works 431,223$ 458,529$ 530,212$ 423,556$ 528,010$ 545,510$ 729,990$

Transfers

4818 Transfer to Steam Eng Meadows SID ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

4819 Transfer to Bristlecone SID ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

4828 Transfer to MBA ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

4830 Transfer to Debt Service ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

4846 Transfer to Capital Projects 300,000$ 266,400$ 434,000$ 719,000$ 250,000$ 719,000$ 250,000$

4847 Transfer to Asset Replacement 320,000$ 150,000$ 150,000$ 150,000$ 150,000$ 150,000$ 150,000$

4890 Budgeted Increase in Fund Balance ‐$ ‐$ ‐$ ‐$ 1,702$ 1,702$ ‐$

Total Transfers 620,000$ 416,400$ 584,000$ 869,000$ 401,702$ 870,702$ 400,000$

Operating Contingency

4900 Operating Contingency 29,787$ 59,812$ 58,944$ 12,480$ 25,000$ 25,000$ 37,700$

Total Operating Contingency 29,787$ 59,812$ 58,944$ 12,480$ 25,000$ 25,000$ 37,700$

Total Expenditures: 2,574,192$ 2,487,485$ 2,792,541$ 2,940,012$ 2,912,156$ 3,575,295$ 3,281,496$

Total Change In Net Position (45,580)$ 69,731$ $ 838,496 $ (464,102) ‐$ ‐$ ‐$


(2022 YTD Column as of 04/01/2022)


Budget

2022 Revised

Budget

2023

Proposed

Budget

Revenue:


3314 Wildland Fire ‐ State Grant 9,292$ 8,521$ ‐$ ‐$ 10,000$ 10,000$ 10,000$

Total Intergovernmental Revenue 9,292$ 8,521$ ‐$ ‐$ 10,000$ 10,000$ 10,000$

Charges for services

3425 Wildland Fire Revenue 107,671$ ‐$ ‐$ 3,144$ 100,000$ 100,000$ 100,000$

Total Charges for services 107,671$ ‐$ ‐$ 3,144$ 100,000$ 100,000$ 100,000$

Interest

3610 Interest Revenue 4,755$ 4,620$ 1,057$ 470$ ‐$ ‐$ ‐$

Total Interest 4,755$ 4,620$ 1,057$ 470$ ‐$ ‐$ ‐$

Total Revenue: 121,718$ 13,141$ 1,057$ 3,614$ 110,000$ 110,000$ 110,000$

Expenditures:

Public Safety

Fire

4220.110 Wildland Fire ‐ Wages 23,934$ 1,704$ 1,629$ ‐$ 50,000$ 50,000$ 61,160$

4220.130 Wildland Fire ‐ Benefits 2,685$ 749$ 173$ ‐$ 3,825$ 3,825$ 6,450$

4220.230 Wildland Fire ‐ Travel, Conferences 1,506$ 35$ 13$ ‐$ 2,500$ 2,500$ 2,500$

4220.240 Wildland Fire ‐ Office Supplies & Exp 4,321$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

4220.250 Wildland Fire ‐ Materials and Suppli 31,838$ 2,840$ 3,709$ ‐$ 1,000$ 1,000$ 1,000$

4220.254 Wildland Fire ‐ Vehicle Repair & Ma 47$ 555$ ‐$ ‐$ 5,000$ 5,000$ 5,000$

4220.255 Wildland Fire ‐ Fuel 2,009$ 150$ ‐$ ‐$ 5,000$ 5,000$ 5,000$

4220.450 Wildland Fire ‐ Uniforms ‐$ 1,473$ ‐$ ‐$ ‐$ ‐$ ‐$

4220.453 Wildland Fire ‐ State Grants 9,220$ 8,521$ ‐$ 5,124$ 10,000$ 10,000$ 10,000$

Total Fire 75,560$ 16,027$ 5,524$ 5,124$ 77,325$ 77,325$ 91,110$

Total Public Safety 75,560$ 16,027$ 5,524$ 5,124$ 77,325$ 77,325$ 91,110$

Transfers

4846 Transfer to Capital Projects Fund ‐$ 25,000$ ‐$ ‐$ ‐$ ‐$ ‐$

4890 Budgeted Increase in Fund balance ‐$ ‐$ ‐$ ‐$ 32,675$ 32,675$ 18,890$

Total Transfers ‐$ 25,000$ ‐$ ‐$ 32,675$ 32,675$ 18,890$

Total Expenditures: 75,560$ 41,027$ 5,524$ 5,124$ 110,000$ 110,000$ 110,000$

Total Change In Net Position 46,158$ (27,886)$ (4,467)$ (1,510)$ ‐$ ‐$ ‐$


(2022 YTD Column as of 04/01/2022)


Budget

2022 Revised

Budget

2023

Proposed

Budget

Revenue:

Charges for services

3668 Water Lease 30,421$ 30,421$ 35,309$ 5,000$ 30,421$ 30,421$ 30,421$

Total Charges for services 30,421$ 30,421$ 35,309$ 5,000$ 30,421$ 30,421$ 30,421$

Miscellaneous revenue

3610 ‐ Interest revenue ‐$ ‐$ 1$ 8$ ‐$ ‐$ ‐$

3670 ‐ Bond Proceeds ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Total Miscellaneous revenue ‐$ ‐$ 1$ 8$ ‐$ ‐$ ‐$

Total Revenue: 30,421$ 30,421$ 35,310$ 5,008$ 30,421$ 30,421$ 30,421$

Expenditures:

Administrative

4100.310 ‐ Publishing / Legal Notices ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

4100.311 ‐ Legal Services ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

4100.312 ‐ Engineering Services ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

4100.740 ‐ Water Acquisition ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Total Administrative ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Transfers

4851 ‐ Transfer to Water Fund ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

4890 Budgeted Increase in Fund Balance ‐$ ‐$ ‐$ ‐$ 30,421$ 30,421$ 30,421$

Total Transfers ‐$ ‐$ ‐$ ‐$ 30,421$ 30,421$ 30,421$

Total Expenditures: ‐$ ‐$ ‐$ ‐$ 30,421$ 30,421$ 30,421$

Total Change In Net Position 30,421$ 30,421$ 35,310$ 5,008$ ‐$ ‐$ ‐$


(2022 YTD Column as of 04/01/2022)


Budget

2022 Revised

Budget

2023

Proposed

Budget

Revenue:

Taxes

3110 Tax Increment Monies ‐ Current 54,046$ 95,561$ 175,058$ 188,264$ 180,000$ 180,000$ 190,000$

3120 Prior Years' Tax Increment ‐ Delinq ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Total Taxes 54,046$ 95,561$ 175,058$ 188,264$ 180,000$ 180,000$ 190,000$

Intergovernmental revenue

3310 Loans/Grants from Local Units 92,000$ ‐$ 70,000$ ‐$ 91,125$ 91,125$ 10,000$

Total Intergovernmental revenue 92,000$ ‐$ 70,000$ ‐$ 91,125$ 91,125$ 10,000$


3605 Rents and Concessions ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

3610 Interest Earnings 3,884$ 2,963$ 818$ 730$ ‐$ ‐$ ‐$

3640 Sale of Fixed Assets ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

3645 Miscellaneous Revenue ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Total Miscellaneous revenue 3,884$ 2,963$ 818$ 730$ ‐$ ‐$ ‐$

Contributions

3810 Contributions from General Fund ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

3890 Fund Balance Appropriated ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ 117,067$

Total Contributions ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ 117,067$

Total Revenue: 149,930$ 98,524$ 245,876$ 188,994$ 271,125$ 271,125$ 317,067$

Expenditures:

General government

Administrative

4140.240 Supplies & Other Materials ‐$ 355$ ‐$ ‐$ ‐$ ‐$ ‐$

4140.310 Legal Fees ‐$ ‐$ ‐$ 14,223$ 30,000$ 30,000$ ‐$

4140.311 Professional Services 15,000$ ‐$ 1,049$ 24,717$ 75,000$ 75,000$ ‐$

4140.312 Publishing / Legal Notices ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

4140.630 Shared excess distribution ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

4140.640 2010 Street Lighting Project ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

4140.610 Redevelopment Activities 17,481$ 50,089$ 24,623$ 25,237$ 151,450$ 151,450$ 308,400$

4140.740 Capital Outlay ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$


Total General government 32,481$ 50,444$ 25,672$ 64,177$ 256,450$ 256,450$ 308,400$

Transfers

4810 Transfer to General Fund 8,667$ 8,667$ 8,667$ 8,667$ 8,667$ 8,667$ 8,667$


(2022 YTD Column as of 04/01/2022)


Budget

2022 Revised

Budget

2023

Proposed

Budget

4846 Transfer to Capital Projects 277,000$ ‐$ 130,000$ ‐$ ‐$ ‐$ ‐$

4851 Transfer to Water Fund ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

4890 Budgeted Increase in Fund Balance ‐$ ‐$ ‐$ ‐$ 6,008$ 6,008$ ‐$

Total Transfers 285,667$ 8,667$ 138,667$ 8,667$ 14,675$ 14,675$ 8,667$


Total Change In Net Position (168,218)$ 39,413$ 81,537$ 116,150$ ‐$ ‐$ ‐$


(2022 YTD Column as of 04/01/2022)


Budget

2022 Revised

Budget

2023

Proposed

Budget

Revenue:

Intergovernmental revenue

3311 Grants MBA ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Total Intergovernmental revenue ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Interest

3610 Interest income MBA 755$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Total Interest 755$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$


3620 Lease revenue 121,525$ 120,695$ 120,970$ 121,195$ 121,195$ 121,195$ 120,370$

3670 Proceeds of bond sales ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

3690 Miscellaneous revenue ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Total Miscellaneous revenue 121,525$ 120,695$ 120,970$ 121,195$ 121,195$ 121,195$ 120,370$


3810 Transfer from General Fund ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

3817 Transfer from Wild Lands Fire Fund ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

3890 Fund Balance Appropriated ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Total Transfers from other funds ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Total Revenue: 122,280$ 120,695$ 120,970$ 121,195$ 121,195$ 121,195$ 120,370$

Expenditures:

Public safety

Fire

4160.240 Admin Expense ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

4160.270 Bldg. Grounds / Maint. 14,034$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Total Fire 14,034$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Total Public safety 14,034$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Debt service

4160.810 MBA Bond Principal 113,193$ 69,000$ 71,000$ 73,000$ 73,000$ 73,000$ 74,000$

4160.820 MBA Interest on long term debt 54,236$ 51,695$ 49,970$ 48,195$ 48,195$ 48,195$ 46,370$

Total Debt service 167,429$ 120,695$ 120,970$ 121,195$ 121,195$ 121,195$ 120,370$


Total Change In Net Position (59,183)$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$


(2022 YTD Column as of 04/01/2022)


Budget

2022 Revised

Budget

2023

Proposed

Budget

Revenue:

Taxes

3110 General Property Taxes (Current Year) 297,028$ 283,550$ 252,164$ 200,840$ 207,712$ 207,712$ 205,408$

3120 General Property Taxes (Delinquent) 14,731$ 23,543$ 24,236$ 17,308$ ‐$ ‐$ ‐$

3170 Fee‐in‐Lieu/Fee Based Personal Property 2,421$ 2,641$ 3,167$ 1,405$ ‐$ ‐$ ‐$

3190 Penalty/Interest on Deliquent Taxes 562$ 769$ 771$ 413$ ‐$ ‐$ ‐$

3200 Personal Property 10,990$ 10,365$ 18,153$ 1,786$ ‐$ ‐$ ‐$

Total Taxes 325,732$ 320,868$ 298,491$ 221,752$ 207,712$ 207,712$ 205,408$

Interest

3610 Interest Revenue 6,663$ 2,858$ 939$ 1,643$ 750$ 750$ 750$

Total Interest 6,663$ 2,858$ 939$ 1,643$ 750$ 750$ 750$


3810 Transfer from General Fund ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

3846 Transfer from Capital Projects ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

3851 Transfers from Water Fund ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

3852 Transfers from Sewer Fund ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

3890 Fund Balance Appropriated ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Total Transfers from other funds ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Total Revenue: 332,395$ 323,726$ 299,430$ 223,395$ 208,462$ 208,462$ 206,158$

Expenditures:

Miscellaneous

3670 Proceeds from long‐term debt ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Total Miscellaneous ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Debt service

4100.810 Debt Service ‐ Principal 235,000$ 245,000$ 225,000$ 185,000$ 185,000$ 185,000$ 190,000$

4100.820 Debt Service ‐ Interest 53,631$ 42,187$ 31,368$ 22,713$ 22,712$ 22,712$ 15,408$

4100.830 Trustee Fees 1,000$ 1,000$ 750$ 500$ 750$ 750$ 750$

Total Debt service 289,631$ 288,187$ 257,118$ 208,213$ 208,462$ 208,462$ 206,158$

Transfers

4810 Transfer to General Fund ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

4851 Transfer to Water Fund 181,393$ 85,000$ ‐$ ‐$ ‐$ ‐$ ‐$

4852 Transfer to Sewer Fund ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

4855 Transfer to Snowmaking Fund ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

4890 Budgeted Increase in Balance ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Total Transfers 181,393$ 85,000$ ‐$ ‐$ ‐$ ‐$ ‐$


Total Change In Net Position (138,629)$ (49,461)$ 42,312$ 15,182$ ‐$ ‐$ ‐$


(2022 YTD Column as of 04/01/2022)


Budget

2022 Revised

Budget

2023

Proposed

Budget

Revenue:


3312 Public Safety Federal Grant 76,700$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

3314 Public Safety State Grant 150,000$ ‐$ 45,000$ ‐$ ‐$ ‐$ ‐$

3341 General Gov't State Grant 191,522$ 96,803$ 252,223$ ‐$ 75,000$ 75,000$ ‐$

Total Intergovernmental Revenue 418,222$ 96,803$ 297,223$ ‐$ 75,000$ 75,000$ ‐$

Interest

3610 Interest revenue 6,818$ 3,970$ 579$ 1,134$ ‐$ ‐$ ‐$

3610.1 Interest revenue ‐ fire capital ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

3610.2 Interest revenue Skier bridge ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Total Interest 6,818$ 3,970$ 579$ 1,134$ ‐$ ‐$ ‐$


3640 Sales of Fixed Assets/Materials ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

3670 Proceeds from bonds issued ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

3690 Sundry/Miscellaneous ‐$ ‐$ 100,000$ 150,000$ ‐$ ‐$ ‐$

Total Miscellaneous Revenue ‐$ ‐$ 100,000$ 150,000$ ‐$ ‐$ ‐$

Transfers from Other Funds

3810 Transfers from General Fund 300,000$ 266,400$ 434,000$ 719,000$ 250,000$ 719,000$ 250,000$

3817 Transfer from Wildlands Fire Fund ‐$ 25,000$ ‐$ ‐$ ‐$ ‐$ ‐$

3825 Transfer from RDA Fund 277,000$ ‐$ 130,000$ ‐$ ‐$ ‐$ ‐$

3828 Transfer from Municipal Building Authori ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

3847 Transfer from Asset Replacement Fund 25,000$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

3851 Transfer from Water Fund ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

3852 Transfer from Sewer Fund ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

3853 Transfer from Solid Waste Fund ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

3890 Fund Balance Appropriated ‐$ ‐$ ‐$ ‐$ 314,578$ 314,578$ 95,000$

Total Transfers from other funds 602,000$ 291,400$ 564,000$ 719,000$ 564,578$ 1,033,578$ 345,000$

Total Revenue: 1,027,040$ 392,173$ 961,802$ 870,134$ 639,578$ 1,108,578$ 345,000$


(2022 YTD Column as of 04/01/2022)


Budget

2022 Revised

Budget

2023

Proposed

Budget

Expenditures:

General Government

Administrative

4100.700 Capital Project ‐ Admin Vehicles ‐$ ‐$ ‐$ 12,379$ ‐$ 12,500$ ‐$

4100.710 CP ‐ Land Purchase ‐$ ‐$ ‐$ 210,076$ ‐$ 210,000$ ‐$

4100.720 Capital Project ‐ Town Hall ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

4100.730 Capital Project ‐ Asset Management ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

4100.740 Capital Project ‐ Wayfinding Signs 106,424$ 3,878$ ‐$ ‐$ ‐$ ‐$ ‐$

4100.742 Capital Project ‐ Public Art ‐$ ‐$ 14,000$ 50,000$ 75,000$ 100,000$ ‐$

Total Administrative 106,424$ 3,878$ 14,000$ 272,455$ 75,000$ 322,500$ ‐$

Total General Government 106,424$ 3,878$ 14,000$ 272,455$ 75,000$ 322,500$ ‐$

Public Safety

Police

4210.250 Police Non‐Capital ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

4210.700 Capital project ‐ Police Public Safety ‐$ ‐$ ‐$ ‐$ 84,000$ 84,000$ ‐$

4210.720 Capital project ‐PS Bldg ‐$ ‐$ ‐$ 43,412$ ‐$ 111,500$ ‐$

4210.730 Capital Project ‐ Police Equipment 2,618$ 19,586$ ‐$ ‐$ ‐$ ‐$ ‐$

Total Police 2,618$ 19,586$ ‐$ 43,412$ 84,000$ 195,500$ ‐$

Fire

4220.700 Capital project ‐ Fire 269,674$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

4220.710 Capital project ‐ Fire Type 4 Fire Eng ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

4220.720 Proj Const ‐ Public Safety Bldg ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

4220.730 Capital Project ‐ Fire Equipment ‐$ ‐$ 145,000$ ‐$ 45,000$ 45,000$ 45,000$

Total Fire 269,674$ ‐$ 145,000$ ‐$ 45,000$ 45,000$ 45,000$


Highways and Public Improvements

4410.250 Street Non‐Capital (349)$ ‐$ 15,926$ ‐$ ‐$ ‐$ ‐$

4410.700 Capital project Streets 311,778$ 293,467$ 141,376$ 202,764$ 285,578$ 315,578$ 280,000$

4410.720 Capital Project ‐ Pedestrian Improveme 223,601$ 12,669$ 429,505$ (3,668)$ ‐$ ‐$ ‐$

Total Highways 535,030$ 306,136$ 586,807$ 199,096$ 285,578$ 315,578$ 280,000$

Shop & Garage

4410.730 Capital Projects ‐ Shop Equipment ‐$ ‐$ ‐$ 58,317$ ‐$ 80,000$ 20,000$

4410.750 Cold Storage Building Repairs ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Total Shop & Garage ‐$ ‐$ ‐$ 58,317$ ‐$ 80,000$ 20,000$

Total Highways and Public Improvements 535,030$ 306,136$ 586,807$ 257,413$ 285,578$ 395,578$ 300,000$


(2022 YTD Column as of 04/01/2022)


Budget

2022 Revised

Budget

2023

Proposed

Budget

Parks, Rec, and Public Property

Recreation

4560.700 Capital project ‐ Recreation ‐$ 20,008$ 52,792$ ‐$ 150,000$ 150,000$ ‐$

4560.710 Capital project ‐ Mountain Bike Trails ‐$ 32,838$ 100,000$ 8,500$ ‐$ ‐$ ‐$

4560.751 Project construction ‐ Chair 1 Parking 142,702$ 1,367$ ‐$ ‐$ ‐$ ‐$ ‐$

4560.752 Project construction ‐ Chair 1 Restrooms 3,617$ 156,731$ ‐$ ‐$ ‐$ ‐$ ‐$

Total Recreation 146,319$ 210,944$ 152,792$ 8,500$ 150,000$ 150,000$ ‐$

Total Parks, Recreation, and Public Property 146,319$ 210,944$ 152,792$ 8,500$ 150,000$ 150,000$ ‐$

Transfers


4821 Transfer to Wildlands fire ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$


4847 Transfer to Asset Replacement Fund 99,971$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

4851 Transfer to Water Utility Fund ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

4855 Transfer to Snowmaking ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

4890 Budgeted Increase in Fund Balance ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Total Transfers 99,971$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Total Expenditures: 1,160,036$ 540,544$ 898,599$ 581,780$ 639,578$ 1,108,578$ 345,000$

Total Change In Net Position (132,996)$ (148,371)$ 63,203$ 288,354$ ‐$ ‐$ ‐$


(2022 YTD Column as of 04/01/2022)


Budget

2022 Revised

Budget

2023

Proposed

Budget

Revenue:


3312 Public Safety Fed Grant ‐$ 24,834$ ‐$ ‐$ ‐$ ‐$ ‐$

3314 Public Safety State Grant ‐$ ‐$ 4,471$ ‐$ 40,000$ 40,000$ 40,000$

Total Intergovernmental Revenue ‐$ 24,834$ 4,471$ ‐$ 40,000$ 40,000$ 40,000$


3640 Sale of Assets 23,850$ 192,274$ ‐$ ‐$ 29,500$ 29,500$ 49,000$

3670 Loan Proceeds 50,000$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

3690 Insurance proceeds ‐$ 6,050$ ‐$ ‐$ ‐$ ‐$

Total Miscellaneous Revenue 73,850$ 198,324$ ‐$ ‐$ 29,500$ 29,500$ 49,000$


3810 Transfer from General Fund 320,000$ 150,000$ 150,000$ 150,000$ 150,000$ 150,000$ 150,000$

3846 Transfer from Capital Projects Fund 99,971$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

3851 Transfer from Water Fund 20,000$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

3852 Transfer from Sewer Fund 20,000$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

3890 Fund Balance Appropriated ‐$ ‐$ ‐$ ‐$ 4,520$ 4,520$ 25,949$

Total Transfers from other funds 459,971$ 150,000$ 150,000$ 150,000$ 154,520$ 154,520$ 175,949$

Total Revenue: 533,821$ 373,158$ 154,471$ 150,000$ 224,020$ 224,020$ 264,949$

Expenditures:

Administrative

4100.720 Admin ‐ Town Hall (Fuel Tank Repla 72,236$ 4,587$ 5,421$ 3,753$ 5,000$ 5,000$ 5,000$

4100.721 Admin ‐ FF&E Replacement/Renewa 127$ ‐$ 195$ 128$ ‐$ ‐$ ‐$

4100.741 Admin ‐ Vehicle Replacement ‐$ 18,775$ ‐$ ‐$ ‐$ ‐$ ‐$

4100.742 Admin ‐ Computer/Electronic Rep 1,651$ 4,337$ 2,156$ 1,782$ 5,500$ 5,500$ 15,700$


Public Safety

4200.721 Public Safety ‐ FF&E Replacement/R ‐$ ‐$ 6,147$ ‐$ 2,500$ 2,500$ 2,500$

4200.740 Public Safety ‐ Equipment Replacem 23,410$ 80,497$ 25,897$ 9,485$ 84,915$ 84,915$ 65,565$

4200.741 Public Safety ‐ Vehicle Replacement 40,421$ 79,201$ 14,859$ ‐$ 64,400$ 64,400$ 41,037$

4200.742 Public Safety ‐ Computer/Electronic 3,531$ 2,383$ 3,209$ 2,566$ 6,910$ 6,910$ 7,090$


Public Works

4400.721 Streets ‐ FF&E Replacement/Renew 990$ ‐$ ‐$ ‐$ 4,000$ 4,000$ 4,000$

4400.740 Streets ‐ Equipment Replacement 179,505$ 118,606$ 9,015$ ‐$ 5,500$ 5,500$ 35,500$

4400.741 Streets ‐ Vehicle Replacement ‐$ 85,265$ 2,412$ ‐$ 42,415$ 42,415$ 80,025$


(2022 YTD Column as of 04/01/2022)


Budget

2022 Revised

Budget

2023

Proposed

Budget

4400.742 Streets ‐ Computer/Electronics Rep 1,679$ 550$ 3,317$ 3,074$ 2,880$ 2,880$ 2,880$

Total Public Works 182,174$ 204,421$ 14,744$ 3,074$ 54,795$ 54,795$ 122,405$

Transfers


4846 Transfers To Capital Projects Fund 25,000$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

4890 Budgeted Increase in Fund Balance ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ 5,652$

Total Transfers: 25,000$ ‐$ ‐$ ‐$ ‐$ ‐$ 5,652$


Total Change In Net Position 185,271$ (21,043)$ 81,843$ 129,212$ ‐$ ‐$ ‐$


(2022 YTD Column as of 04/01/2022)


Budget

2022 Revised

Budget

2023 Proposed

Budget

Income From Operations:

Operating income

3712 Water ‐ Bulk Water Sales 28,909$ 35,125$ 55,923$ 33,302$ 31,000$ 31,000$ 33,000$

3718 Water Lease Revenue 1,264,919$ 1,259,878$ 1,267,291$ 1,013,673$ 1,293,000$ 1,293,000$ 1,332,000$

3719 Penalties (1,831)$ 6,697$ 6,548$ 4,838$ 6,000$ 6,000$ 6,000$

3720 Water Connection Fees 5,250$ 12,250$ 39,284$ 28,000$ 21,000$ 21,000$ 10,600$

3725 Miscellaneous operating income ‐$ 16,646$ ‐$ ‐$ 1,800$ 1,800$ 1,850$

3749 Resort ‐ Water Pumping Fee 77,232$ 51,323$ 97,274$ 67,119$ 50,000$ 50,000$ 54,000$

Total Operating income 1,374,479$ 1,381,919$ 1,466,320$ 1,146,932$ 1,402,800$ 1,402,800$ 1,437,450$

Operating Expense

4751.110 Salaries & Wages 218,236$ 224,682$ 234,940$ 175,860$ 244,106$ 244,106$ 275,803$

4751.111 Overtime Wages ‐ Utilities 11,657$ 7,055$ 8,733$ 6,388$ 8,000$ 8,000$ 8,000$

4751.130 Employee Benefits 147,664$ 151,457$ 101,618$ 110,735$ 147,043$ 147,043$ 172,423$

4751.210 Books/Subscriptions/Memberships 405$ 314$ 314$ 423$ 415$ 415$ 415$

4751.230 Travel, Conferences & Training 5,080$ 6,053$ 4,985$ 2,826$ 6,660$ 6,660$ 8,560$

4751.240 Office Supplies/Reimbursement Ex 1,274$ 739$ 567$ 666$ 1,700$ 1,700$ 1,700$

4751.245 Bank Charges ‐ Utilities 2,164$ 1,683$ 4,991$ 4,078$ 3,600$ 3,600$ 7,000$

4751.250 Equipment Supplies & Maintenance 6,078$ 27,905$ 12,716$ 18,721$ 28,200$ 28,200$ 24,900$

4751.255 Fuel 1,380$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

4751.256 Shop Charges 29,780$ 50,350$ 53,473$ 46,793$ 56,151$ 56,151$ 60,400$

4751.261 Equipment Lease (Water) ‐$ 256$ ‐$ ‐$ ‐$ ‐$ ‐$

4751.265 System Repairs 31,998$ 140,339$ 147,233$ 58,801$ 104,400$ 104,400$ 106,600$

4751.268 Leases ‐ Water 60,866$ 32,883$ 59,101$ 2,796$ 38,025$ 38,025$ 38,275$

4751.270 Bldgs/Grounds ‐ Supplies & Mainte 11,413$ 10,441$ 14,172$ 6,735$ 10,200$ 10,200$ 10,200$

4751.280 Utilities 120,302$ 127,518$ 150,168$ 95,006$ 125,000$ 125,000$ 130,000$

4751.290 Telephone 1,115$ 2,058$ 2,106$ 1,497$ ‐$ ‐$ ‐$

4751.310 Professional & Technical Services 8,366$ 12,427$ 34,017$ 16,240$ 21,275$ 21,275$ 32,775$

4751.311 Legal Services ‐$ ‐$ 510$ ‐$ 2,500$ 2,500$ 2,500$

4751.550 Administrative Charges 32,356$ 39,707$ 35,727$ 27,302$ 32,762$ 32,762$ 38,200$

4751.610 Miscellaneous Expense (117)$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

4751.620 Bad debt expense (3,288)$ (16)$ 6,608$ ‐$ ‐$ ‐$ ‐$

4751.690 Depreciation 313,278$ 353,587$ 353,587$ 258,925$ 353,592$ 353,592$ 344,748$

Total Operating Expense 1,000,007$ 1,189,438$ 1,225,566$ 833,792$ 1,183,629$ 1,183,629$ 1,262,499$

Total Income From Operations: 374,472$ 192,481$ 240,754$ 313,140$ 219,171$ 219,171$ 174,951$

Non‐Operating Items:

Non‐Operating Income

3730 Grants ‐$ 878,974$ ‐$ ‐$ ‐$ ‐$ ‐$

3793 USDA Water Bond Interest 6,988$ 5,597$ 1,217$ 25$ ‐$ ‐$ ‐$

3794 Interest Earnings 14,513$ 9,981$ 2,580$ 2,085$ 2,300$ 2,300$ 3,200$


(2022 YTD Column as of 04/01/2022)


Budget

2022 Revised

Budget

2023 Proposed

Budget

3795 Water Impact Fees (5,251)$ 63,011$ 94,516$ 157,525$ ‐$ ‐$ ‐$

3830 Transfer from Debt Service 181,393$ 85,000$ ‐$ ‐$ ‐$ ‐$ ‐$

Total Non‐Operating Income 197,643$ 1,042,563$ 98,313$ 159,635$ 2,300$ 2,300$ 3,200$

Non‐Operating Expense

4751.820 Debt Payment ‐ Interest 197,645$ 187,860$ 178,698$ 130,305$ 168,334$ 168,334$ 141,893$

4751.830 Administrative Fees 500$ ‐$ ‐$ ‐$ 500$ 500$ 500$


4895 Transfer to Snowmaking 16,918$ 147,384$ ‐$ ‐$ ‐$ ‐$ ‐$

Total Non‐Operating Expense 235,063$ 335,244$ 178,698$ 130,305$ 168,834$ 168,834$ 142,393$

Total Non‐Operating Items: (37,420)$ 707,319$ (80,385)$ 29,330$ (166,534)$ (166,534)$ (139,193)$

Total Income or Expense 337,052$ 899,800$ 160,369$ 342,470$ 52,637$ 52,637$ 35,758$


(2022 YTD Column as of 04/01/2022)


Budget

2022 Revised

Budget

2023

Proposed

Budget


Operating Income

3731 Sewer Fees 608,321$ 621,881$ 627,181$ 478,983$ 679,000$ 679,000$ 696,000$

3732 Stand by Fees ‐ Sewer ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

3733 Sewer Connection Fees 700$ 4,200$ 4,550$ 6,650$ 3,100$ 3,100$ 3,000$

3749 Uncollectible revenue ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Total Operating Income 609,021$ 626,081$ 631,731$ 485,633$ 682,100$ 682,100$ 699,000$

Operating Expense

4752.110 Salaries & Wages 112,343$ 115,917$ 121,142$ 90,317$ 127,124$ 127,124$ 120,520$

4752.111 Overtime Wages ‐ Utilities 5,908$ 3,538$ 4,386$ 3,225$ 4,000$ 4,000$ 4,000$


4752.230 Travel, Conferences & Training 1,894$ 1,221$ 1,231$ 2,939$ 1,360$ 1,360$ 1,360$

4752.240 Office Supplies/ Reimbursement Exp 567$ 365$ 382$ 582$ 1,250$ 1,250$ 1,250$

4752.245 Bank Charges ‐ Utilities 1,082$ 841$ 2,113$ 1,808$ 1,800$ 1,800$ 3,200$

4752.250 Equipment ‐ Supplies & Maintenance 600$ 1,278$ 6,788$ 1,524$ 5,000$ 5,000$ 5,000$

4752.254 Vehicle Repair & Maintenance 3,996$ ‐$ 2,028$ 2,013$ 1,500$ 1,500$ 2,000$

4752.256 Shop Charges 27,489$ 37,762$ 40,104$ 35,094$ 42,113$ 42,113$ 45,300$

4752.265 System Repairs 3,862$ 4,331$ 927$ 625$ 10,000$ 10,000$ 10,000$

4752.268 Wastewater Treatment Fee (to Parow 66,084$ 69,328$ 78,280$ 67,283$ 89,712$ 89,712$ 89,712$

4752.269 Sewer Bond Payment (to Parowan Ci 99,122$ 99,122$ 99,122$ ‐$ 100,000$ 100,000$ 100,000$

4752.280 Utilities 1,007$ 859$ 775$ 680$ 1,000$ 1,000$ 1,000$

4752.290 Telephone 286$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

4752.310 Professional & Technical Services 19,919$ 29,037$ 37,469$ 46,080$ 31,325$ 31,325$ 31,325$


4752.620 Bad debt expense (1,230)$ 109$ 5,340$ ‐$ ‐$ ‐$ ‐$

4752.690 Depreciation 54,778$ 56,116$ 59,674$ 41,045$ 60,276$ 60,276$ 54,408$

Total Operating Expense 495,500$ 524,503$ 536,253$ 366,934$ 572,503$ 572,503$ 562,157$

Total Income From Operations: 113,521$ 101,578$ 95,478$ 118,699$ 109,597$ 109,597$ 136,843$


Non‐Operating Income

3730 Grants ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

3794 Interest Earnings 15,307$ 15,443$ 4,276$ 2,362$ 1,500$ 1,500$ 1,400$

3795 Sewer Impact Fees 2,194$ 12,066$ 14,260$ 21,938$ ‐$ ‐$ ‐$

3796.1 Grants ‐ Capital ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

3797 Gain/Loss on Sale of Assets ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

3830 Transfer from Debt Service ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

3851 Transfer from Water Utility ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Total Non‐Operating Income 17,501$ 27,509$ 18,536$ 24,300$ 1,500$ 1,500$ 1,400$


(2022 YTD Column as of 04/01/2022)


Budget

2022 Revised

Budget

2023

Proposed

Budget


4845 Transfer to Capital Projects ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$


4851 Transfer to Water Fund ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

4855 Transfer to Snowmaking ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

4872 Transfer to Sewer Impact Fee Fund ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Total Non‐Operating Expense 20,000$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

‐$

Total Non‐Operating Items: (2,499)$ 27,509$ 18,536$ 24,300$ 1,500$ 1,500$ 1,400$

Total Income or Expense 111,022$ 129,087$ 114,014$ 142,999$ 111,097$ 111,097$ 138,243$


(2022 YTD Column as of 04/01/2022)


Budget

2022 Revised

Budget

2023

Proposed

Budget


Operating income

3443 Sanitation Fees 190,652$ 250,796$ 253,386$ 191,239$ 254,000$ 254,000$ 255,000$

3444 Landfill Fees (County) ‐$ ‐$ ‐$ 4,848$ 8,100$ 8,100$ 8,100$

3445 Recycling Fees (Brian Head) ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

3446 Recycling Fees (from other entities) ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

3690 New recycle bins ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

3749 Uncollectible revenue ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Total Operating Income 190,652$ 250,796$ 253,386$ 196,087$ 262,100$ 262,100$ 263,100$

Operating Expense

4753.110 Salaries & Wages 65,208$ 67,429$ 70,885$ 53,099$ 74,665$ 74,665$ 77,515$

4753.111 Overtime Wages (Sanitation) 3,383$ 2,606$ 3,240$ 2,298$ 3,000$ 3,000$ 3,000$


4753.240 Office Supplies/Reimbursement Expe 353$ 365$ 170$ 121$ 500$ 500$ 500$

4753.245 Bank Charges ‐ Utilities 436$ 280$ 832$ 723$ 600$ 600$ 1,200$

4753.250 Equipment ‐ Supplies & Maint 12,748$ 2,806$ 14,873$ 417$ 25,500$ 25,500$ 19,500$

4753.254 Vehicle Repair & Maintenance 8,615$ 17,514$ 23,252$ 14,674$ 11,000$ 11,000$ 15,000$

4753.256 Shop Charges 16,035$ 12,588$ 13,368$ 11,698$ 14,037$ 14,037$ 15,100$

4753.480 Contract Services/Landfill Fees 27,173$ 27,673$ 35,892$ 22,659$ 29,700$ 29,700$ 31,500$


4753.620 Bad debt expense 652$ 1,019$ 2,600$ ‐$ ‐$ ‐$ ‐$

4753.690 Depreciation 45,348$ 20,784$ ‐$ ‐$ ‐$ ‐$ ‐$

Total Operating Expense 240,118$ 210,953$ 207,930$ 148,037$ 214,196$ 214,196$ 208,904$

Total Income From Operations: (49,466)$ 39,843$ 45,456$ 48,050$ 47,904$ 47,904$ 54,196$


Non‐Operating income

3630 Profit/loss on retirement of assets ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

3794 Interest income 7,857$ 6,022$ 1,875$ 945$ 500$ 500$ 500$

Total Non‐Operating Income 7,857$ 6,022$ 1,875$ 945$ 500$ 500$ 500$

Non‐Operating Expense

4753.820 Debt service interest ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

4845 Transfer to Capital Projects ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Total Non‐Operating Expense ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Total Non‐Operating Items: 7,857$ 6,022$ 1,875$ 945$ 500$ 500$ 500$

Total Income or Expense (41,609)$ 45,865$ 47,331$ 48,995$ 48,404$ 48,404$ 54,696$


(2022 YTD Column as of 04/01/2022)


Budget

2022 Revised

Budget

2023

Proposed

Budget


STAFF REPORT TO THE TOWN COUNCIL SUBJECT: Partnering Program for Lot Owners for Town Road

Improvements.

AUTHOR: Aldo Biasi, Public Works Director.

DEPARTMENT: Public Works

DATE: May 10, 2022

TYPE OF ITEM: Administrative Direction

SUMMARY: Council will discuss and provide staff with direction on establishing a Partnership Program

that would assist lot owners improve the Town’s roads and bring the roads up to the Town’s

Public Works Standards for gravel road, once the lot owner(s) installed culinary water mains within the roadway.

The Public Works Standards for gravel roads includes: 1) center lining, 2) tree removal,

3) widening, 4) drainage, 5) sub-grade work, and 6) six inches (6”) of road base to be applied

and compacted. Please note that this program is only intended for areas of roads that have

not been brought up to the Public Works Standards for gravel roads. If the water

mainline extensions are proposed in areas that have already been brought up to the

Public Works Standards for gravel roads, then it would be required of the lot owner(s) to

repair the road back to its current state before the project begins.

BACKGROUND: The Town’s water system continues to expand to the areas with undeveloped roads and as

lot owners are incurring the cost for the water mains, the question has been asked if the

Town would consider working with the lots owners with the cost to improve the road up

to the Town’s standards so snow removal services could be provided by the Town up to the

point of where the water main extension stops.

In 2019 the Council approved a Gravel Road Maintenance Program which provides

a schedule of roads to be improved each year. The issue occurs when a road that is

being improved with water is not always the road that is scheduled to be maintained in the

Gravel Road Program for that year, thereby, creating a conflict.

ANALYSIS: There are considerations for the Council to consider if this program is established:

• Financial cost to the Town.

• Scheduling road improvements with the busy schedule of the Public Works

Department.

• Limits as to how many participants are allowed each year to partner with the Town.

Example: Meadow Drive:

A property owner is doing approximately 490 ft of a water main line extension on Meadow

Drive which has not been improved to the Public Works Standards for gravel roads. After the

project is completed and his cabin is finished, he is requesting the Town to provide snow

removal services. The Town will not plow roads that don’t meet the Public Work Standards

for gravel roads (in this case) and therefore, will not provide snow removal service for this

new build. Meadow Drive is not scheduled to be improved to the Town’s standard until 2031.

Estimate of project:

• 351 tons of road base (6 inches) x $7.50 = $2632.50 (paid by lot owner)

• 513 tons of sub grade (12 inches) x $7.50 = $3,847.50 (paid by lot owner)

• This tonnage is equal to 72 trucks /13 truck per day (with both truck hauling) = 5.5 or

6 days of hauling material.

• Dumping / chipping fees for trees removal estimated at $1500.00 (estimate 3 days for

hauling off trees) This would be paid for and provided by the Town.

• Drainage work is estimated at 1 day

• Placing of subgrade and road base course estimated at 3 days.

Project summary:

• Lot owners would pay the cost of $6,480 for material.

• Town would pay $1500 in landfill or chipping fees.

• Public Works operators would spend approximately 13 days or 2.5 weeks on the

project (average 3 operators per day).

Proposed Requirements for the Program:

1. Work with Public Works for one year in advance of their project (which they should

already be designing their water project one year in advance of the construction year).

This would allow the Town and them to gather any engineering information needed

before the winter begins. The work can then be scheduled in a timely manner and

funds budgeted, if needed, during the regular budgeting process.

2. Lot owners will pay for all the materials and the Town would truck and/or contract

the trucking to be hauled from Parowan (if suitable material is not available in

Parowan, additional hauling costs would be the responsibility of the lot owner). The

road centerline will be provided by the lot owner or the Town, depending on the

situation, but would need to be decided in the project agreement and budgeting. The

Town would complete the road widening work to bring it up to the Town’s standards

after the main line was installed.

3. The water main must be installed (if road work is required before the water line is

installed, it would need to be decided during the design and agreement phase of the

project).

4. The lot owner would need to submit an application to the Town before September 1st

for the next construction season build schedule. This would allow sufficient time for

engineering and budgeting the road project, as needed, before the budget meetings

begin in the Spring.

FINANCIAL IMPLICATIONS:

Implications to consider:

• Time and labor of Public Works Operators.

• Wear and tear on Town equipment.

• Cost to the lot owners.

Staff did formulate the cost for operators and wear and tear on Towns equipment as this cost

would be 100% paid by the Town if the road was improved at the regular scheduled date of

the Gravel Road Maintenance Program. Staff views this program as a cost savings to the

Town as the Town would then have a willing partner to split the cost of the improvements

that the Town would have ended up doing anyway at some point in the future.

BOARD/COMMISSION RECOMMENDATION: N/A

STAFF RECOMMENDATION: Staff recommends the Council provide staff with the direction to either establish this program

and bring a final draft back to the Council for approval or no longer pursue the creation of

the program.

PROPOSED MOTION: N/A – Discussion item only

ATTACHMENTS: None

STAFF REPORT TO THE TOWN COUNCIL SUBJECT: Commercial Core Transportation Study Adoption

AUTHOR: Bret Howser


DATE: May 10, 2022


SUMMARY: The Council will consider adoption of the Brian Head Commercial Core Transportation Study

by resolution.

BACKGROUND: The FY 2022 Strategic Plan contained an action step to “Complete a Highway 143 Corridor

Plan Jointly with UDOT”. The Town budgeted $50,000 for the project from the RDA Fund in

FY 2021, with $25,000 of that coming from UDOT funding. The Town then obtained a grant

from UDOT for $30,000.

In the process of scoping the project for the RFP, UDOT suggested that the Town expand the

scope to a project of potentially $75,000, and UDOT would be willing cover up to $50,000. The

FY 2022 Budget includes that amount in the RDA.

Following a request for proposals, the Town contracted with Horrocks Engineering to

complete the study in April 2022. Over the past year, Horrocks held a series of stakeholder

meetings and gathered data to complete the study, making a final presentation to the Council

on April 26, 2022. Council directed staff to return with final edits on the report for adoption.

ANALYSIS: The project goals specified in the RFP and approved by Council were:

1. Coordinate with UDOT to define an overall vision of SR-143 through the “commercial

core” (MP 14.1 – MP 15.7). Develop guiding principles that will move the community

towards this desired vision.

2. Document the existing conditions related to transportation and land use in the

commercial core. Review demographic information, existing land use plans, UDOT

standards, traffic volume, safety data, recreational trends, past studies, active

transportation facilities, etc.

3. Provide a recommended cross-section for the commercial core. This includes expected

number of travel lanes, lane width, turn lanes, multimodal facilities, and other

operational treatments. This recommendation should include current and future

expected access points.

4. Provide recommendations on local street connectivity, pedestrian safety and

crossings, parking, multimodal improvements, and drainage issues.

5. Provide concept plans for features that would enhance the Main Street qualities of the

commercial core. This could include gateway features, shuttle stops, pedestrian

crossings, etc.

6. Provide the Town, UDOT, and other local partners with reasonable, implementable

short- and long-term projects along with a discussion of funding options.

Staff believes the document Horrocks has delivered substantially meets those goals. Some of

the more important outcomes include the following:

• There now exists documented evidence of a shared long-term plan (including an

explicit project list) which the Town can point to when working with UDOT on projects

• There is agreement between UDOT and the Town on where (and roughly when) to

locate crosswalks and shuttle stops in the commercial core

• There are some visual concepts put forth for improving the look and feel of the

highway through Brian Head

FINANCIAL IMPLICATIONS: The financial implications of this study are significant and varied, ranging from low-hanging

fruit such as $4,000 for permanent traffic counters to long-term endeavors such as $2.8M for

center turn lanes. Some of these projects the Council may wish to fund with our own money,

and others will require grant funding. The financial picture will become clearer as staff

explores grant opportunities. If the Council wished to move forward with our highest ranked

projects first (such as crosswalks and shuttle stops) the cost is estimated around $300k.


STAFF RECOMMENDATION: Staff recommends adoption of the study by resolution

PROPOSED MOTION: I move to adopt resolution No. 22-516 adopting the Brian Head Commercial Core

Transportation Study

ATTACHMENTS: A – Resolution adopting the Brian Head Commercial Core Transportation Study

Brian Head Commercial Corridor Transportation Study

Prepared for

Brian Head Townin collaboration with the Utah Department of Transportation

Prepared by

Horrocks Engineers1265 Fort Union BoulevardSuite 200Cottonwood Heights, UT 84047www.horrocks.com

With Support From

MHTN Architects280 400 West, Salt Lake City, UT 84101www.mhtn.com

2


22222222222222222222222222222222222222222222222222222222222222222222222222222222222222222222222222222222222222222222222222222222222222222222222222222222222222222222222222222222

CITATIONHorrocks. 2022. Brian Head Commercial Corridor Transportation Study.Prepared by Horrocks, Salt Lake City, UT. March 2022.

ACKNOWLEDGMENTSThe study team from Horrocks Engineers and MHTN Architects would like to thank the Brian Head Commercial Corridor Transportation Study’s stakeholders, which include the following people and agencies:

AGENCY NAME TITLE Brian Head Town Bret Howser Town Manager

Brian Head Town Kelly Marshall Town Council Representative

Brian Head Village HOA Rick McGough President

Brian Head Resort Marilyn Butler General Manager

Brian Head Planning Commission Doug Deutschlander Planning Commission

UDOT Larry Johnson Region 4 Project Manager

UDOT Chris Hall Region 4 Planning Manager

UDOT Clayton Wilson District Engineer

UDOT Matt Rhodes Region 4 Permits Officer

UDOT Jeff Bunker Region 4 Permits Engineer

Five County Association of Governments Dave Demas Deputy Transportation Director

Iron County Richard Wilson County Engineer

United States Forest Service Veronica Magnuson District Ranger

United States Forest Service Del Orme Program Manager

United States Forest Service Kevin Wright Forest Supervisor

Gardner Plumb, LC Flint Decker Developer Representative

Brian Head Tourism Bureau Maria Twitchell Executive Director

Cedar Breaks National Monument Bryan Larsen Resource Manager

Cedar Breaks National Monument Michael Stubbs Administrative Officer

Cedar Breaks National Monument Brent Everitt Chief of Visitor Services

Mountain Express Shuttle Jeff Mascherino Transit Operations

4


TABLE OF CONTENTS

1. INTRODUCTION . . . . . . . . . . 11.1 STUDY OVERVIEW 1

1.2 STUDY CONTEXT 1

1.3 STUDY AREA 1

1.5 TRANSPORTATION OPPORTUNITIES 1

PROJECT LIMITS MAP 2

2. VISION & GOALS . . . . . . . . .32.1 VISION STATEMENT 3

3. EXISTING & FUTURE CONDITIONS . . . . . . . . . . . . . 4

3.1.1 FULL-TIME TRENDS 4

3.1.2 SEASONAL TRENDS 5

3.2 SAFETY TRENDS 7

3.3 TRAFFIC VOLUMES 8

3.4 BICYCLE & PEDESTRIAN TRENDS 9

3.5 TRAIL NETWORK 10

3.6 TRANSIT SERVICE 11

3.7 PARKING 12

3.8 LODGING 12

3.9 LAND USE 12

3.9.1 EXISTING & FUTURE LAND USE 12

3.9.2 TOWN BOUNDARY & ANNEXATION 14

3.9.3 SENSITIVE LANDS 15

4. PROJECT SELECTION & RANKING PROCESS . . . . . . . 164.1 OVERVIEW OF PROCESS 16

4.2 STAKEHOLDER INVOLVEMENT 17

4.2 IDENTIFICATION OF NODES 18

4.3 PROJECT CATEGORIES 19

4.3 PROJECT PRIORITIZATION MATRIX 20

4.4 FINAL PROJECT LIST 21

4.4.1 PROJECT RANKING 25

4.4.2 PROJECT LOCATIONS 26

ADDITIONAL PROJECTS DISCUSSED 31

5 CONCEPT DESIGNS AND RECOMMENDATIONS . . . . 325.1 ON-STREET PARKING 33

5.1.1 FURTHER PARKING ANALYSIS 33

5.2 CENTER TURN LANE 34

5.3 ENTRYWAY ROUNDABOUTS 35

6. PLACEMAKING . . . . . . . . 366.1 EXISTING CONDITIONS 36

6.1.1 THE NODES 36

6.2 MATERIAL SELECTION 38

6.2.1 MATERIAL PALETTE 38

6.2.2 PLANT PALETTE 40

6.3 SHOULDER IMPROVEMENTS 42

6.4 TRANSIT SHELTERS 43

6.4.4 NAVAJO TRANSIT STOP 44

6.4.3 TOWN HALL/ASPEN MEADOWS TRANSIT STOP 46

6.4.2 GIANT STEPS TRANSIT STOP 48

6.4.1 CHAIR 1 TRANSIT STOP 50

6.5 CROSSWALKS 52

6.5 GATEWAY ROUNDABOUTS 53

5.4 GATEWAY FEATURES EXAMPLE 54

CONCLUSION 55

7. GRANT FUNDING RESOURCES . . . . . . . . . . . . . 56

1

1. INTRODUCTION1.1 STUDY OVERVIEWBrian Head Town (the Town) and the Utah Department of Transportation (UDOT) initiated the Brian Head Commercial Corridor Transportation Study to evaluate existing challenges and future opportunities of Brian Head’s commercial corridor (SR-143). The study team worked closely with the Town, UDOT, and local stakeholders to compile existing data, studies, and conduct targeted stakeholder outreach to recommend a suite of corridor projects that are representative of the community’s vision for Brian Head.

1.2 STUDY CONTEXTBrian Head, located in Iron County, Utah, is one of the West’s truly unique recreational destinations and an important gateway to public lands of national significance, including Cedar Breaks National Monument, Dixie National Forest, Zion National Park, and more. Brian Head is located 9,800 feet above sea level, making it the “Highest Resort Town” in America with the founding of the Brian Head Resort in 1965.

The location makes it a perfect destination for annual events, festivals, and outdoor recreation in the summer and a popular destination for snow-based outdoor recreation in the winter. Brian Head’s Main Street, SR-143, is a unique corridor. It balances a variety of local transportation and multimodal needs, accommodates regional movement and freight traffic, and also operates as Brian Head’s Main Street corridor with many pedestrians, bicyclists, and concentrated cross-street movements.

1.3 STUDY AREAThe area defined for this corridor study is 1.6 miles in length along SR-143 from milepost 14.1 to milepost 15.7 (Figure 1). The study team assessed existing conditions, travel patterns, and future uses in this segment to make recommendations for this area, concentrating on placemaking and creating a sense of arrival for the community. Placemaking is a combination of many elements that add to the quality and character of a place. The often informal process helps a physical space have an associated identity that adds to the quality of it.

1.4 TRANSPORTATION CHALLENGESLike many state highways, SR-143 provides significant benefits to the community in terms of regional and local economic vitality, movement of local and regional goods and services, emergency services access, and travel reliability to meet winter

and summer tourist destination demand. However, when SR-143 was initially built, the primary objective was to serve private vehicles and freight movement by maximizing vehicle throughput with local and regional access. Transportation needs have diversified and changed in recent decades.

Brian Head has a unique recent history. Unlike many other resort towns in the Mountain West, Brian Head was not built on the silver or gold mining boom, but rather was formed as a stop-off destination for those traveling regionally. The Brian Head Ski Resort opened in 1965, beginning the Town’s vision for recreational tourism.

Because Brian Head was built around an existing state route used to connect other cities and attractions in the area, the SR-143 corridor was not originally constructed with consideration for meeting local needs, accommodating non-automobile modes, being compatible with adjacent land uses, or complementing the surrounding natural and human environments. Additionally, over the last decade, SR-143 has experienced traffic volume growth of approximately 26%. This growth is anticipated to continue due to regional growth, expansion of summer and winter recreational activities, and increased demand at nearby state and national parks and forests.

1.5 TRANSPORTATION OPPORTUNITIESIn cooperation with UDOT, the Town has a unique opportunity to support the community vision and reimagine the SR-143 corridor into a town center where people gather, interact, shop, dine, and recreate while maintaining and planning for the vital role SR-143 plays in the regional transportation network. The Town’s adopted plans and visions for sustainable tourism and commercial redevelopment provide great momentum for realizing these changes to the corridor.

2


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Esri Community Maps Contributors, Utah AGRC, Esri, HERE, Garmin, SafeGraph, INCREMENT P, METI/NASA, USGS, Bureau of Land Management, EPA, NPS, US CensusBureau, USDA

MP 14.1 Spruce St

Vasels Rd

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LegendTown BoundarySR-143Project LimitsMileposts

Project Limits

Figure 1

3

2. VISION & GOALSThe study team worked closely with UDOT and Town staff, City Council members, and Planning Commission representatives to create a vision for this corridor study and to define goals for advancing future projects.

2.2 CORRIDOR GOALSThe following goals (Figure 2) were used to screen potential projects and prioritize a toolbox of solutions for Brian Head. The goals will relate closely to UDOT’s Quality of Life Framework and include measurable criteria to rank priorities. UDOT established a Utah Transportation Vision to guide transportation planning throughout the state, called a Pathway to Quality of Life. To help implement this vision, UDOT created the Quality of Life Framework that focuses on four key areas: Good Health, Better Mobility, Strong Economy, and Connected Communities.

Figure 2

2.1 VISION STATEMENT“A vibrant and walkable community corridor with a sense of arrival that is sensitive to preserving natural features and mountain town aesthetics, while making way for long-term vitality for the commercial corridor; achieved through continuing partnership between Brian Head Town, residents, local businesses, Brian Head Resort, future developments, and Utah Department of Transportation by implementing focused strategies that improve quality of life for all.”

CORRIDOR GOALS

Improve the long-term vibrancy of SR-143 as an attractive corridor that serves many modes and trip types.


Enhance the community’s identity and promote a sense of arrival for visitors.


Enable a safe, viable, and cost-effective transportation system to flourish on SR-143.


4


3. EXISTING & FUTURE CONDITIONSBrian Head is a thriving hub for both summer and winter recreational opportunities. This seasonality and corresponding travel demands is taking a toll on businesses, trails, roadways, lodging, and parking. The study team examined existing and future conditions and used the information for the recommended suite of corridor projects.

3.1 POPULATION TRENDSDemographic trends can help predict future travel demand needs, the types of transportation people will want to use, and what the best mobility options will be for local and regional needs. The full-time (year-round) population of Brian Head is small and will be combined with seasonal population trends to make predictions about future transportation needs for the area.

3.1.1 FULL-TIME TRENDS

Based on the recently certified 2020 Census data, the population of Brian Head has increased by 82% from 83 people in 2010 to 151 people in 2020. (Figure 3).

The median age for Brian Head’s population is 51.1 years. There are 59 adults, 12 of whom are over 65 years old. As this population ages, access to independent mobility will play an important role in how streets and transportation networks accommodate pedestrians of varying ages and abilities (Figure 4).

Figure 3

Brian Head Population Trends

Brian Head Population By Age

Figure 4

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Year

120

130

140

150

160

110

Pop

ula

tion

100

90

80

Based on 2010 Census Data

Estimation Based on 2010 Census Data Based on 2020 Census Data

*Data Provided byworldpopulationreview.com

5

3.1.2 SEASONAL TRENDS

Brian Head’s location as a recreational hotspot in both winter and summer months and as a gateway to other regional destinations results in intense travel patterns during the peak months. Peak visitor demand exacerbates the challenges of balancing mobility for many diverse needs, as increased vehicle volumes and trips contribute to congested roadways, heavy parking demand, and interference with the daily residential needs of a small town.

The peak summer season is from June through September and consists of those visiting State and National Parks, accessing mountain biking and hiking trails and off-highway vehicle (OHV) trails. The winter season visitors arrive from mid-December through mid-April and enjoy activities like skiing and riding snow machines. During peak season travel times, Brian Head experiences 2,500 vehicles per day. Short-term visitors (those staying one week or less) add approximately 1,500 people daily to the population.

Brian Head attracts approximately 65% of its visitors from outside of Utah. There is an increase in visitors from neighboring states like Nevada, California, and Arizona. In the 2016-2017 winter season, 37,015 trips were recorded in Brian Head, and this number increased to 58,269 trips in the 2020-2021 winter season (Figure 5).

The Brian Head Resort collects vehicle count data from their various parking lots including Giant Step Lodge, Navajo Lodge, and Chair 1 Parking. Data is available for the 2016-2017 and 2020-2021 winter seasons (Chair 1 Parking is only available for the 2020-2021).These counts were used to evaluate

winter visitation trends and peak days trends.

Cedar Breaks National Monument vehicle trip data is available on a monthly basis, year round, for the past 40 years and was also used to inform travel trends in the area. In this study, data for the past five years is considered to evaluate the summer visitation trends.

Vehicle counts have increased during the past five years for both summer and winter seasons. During the 2020-2021 winter ski season, the following vehicle trips were recorded at key resort locations in Brian Head (Figure 6). During the 2020-2021 winter ski season, the following vehicle trips were recorded at key resort locations in Brian Head:

• 25,850 vehicle trips to Giant Step Lodge• 29,901 trips to Navajo Lodge• 2,568 trips to Chair 1 parking lot

Parking lot occupancy from the 2016-2017 to 2020-2021 winter seasons was most significant for Navajo Lodge. The daily average vehicle counts during the 2020-2021 ski season was 217 and 251 at the Giant Step Lodge and Navajo Lodge, respectively. The daily average vehicle counts at the Chair 1 parking lot during the 2020-2021 winter season was 22 vehicles.

The data point easiest to track for summer Figure 5

Figure 6

No Data

60,000

50,000

40,000

30,000

20,000

10,000

0Giant Step Lodge

25,850

19,96417,051

2,568

29,901

Chair One Parking Navajo Lodge

37,015

Total All Resorts

58,319

2016-2017 2020-2021 2016-2017 2020-2021 2016-2017 2020-2021 2016-2017 2020-2021*Data Provided byBrian Head Town

Total Vehicle Counts2016-2017 and 2020-2021 Winter Ski Seasons

58,269 Total Trips

37,015Total Trips

NVNVUTUT

Brian Head

10,221Trips

2,190Trips

13,987Trips

9,316Trips 1,301

Trips

CACA

AZAZ

OtherOther

NVNVUTUT

Brian Head

17,293Trips

4,096Trips

20,134Trips

14,907Trips 1,839

Trips

CACA

AZAZ

OtherOther

*Data Provided byBrian Head Town

Vehicle Counts by State2016-2017 and 2020-2021 Winter Ski Seasons

2016-2017

Season

2020-2021

Season

6


trends is vehicle counts to Cedar Breaks National Monument which, increased by 46% from 2019 to 2020. It is important to note that during 2020, the COVID-19 pandemic was at its peak, and outdoor recreation was trending significantly upward during that summer season. The numbers for the 2021 year stabilized, and fewer visitors were seen accessing the Monument area, although the numbers continue to rise (Figure 7).

Peak day(s) trends have been evaluated for the following dates (Figure 8):

• The week between Christmas and New Year’s Day (Dec. 25 – Jan. 1)

• Martin Luther King Jr. Day weekend (third Monday in January)

• Presidents Day weekend (third Monday in February)

• California Ski Week (Presidents Day week)

The week between Christmas and New Year’s: Data show the total number of vehicles slightly decreased (9%) from 6,195 to 5,578 between the 2016-2017 and 2020-2021 winter seasons. In both periods, the Navajo Lodge vehicle counts are higher than those at the Giant Step Lodge, since the Navajo Lodge has 136 more parking stalls than Giant Step Lodge.

Martin Luther King Jr. Day weekend: The vehicle counts decreased 5% from 2,504 in 2016-2017 to 2,358 in 2020-2021. In 2020-2021, the number of vehicles at Giant Step Lodge and Navajo Lodge were 1,008 and 1,246, respectively.

Presidents Day weekend: The vehicle counts increased 12% from 2,249 to 2,509 between the 2016-2017 and 2020-2021 winter seasons. Saturday and Sunday were the busiest days of the three-day weekend.

California Ski Week (President’s Day week): The vehicle counts increased 41% from 2,269 to 3,216 between 2016-2017 and 2020-2021. Navajo Lodge vehicle counts increased 31%, and the Giant Step Lodge vehicle counts increased 38%. The busiest day for the California Ski Week analyzed was Saturday.

Figure 7

Figure 8

Winter Recreation Visits Summer Recreation Visits Total Recreation Visits

1,000,000

800,000

600,000

400,000

200,000

02017 2018 2019 2020 2021

320,073201,505 150,998

273,785152,884

589,126

443,010 428,663

572,082489,168

909,199

644,515579,661

845,867

642,052

Cedar Breaks National Monument Vehicle Counts2017 through 2021 - Winter Season & Summer Season Totals by Year

The Week Between Christmas and New Year’s Day

Giant Steps Lodge2020 - 2021

Chair One Parking2020 - 2021

Navajo Lodge2020 - 2021

Total2020 - 2021


Chair One Parking 2016 - 2017 (No Data)


Total2016 - 2017

1,200

1,000

800

600

400

200

0Dec. 25 Dec. 26 Dec. 27 Dec. 28 Dec. 29 Dec. 30 Dec. 31 Jan. 1

Presidents Day Weekend

800

600700

400500

200300

0100

Friday Saturday Sunday Monday




Total2020 - 2021




Total2016 - 2017

California Ski Week

Tuesday Wednesday SaturdayThursday SundayFriday

800

1000

600

400

200

0




Total2020 - 2021




Total2016 - 2017

Martin Luther King Jr. Day Weekend

Friday Saturday Sunday Monday

800

1000

600

400

200

0




Total2020 - 2021




Total2016 - 2017

*Data Provided byBrian Head Town

Peak Days Vehicle Counts2016-2017 and 2020-2021 Winter Ski Seasons

7

3.2 SAFETY TRENDSThe study team used collision data to identify safety trends and hot spots. According to UDOT’s data platform, Numetric, 18 crashes were reported on SR-143 between 2015 and 2020 (Figure 9), and none involved pedestrians or bicyclists. The severity for most crashes reported was “no injury,” with the exception of one “serious injury” in 2018 and two “possible injuries” in 2016 and 2019. Half of all crashes reported were “roadway departure,” which includes an overturn or rollover off the roadway or running into a snowbank, embankment, or guardrail. Roadway departure crashes were mostly reported in the winter and fall seasons due to snowy and icy conditions (Figures 10-11). Crash locations were concentrated on the northern section of SR-143 in the study area (Figure 12), where the roadway has steep grades and sharp

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Roadway Departure,Possible injury

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Roadway Departure,Suspected Serious Injury

Other,No injury/PDO

Town BoundaryTown Boundary

Figure 10 Figure 11

Figure 12

Figure 9

8


3.3 TRAFFIC VOLUMESThe annual average daily traffic on SR-143 increased from 1,200 to 1,500 vehicles per day between 2010 and 2017. In 2050, traffic on this corridor is forecasted to increase to 2,000 vehicles per day. This forecasting is based on the statewide travel demand model and will continue to be updated as new developments come and land uses change (Figure 13).

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Figure 13

93.4 BICYCLE & PEDESTRIAN TRENDS

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10


3.5 TRAIL NETWORKExisting trails include the Town Trail, Manzanita Trail, Alpine Creek Trail, Navajo Loop Trail, Town OHV Trail (Dry Lakes Road), Town Snowmobile Trail, and Brian Head Resort Mountain Bike Park (Figure 15).

The Town Trail is located parallel to SR-143. It is a non-motorized paved trail, that offers a safe and separated route for pedestrians and bicyclists along the Main Street corridor. In the Brian Head Trail Master Plan (TMP), two trailheads are proposed at the north and south ends of Town Trail.

SR-143 is the access point to many recreational opportunities and trails including Town OHV Trail, Alpine Creek Trail, and Navajo Loop Trail. A new trailhead is proposed at either the Bear Flat campground or Town Hall Building in the TMP for the Town OHV Trail.

Alpine Creek Trail is an unpaved and nonmotorized trail (with a potential for motorized winter use). A new trailhead is proposed in the TMP on Burt’s Road. Navajo Loop is an unpaved and non-motorized trail, and new access to this trail from Pine Ridge HOA is needed.

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Figure 15

11

3.6 TRANSIT SERVICEBrian Head’s free shuttle is a key contributor in helping visitors “park once” and utilize alternative modes to get around town (Figure 16). Shuttle circulation, stop locations, and amenities were considered as part of this study.

In-Town Services: The Town shuttle operates during the winter season and select summer events and is fare -free. The Town-Wide (Green) Shuttle runs on a continuous loop with 14 stops, and the Ski Base Express (Red Line) operates with 4 stops.

Out-of-Town Services: In the winter, a round-trip ski shuttle service is provided from Cedar City or Parowan to Brian Head.

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3.7 PARKINGParking remains a major challenge in Brian Head when balancing management and capacity, especially at the resorts and in the downtown area. There simply are not enough parking spaces to accommodate everyone driving alone. However, too much parking and too many cars will also undermine the qualities that make Brian Head so unique and attractive.

Currently, 1,637 parking stalls are available in town. Approximate stall counts include:

• Condos/HOAs: 455 parking stalls • Navajo Lodge: 625 parking stalls • Giant Ski Lodge: 489 parking stalls • Chair 1 parking: 43 parking stalls • Town Hall: 25 parking stalls

The planned Village Way development will add more parking stalls (185 to 207 parking stalls may be added depending on the selected alternative).

3.8 LODGINGBrian Head provides various lodging opportunities, including hotels (235 rooms), cabins (70 units), and condominiums (427 units). Most of these units are rented by short-term visitors primarily during the peak winter recreation season and again in the summer season, although occupancy rates are generally lower.

3.9 LAND USEAs stated in the 2019 Brian Head Town General Plan, the current built environment of Brian Head reflects a typical mountain resort community in its early stages of growth and economic development. While Brian Head has developed and grown over the past 50 years, there is significant opportunity for new development and redevelopment of existing sites, specifically along the SR-143 corridor.

3.9.1 EXISTING & FUTURE LAND USE

The 2018 General Plan includes a desired community vision for the future of Brian Head. The community vision identified a desire to increase opportunities for connectivity and placemaking, to increase economic development in the commercial corridor/SR-143 corridor, and to preserve the natural environment.

The current land use map does not provide the opportunity to entirely achieve the community’s desired vision. Therefore, the 2018 General Plan established a future land use map that distributes complementary land uses and identifies the opportunities for changes in land use designations as parcels are developed to effectuate the community vision established through the 2018 General Plan visioning process (Figure 17). The future land use designations within the SR-143 corridor include:

• Civic (CV)• Conservation Open Space (COS)• General Commercial (GC) • High Density Residential (HDR) • Village Commercial (VC) • Light Industrial (LI) • Low Density Residential (LDR)• Recreational Open Space (ROS)

These future land use designations would increase density (both residential and commercial) in certain areas and result in greater opportunities for commercial, industrial, residential, and recreation-based development along the SR-143 corridor.

A phased resort and mountain community development, Aspen Meadows, is planned for over 1,000 acres of undeveloped lands east of the SR-143 and Steam Engine Drive intersection. This development will bring additional units, both condo and ranch style homes, two resort base villages, and programming for both winter and summer activities. The initial phase of development will include major infrastructure needs like roadway and utility and an initial phase of housing up to 100 units. This development will bring added value to the community, highlight the ski town history, offer amenities like groceries a potential Southern Utah University satellite campus, and more. Phase 1 of development will likely begin in 2022.

Proposed improvements to the SR-143 corridor will be assessed against the current and future land use maps to ensure that connectivity and improvements are paired with the areas of development and the appropriate land use (current and future).

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3.9.3 SENSITIVE LANDS

Brian Head’s most treasured assets is the meadow and wetland area parallel to SR-143 (Figure 19). The Town has taken many steps to preserve and highlight this asset, including adding natural fencing and landscaping, designating the meadow as preserved open space, and adding a pond as a local community amenity. These sensitive and important lands were considered during the project development phase.

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4. PROJECT SELECTION & RANKING PROCESS

4.1 OVERVIEW OF PROCESSThe draft project list was developed through a combination of efforts including revisiting existing adopted plans such as the Brian Head Town General Plan (2019), the Brian Head Strategic Plan (2019), the Village Core Transportation Master Plan (2019), the Brian Head Area Sustainable Recreation + Tourism Plan (2018), the Brian Head Area Trails Master Plan (2015), and the Brian Head Transportation Master Plan (2015) to incorporate relevant and important projects previously approved.

In addition to incorporating existing planned projects, collaboration and communication were essential to understanding community needs, learning about potential additional project needs, and then reaching consensus on the selected projects. The planning team worked closely with the Brian Head Town, essential stakeholders, and UDOT. This process allowed an array of ideas and options to be thoroughly discussed and vetted. Incorporated into these discussions were the results of data collection. The information gathered provided the necessary understanding of the community’s current and future needs, where gaps and barriers exist, safety concerns, and their vision for Brian Head Town.

These efforts led to the creation of an initial draft project list. This list was entered into a prioritization matrix specifically designed to incorporate Brian Head’s unique Town Goals and UDOT’s Quality of Life Framework, which is part of the Utah Transportation Vision initiative (Figure 20). This matrix allowed the projects to be weighted appropriate and ensured they met the correct criteria for the final Draft project list.

The UDOT Quality of Life Framework’s foundation is based off of four main objectives: 1) Good Health 2) Better Mobility 3) Strong Economy 4) Connected Communities

The goal of this Framework is to enhance quality of life through transportation.

The key deliverable for this study is the final project list for Brian Head’s Commercial Corridor. Stakeholders and the study team collaborated for months to refine and finalize this list. Chapter 4 provides an overview of the process as well as the final project list and map.

Figure 20

17

Figure 21

4.2 STAKEHOLDER INVOLVEMENTStakeholder involvement was essential to the planning process. The input, insights, advice, and overall local and specialized knowledge from the stakeholder group ensured that the final project list would address the needs and support the vision of Brian Head’s Commercial Corridor.

Stakeholders for this study included Brian Head Town, Brian Head Resort, Five County Association of Governments, Cedar City and Brian Head Tourism Bureau, Cedar Breaks National Monument, US Forest Service, Gardner Plumb LC, UDOT, and other invested groups and individuals.

There were three major stakeholder meetings throughout the length of the study.

Meeting #1 was held on September 10, 2021. Here, the values of Brian Head and a general understanding of the community context was discussed at length. This included the social, built, and natural environments, economics, health, risk and resiliency, and transportation.

Meeting #2 was held on January 28, 2022. At this point, the study team had done a deep dive into existing conditions and reviewed all relevant past plans. Other targeted meetings with stakeholders occurred as well. A project list that reflected these efforts was progressing. Meeting #2 focused on clearly identifying the needs and challenges of the community in regards to the commercial core and getting feedback on the draft project list. This information would help sculpt the project list into a tool that would address these needs and challenges.

Meeting #3 was held on March 18, 2022. The goal of the meeting was to inform the group about the project list and address any concerns, issues, overlooked projects, etc. This study is one step in the planning process, and support from the stakeholders is important. This meeting helped finalize the study and pivot the Town toward the next steps, which include the funding and implementation of the project list.

In addition to the three major stakeholder meetings, open correspondence was welcome among the stakeholders and study team. The study team also met one-on-one with UDOT to learn of agency needs for the corridor,and ensure that project recommendations were appropriate, particularly within or near the UDOT right-of-way. UDOT is supportive of the Town’s goals and vision for their commercial corridor. They noted, as a public agency, they are limited in their authority to fund projects that do not meet certain criteria, including traffic volumes and safety. However, they will continue to support the community in whatever capacity they are able to do so. Additional conversations with UDOT and potential funding partners will need to take place in the future to lay out a funding strategy for large projects.

A focused small group stakeholder meeting on February 16, 2022, with Brian Head Resort was conducted to learn of parking, access, and transit needs for the resort base area. Another small group stakeholder meeting occurred on March 24, 2022 to discuss topics including roundabout phasing, future development, UDOT collaboration, and potential funding. These meetings were beneficial in ironing out details, questions, and concerns that needed further discussion beyond the main stakeholder meetings.

September October November December January February March

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Development of Final Project List

Existing Conditions Analysis Complete Prioritization Matrix

Identify Problems and Needs Identify and Evaluate Solutions

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Review Existing Plans Develop Draft Project List Finalize ProjectsDefine Vision

2021 2022

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4.2 IDENTIFICATION OF NODES

In conjunction with the project selection process, the stakeholders and the study team identified four nodes that are integral to the community and commercial corridor of Brian Head. The location and character of these nodes provided context for the development of the project list and were essential to the heart of the study. Consideration of how each project would benefit these nodes guided discussions and is baked into the final project list.

Each node has projects that include transit stops, trail connections, and parking. As these projects become implemented, they will make each node more vibrant and walkable while increasing the economic resiliency of each location.

The Chair 1 Node is located at the southern portion of the Brian Head commercial corridor and includes Georg’s Ski Shop, Vasels Road, Bristlecone Pond, and the Chair 1 ski lift.

The Giant Steps Node is centered around the Giant Steps Ski Lodge. North of the Lodge is Village Way, on-street parking, and a retail center that includes Brian Head Sports and the Brian Head General Store.

The Navajo Node is located by Brian Head Resort’s north entrance. This location includes places like the Navajo Ski Lodge, Apple Annie’s Country Store, Hunter Ridge Road, and the Navajo Lodge entrance.

The Town Hall/Aspen Meadows Node offers access to the Town Trail and the Alpine Loop Trail. This location is in the center of the commercial corridor and will provide direct access to the future paved multi-use path that will be adjacent to Village Way.

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4.3 PROJECT CATEGORIES

AT: Projects that are specific to walking, biking, or hiking, also referred to as active transportation. This category also includes projects that benefit recreational vehicle use like off-highway vehicles (OHVs) and snow machines. These include crosswalks on SR-143, paved multi-use paths, and new trail connections.

P: Parking projects will include potential new parking lots and future on-street parking in areas off of SR-143. These will be located next to commercial destinations, multi-use paths, and trailheads. Signage will accompany many of these areas to let visitors know where parking is available.

T: Transit projects that will cover the extent of SR-143 in the commercial corridor and will provide bus circulation at four locations with a distance between each location of approximately one half-mile.

ROW: Projects that are in or near the UDOT Right-Of-Way.

UDOT has been and will remain a key stakeholder in the development of downtown Brian Head. With Main Street also being SR-143, they have a vested interest in the development of Brian Head’s commercial corridor while also meeting regional needs.

As projects were identified they were placed into the four general categories of Active Transportation (AT), Parking (P), Transit (T), and UDOT Right-of-Way (ROW). This basic sorting of projects helped the team monitor the growing project list in relationship to the three overarching Corridor Goals identified at the beginning of the study while ensuring that a balanced approach was being taken. By identifying projects along the commercial corridor that blended a combination of these four categories, the Corridor Goals became earnestly integrated into the final project list.

This process allowed stakeholders to efficiently discuss needs and issues in relationship to specific projects as well as the entire project category. Below is a brief explanation of the four categories.




Corridor Goals

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4.3 PROJECT PRIORITIZATION MATRIX

UDOT QUALITY OF LIFE FRAMEWORK GOOD HEALTH

BRIAN HEAD TOWN GOALS Safety Environment Community Identity

PERCENTAGE WEIGHT 15% 5% 15%

UDOT QUALITY OF LIFE FRAMEWORK STRONG ECONOMY

BRIAN HEAD TOWN GOALS Economic Development Accessibility

Little Required Maintenance


UDOT QUALITY OF LIFE FRAMEWORK CONNECTED COMMUNITIES

BRIAN HEAD TOWN GOALS Community Interest

Mode Versatility

Transportation Connection


UDOT QUALITY OF LIFE FRAMEWORK BETTER MOBILITY

BRIAN HEAD TOWN GOALS Service Level Access to Parking Network Gap


The overlapping relationship between the Town’s community vision and the four pillars of UDOT’s Quality of Life created the matrix for ranking the draft projects. The tables below show how each selected project was weighted through the matrix to receive a ranking.

The level of community interest, the variety of modes that a project can accommodate, and the connections that the project create align with UDOT’s Connected Communities pillar.

The concept of the UDOT Strong Economy pillar addresses the desire for a project’s potential to connect to current and future job centers and economic improvement areas; the level of access the project offers to visitor destinations; and the burden, whether low or high, of maintenance cost.

Good Health, another UDOT Quality of Life pillar, aligns with Brian Head’s goals of improving safety by reducing vehicle speeds and crashes; having a positive impact on the environment by preserving views; reducing noise, air pollution, and congestion; and enhancing the overall community identity of the Town, thus creating a sense of place and arrival.

Alongside communities, economy, and health, UDOT is focused on the pillar of Better Mobility. To the Town this translates into a project’s service level, or what cross-section of users benefit from the project; new created access to parking; and the number of existing network gaps that get connected through a project.

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“A vibrant and walkable community corridor with a sense of arrival that is sensitive to preserving natural features and mountain town aesthetics, while making way for long-term vitality for the commercial corridor; achieved through continuing partnership between Brian Head Town, residents, local businesses, Brian Head Resort, future developments, and Utah Department of Transportation by implementing focused strategies that improve quality of life for all.”

Vision Statement

4.4 FINAL PROJECT LISTOn their own, each project adds value to the Town, but the complete project list is intended to provide an actionable strategy to implement the Vision Statement that has been a cornerstone of the study.

The draft projects that the stakeholders and study team reviewed in January of 2022 are shown in Figure 27. The majority of these projects are included in the final project list.

Draft Projects from January 2022

The following three pages show the final project list, first in its entirety then followed by four tables, broken down by the specific project categories of Active Transportation (AT), Parking (P), Transit (T), and UDOT Right-Of-Way (ROW). In addition to the projects being sorted into categories, each project has been assigned a category specific numeric value according to the order the project is within the prioritization matrix ranking. For example, the first several ROW projects are denoted as; ROW-1, ROW-2, ROW, 3, and the first several AT projects are denoted as; AT-1, AT-2, AT-3.

Information on each project includes the project’s rank, which was generated through the project prioritization matrix process; the category of the project; a planning level cost estimate when applicable; and a project tier.

There are three tiers of projects, and they are broken down by planning level cost, where Tier 1 includes projects that are below $200,000 dollars, Tier 2 includes projects from $200,000 up to $750,000, and Tier 3 includes all projects $750,000 and above. Cost estimates are helpful in determining project priority and phasing.

There are seven projects that have no cost estimate. This is due to the wide variability in price that can occur once decisions about materials, size, specific location, and installation have been made. Figure 27

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Table 1

PROJECT PRIORITIZATION MATRIX

RANK CATEGORY PROJECT NAME COST ESTIMATE TIER

1 ROW-1Marked Crosswalk & Pedestrian Activated Flashers: Navajo Node, Town Hall/Aspen Meadows Node, Giant Steps South Entrance

$18,000 per each location 1

2 ROW-2Bulbouts for Pedestrian Crossing: Navajo Node, Town Hall/Aspen Meadows Node, Giant Steps South Entrance


3 AT-1 Trail Wayfinding Signage as Needed TBD 1

4 T-1Transit Stop and Amenities: Navajo Node, Town Hall/Aspen Meadows Node, Giant Steps Parking Lot, Chair 1


5 AT-2 Wayfinding Signage: Giant Steps & Chair 1 TBD 1

6 P-1 Angled Parking on Village Way $914,000 3

7 AT-3 Town Trail Phase 3: Paved Multi-use Path on Village Way $120,00 1

8 P-2 Parking on Vasels Road $117,000 1

9 AT-4 Pond Trail Connection $54,000 1

10 AT-5 Chair 1 Pedestrian & Bicycle Connection $27,000 1

11 AT-6 Town Trail Connection to Village Way $5,000 1

12 AT-7 Alpine Loop Trailhead with Parking $327,000 2

13 AT-8 Paved Multi-use Path at Giant Steps South Entrance $15,000 1

14 AT-9 Navajo Loop Trailhead Improvements 327,000 2

15 P-3 Parking Capacity Sign at Giant Steps $17,000 1

16 ROW-3 VMS Board $4,000 1

17 P-4 Partnership with Forest Service for Recreation Parking Area at Bear Flats Road $654,000 2

18 ROW-4 Decorative Lighting for Pedestrian Crossings $7,500 per light pole 1

19 P-5 City-owned Remote Parking at Town Hall $434,000 2

20 ROW-5 North & South Roundabouts $1,500,000 per each location 3

21 ROW-6 Intersection Improvements at Giant Steps South Entrance TBD 2

22 P-6 Additional Parking Capacity Across from Navajo Lodge Entrance $872,000 3

23 ROW-7 Center Turn Lanes $2,862,000 3

24 ROW-8 North & South Entry Features TBD 1-3

25 ROW-9 Shoulder Beautification of SR-143 TBD 1-3

26 ROW-10 Continuous Count Station(s) TBD 1

27 ROW-11 North & South Driver Feedback Signs $4,000 per each location 1

28 ROW-12 Future Stormwater Drainage & Curb & Gutter TBD 3

Below is Table 1, the complete project list for Brian Head’s Commercial Corridor Transportation Study.

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PROJECT PRIORITIZATION MATRIX - AT

RANK CATEGORY PROJECT NAME COST ESTIMATE TIER3 AT-1 Trail Wayfinding Signage as Needed TBD 1

5 AT-2 Wayfinding Signage: Giant Steps & Chair 1 TBD 1

7 AT-3 Town Trail Phase 3: Paved Multi-use Path on Village Way $120,00 1

9 AT-4 Pond Trail Connection $54,000 1

10 AT-5 Chair 1 Pedestrian & Bicycle Connection $27,000 1

11 AT-6 Town Trail Connection to Village Way $5,000 1

12 AT-7 Alpine Loop Trailhead with parking $327,000 2

13 AT-8 Paved Multi-use Path at Giant Steps South Entrance $15,000 1

14 AT-9 Navajo Loop Trailhead Improvements 327,000 2

The AT category includes many of the projects that primarily involve walking, biking, hiking, and OHVs. The top project is installing wayfinding throughout locations in Brian Head as needed. Wayfinding signage not only creates a cohesive visual navigational network, but it also promotes a sense of place, connects natural spaces to Brian Head’s commercial corridor, and reduces impacts to the environment by guiding people along corridors that are properly managed and have the resiliency to handle impacts of human activity on large scale.

Other projects in the AT category provide new connections between destinations that can be accessed by walking or biking, like the paved multi-use path on Village Way and the Pond Trail connection.

A well-designed parking management strategy is an important piece of a welcoming and well-functioning commercial corridor. For the people who travel to Brian Head by vehicle, the quality of their experience in the community begins before they exit their car. Lack of parking can frustrate and people deter them from visiting destinations in the commercial corridor. Vehicles attempting to find parking can also create congestion and unnecessary safety hazards.

This project list includes six parking-specific projects that include on-street parking and the development of new off-street parking lots.

PROJECT PRIORITIZATION MATRIX - P

RANK CATEGORY PROJECT NAME COST ESTIMATE TIER6 P-1 Angled Parking on Village Way $914,000 3

8 P-2 Parking on Vasels Road $117,000 1

15 P-3 Parking Capacity Sign at Navajo $17,000 1

17 P-4 Partnership with Forest Service for Recreation Parking Area at Bear Flats Road $654,000 2

19 P-5 City-owned Remote Parking at Town Hall $434,000 2

22 P-6 Additional Parking Capacity Across from the Navajo Lodge Entrance $872,000 3

Table 2

Table 3

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A successful transit system is one that is easy to use and provides consistent and frequent service. The development of a more efficient transit system is a key element to creating the vibrant and walkable community corridor envisioned for Brian Head.

There are four planned transit stops for Brian Head’s commercial corridor. These stops, which are located approximately a half-mile distance from each other, will allow people to easily travel around the study area without the use of personal vehicles. People have to do very little planning when transit stops are located close together and buses arrive at a high level of frequency. This is because there is certainty they will arrive at their destination within a specific window of time.

Because SR-143 acts as both Main Street for Brian Head and a state road, the majority of the projects are categorized as ROW or within the boundaries of UDOT’s ROW. Some of the projects involve technology, like Variable Message Signs (VMS) or the Continuous Count Station (CCS), which will record the number of vehicles traveling through Brian Head along SR-143.

The first two projects are different elements of multiple street crossings along SR-143. Three crosswalks are planned for Brian Head. These projects are divided into two phases. The first phase involves painting the crosswalks and installing pedestrian activated flashing devices. The second phase involves additional infrastructure such as concrete bulbouts or pedestrian refuge islands in the center of the crosswalks.

Other projects are part of a long-term vision for Brian Head. Specific examples are the north and south roundabouts. While UDOT supports the vision Brian Head has for its commercial corridor, it is understood that projects like these roundabouts require much higher daily traffic volumes to warrant state funding, and so other funding strategies may need to be identified in the future. It is very likely Brian Head will not see traffic volumes at such numbers before 2050.

PROJECT PRIORITIZATION MATRIX - ROW


1 ROW-1Marked Crosswalk & Pedestrian Activated Flashers: Navajo Node, Town Hall/Aspen Meadows Node, Giant Steps South Entrance


2 ROW-2Bulbouts for Pedestrian Crossing: Navajo Node, Town Hall/Aspen Meadows Node, Giant Steps South Entrance


16 ROW-3 VMS Board $4,000 1

18 ROW-4 Decorative Lighting for Pedestrian Crossings $7,500 per light pole 1

20 ROW-5 North & South Roundabouts $1,500,000 per each location 3

21 ROW-6 Intersection Improvements at Giant Steps South Entrance TBD 2

23 ROW-7 Center Turn Lanes $2,862,000 3

24 ROW-8 North & South Entry Features TBD 1-3

25 ROW-9 Shoulder Beautification of SR-143 TBD 1-3

26 ROW-10 Continuous Count Station(s) TBD 1

27 ROW-11 North & South Driver Feedback Signs $4,000 per each location 1

28 ROW-12 Future Stormwater Drainage & Curb & Gutter TBD 3Table 5

PROJECT PRIORITIZATION MATRIX - T


4 T-1Transit Stop and Amenities: Navajo Node, Town Hall/Aspen Meadows Node, Giant Steps Parking Lot, Chair 1


Table 4

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4.4.1 PROJECT RANKING Phasing helps to prioritize projects and determine which projects will be implemented and funded first. The Brian Head Commercial Corridor Transportation Study projects have been assembled into a timeline with three phases. This is a recommended project implementation strategy and is not set in stone. Priority of one project over another may change over time, and as the town develops, it may be germane to fund and implement certain projects that may have initially been planned for a future phase. The project name and prioritization matrix rank are included in this table

Table 6

Phase Project Rank

Phase One: 1-5 Years

Phase I

Marked Crosswalk & Pedestrian Activated Flashers: Navajo Node, Town Hall/Aspen Meadows Node, Giant Steps South Entrance 1

Trail Wayfinding Signage as Needed 3

Transit Stop and Amenities: Navajo Node, Town Hall/Aspen Meadows Node, Giant Steps Parking Lot, Chair 1 4

Wayfinding signage: Giant Steps & Chair 1 5

Angled Parking on Village Way 6

Paved Multi-use Path on Village Way 7

Pond Trail Connection 9

Town Trail Connection to Village Way 11

Alpine Loop Trailhead and Parking 12

Paved Multi-use Path at Giant Steps South Entrance 13

Navajo Loop Trailhead Improvements 14

Parking Capacity Sign at Navajo 15

VMS Board 16

Center Turn Lanes 23

Continuous Count Station(s) 26

North & South Driver Feedback Signs 27

Phase Two: 6-10 Years

Phase II

Bulbouts for Pedestrian Crossing: Navajo Node, Town Hall/Aspen Meadows Node, Giant Steps South Entrance 2

Shoulder Beautification of SR-143 25

Parking on Vasels Road 8

Paved Multi-use Path on Chair 1 Bridge 10

Decorative Lighting for Pedestrian Crossings 18

Intersection Improvements at Giant Steps South Entrance 21

North & South Entry Features 24

Additional Parking Capacity by the Navajo Lodge Entrance 22

City-owned Remote Parking at Town Hall 19

Phase Three: 11 Years and Beyond

Phase IIIPartnership with Forest Service for Recreation Parking Area 17

North & South Roundabouts 20

Future Stormwater Drainage & Curb & Gutter 28

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Below, Figure 28 shows the category and location of the complete final project list for Brian Head’s Commercial Corridor Study.

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Walking, Biking Hiking


4.4.2 PROJECT LOCATIONS

Figure 28

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Below, Figure 29 shows each AT project from the complete final project list for Brian Head’s Commercial Corridor Study.

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Trail Wayfinding Signage as Needed

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Paved Multi-use Path on Village Way

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Pond Trail Connection

Town Trail Connection to Village Way

Chair 1 Pedestrian & Bicycle Connection

Wayfinding Signage in Giant Steps Lot

Wayfinding Signage in Chair 1 Lot

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Below, Figure 30 shows each parking project from the complete final project list for Brian Head’s Commercial Corridor Study.

Figure 30

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Below, Figure 31 shows each transit project from the complete final project list for Brian Head’s Commercial Corridor Study.

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Below, Figure 32 shows each UDOT ROW project from the complete final project list for Brian Head’s Commercial Corridor Study..

Figure 32

31

ADDITIONAL PROJECTS DISCUSSEDDuring the exploratory phase of this project and from stakeholder input, a series of projects were identified that were out of the study area or out of scope or did not rank well in the prioritization matrix. Here are some of the projects that were considered, discussed, and researched, but warrant additional study or should be captured in other planning documents in the future. The team has included them here for future consideration should the Town chose to move forward.

Giant Steps Roundabout

Aspen Meadows Access Roundabout

On-street Parking on SR-143

One-way Circulation on Village Way

Turn-out Lanes on SR-143

Chair 1 Pedestrian Crossing

Shuttle Service from Parowan to Brian Head Resort

Shared Parking in Cedar Breaks

*

*

This project may have led to a fifth category that was motor vehicle-specific.

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5 CONCEPT DESIGNS AND RECOMMENDATIONS

Chair 1 Node

Giant Steps Node

Town Hall/Aspen Meadows Node

Snowshoe Village Road

North Roundabout

Village Way On-street Angled Parking

Vasels Road On-street Angled Parking

Center Turn Lane

Center Turn Lane

Navajo Node

South Loop Road

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South Roundabout

Renderings were produced for several of the projects. While these are high-level concept designs, they are an asset that can help people visualize what the final project will look like before construction or implementation.

As shown in Figure 33, the projects highlighted in this section are the North and South Roundabouts, the Center Turn Lane along SR-143, and the On-street Parking at Village Way and Vasels Road.

Figure 33

33Figure 34 Figure 35

5.1 ON-STREET PARKING

Vasels Road On-street ParkingVillage Way On-street Parking

Angled spaces offer easy access to parking. With angled parking there is only a need to turn 45 degrees to enter the space, making for a quick on-street parking experience. Standard parking spaces would require vehicles to turn 90 degrees, making for more effort and a longer time spent potentially in the way of other traffic while entering a parking space.

Both Village Way and Vasels Road are ideal for on-street angled parking. They have ample shoulder widths that are underutilized, low vehicle speeds, and locations within walking distance to existing amenities and those to come as the commercial corridor continues to develop.

Village Way has enough available ROW to provide angled parking on the entire east side of the road and for almost half of the west side. Where the ROW is more restricted, there is still room for parallel parking spaces. In total, this concept design will allow for more than 200 on-street parking spaces. This was one of several concepts from the Village Core Transportation Master Plan (2019), and the recommendation from this study was this particular design to maximize parking capacity and plan for future commercial buildout.

Vasels Road will have angled parking along the west side of the road. While this stretch of road is only slightly longer than a quarter of a mile, there is enough available space to accommodate approximately one-hundred angled parking spaces.

5.1.1 FURTHER PARKING ANALYSIS

This study identified the need for additional parking as well as specific locations ideal for projects, including Village Way and Vasels Road on-street parking. However, this study’s broad and holistic, multimodal vision means it did not focus attention on one specific transportation need, such as parking. To properly address this need and to create a more complete parking strategy and policy for the commercial core, it is recommended that the Town carry out a future parking study to allow focus directed solely at producing a long-term, comprehensive parking plan that is harmonious with other transportation and land-use visions and goals.

Over 200 Parking Stalls

Approximately 100 parking stalls

34


5.2 CENTER TURN LANE Center turn lanes improve safety and relieve congestion on roads with many access points to destinations. With a center turn lane, vehicles that wish to cross traffic to exit the main road and enter an access point to a destination have a place to wait to turn outside of the travel lane, allowing for free flowing traffic to move forward in the travel lane.

As Brian Head develops, more businesses, homes, and recreation locations will appear. With these new destinations will come more people and more traffic desiring to go to a greater variety of places along the commercial corridor. A center turn lane will provide the added safety and easing of traffic congestion that will help keep Brian Head a welcoming destination into the future.

There are two center turn lane concept designs for SR-143. The first is from Giant Steps Node continuing to the Town Hall/Aspen Meadows Node just north of Steam Engine Drive, where it tapers back down to a two-lane road.

Future development is expected at the Town Hall/Aspen Meadows Node. The Town and UDOT should be sensitive to encroachment on the future development when designing a center turn lane at this location.

The second location is at the Navajo Node, where future development will increase the volume of traffic turning off of and on to SR-143. A center turn lane here will decrease localized congestion. This concept design also shows a partial realignment of the Town Trail, which would be necessary to accommodate the new width of SR-143.

In addition to the center turn lane, these renderings include the installation of paved shoulders and a rolled curb.

Giant Steps

Figure 36

Steam Engine Drive

Ridgeview Street

Figure 37

Hunter Ridge Drive


Figure 38

Giant Steps Node Town Hall/Aspen Meadows Node Navajo Node

35

Roundabouts are beneficial for many reasons. They are safer than traditional intersections and can have lower maintenance costs over time. They are a permanent piece of infrastructure that helps with traffic calming since traffic will always be slowed down when passing through. This is not the case with a traditional traffic light-controlled intersection where vehicles may speed through green or yellow lights. Roundabouts allow for multiple vehicles traveling in different directions to slow down while maintaining continuous movement. This means that roundabouts provide more efficient travel times for vehicles while simultaneously producing less pollution than traditional intersections because vehicles do not have to come to a stop and idle while waiting at a traffic light or stop sign.

Because of the geometry inherent in the design of a roundabout, there is an opportunity for landscaping that can add beauty, character, and a sense of place. The locations chosen for Brian Head are at South Loop Road in front of Georg’s Ski Shop and at the Navajo Lodge entrance. These locations will serve as symbolic gateways and entry points into Brian Head’s commercial corridor, and in addition to the safety and traffic flow benefits, they will also provide a sense of arrival and contribute to community placemaking. Landscaping, decorative lighting, community signs, and other welcoming features will be incorporated at the location of each roundabout. The following chapter six provides more detail on this subject.

5.3 ENTRYWAY ROUNDABOUTS

North Roundabout


Navajo Ski Lodge

South Roundabout

South Loop Road

Georg’s Ski Shop

Figure 39

Figure 40

36


6. PLACEMAKINGPlacemaking is a combination of elements that enhance the character of a place. The process helps a physical space have an associated identity that adds to the quality of it. Every community has assets and elements that can contribute to the creation of a vibrant place, but they are often missing essential ingredients to achieve success.

Brian Head is a thriving town and resort area and will benefit from pronounced sense of identity and arrival. Commercial nodes are found as you drive through the town, but nothing that prompts visitors to connect them visually. A sense of place can be created by building upon the existing character and tying the town nodes together. Leveraging the importance of each location will improve the feeling of place and allow more recreational and economic opportunities to flourish.

6.1 EXISTING CONDITIONSThe town of Brian Head currently consists of four commercial nodes. These nodes are adjacent to the lifts, parking, and existing trails. In addition, residential uses flank the outskirts of the highway and commercial nodes.

6.1.1 THE NODES

The Chair 1 Node (Figure 41) is located near the southernmost gateway of Brian Head. This node consists of a key surface parking lot, a ski bridge, Georg’s Ski shop, the Brian Head Reservoir, and housing.

The Giant Steps Node (Figure 42) is the most active and centrally located hub. The Giant Steps Lodge, Brian Head Sports, Brian Head General Store, and other amenities sit at the base of the Giant Steps Express chairlift. This area has the largest parking lot in town.

The Town Hall/Aspen Meadows Node (Figure 43) is characterized as the key municipal zone surrounded by residential uses. This node has anticipated growth with more parking and potential commercial developments along Village Way.

The Navajo Node (Figure 44) is the northernmost gateway of Brian Head’s Commercial Corridor. The node is characterized by lodging and residential uses. Although a small commercial zone, this node is home to Apple Annie’s, a key marketplace in Brian Head.

Figure 41

36

Figure 42

Figure 43

Figure 44

37

Figure 45

The map below (Figure 45) shows the locations of the four nodes and the distance between them. The nodes are spaced an approximate equal distance apart, allowing for placemaking to occur frequently and consistently along Brian Head’s commercial corridor.

ASPEN MEADOWSASPEN MEADOWS//

38


6.2 MATERIAL SELECTIONA material palette is important to building a town identity. A standardized amenities and furnishings plan is key to ensuring coherent design between the four stops.

For Brian Head, three main materials were chosen to enhance and create a cohesive look with the existing palette of the town. The palette blurs the lines of new and existing developments as well as with the developed and natural surroundings.

6.2.1 MATERIAL PALETTE

Weathered steel (Figure 46), boardform concrete (Figure 47), and timber (Figure 48) were chosen as they will weather beautifully and complement the surrounding landscape. The materials are rugged and can withstand the extreme elements.

MATERIAL PALETTE

Figure 47 Boardform ConcreteFigure 46 Weathered Steel

Figure 48 Timber

Weathered steel eliminates the need for maintenance and upkeep of painting steel. It forms a stable, rust-like appearance after years of exposure to weather.

Boardform concrete involves a process of stamping concrete with wood planks. The wood planks add texture and visual interest by imprinting the grain and border lines.

Timber will accent the weathered steel and boardform concrete to tie the materials to their surrounding - both built and natural environments.

39

Figure 51 Bollards

Figure 49 Design Inspiration

Figure 50 Design Inspiration

INSPIRATION & PROPOSED AMENITIES

Figure 52 Bicycle Repair Stations

Figure 53 Signage Inspiration

The images from Figures 49-53 show recommended materials and amenities that would work well as placemaking features for Brian Head’s four nodes.

40


6.2.2 PLANT PALETTE

Landscaping can assist in the beautification of the existing nodes by adding texture and color. The aesthetic should celebrate native plants and natural groupings, avoiding manicured, formal designs.

Trees can define pathways and roads while providing comfort to pedestrians and cyclists with their canopy. Trees could include spruces, firs, maples, and aspens.

Native grasses and perennials will tie the flora of the surrounding environment to the commercial nodes and the resort. Perennials should include penstemon, blue grama grass, little bluestem, coneflower, and more.

Planting solutions that are resilient, native, and low-water will require fewer natural resources to maintain and help create an identity of place.

The following images, shown in Figures 54 -63, provide examples of native species that may blend the natural openspace flora of the region with placemaking and beautification along the commercial corridor.

Figure 54 White Fir - Abies concolor

Figure 55 Engelmann Spruce - Picea engelmannii

Figure 56 Bigtooth Maple - Acer grandidentatum

Figure 57 Quaking Aspen - Populus tremuloides

PLANT PALETTE - TREES

41

PLANT PALETTE - GRASSES AND PERENNIALS

Figure 58 Bentgrass Spike - Agrostis exarata

Figure 59 Blue Grama Grass - Bouteloua gracilis

Figure 60 Little Bluestem Grass - Schizachyrium scoparium

Figure 61 Prairie Dropseed Grass - Sporobolus heterolepis

Figure 62 Rocky Mountain Penstemon - Penstemon strictus

Figure 63 Coneflower - Echinacea purpurea

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6.3 SHOULDER IMPROVEMENTSThe map below identifies areas surrounding the stops where shoulder improvements could help beautify the highway, while creating a sense of arrival. The highlighted zones in Figure 64 are concentrated by the four nodes but in the future may be spread throughout the entire stretch of highway.

SHOULDER IMPROVEMENTS

Figure 65 Grasses and Boulders

Figure 66 Gravel TextureFigure 64

Gravel, boulders, and native grasses were chosen as the palette, as they require low maintenance. The aesthetic should celebrate native plants and natural groupings, avoiding manicured, formal edges. The concentrated shoulder improvements surrounding the nodes will create a sense of arrival and inform travelers they are entering an inviting and vibrant commercial area.

Areas of Shoulder Improvement

/ASPEN /ASPEN MEADOWSMEADOWS

43

6.4 TRANSIT SHELTERSThe map below (Figure 67) illustrates the four locations proposed for transit stops. Each transit stop will include a shelter, wayfinding signage, and landscaping. Public art installations and amenities will be found at strategic locations.

Shelters provide visitors and transit users comfort, a place to rest, and protection from the various elements of Brian Head’s weather and climate, which being located in southern Utah and at approximately 10,000 fee, can be extreme. Proper shelter from the elements will be vital to the level of transit ridership. Rugged materials, such as weathered steel, concrete, and timber, will be necessary to sustain the extreme conditions that accompany the winter and summer seasons.

Figure 69 Transit Stop Design Inspiration

Figure 68 Transit Stop Design Inspiration

PROPOSED TRANSIT STOPS & INSPIRATION

Figure 67

Proposed Transit Stops


44


6.4.4 NAVAJO TRANSIT STOP

The Navajo transit stop is in the northernmost node of Brian Head and will provide convenient service to the residents and visitors staying at nearby lodging. This proposed transit stop is located at the base of the Cedar Breaks Lodge, in front of the Town Trail and across the highway from Apple Annie’s, a cornerstone marketplace for Brian Head. This location will provide a high level of connectivity and easy access to transit for pedestrians and bicyclists.

This transit stop will include shelter, wayfinding signage, landscaping, and bike amenities.

Navajo Transit Stop Location

Figure 70

45

Navajo Transit Stop Renderings

Figure 71

Figure 72

46


6.4.3 TOWN HALL/ASPEN MEADOWS TRANSIT STOP

The Town Hall/Aspen Meadows Node helps identify the key municipal hub of Brian Head Town. This node has anticipated growth with more parking and potential commercial developments along Village Way. This transit stop will primarily service residents and visitors staying at nearby accommodations.

The recommended design is smaller than the other transit stops due to location, but will feature landscaping, wayfinding signage, and shelter.

Congestion was a concern due to the proposed location, but with the shelter shifted as far north as possible, motorists will still be able to access Town Hall and Steam Engine Drive when a bus is at the transit stop.

Town Hall/Aspen Meadows Transit Stop Location

Figure 73

/ASPEN MEADOWS

47

Town Hall/Aspen Meadows Transit Stop Renderings

Figure 74

Figure 75

48


6.4.2 GIANT STEPS TRANSIT STOP

It is anticipated Giant Steps will be the most used transit stop. This stop will provide access to Brian Head’s largest commercial center, the Giant Steps Lodge, residential neighborhoods, a protected meadow, and many trails.

The recommend location for this transit stop is nestled next to Brian Head Sports and about 400 feet (or a 2-minute walk) to the Giant Steps Express chairlift.

The transit stop will include shelter, wayfinding signage, bike racks, a bike repair station, and landscaping. Due to the surrounding existing amenities, the size of the transit stop should be larger than others to allow riders to congregate and line up for the bus.

Giant Steps Transit Stop Location

Figure 76

49

Giant Steps Renderings

Figure 77

Figure 78

50


6.4.1 CHAIR 1 TRANSIT STOP

The Chair 1 Node is located near the southernmost proposed gateway area of Brian Head. This node consists of a key surface parking lot used primarily for resort access, a ski bridge, Georg’s Ski shop, the Brian Head Pond, and housing. Visitors have access to the Alpen Glow and Wildflower chair lifts that take you up both Brian Head and Navajo Mountains.

This particular node is shown with a public art installation at the transit stop. Public art can play an important role in placemaking, developing a town’s identity and providing visual interest. Bike racks, a bike repair station, shelter, wayfinding signage, and landscaping are shown at this stop.

Chair 1 Transit Stop Location

Figure 79

51

Figure 80

Figure 81

Chair 1 Transit Stop Renderings

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Crosswalk Locations

6.5 CROSSWALKSCrosswalks create safe pedestrian crossings at key locations and can also contribute to traffic calming. Flashing pedestrian beacons are recommended at each crosswalk location along SR-143. They provide an added element of safety by signaling to drivers when someone is trying to cross. Shoulder improvements will flank these crossings to inform motorists that they are entering an area with frequent pedestrian activity.

Crosswalks will be incorporated at the Giant Steps, Town Hall/Aspen Meadows, and Navajo Nodes. After evaluation, the Chair 1 Node was not included due to the proximity of the ski bridge and lack of amenities across the highway, understanding that growth may warrant an additional crossing in the future.

Figure 83 Giant Steps Crosswalk

Figure 84 Town Hall/Aspen Meadowns Crosswalk

Figure 85 Navajo CrosswalkFigure 82


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6.5 GATEWAY ROUNDABOUTSGateways define entrances and provide a sense of arrival. Gateways should be located at strategic edges and attract people toward the town center. They should be prominent and distinctly recognizable, allowing people to quickly understand they are entering the town and resort.

The addition of roundabouts at the northernmost and southernmost edges of the commercial corridor will create a clear gateway upon arrival. Roundabouts increase safety, add beautification, and decrease congestion during the peak seasons.

Roundabout

Figure 86 Roundabout Concept Design

Figure 87 Gateway Signage Concept Design

Gateway signage adjacent to the roundabout will assist the roundabout in clearly demarcating the entrance to the town. A sign of visual interest can be a tourist attraction and should be placed on the side of the road, not at the center of the roundabout, to ensure safety of visitors and decreasing the possibility of congestion and accidents.

The signage, planting, and materials should echo the themes found throughout the town.

54


5.4 GATEWAY FEATURES EXAMPLE Panguitch is a neighboring community to Brian Head located 35 miles northeast along SR-143. Like Brian Head, the town’s main street commercial corridor is located along a state route: SR-143 joins SR-89 in the center of Panguitch. These two roads are the primary means to enter and exit Panguitch.

As people drive into Panguitch from SR-89, they are greeted by gateway features that include landscaping, a town sign, and decorative lighting. These elements create a sense of place and arrival and are similar to the gateway features recommendations for Brian Head.

Welcoming gateway features can also assist with traffic calming by signaling to vehicles that they are entering a vibrant community and are no longer on the open road. Motorists should expect to see pedestrians and vehicles accessing various destinations within the community. As drivers approach the gateway features, their field of view is narrowed by the landscaping and lighting. These elements add beatification to the corridor while simultaneously producing a feeling of enclosure. This should result in vehicles slowing down to adjust to a more comfortable speed that suits their reduced field of view.

Figures 92 and 93 below show the gateway features for Panguitch along SR-89.

North Gateway, Panguitch, Utah

South Gateway, Panguitch, Utah

Figure 88

Figure 89

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CONCLUSIONThe Brian Head Commercial Corridor Transportation Study is a starting point for the Town to move forward from. The multimodal project list produced by this study provides direction for the Town and offers solutions to maintain and enhance quality of life for residents and visitors. The Town is well positioned to grow partnerships and seek funding for projects identified in this study. While the Town moves forward with its vision, the process of prioritizing projects should remain responsive to future available funding and implementation opportunities.

As Brian Head grows into a more defined destination center and economic ecosystem, new projects will be identified to meet the existing and future needs of the area. By implementing the projects identified here, the Brian Head Commercial Corridor Transportation Study can serve as a bedrock to build from.

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7. GRANT FUNDING RESOURCESThis chapter consists of a list of potential funding sources for the identified projects of the Brian Head Commercial Corridor Study

GRANT FUNDING SOURCESGRANT

SOURCEDESCRIPTION LOCAL

MATCH DEADLINES MORE

INFOPROJECT

RECOMMENDATIONSUDOT TIF & TTIF

(Transportation Investments Funds, and Transit Transportation Investment Funds)

Specifically, TIF and TTIF for non-motorized paved first/last mile connections to transit, and active transportation projects. Projects can include sidewalks, multi-use pathways, pedestrian bridges, bicycle lanes, and bus stops. Goals must be to mitigate congestion on a state highway, implement part of an active transportation plan approved by the department, projects that are prioritized by the Commission through the prioritization process. Project funding is often in the range of $15,000-$1,500,000 per application.

40%,

Can be in-kind

March 31st https://www.udot.utah.gov/con-nect/about-us/com-mission/project-pri-oritiza-tion-pro-cess/

Flatwork and bus shelters for the recommended node improvements, pedestrian crossings, paved trails, signage, pedestrian flashing beacons.

UORG

(Utah Outdoor Recreation Grant)

Award amounts are between 1,000-$200,000. The intent is to fund outdoor recreational amenities including but not limited to trails, trailheads, campgrounds, etc. A new Recreation Restoration Infrastructure (RRI) grant can be used for the rehabilitation or restoration of summer use recreation amenities on public lands in areas that receive high visitation.

50%,

Up to 25% can be in-kind

Cycle is Mid-January to Mid-March to apply

business.utah.gov/outdoor/uorg/

Trailheads, soft surface trails, paved pedestrian pathways, trail signage, partnership with the Forest Service for potential parking/staging amenities for recreational access.

UDOT Safe Sidewalks Program

The legislature of the State of Utah has recognized the need for adequate sidewalk and pedestrian safety devices. State policy declares that “pedestrian safety” considerations shall be included in all State highway engineering and planning for all projects where pedestrian traffic would be a significant factor. For construction of new sidewalks adjacent to state routes where sidewalks do not currently exist and where major construction or reconstruction is not planned for ten or more years.

25% Varies docs.google.com/docu-ment/d/1s-fOQu5qictz-KDAj0yD-vSO48J-FuYrZZbuY-syW4bbar-dY/edit

Pedestrian pathway from Town Hall area through Village Way corridor. First/last mile connections to transit, concrete pads for bus shelters, pedestrian crossing infrastructure.

UDOT STIP

(Surface Transportation Improvement Program)

UDOT’s Statewide Transportation Improvement Program (STIP) is a six-year plan of highway and transit projects for the State of Utah. The STIP is maintained daily and includes transportation projects on the state, city and county highway systems as well as projects in the national parks, national forests and Indian reservations. These projects use various federal and state funding programs, administered by UDOT.

N/A Ongoing www.udot.utah.gov/connect/about-us/commis-sion/stip/

Center turn lane, roundabouts, curb, gutter, storm drain infrastructure. Rural transit agency vehicle/operation costs.

**Projects must be listed in UDOT’s STIP to be eligible for funding.

57

GRANT FUNDING SOURCES

GRANT SOURCE

DESCRIPTION LOCAL MATCH

DEADLINES MORE INFO

PROJECT RECOMMENDATIONS

RTP

(Recreational Trails Program)

RTP grants are available for non-motorized and motorized trail projects. Funds are generated from the motor fuel tax revenues from the sales of motor fuel for off-highway recreational purposes. Recreational projects can include projects that maintain or construct hiking, bicycling, in-line skating, equestrian, cross-country skiing, snowmobiling, ff-road motorcycling, all-terrain vehicle riding, four-wheel driving, or other off-road motor vehicle facilities. The notarized and non-motorized funds are separate applications. Applications may request up to $150,000 per application.

50%,

Can be in-kind

Cycle is Mid-January to Mid-March to apply

2022 Deadline is May 1st

stateparks.utah.gov/resources/grants/recreation-al-trails-pro-gram/

Acquisition of property for trailheads/trails, maintenance and restoration of existing trails, trailhead facilities like restrooms, construction of new trails, purchase or lease of equipment, signs kiosks, wayfinding, maps brochures, education and safety programs.

FLAP

(Federal Lands Access Program)

These funds improve transportation facilities that provide access to, are adjacent to, or are located within Federal lands. The Access Program supplements State and local resources for public roads, transit systems, and other transportation facilities, with an emphasis on high-use recreation sites and economic generators.

0% The next call for Utah projects is likely 2025

https://flh.fhwa.dot.gov/pro-grams/flap/ut/

Transit infrastructure, trail and pathway infrastructure.

Rural Surface Transportation Grant

(Subset of MPDG and INFRA Grant Programs)

Federal funds for highway, bridge, or tunnel projects eligible under the National Highway Performance Program, Surface Transportation Block Grant Program, or the Tribal Transportation Program; highway freight project eligible under the National Highway Performance Program; highway safety improvement project; project on a publicly-owned highway or bridge improving access to certain facilities that support the economy of a rural area; integrated mobility management system, transportation demand management system, or on-demand mobility services. $7.25B is available for FY22-FY26 for INFRA grants.

40%

An additional 20% can come from other federal assistance, but a project receiving INFRA may not exceed 80% of future total eligible costs

May23 https://www.transpor-tation.gov/grants/mpdg-an-nounce-ment

A comprehensive infrastructure plan that includes roadway, transit, and active transportation in partnership with the region would score more attractively.

58

GRANT FUNDING SOURCES

GRANT SOURCE

DESCRIPTION LOCAL MATCH DEADLINES MORE INFO

PROJECT RECOMMENDATIONS

RAISE Discretionary Grant

(Rebuilding American Infrastructure with Sustainability and Equity)

RAISE grants are for capital investments in surface transportation that will have a significant local or regional impact, totaling $2.275B. In addition to capital awards, the DOT will award ~$113M for planning or design of projects eligible for RAISE construction funds. $35M will be awarded to projects located in areas of persistent poverty or historically disadvantaged communities. The minimum award amount for capital projects in rural areas is $1M.

20%

Local match can be a combination of local, county, DOT contributions

Apr14 www.trans-portation.gov/RAISEg-rants

A comprehensive application of roadway, transit, and active transportation regionally scores best. Ex: a holistic plan for satellite parking and transit strategies, roadway infrastructure improvements while quantifying resiliency, safety, equity, climate and sustainability, and economic strength.

FTA’s Low or No Emission and Grants for Buses and Bus Facilities Competitive Programs

The Low-No or No Emissions Program supports the transition of the nation’s transit fleet to the lowest polluting/most energy efficient vehicles. It provides funding to state/local governments for zero-emission/low-emission transit buses, including acquisition, construction, and leasing of required supporting facilities.

The Buses and Bus Facilities Program assists in financing buses/bus facilities capital projects, including replacing, rehabilitating, purchasing or leasing buses/related equipment, and rehabilitating, purchasing, constructing or leasing bus-related facilities.

15% for acquiring transit buses

10% for vehicle related equipment or facilities that comply or maintain with Clean Air Act or Americans with Disabilities Act

20% for all other projects

May 31st https://www.transit.dot.gov/notic-es-funding/low-or-no-emission-and-grants-buses-and-bus-facili-ties-com-petitive-programs-fy2022

To assist funding bus shelters and with purchasing low emissions transit vehicles

FHWA’s National Scenic Byways Program

This grant provides funding and technical assistance to State DOTs to (a) implement eligible projects on highways designated as National Scenic Byways, All-American Roads (collectively America’s Byways®), State scenic byways. Eligible projects include access to recreation, byway facilities, construction, corridor management plans, highway improvements, interpretive information, marketing programs, resource protection, safety improvements, and tourist information

20% unless project has access to or within Federal or Indian land, a Federal land management agency may use funds authorized for use by the agency as the non-Federal share

May 16th https://highways.dot.gov/newsroom/fhwa-an-nounc-es-first-avail-ability-na-tional-sce-nic-by-ways-pro-gram-fund-ing-2012

Any project that is along SR-143, including connections to recreation, corridor management

STAFF REPORT TO THE TOWN COUNCIL SUBJECT: Personnel Policies & Procedures Amendments

AUTHOR: Bret Howser, Town Manager


DATE: May 10, 2022


SUMMARY: The Council will consider amendments to the Personnel Policies & Procedures (P&P),

including the addition of bonus eligibility for Town employees in years in which the Town

has a General Fund surplus, and may adopt these changes by resolution.

BACKGROUND: The Town Manager was asked by the Council to look at options for the Town Council to be

able to make bonuses available to employees in years in which the Town has a significant

operating surplus in the General Fund. While reviewing the P&P for inclusion of this bonus

eligibility, staff found a few other items that we recommend modifying.

ANALYSIS: The following changes to the Town Policies and Procedures manual are recommended by the

Town Manager after consulting with the Town Treasurer and Department Heads.

1. Employees may be eligible for a flat bonus between $250 - $1,000 when the Town has

surpluses ranging from $25,000 to $100,000. The bonuses cap at $1,000 per employee

and are not tied to performance. See page 64 of the attached redlined P&P for details.

2. A second bonus program tied to longevity, with employees qualifying for bonuses at 5-

year increments of tenure, again ranging from $250 to $1,000. See page 65 of the

attached P&P for details. Historically the Town has recognized employee tenure with

plaques. The executive team felt like tying a small bonus to this recognition would

make it more meaningful and motivational.

3. The P&P referenced an “Executive Authority” several times in the document without

specifying who that is. Staff recommends removing or clarifying those references (see

pages 3, 5 and 27 of the attached P&P).

4. The current P&P requires the Town Manager to be present in all hiring interviews

the Town conducts. While it is best practice to have a trained human resource

professional in interviews, we don’t believe it is necessary that it must be the Town

Manager (referred to as the “Personnel Officer” in this document). Therefore, we

recommend allowing the Town Manager to appoint a designee for these interviews

(see page 10).

5. The current P&P contains restrictions on phone usage that are antiquated in that

they anticipate additional charges for cell phone “minutes” usage and long distance.

The edits on page 14 of the proposed P&P are intended to reflect more modern

workplace norms (ie: we wouldn’t require employees to have a separate personal cell

phone from their work phone).

6. A minor change to the dress and grooming code which would remove the requirement

for the Town to provide new employees with a document “specifically defining” casual

business attire. (See page 22)

FINANCIAL IMPLICATIONS: The financial impact of applying the recommended bonus programs can vary but would cap

out at about $20,000 in years in which the Town has a surplus in excess of $100,000. The

longevity bonuses would be expected to cost the Town on average about $2,000 per year.


STAFF RECOMMENDATION: Staff’s recommendations are delineated in the analysis section

PROPOSED MOTION: I move to adopt resolution No. 22-517, amending the Brian Head Town Employee

Personnel Policies & Procedures Manual as presented.

ATTACHMENTS: A – Resolution No. 22-517

B – Redlined P&P Manual

DRAFT

Resolution No. ____

RESOLUTION NO. ____ A RESOLUTION AMENDING THE BRIAN HEAD TOWN PERSONNEL POLICY AND PROCEDURE MANUAL, TITLE 1.A.2 EMPLOYEE ACCESS TO PERSONNEL OFFICER; TITLE 1.B.5.(c) AMENDMENT BY THE TOWN COUNCIL; TITLE 2.C.1 INTERVIEWING; TITLE 3.B.4 TELEPHONE USE; TITLE 3.B.5 USE OF TOWN PROPERTY; TITLE 3.C.1 DRESS AND GROOMING STANDARDS GENERAL; TITLE 3.C.3 APPEARANCE; TITLE 3.F.2 SPECIFIC INSTANCES OF PROHIBITED CONDUCT.(c)CONFLICTS OF INTEREST; TITLE 7.F.5 EMPLOYEE ANNUAL BONUS PROGRAM; TITLE 7.F.6 LONGEVITY BONUSES AND ESTABLISH AN EFFECTIVE DATE. WHEREAS, Brian Head Town is a body politic who protects the health, safety and welfare of its citizens; and WHEREAS, Brian Head Town reviews and amends its policies and procedures from time to time as needed; and WHEREAS, the Town Council determined a desire to identify a Longevity Bonus Program for its employees based on their years of service and to award employees by establishing an annual bonus program based on operating surplus that is generated in the General Fund if actual revenues exceed actual expenditures in excess of $25,000; and WHEREAS, after reviewing Brian Head Town’s Personnel Policies and Procedures Manual, it was determined several other provisions within the Personnel Policy needed clarification and/or amended in certain sections of the policy due to becoming outdated. THEREFORE, IT IS HEREBY RESOLVED by the Brian Head Town Council that the following amendments identified in Attachment A be incorporated in the Brian Head Personnel Policy and Procedure Manual.

EFFECTIVE DATE: This resolution is to take effect immediately upon its passage by a majority vote of the Brian Head Town Council. SEVERABILITY CLAUSE: If any section, subsection, sentence, clause, phrase, or portion of this resolution is for any reason held invalid or unconstitutional by any court of competent jurisdiction, such portions shall be deemed a separate, distinct, and independent provision, and such holding shall not affect the validity of the remaining portions of this resolution.

DRAFT

Resolution No. ____

REPEALER, that any previous resolution that identifies the Brian Head Personnel Policy and Procedure Manual is hereby repealed.

PASSED and ADOPTED by the Brian Head Town Council of Iron County, Utah this _____ day of May 2022.

Town Council Vote:

Mayor Clayton Calloway Aye____ Nay____ Council Member Larry Freeberg Aye____ Nay____ Council Member Dennis VanNostran Aye____ Nay____ Council Member Kelly Marshall Aye____ Nay____

Council Member Martin Tidwell Aye____ Nay____

BRIAN HEAD TOWN

By: _____________________________

Clayton Calloway, Mayor

ATTEST: ________________________ Nancy Leigh, Town Clerk (SEAL)

4813-6056-5508.BR094.003

Brian Head Town Employee

Personnel Policies and Procedures Manual1

TITLE 1. INTRODUCTION AND POLICY STATEMENTS .............................................. 3

CHAPTER A. PERSONNEL OFFICER ........................................................................................... 3

CHAPTER B. PERSONNEL POLICIES ........................................................................................... 4

CHAPTER C. DEFINITIONS ........................................................................................................ 6

CHAPTER D. WORK SCHEDULE OPTIONS (FOR FULL-TIME EMPLOYEES) ................................... 7

TITLE 2. HIRING ..................................................................................................................... 8

CHAPTER A. GENERAL ............................................................................................................. 8

CHAPTER B. RECRUITMENT ..................................................................................................... 9

CHAPTER C. INTERVIEW PROCESS .......................................................................................... 10

CHAPTER D. JOB FUNCTIONS.................................................................................................. 11

TITLE 3. EMPLOYEE CONDUCT ...................................................................................... 12

CHAPTER A. GENERAL CONDUCT .......................................................................................... 12

CHAPTER B. EMPLOYEE CONDUCT GUIDELINES .................................................................... 13

CHAPTER C. DRESS AND GROOMING STANDARDS ......................................................... 222221

CHAPTER D. POLITICAL AND RELIGIOUS ACTIVITIES ..................................................... 242423

CHAPTER E. DRUG FREE WORKPLACE ........................................................................... 252524

CHAPTER F. PROHIBITED CONDUCT ............................................................................... 262625

TITLE 4. PERFORMANCE EVALUATIONS ............................................................. 303029

CHAPTER A. JOB DESCRIPTIONS ..................................................................................... 303029

CHAPTER B. PERFORMANCE EVALUATIONS ................................................................... 313130

CHAPTER C. PERSONNEL FILE ........................................................................................ 343433

TITLE 5. DISCIPLINE ................................................................................................... 353534

CHAPTER A. GENERAL. .................................................................................................. 353534

CHAPTER B. TYPES OF DISCIPLINE. ................................................................................ 363635

CHAPTER C. ADMINISTRATION OF DISCIPLINE. .............................................................. 373736

CHAPTER D. DISCIPLINARY APPEALS. ............................................................................ 404039

TITLE 6. NON DISCRIMINATION ............................................................................. 424241

CHAPTER A. GENERAL ................................................................................................... 424241

CHAPTER B. HARASSMENT ............................................................................................ 434342

1This Personnel Policies & Procedures Manual was adopted on January 12, 2010 – Refer to Ordinance No. 10-002.

Effective January 12, 2010

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TITLE 7. BENEFIT & COMPENSATION .................................................................... 464645

CHAPTER A. GENERAL ................................................................................................... 464645

CHAPTER B. HOLIDAYS .......................................................................................................... 47

CHAPTER C. VACATION ................................................................................................. 515150

CHAPTER D. SICK TIME .................................................................................................. 535352

CHAPTER E. OTHER LEAVE ............................................................................................ 555554

CHAPTER F. SPECIAL COMPENSATION AND OTHER ALLOWANCES ................................ 595958

CHAPTER G. BREAK POLICY........................................................................................... 666664

TITLE 8: DRUG TESTING POLICY ............................................................................. 676765

CHAPTER A. GENERAL POLICY AND DEFINITIONS. ......................................................... 676765

CHAPTER B. TESTING POLICY ........................................................................................ 697068

TITLE 9. GRIEVANCES .............................................................................................. 777876

CHAPTER A. ISSUES SUBJECT TO GRIEVANCE PROCEDURE ........................................... 777876

CHAPTER B. GRIEVANCE PROCESS ................................................................................ 787977

TITLE 10. EMERGENCY MANAGEMENT REQUIREMENTS ............................. 808179

CHAPTER A. GENERAL. .................................................................................................. 808179

CHAPTER B. EMERGENCY WORK REQUIREMENTS. ........................................................ 818280

CHAPTER C. NIMS (NATIONAL INCIDENT MANAGEMENT SYSTEM) TRAINING. ............ 828381


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Title 1. Introduction and Policy Statements

This manual is published to provide guidelines for the personnel policies and procedures of

Brian Head Town (“Brian Head”). These policies shall be adopted and amended at the discretion

of the Brian Head Town Council (“Town Council”) with recommendations from the Brian Head

Town Manager (“Town Manager”) and the Brian Head Town Attorney (“Town Attorney”) and

shall be subject and subordinate to applicable federal and state laws, rules and regulations, and

local ordinances.

Chapter A. Personnel Officer

1. Personnel Officer. A position entitled Personnel Officer shall administer the

human resource and personnel functions of Brian Head. The Personnel Officer

shall be the Town Manager, who shall exclusively hold the final authority, subject to

appeal, to interpret these policies, rules and procedures adopted hereunder. Such

authority shall be as provided below and shall include the application of these policies,

rules and procedures to specific employees, positions, and circumstances. He/she may

at any time, without notice, temporarily suspend or amend any policy herein by filing

a written order with the Town Council. Such temporary policies shall be effective no

longer than six months without the approval of the Town Council.

2. Employee Access to Personnel Officer. Any employee has access to the Personnel

Officer for reasons of determining policy or with questions. Any employee has access to the Personnel Officer for determining his or her rights and obligations. Supervisors and elected officials have access to the Personnel Officer to assist in investigations or applications of discipline. The Executive Authority of Brian Head may require the Personnel Officer to investigate any matter within his/her purview not otherwise raised or requested by another employee or Supervisor.

Department Heads should be familiar with the policies and procedures set forth in this

manual so that they are able to address any questions and offer clear, accurate

interpretations to any employee asking questions or desiring information on Town

Policy or procedure. In the event that a supervisor or Department Head is unable to

answer an employee’s question, it is his/her responsibility to use this manual to obtain

the needed information. If further interpretation is needed, the employee should contact

the Personnel Officer. Supervisors and Department Heads have no power to bind the

Town regarding any question related to the policies or procedures contained herein.

Exceptions to any policy in this manual must have the approval of the Personnel Officer

who will report exceptions to Town Council.

http://any.employ.ee/


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Chapter B. Personnel Policies

1. Policies. These policies as enunciated in the Personnel Policies and Procedures manual

constitute the personnel policies and procedures for Brian Head.

2. Policies Not Contractual. Neither this nor any other policy of Brian Head is a contract

either express or implied with any party. The rights of individuals derive from the laws or from express contract, not from policy. Provided they are not contrary to law or contract, the Town Council reserves the right to alter or, abolish any policy or to enact new policies they feel best promote the good operation of Brian Head. The policy may be contractual by proper reference or by direct inclusion of this language within a contract.

3. Policies Severable. Nothing in this Title or any other policy of Brian Head shall be at

variance with any law, judicial decision, or collective bargaining agreement. If through the passage of time, the adoption of a contract, or through error or omission, any part of this Title shall be at variance with law, decision, or contract, it shall cease to have force upon discovery, and all other parts of this Title are wholly severed therefrom and remain in complete force and operation.

4. Departmental Policies

a. Departmental Policies. The Town Council realizes that some Departments have special circumstances and needs that require certain policies and procedures that will not apply to the Town Government as a whole. Therefore the Town Council authorizes Departmental specific policies and procedures provided only that: A) they are not at odds with the Policies & Procedures promulgated by the Town Council, B) they are not at odds with the Laws of Utah or of the United States, C) they are not at odds with any Town or County Ordinance or Contract made by Brian Head, and D) the Town Council reserves the ultimate right to rescind such polices.

b. Professional Codes and Standards of Conduct. If employees within a

department are required to adhere to professional codes or standards of conduct to perform their jobs or to maintain their position, Department Heads and Elected Officials should adopt any such applicable codes of professional conduct or other standards of conduct. The Departments shall provide copies of the same to all employees within their respective departments, to the Personnel Officer, and to the Town Council.

c. Personnel Officer Review. All Departmental policies shall be approved by the

Personnel Officer prior to enactment by a Department. After Personnel Officer approval, copies shall be distributed to the Town Council which has ten (10) working days to rescind them before they become effective.

d. Enactment of Departmental Policy. Departments must adopt any personnel

policies in accordance with applicable statute and ordinance and distribute them in accordance with this chapter. Failure to so adopt and distribute the policies will prevent an employee from being disciplined for failure to adhere to them.


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5. Amendment, Addition & Revision

a. Amendment or Revision. The Personnel Policies & Procedures of Brian Head

may be amended, added to or revised only as provided herein. Unless amended,

added to or revised all policies remain in full force and effect and no person may

deviate from them. They carry the same force of law as would any statute or

ordinance.

b. Definitions.

1. “Amendments” are new policies and/or procedures that cancel old ones or which change the meaning and effect of old ones.

2. “Addition” means a totally new policy and/or procedure, not a change in an

existing one. 3. “Revision” means a change in wording that is not intended to change the

meaning or effect of the provision.

c. Amendment by the Town Council. The Town Council may alter the Policies &

Procedures at their own discretion. They may delegate to others the authority to

review and make recommendations regarding the Policies and Procedures,

including by the adoption of this ordinance the Personnel Officer. However, the

final power to amend, revise, alter, add to or abolish any policy contained herein

rests with the Executive AuthorityTown Council of Brian Head.

d. Amendment by Departmental Heads. Department Heads can amend or revise-

Departmental Policies only. The Personnel Officer shall certify that such amendment is not a violation of existing policy or contract.

e. Distribution of Amendment and Revisions. Changes to these Policies and

Procedures shall be given to all employees. f. Employee Maintenance of Personal Copies of Personnel Policies and

Procedures. It shall be the responsibility of the person receiving additions, amendments and revisions to these personnel policies and procedures to maintain their own copy of the document. Brian Head shall distribute these policies and procedures—and any additions and changes—to all employees but may, if the Town Council dictates, charge for replacements.


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Chapter C. Definitions

1. Employee Classifications. Employees shall be classified as follows:

a. Executive Employee – An employee hired by Brian Head or appointed by the

Town Council on a salaried basis and receives such employee benefits as provided

by the Town and not subject to Section 10-3-1105(1) of the Utah Code as amended.

Employees considered executive employees include the following:

1. An officer appointed by the Mayor or other person or body exercising executive

power in the Town.

2. Department Heads and deputies to Department Heads.

3. Superintendents

b. Full-Time Regular Employee – A full time employee subject to Section 10-3-

1105(1) of the Utah Code as amended is expected to work a 40-hour work week,

or 80-hours per two week flex schedule2, and/or use a combination of work, sick

time, vacation time or comp time, 52 weeks each year for an indefinite term. A

full-time regular employee may be classified as exempt or non-exempt in

accordance with the Fair Labor Standards Act (FLSA). Full-time regular positions

are benefited positions and eligible to receive Town benefits.

c. Part Time Employee – An employee regularly scheduled for less than 40 hours

per week for an indefinite period of time. Part-time non-benefited positions less

than 32 hours per week are not eligible for core benefits other than those required

by law, such as Social Security, Workers’ Compensation Insurance,

Unemployment Insurance, and Medicare. Employees working an average from 32

hours, but not more than 40 hours per week may receive additional benefits upon

negotiation at time of hire and approval of the Town Manager.

d. Temporary Employee – An employee hired or leased for a limited period of time.

e. Seasonal Employee – An employee hired to a position which is open during a

specific season. Seasonal employees may work full-time or part-time hours.

Seasonal positions are not eligible for core benefits other than those required by

law, such as Social Security, Workers’ Compensation Insurance, Unemployment

Insurance and Medicare. Seasonal employees may be eligible for certain fringe

benefits.

Examples of seasonal employees may include, but are not limited to:

2 Definition of a Full-Time Regular Employee was amended on March 11, 2014 – Refer to Resolution No. 434


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▪ Public works employees, including snow removal personnel, seasonal transit

staff, and parks, recreation and trails employees.

f. Stand-by Employee - A temporary employee who is irregularly used to replace

other employees.

g. Probationary Employee - All Executive and Full-Time Regular Employees who

are employed by the Town are initially a probationary employee for the first six-

month period of their employment. An employee serving a probationary period

resulting from a new hire or change from part-time or seasonal status to Executive

or Full-Time Regular status shall not be moved from probationary status until a full

written evaluation has been performed and the Department Head recommends the

employee be released from probation. Recommendations should be forwarded to

the Personnel Officer for final approval.

A Department Head may recommend an employee be released from probationary

status in less than six months for exemplary performance. The Department Head

must forward written justification to the Personnel Officer for final approval. Only

under specially approved circumstances will an employee be allowed to serve a

probationary period of less than three months. During the probationary period, any

probationary employee may be separated from service at any time with or without

cause.

h. Executive Employees, Part-time Employees, Seasonal Employees, Stand-by

Employees, and Probationary Employees are “at will” employees and may be

terminated at the convenience of the Town Manager at any time with or without

cause.

Chapter D. Work Schedule Options (for Full-Time Employees)3

At the discretion of the department heads, the following work schedules are options

for all full-time employees (excluding Public Safety employees). The work week hours are:

1. Monday through Friday, from 8:00 a.m. to 4:30 p.m. (with a ½ hour lunch); or

2. Monday through Friday - four (4) 10-hour days, from 6:30 a.m. to 5:00 p.m. (with a

½ hour lunch); or

3 Chapter D was added on March 11, 2014 – Refer to Resolution No. 434


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3. For a two-week period – both weeks Monday through Thursday – eight - nine (9)

hour days, first Friday – 8 hours and second Friday – zero (0) hours (which totals 80

hours in a two-week period)

Full-Time Public Safety Employees are required to work 80 hours in a two-week

period. The first 5.5 overtime hours are paid at straight time. All over-time hours

thereafter are paid at a rate of time and ½.

Note: The flex schedules may be followed as long as the Town Offices are covered from

8:00 a.m. to 4:30 p.m. daily Monday through Friday (excluding Holidays).”

Title 2. Hiring

Chapter A. General

1. Competitive Placement. Employment by Brian Head shall be based upon open

competition, an individual’s merit, and shall be free from personal and political

considerations. The Town is committed to filling open positions with current

employees when a qualified employee is available. However, it is understood that the

Town retains the right to interview all applicants for job openings. Nothing herein

shall be so construed as to prevent the Town from offering a veteran’s preference in

hiring, nor shall any discrimination be shown against members of the military for

complying with their duty.


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Title 2. Hiring

Chapter B. Recruitment

1. Advertisement. The Town shall advertise the availability of permanent full-time or

part-time or temporary/seasonal employment to the general public and to other

employees within the Town in accordance with this Chapter.

2. Exceptions. Temporary or seasonal workers who have previously worked for the

Town in the same or similar capacity may be rehired without advertising. Department Heads may wish to promote from within their department before seeking employees from other Town Departments or from the general public. However, the employee receiving such an intradepartmental advancement must have completed any probationary period applicable to his or her existing position. Stand-by employees (irregularly used replacements) may be appointed by Department Heads provided only that the stand-by employees meet the same minimum requirements as the person for whom they fill-in and the Department Head certifies in writing that that is the case.

3. Fair Hiring Practices. Department Heads, Supervisors, etc. shall not attempt to give

unfair advantage to any applicant, such as giving advance notice of interview questions. Nor shall they in any way attempt to circumvent any applicable laws or rules. Nor shall they order any employee not to apply for a position in another department nor fail to post job notices distributed by the Personnel Officer. Nor shall they conceal from the Personnel Officer any previous knowledge or relationship with an applicant, but rather must divulge any previous association or relationship.

4. Employment Application Information Retention Policy. It is the policy of the Town

to comply with the Utah Employment Selection Procedures Act (UESPA), which applies to the obtaining, using and maintaining personal information of applicants for hire with Brian Head. The Personnel Officer shall prepare, and update as appropriate, written guidelines to implement this policy and shall provide a copy of those guidelines to each employee.


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Title 2. Hiring

Chapter C. Interview Process 1. Interviewing. The Personnel Officer or designee shall be present at all hiring

interviews. The Town shall not interview nor hire any person for a position who does not meet the minimum requirements listed in the job description and/or advertisement. All interviewees will have substantially the same opportunity to present themselves and answer inquiries regarding them. The Town Council or Council members may be invited to interviews

2. Selection. All persons interviewing for a position shall be subject to the same criteria.

It is the policy of Brian Head, any other policy notwithstanding, to hire the most qualified individual available. The primary decision on selection rests with the Department Head; however, the Personnel Officer has the right to veto a selection if he/she determines that selection will violate law or policy. In such a circumstance, the Town Council shall choose to make the final hiring decision in departments not headed by an elected official.

a. Seniority. A Town employee’s seniority consists of the entire amount of time the

employee has served the Town in a full-time capacity. The Personnel Officer may consider seniority as a factor in promotion, advancement, job bidding or other advancement. Where certain skills are relevant only to one department, seniority for the purposes of advancement and job bidding may be departmental. Within these bounds, every department may have a seniority policy provided it is approved by the Personnel Officer and Councilmember over that department. Nothing herein shall be construed as to absolutely require seniority as the only factor regardless of skills or the ability to perform the essential functions of a particular job. Additionally, no department shall, because of seniority, be deprived of a skill necessary to its good operation. Determinations as to what is to be considered a necessary skill shall be made by the Department Head or, if it so desires, by the Personnel Officer.

b. Re-hire Policy. If an employee leaves the Town and reapplies at a later date, the Town will consider the employee’s qualifications for the job and his/her prior work performance record with Brian Head Town. It is the policy of the Town not to rehire those employees who have been terminated for cause. Also, those who quit without giving the appropriate amount of written notice as specified may not be eligible for rehire. Nevertheless, a request for review may be made to the Human Resources Department by any supervisor or manager interested in a former employee. Exceptions to this policy may be made by the Personnel Officer. The written request must show supportable evidence of the following:

1. Why the rehire would be in the best interest of Brian Head Town;

2. Conditions surrounding the original separation;

3. Why no one else suitable for the position can be transferred or recruited and

what assets/qualifications the applicant possesses that outweigh those of other

qualified applicants.


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Title 2. Hiring

Chapter D. Job Functions

1. Essential Job Functions. All persons employed by the Town shall be able to perform

the essential functions of their positions with or without reasonable accommodation.

Reasonable accommodation is available to qualified applicants and employees with

disabilities whether they work part-time or full-time, or are considered “probationary.”

The request for reasonable accommodation must be requested by the job applicant or

employee.

2. “Fitness for Duty” Medical Examinations. The Town may require that any applicant

complete a “fitness for duty” medical examination or functional analysis testing to

determine whether or not an applicant can perform essential job functions with or

without reasonable accommodation. Medical examinations are conducted at the

conclusion of the hiring process and after the conditional job offer, but prior to the

actual start date. Certain positions may also require a medical examination as part of

state or federal regulations. Town-requested medical examinations will be conducted

at the Town’s expense.

Employees returning from a disability leave or an absence caused by health problems

may be required to provide a doctor’s certification of their ability to perform their

essential job functions satisfactorily without endangering themselves or others.

3. Underage Workers. The Fair Labor Standards Act (FLSA), as amended, permits the

employment of underage workers with restrictions. Under-age workers are defined

to be any persons between the ages of 14-17. The Town does not permit the

employment of workers under 14 years of age. The Town will comply with all

applicable state and federal restrictions governing the employment of under-age

workers. The Town also requires a signed note from the parents or legal guardian of

any individual under 16 years of age acknowledging and approving work duties to be

submitted with any new hire paperwork.


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Title 3. Employee Conduct

Chapter A. General Conduct

1. General Conduct. Because those doing the People’s business; whether hired,

appointed or elected, are the agents of the People, to whom the government belongs, and bear responsibility for the trust and mandate the People have placed on their government, they shall at all times, perform their appointed duties faithfully and in full. They shall so bear themselves so that the commitment of the Town to providing good governance for its citizens shall be unquestioned. Conduct that interferes with operations, discredits the Town, and/or is offensive to customers, the public, or coworkers will not be tolerated and may result in immediate dismissal.

Further, all employees receiving compensation from Brian Head shall faithfully execute the responsibilities and tasks given them to the best of their ability. Employees are required to perform the essential functions contained in their job descriptions and those that can be reasonably derived therefrom.

2. Professional Standards. In addition to the general requirement of the good

performance of defined duties and essential functions, the Town requires employees covered by codes of conduct and practice adopted elsewhere to abide by the same. Where standards are not formally codified but generally upheld within a professional group or industrial sector, those too shall be considered standard of performance for Brian Head. Further, al l persons employed by the Town or who are the agents of the Town shall abide by the laws of the United States, the State of Utah, Iron County and Brian Head.

3. Employee Demeanor. Politeness and reasonableness are required of all Brian Head

employees. Reasonable co-operation and a respect for the dignity and feelings of others

also is a requirement. Rudeness, bullying, uncooperativeness, unresponsiveness, and

refusal to communicate are unacceptable. All employees are especially cautioned to be

polite and helpful when dealing with the general public. Employees are Ambassadors

for the community that relies heavily on tourist and transient business.


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Chapter B. Employee Conduct Guidelines 1. Loyalty to the Town. No employee may refuse to fulfill the Town’s duties or to carry

out the policies and ordinances of the Town Government which are within its rightful jurisdiction.

a. Commentary on Internal Matters. No employee may comment to the media or the

public on matters which are internal in nature only. Matters of internal concern deal primarily with direction of the work force and personnel matters which are not subject to disclosure under applicable federal, state, and local law.

b. False Statements about the Town Government. Employees who knowingly make

false statements against the Town are engaging in Disruptive Communication as well as Disloyalty.

c. Strikes and Work stoppages. Every Town employee, by accepting or retaining a

position with the Town, agrees that he/she will not engage in, threaten to engage

in, encourage, or plan any strike or job action, whether it be in the nature of an

immediate walk out or resignation after notice or job slow down. Any violation of

this section shall be grounds for removal from the Town employment and grounds

for refusal of reinstatement or employment within the Town.

2. Confidentiality. Many employees have access to information that is sensitive and

private in nature. Much of that information is protected under State and Federal law.

Employees also have access to information that could unfairly influence the bidding

process. Employees are expected to keep all information that they learn in their

positions confidential.

3. Moonlighting. Outside employment includes self-employment and is defined as the

performance of work other than Town work for self or others for compensation. Full-

time regular employees must provide a request for permission to accept outside

employment to their Supervisor, which will then forward the information to the

Personnel Officer. Outside employment must be approved by the Personnel Officer.

Failure to provide notification of outside employment may result in disciplinary action

up to and including termination. The request should include any pertinent information

about the outside employer, the nature of the employment, and the hours of

employment. Permission shall not be given if it is determined that such outside

employment is likely to physically or mentally hamper the employee in his/her ability

to do the job required of him/her by the Town, or if it is likely to reflect discredit on

the Town’s service or the employee, or if it is in conflict with one’s position as a Town

employee.

Second jobs are permissible only if an employee can continue to perform his or her

essential functions of the job within the scheduled workweek. Work assignments and

schedules will not be changed for Town employees to perform duties not related to

Town. If a second job can be shown to be interfering with the full performance of the


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essential functions of Town duties, the employee’s Supervisor may condition the

employee’s continued employment at the Town on his or her termination of the other

employment. The employee in question has the right to ask the Personnel Officer to

mediate if he/she thinks the decision of the Supervisor is in error.

4. Telephone Use. In general, Town telephones and Town-owed cellular phones or

pagers are for business purposes only. It is recognized that some personal telephone

calls are necessary such as in the case of a family emergency or urgent matter requiring

immediate attention. The duration of these calls, both in-coming and out-going, should

be as brief as possible and the number of calls kept to a minimum. Personal calls that

can be made after work should not be made or received during business hours. The

Town may provide desk phones or cellular phones to employees as necessary to fulfill

their job functions. These phones are intended primarily for business purposes but

may be used for personal use as well provided that personal use does not interfere

with the intended business use and the employee makes reasonable efforts to limit

personal use to hours outside of business hours. Personal phone calls made on a Town-

owned phone which result in excess charges will be billed to and paid by the employee.

In the event the Town incurs additional monthly charges due to exceeding the Town’s

total allowed minutes on Town-owed cellular/pager telephones, each employee

exceeding his/her allotted minutes for that month will be required to reimburse the

Town for all usage above the per-phone allowance.

In no case may an employee receive a collect long distance call or initiate one without

a Supervisor’s express permission. Long distance personal out-going calls must be

reimbursed to the Town. Employees placing personal calls must advise the Town

Treasurer in writing of the date, time, and number called so that the Town can be

reimbursed by the employee. Under no circumstance may an employee initiate a

“900” call or other “fee for time” call .

Employees may not use their Town-owned cellular phone instead of or as a replacement

for a home phone or personal cellular phone, or in conjunction with any other

employment or business. Employees who violate cellular phone policies risk having

cellular equipment and privileges revoked. Lost or stolen cell phones or pagers must

be reported immediately so service can be transferred or canceled. The cost of damaged

or lost phones due to employee negligence may be charged to the employee.

5. Use of Town Property. From time to time, employees will be given the use of Town

property to perform their jobs. Town property includes, but is not limited to, all

equipment, vehicles, electronics, cell phones, and computers given or issued to the

employee for the performance of his or her job. All employees shall use Town property

for the use intended and at the direction of their Supervisors. Town property shall not

be used for personal purposes except as otherwise provided for in this policy. Theft or

willful destruction of Town property is prohibited. Additionally, the Town maintains

all ownership in any Town property and may demand the return of the property or may

assign the property to another employee at its sole discretion. Employees have no right

to exclude the Town from entering, searching, or reviewing at any time anything in the


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Town property, created with the assistance of the Town property, or stored by, within,

or in the Town property. Employees have no expectation of privacy in the use of any

Town property.

6. Use of Town Vehicles. An employee authorized to drive a Town vehicle must have a

current Utah driver’s license, or a valid Utah Commercial Driver’s License (CDL)

where required. Prior to use, employees must provide a copy of their driver’s license

to the Personnel Officer. Bus drivers will also be required to have air brake and

passenger endorsements in addition to the CDL. The Town reserves the right to require

additional endorsements to the CDL as the position may require. Employees operating

Town vehicles are encouraged to participate in driving courses that may be offered and

shall obey Utah state law and Town ordinances at all times, including the use of seat

belts. Employees who operate Town vehicles are required to notify their supervisors

within one day if they receive a conviction for driving under the influence of alcohol

or drugs or if they have had their driver’s license suspended or revoked for whatever

reason. A license suspension or revocation may result in disciplinary action up to and

including termination.

Town employees are normally expected to use a Town vehicle for transportation needs

while performing Town business. If a Town car is not available, or if circumstances

are such that it is not practical to use a Town vehicle, the Department Head may

approve the use of a personal vehicle thereby authorized reimbursement to the

individual for such use. Reimbursement shall be at the current IRS mileage

reimbursement rate. Individuals who are called in to work during off hours may be

reimbursed for miles driven to and from work in their personal vehicle.

Employees who are issued Town vehicles will be subject to the appropriate IRS

regulations governing the use of issued vehicles. The town treasurer will assess the

appropriate IRS charges in regards to the use of the vehicle. Care should be taken not

to use the vehicle for any personal use. Vehicle may be used for minor personal use

incidental to and in close proximity to town business.

Employees shall not operate vehicles while using a cell phone except for when

emergency or public safety circumstances necessitate such use.

7. Computer/Internet Use. The Town maintains a computer network and electronic mail

system to assist in the conduct of its business. The entire system, including computers

and anything on them and generated on them or with them, is the property of Brian

Head. Display, storage or transmissions of sexually explicit images, cartoons, any

information/communication transmission that contains ethnic slurs, racial epithets, or

anything that may be construed as harassment or disparagement of others based on their

race, national origin, sex, sexual orientation, age, disability, or religious or political

beliefs is prohibited at all times. Streaming of Internet media (e.g., audio, video) is

intended for and limited to official business purposes. Violation of this policy will

result in appropriate disciplinary action up to and including termination.


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The Town’s policy on access to and disclosure of electronic mail messages sent or

received by Brian Head Town employees who use the electronic mail system may be

changed at any time. All e-mail messages are Town property. Notwithstanding the

assigning of individual passwords, the Town reserves the right to access and disclose

all messages sent over its electronic mail system and server domain for all legitimate

business purposes including ensuring employee performance and protecting

confidential information.

Professional e-mail transmission is important to maintaining the positive image of the

Town, its business and its government and therefore must adhere to the following

guidelines: E-mail background must be white.

8. Duty to Report Workplace Injuries. In addition to the rules and laws of the State of

Utah, Brian Head requires that employees report injuries that are not obviously minor at

the earliest possible time. Employees should make these reports within at least twenty-

four hours. This is especially true of falls and strains.

9. Return to Work Program4

I. Policy: Brian Head Town is committed to provide a safe work environment to

our employees. But if an employee becomes injured on the job, we will do

everything we can to help the employee heal and return to work as quickly as

possible. When employees are able to work and be a contributing team member,

the injured employee heals faster, we are more productive and the morale of our

entire organization is lifted.

II. Workers Compensation Coordinator: The Town Treasurer/Human Resource

Officer is our Workers Compensation Coordinator (WCC). His/her direct phone

number is (435) 677-2029. The Workers Compensation Coordinator will help

injured employees and their supervisors achieve the goal of helping injured

employees get healthy and back to being a contributing team member.

III. Medical Providers: If a life-threatening injury occurs, 911 should be called to

access normal emergency care. Employees with routine, non-life-threatening

injuries should be taken by their supervisor or other designee to:

a. Intermountain Cedar City WorkMed/InstaCare, 962 South Sage Drive,

Cedar City, UT 84720. Phone Number is (435) 865-3460.

b. If the Network Provider is not available (after hours, etc.), call the

Workers Compensation Coordinator to arrange medical care.

4 Section 9 – Return to Work Program, was added on March 11, 2014 – Refer to Resolution No. 434.


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c. Employees must seek care from the provider designated by the WCC.

Failure to do so may affect their workers compensation claim

IV. Injury Reporting: All injuries, no matter how minor, must be reported

immediately to the employee’s supervisor. Supervisors report these injuries to the

Workers Compensation Coordinator, who begins a workers compensation claim

and helps to arrange medical care. All injuries must be reported the day they

occur. Failure to report injuries could jeopardize coverage of the injury.

V. Post Injury Procedures: After receiving medical treatment, these steps must be

taken:

a. Employee and his/her supervisor deliver all paper work from the medical

provider to the Workers Compensation Coordinator.

b. WCC and the injured employee’s supervisor review any restrictions given

by medical provider with the injured employee’s job description and

determine if the employee’s normal job meets the restrictions. If not, a

Restricted/Light/Transitional Duty job will be assigned to accommodate

the restrictions. (Sample light duty jobs are attached.)

c. Injured employees must comply with the restrictions they are given.

Failure to do so could slow their recovery or cause further injury.

VI. Restricted/Light/Transitional Duty: Brian Head Town will accommodate

restricted duty jobs for workers injured on the job. The WCC will work with the

supervisor to design a work strategy that meets the injured employee’s restrictions

and accomplishes Brian Head Town’s goals.

VII. Follow Up: Injured employee’s supervisor and the Workers Compensation

Coordinator will regularly follow up with the employee and medical providers to

make sure the employee is getting the care required, attending their medical

appointments, complying with their restrictions and that any restricted duty

assignments are helping the employee move closer to their regular job duties.

VIII. Interaction with Adjusters: One of the best ways to help an employee get healthy

and return to work quickly is to communicate with adjusters who manage the

workers compensation injury claim. They have access to resources and have a

vast knowledge in how to help injured employees get better. Utah Local

Governments Trust has partnered with Constitution State Services (CSS) to adjust

claims. They can be reached at (800) 243-2490.”


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10. Duty to Report Personnel Policy Violations. Employees of the Town have a duty

to report any violation of the Brian Head Policies and Procedures Manual or the

commission of any Class B or Class A Misdemeanor or Felony to their immediate

Supervisor within five (5) working days or as soon as possible if that violation

endangers the life or limb of any person whomsoever. This duty includes an

employee’s obligation to report (a) his or her own violation and (b) any other violation

of any other person observed by the employee. Supervisors are required to report any

such offense within two (2) working days to the Personnel Officer. Further, all

Supervisors are required to take action upon such offenses. Failure to report or failure

to take action shall be a violation equal in gravity to the uncharged or unreported

offense.

11. Personal Property. The Town assumes no responsibility for personal property which

is lost, stolen, damaged, tampered with or destroyed at work. Personal and Town

property of value should be secured when left unattended.

12. Appropriate Employee Conduct. Employees are expected at all times to conduct

themselves in a positive and appropriate manner in order to promote and reflect the

best interests of the Town. Appropriate employee conduct includes:

▪ Treating customers, visitors, the public and co-workers in a courteous and

respectful manner.

▪ Refraining from behavior or conduct that is offensive or undesirable, or which

is contrary to the Town’s best interests or core values.

▪ Reporting to management any suspicious, unethical or illegal conduct by co-

workers, customers, suppliers or vendors.

▪ Reporting to management any threatening or potentially violent behavior by

coworkers, customers or suppliers.

▪ Cooperating with Town investigations.

▪ Complying with all Town safety and security regulations.

▪ Wearing clothing appropriate for the work being performed.

▪ Performing assigned tasks efficiently and according to established quality

standards.

▪ Reporting to work punctually and as scheduled.

▪ Giving proper advance notice when unable to work or report on time.


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13. Driver Qualification Standard.5 All employees or volunteers operating Brian Head

Town owned vehicles, or who may operate any vehicle while conducting business for

or on behalf of Brian Head Town must be authorized drivers. The authorization process

requires an analysis of the employee’s driving record to ensure compliance with the

driver qualification standard as identified in this policy.

As part of the driver qualification process all drivers or potential drivers’ Motor

Vehicle Record (MVR) will be screened and monitored on an ongoing basis to ensure

the standard is met and maintained. Drivers will be qualified as “Acceptable,” or

“Borderline”. Drivers qualified as “Borderline” may be authorized to drive on a

probationary basis as determined by the Town Manager. Drivers whose record does

not meet the driver qualification standard will not be allowed to operate any vehicle

while engaged in Town business.

All drivers must possess a valid Driver’s License. Required endorsements must also

be maintained. The driver qualification evaluation will be based on the driver’s MVR

and may also take into account work related motor vehicle incidents, whether or not

the incident has been recorded on the driver’s MVR. All violations recorded on the

MVR, whether they occurred on the job or not, are included in the driver qualification

evaluation.

“Acceptable” or “Borderline” qualification will be determined using the following

criteria. Any number of violations or accident in excess of the “Borderline” criteria

constitutes a failure to meet the driver qualification standard resulting in revocation of

driver authorization. (Note - DUI and DWI are not evaluated as a standard violation)

Acceptable

• Up to 2 violations recorded on the MVR, or

• Up to 1 at fault work related accident in the prior three years, or

• A combination of 1 violation on the MVR and 1 at fault work related accident in

the last three years

Borderline

• 3 to 4 violations recorded on the MVR or,

• 2 at fault work related accidents in the last three years, or

• DUI or DWI within the last 2-5 years, or

• Any violation for Careless, Reckless or Distracted driving

A single major violation recorded on the MVR, or resulting from a work related

incident, may result in revocation of the drivers’ qualification and driver

authorization. Major violations include, but are not limited to:

5 Section 13 – Driver Qualification Standard, was added on March 11, 2014 – Refer to Resolution No. 434


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− DUI or DWI in the previous 24 months

− Failure to stop/report an accident

− Making a false accident report

− Attempting to elude a law enforcement

− Others as determined by the Town Manager

14. Driver Evaluation Criteria Using Motor Vehicle Records (MVR).6 All

employees/volunteers operating Brian Head Town vehicles must have an acceptable

MVR driver evaluation. Borderline evaluations require Town Manager approval with

probationary status.

Motor Vehicle Records for all drivers will be screened at hire and bi-annually

thereafter. Bi-annual evaluations shall take into consideration work related motor

vehicle incidents not reported to the Driver’s License Division.

Acceptable, Borderline and Unacceptable Motor Vehicle Reports are defined using

the following criteria:

Any “major violation” is unacceptable.

Major Violations:

- Driving under the influence of alcohol/drugs

- Failure to stop/report an accident

- Reckless driving/speeding contest

- Driving while impaired

- Making a false accident report

- Homicide, manslaughter or assault arising out of the use of a vehicle

- Driving while license is suspended/revoked

- Careless driving

- Attempting to elude a police officer

- Others as determined by management

At-Fault Accidents

6 Section 14 – Driver Evaluation Criteria Using Motor Vehicle Records, was added on March 11, 2014 – Refer to

Resolution No. 434.


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Moving Violations

0 1 2 3

0 Acceptable Acceptable Borderline Unacceptable

1 Acceptable Acceptable Borderline Unacceptable

2 Borderline Borderline Unacceptable Unacceptable

3 Unacceptable Unacceptable Unacceptable Unacceptable

4 Unacceptable Unacceptable Unacceptable Unacceptable


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Chapter C. Dress and Grooming Standards

Employees contribute to the feeling and reputation of Brian Head Town in the way the present

themselves. A professional appearance is essential to a favorable impression with the public and

our customers. Good grooming and appropriate dress reflect employee pride and inspire

confidence in Brian Head. As such, Brian Head has determined that all office employees shall

adhere to a business casual dress standard.

1. General. Department Heads and Contractors who have Town employees permanently

assigned to them have the right to demand certain dress standards applied uniformly throughout the department where approved by the Town Manager.

2. Safety Requirements. The Town may, from time to time, require employees to shorten

hair length or provide for restraint of their hair for safety reasons or good hygiene. The Town shall make provision for reimbursing at a reasonable rate safety equipment including attire as required or provided at the Town’s discretion.

3. Appearance. The Town may require employees to dress in a manner in which an

identifiable majority of the workers in the community doing substantially the same work dress. All employees who are working in a general office environment, including the Town offices, shall be required to wear casual business attire. The Town shall provide a policy specifically defining what this requires them to wear. Those performing manual labor, or working in environments where clothes regularly become soiled, shall be allowed to wear the most comfortable and easy to maintain clothes possible consistent with other requirements. This is especially true of workers who rarely if ever deal directly with the public.

4. Grooming. The Town insists that workers exhibit the highest standard of cleanliness

and hygiene consistent with the work they perform. Where the work performed rarely consists of the soiling of clothing or self, there is some latitude in grooming but personal cleanliness is a must.

5. Provocative Clothing. Clothing that is considered provocative may be forbidden.

Guidelines

The following guidelines have been established for the dress standard:

1. All clothing should communicate professionalism. 2. Casual business attire means clothing that allows employees to feel comfortable at work,

yet is appropriate for an office environment. The following table illustrates what the Town

considers appropriate and inappropriate clothing.


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Appropriate Inappropriate

Pants/Skirts

slacks, khakis, capris, skirts, dresses, clean

and well-kept jeans, walking shorts,

sweatpants, leggings, exercise wear, hip

hugger pants, overalls, spandex

Shirts

polo collar knit or golf shirts, oxford shirts,

Town logo wear, short-sleeve blouses or

shirts, turtlenecks, blazers or sports coats,

jackets, sweaters

Clothing with inappropriate language or

pictures, tank tops, exercise shirts, crop

tops, midriffs, spaghetti straps, beach wear

Footwear

boating or deck shoes, moccasins, boots,

low heel, open back shoes, clean well-kept

athletic and tennis shoes

crocs

3. All clothing should otherwise comply with the Dress Code.

4. Brian Head will accommodate a staff member’s religious belief or disability in accordance

with all applicable laws and regulations. Any requests for such accommodation should be

made with the Personnel Officer.

5. If you have questions regarding the dress code, please see the Personnel Officer.


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Chapter D. Political and Religious Activities

1. Religious and Political Activities. An employee may belong to the political party or

persuasion of their choice, or to the religion of their choice. They may be active in the

same. Any activity relating to politics or religion not performed during work time is

their right.

2. Religious and Political Displays at Work. No employee shall display, on a Town

work site, any materials promoting the political election or defeat of any candidate for

public office. Nor shall they solicit money or service for any candidate, nor shall they

campaign for a candidate during work time. Employees should not proselytize during

work time or otherwise organize religious worship. Brian Head will accommodate

religious observance as required by law. Employees shall respect the wishes of others

who do not want to participate in political or religious discussions or activities.

3. No Religious or Political Affiliation Requirement. No person shall lose employment

or promotion because of political/religious activities or affiliation or lack thereof. Nor

shall employment be denied for the same. Nothing herein, however, shall be so

construed as to require the employment or retention of a person who advocates the

violent overthrow of the United States or violence against any government official or

other person whomsoever.

4. Union Activities. No employee shall be discriminated against in matters of hiring,

promotion, discipline or evaluation with regard to membership (or lack of) in a labor

union or association.


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Chapter E. Drug Free Workplace

The Town prohibits drug and alcohol use or impairment in the work place in order to protect

the public and the Town’s employees. The Town has adopted comprehensive drug and alcohol

regulations to implement this policy. See Title 8 below.

Employees are required to notify the Human Resources Department in writing of any criminal

conviction for a drug or alcohol related offense occurring no later than five calendar days after

such conviction. Within 30 calendar days after receiving notice with respect to any employee

who was so convicted, the Town will inform the employee in writing of the personnel action

which will take place, if any.

Any employee who is under the influence of legal medication or taking any drug which may

affect the employee’s ability to perform his/her job in a safe and productive manner must report

such use and/or the possible effect on performance to his/her supervisor. Supervisors, in

conjunction with the Personnel Officer, will determine if the employee should remain at work,

be restricted in his/her duties, or be sent home with or without pay.


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Chapter F. Prohibited Conduct 1. Prohibited Conduct. No person employed by the Town, or who shall be an agent of

the Town, shall engage in any conduct that adversely impacts the efficiency, harmony, good order or lawful and good purposes of the Town or its Departments; nor shall engage, while on duty, in any conduct that discredits the Town in the eyes of the general public. An act need not be unlawful or specifically mentioned in these Policies & Procedures to be considered prohibited conduct. Any act which a reasonable person would define as adversely impacting the Town Government or its operation, or the citizens of the Town, is “prohibited conduct.”

2. Specific Instances of Prohibited Conduct. The following are specific instances of

conduct. This is not an exhaustive list and is intended only to define certain specific types of prohibited conduct. At management’s discretion, any violation of the Town’s policies or any conduct considered inappropriate or unsatisfactory may subject an employee to disciplinary action up to and including termination. Any questions in connection with this policy should be directed to your supervisor or to the Personnel Officer.

a. Abusive language. Any language that is intended to disparage, demean, insult or

provoke is prohibited. Specifically forbidden are:

1. Use of profane or abusive language;

2. Graphic sexual descriptions or gestures;

3. Disparaging references to a person’s race, religion, creed, ancestry or disability;

4. Use of any language with the intent to provoke or demean another person or any

language that a reasonable person would consider offensively inappropriate to

the situation.

b. Attendance. Employees are expected to report to work on time. Employees who

are late for work (tardiness) or who do not show up for assigned shifts are, by

definition of these policies, not performing satisfactorily. Employees, who, for any

reason, will be late in reporting for work, should make every attempt to contact their

Supervisor at least one hour prior to their regular starting time. It is the employee’s

responsibility to ensure that proper notification is given. Employees who, because

of personal business, must be absent from work should arrange with their

Supervisor to be excused. Unauthorized or excessive absences or tardiness may

result in disciplinary action up to and including termination. Unsatisfactory

attendance may also have an adverse effect on any promotional opportunities.

1. “Tardiness” is reporting to work at any time past the assigned start of work.

2. “Absenteeism” is not being present or reporting to work for at least two hours


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after the assigned starting time.

3. “Job Abandonment” is defined to be absent without written permission more

than three (3) times in any given calendar year.

c. Conflicts of Interest. It shall be a violation of these policies to violate the Utah

Municipal Officers’ and Employees’ Ethics Act, Utah Code Annotated § 10-3-1301, et seq., as currently codified or subsequently amended, or any other federal, state, or local statute governing conflicts of interest. It is recognized that in rural areas, conflicts of interest sometimes appear unavoidable. A general guide for employees is that a person should be neither helped nor harmed because of his/her relations with Town employees. If any employee feels that he/she may have a potential conflict of interest, he/she should file notice of Conflict of Interest and his/her decisions in these matters shall be reviewed by the Executive AuthorityPersonnel Officer or other relevant authority if the Executive Authority Personnel Officer is unable. The Personnel Officer may, from time to time, be required to develop procedures that result in the resolution of possible conflicts of interest; i.e., special bidding procedures, etc.

1. Gratuities and Bribes. Receiving gratuities over $50.00 in value is a violation

of the Utah Municipal Officers’ and Employees’ Ethics Act. No employee shall

directly or indirectly solicit any gift or receive any gift whether in form of

money, services, loan, travel, entertainment, hospitality, promise, or any other

form except as specifically provided herein. Employees may be permitted to

accept food and items of nominal value. Employees are responsible for

complying with the disclosure requirements for personal interest and

restrictions governing the acceptance of gifts. Any employee who is uncertain

whether an offered gratuity may be accepted may request a ruling from the

Town Attorney as to the propriety of the offered gift.

d. Disruptive Communication. “Disruptive Communication” is any action, physical,

written, or verbal, designed to defame an employee or agent of the Town or to

interfere with the good operation of the Town or the rightful execution of its

ordinances or polices. It is any attempt made to impede, alter or stop:

1. the performance or advancement of an employee; 2. the outcome of a disciplinary or personnel action; 3. the hiring of an employee; or 4. the forming or execution of policy, especially by the Town Council of the

Town. Disruptive Communication is also making false charges, or causing them to be made. It is Disruptive Communication if the action is done with malice and/or caprice and the statements made are demonstrably untrue and the person who makes the statements knows, or should have known, of their untruth. It is Disruptive Communication if a person represents as truth that which he/she knows to be false


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or does not know to be the truth.

e. Fabrication, Falsification, or Fraud. Any employee who willfully and purposefully

falsifies any document relating to his/her employment, or, who willfully and purposefully makes any false verbal statement regarding his/her employment, or, who gives false testimony or statements in a personnel action regarding another person, or, who knowingly withholds pertinent evidence regarding personnel actions, is guilty of violating this paragraph. It is also a violation to falsify any portion of an application or interview for employment. Violations also include falsification of time cards or medical releases.

f. Failure to Comply with Order of Emergency Personnel. All employees will comply

immediately and fully with the orders and instructions of all emergency and law enforcement personnel. Failure to do so constitutes a serious breach of discipline, endangering life and property. Employees are hereby warned that any damage or injury resulting from non-compliance may result not only in disciplinary action but civil or criminal liability.

g. Firearms and Weapons. Firearms, weapons, and other dangerous or hazardous

devices or substances are prohibited from the premises of Brian Head Town without proper authorization. Possessing firearms or other weapons on Town property is prohibited with the exception of Peace Officers and Law Enforcement Officials as defined by Utah Code Section 76-10-523 as amended and as authorized by Utah Code Section 53-5-704 as amended.

h. Horseplay and/or Fighting. No employee of Brian Head shall take any physical

action intended to harm or demean another person. Nothing herein shall be

construed to punish an attempt to prevent harm by pulling a person out of the way

of danger or trying to gain their attention in a noisy environment. Further, persons

who are attacked have the right of self-defense but only providing they cannot flee

the situation.

i. Insubordination. Insubordination occurs when an employee deliberately refuses to

obey or carry out a reasonable, legal, and proper directive from a superior. This

type of misconduct in the workplace can obviously damage an employer and

employee relationship. Illegal orders consist of: (A) any order which, if carried out,

would be a breach of federal, state, or local law, or, (B) any order which if carried

out would endanger the life or limb of either the person carrying out the order or

any other person. Insubordination also includes disrespectful conduct or language

directed at a superior.

j. Negligence. Negligence is any action, physical, written or verbal, which may

reasonably be believed to subject any person to injury or death, or may subject

Town property to damage or destruction. Negligence need not result in harm to be

an offense; it need only subject persons or property to the proximate danger of harm.

Any action is negligence that a reasonable and prudent person would refrain from

because he/she knows that it will or might endanger persons or property.

Negligence also occurs when an employee places himself or herself in proximate


29

danger, or injures himself or herself, through an act or acts that he or she knows or

should have known to be perilous.

k. Nepotism. It shall be a violation of these policies to violate Utah Code Annotated

Section 52-3-1, et seq., as currently codified or subsequently amended, or any other federal, state, or local statute governing the employment and/or supervision of relatives of current employees or officials. Additionally, it shall be a violation of these policies to employ any relative as that term is defined in Utah Code Annotated Section 52-3-1, et seq., in the same department or division in which his or her relative is currently employed.

l. Safety. Failing to wear assigned safety equipment or failing to abide by safety rules

or policies is prohibited. m. Solicitation and Business Activities at Work. No employee shall engage in “for-

profit” business during his/her hours of work for the Town. They shall not offer for sale to any other employee or person on a job site any product or service for monetary reimbursement. No person shall be admitted to a work area to solicit sales not having to do with Town business. Nor shall any person be admitted to a work area for the collection of debt. Nothing herein, however, shall prohibit solicitation for charitable contributions provided disruption is minimal.

n. Stealing. No employee shall steal, destroy, deface, or misuse Town property or another employee’s, customer’s, or guest’s property.

o. Under the Influence. No employee shall report to work under the influence of

alcohol, illegal drugs, or narcotics; using, selling, or dispensing illegal drugs or narcotics on Town premises is prohibited. No employee shall report to work under the influence of over-the-counter (OTC) drugs that may adversely affect performance or safety of the employee or others

p. Unbecoming Conduct. “Unbecoming Conduct” consists of gambling, wagering, or

illegal sexual conduct. It also covers other conduct which has been held by most courts to be grounds for dismissal under the terms of “moral turpitude.”

q. Violations of Brian Head Policies. Employees are required to read and follow these

policies. Any violation of these policies is prohibited.


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Title 4. Performance Evaluations

Chapter A. Job Descriptions

Job descriptions outlining the essential functions of the position shall be established for

every position by the Personnel Officer and updated as needed. Each Brian Head

employee, regardless of status, shall be able to execute the essential functions of their

position with or without reasonable accommodation. If an employee is unable to perform

up to the standard required for the position or the essential functions of the position, a

meeting with the employee will be arranged to determine the reasons for the inability to

meet these requirements and what changes or corrections may be required to either the

work environment or resources available to assist the employee. Failure to do so may result

in disciplinary action. Unwillingness of an employee to cooperate in taking the necessary

steps to improve his or her processes may result in termination.

Employee performance plans shall be established by the Personnel Officer in collaboration

with the Department Heads for each employee under their supervision on a yearly basis or

more if needed.


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Chapter B. Performance Evaluations

1. Purpose. Managers should assist an employee’s development to full potential, help

overcome performance deficiencies, and develop an employee’s understanding of

performance requirements. Realistic rating of each employee’s performance should

result in appropriate recognition of differences in individual performance. Salary

increases within a specific job are based upon how well an employee is performing. It

is therefore essential that performance be formally reviewed.

All written employee performance reviews, including self-evaluations and any actions

resulting from the review shall become a part of the employee’s permanent personnel

file. Employees shall not be eligible for pay raises unless a written evaluation of the

employee’s performance is included with the pay raise request. A performance review

does not precipitate a salary adjustment. The program should not be construed as

authorizing annual increases for employees. Annual performance reviews should be

done whether or not the employee is being recommended for salary increase and/or

performance bonus.

2 Types of Review.

a. Probationary Performance Reviews. Job-related performance evaluations shall be

conducted for all employees who are new to their jobs. A verbal evaluation should

be given at three months and a full written evaluation must be given at the time an

employee is recommended for release from probation. The written evaluation must

accompany any request for probationary release. Recommendations should be

forwarded to the Personnel Officer for final approval.

b. Annual Performance Reviews. All full-time employees shall have a written

performance review conducted in March of each year.

c. “Fitness for Duty” Reviews. The Town may require a “fitness for duty”

examination or functional analysis testing if it has reasonable cause to believe that

an employee may not be physically or emotionally able to perform essential job

functions or if necessary to determine whether an employee performing a physically

demanding job continues to be fit for duty. The Town may also require a “fitness

for duty” examination after an employee returns from any extended leave including

but not limited to short-term disability, long-term disability and return to work from

limited or light duty.

3. Process. The performance review consists of a written employee self-evaluation, a

written evaluation by the supervisor and/or manager a confidential interview to discuss

the employee’s performance and an opportunity for the employee to offer his/her

written comments to the review.


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a. Written Performance Review. It is recommended that supervisors and/or managers

doing the performance review request in advance of the evaluation meeting a

written self-evaluation from the employee. In conjunction with the self-evaluation,

an employee should identify goals he/she would like to accomplish during the next

review period. The employee should identify the goal, the means by which to

measure whether it has been accomplished, and the time frame in which it will be

accomplished.

The supervisor and/or manager should go through a similar process with his/her

evaluation of the employee. First, reviewing and evaluating the accomplishments

of previously set goals. Second, identifying any additional accomplishments.

Third, establishing goals for the future that are measurable. Fourth, identifying

areas needing improvement. These areas of development may enhance the

employee’s ability to do his/her current job, or prepare him/her for upward

mobility.

b. Personal Evaluation. All performance reviews shall include an interview with the

Supervisor and the employee to discuss the employee’s performance in detail. The

interview is intended to be a dialogue between the employee and the supervisor.

Items in the review will be discussed openly and future goals will be negotiated.

If, at the end of the interview, the employee and the supervisor agree that items

should be changed, added or deleted from the written review, the review may be

rewritten. Once the written performance review is finalized, the employee will be

asked to sign the bottom of the written review as an acknowledgement that he/she

has read the review and been given the opportunity to discuss it. The final signed

performance review is placed in the employees personnel file and becomes part of

the employee’s permanent personnel record. Signing the written review shall not

be construed that the employee agrees or disagrees with the contents of the review.

c. Employee Comments. After the conclusion of the interview, an employee may

attach his/her written comments to the performance review which become part of

the formal performance review and therefore part of the employee’s permanent

personnel file. Absence of a written comments statement is considered acceptance

of and agreement with the performance review.

d. Employee Review of Job Description. As part of the performance review process,

employees may review the most current copy of his/her job description. Job

descriptions are available from the Personnel Officer.

4. Administration. Prior to being discussed with the employee, any specific

recommended salary action will be approved by the Personnel Officer. A Personnel

Action Form must be submitted with the employee’s performance review indicating

whether or not a salary increase is being recommended.

The Personnel Officer should critique the review and determine if the recommended


33

salary action is appropriate. If the Supervisor and employee agree with the evaluation

and the recommended salary increase, he/she should sign the Personnel Action Form

and forward the document to the Personnel Officer. The Personnel Officer will then

review the performance evaluation and recommended salary increase.

The Personnel Officer will review all evaluations for consistency and for compliance

with these policies. The Town Council may, from time to time, evaluate non-elected

Supervisors. All employees may request to have any statements they consider false or

malicious to be reviewed by the Personnel Officer.


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Chapter C. Personnel File

1. Employee Records. All employee records are considered confidential data. Access

to employee records is limited and their confidential nature is safeguarded. An

employee may review his/her personnel file. The only other people allowed to see the

employee’s records, unless otherwise ordered by a court of law with legal jurisdiction,

are his/her supervisor and/or Department Head, the Town’s financial auditors,

employees of the Human Resources Department, the Town Attorney, and the Personnel

Officer. A supervisor from a different Town department considering an employee for

a new position must have the employee’s permission to review that employee’s

personnel file. If the employee’s personnel record needs to be used as evidence in a

grievance hearing, the personnel record may become part of the grievance proceeding.

No documents or information contained in an employee’s personnel file shall be

released to anyone other than the employee or the personnel identified above, unless

approved by the Town Attorney pursuant to a duly filed Government Records Access

Management Act (GRAMA) request (Utah Code Annotated, Title 63, Chapter 2 as

amended) and only to the extent required by law. Employees may authorize the

Personnel Officer to provide specific information to authorized loan, mortgage or

financial institutions with signed approval.

Current, accurate records concerning each employee are essential. Human Resources

must be notified if a change in any of the following occurs:

1. Name 5. Number of Dependents

2. Physical Address 6. Beneficiary Designations

3. Mailing Address 7. Emergency Notification

4. Telephone Number (home, cell and Town-issued phone numbers).

Upon separation from the Town, it is the employee’s responsibility to provide the Town

with information regarding a change of address to ensure timely delivery of the

employee’s tax record and any other materials the Town may need to forward to the

former employee.

2. Privacy of Personnel File and Other Employee Information. The Town will regard

employee information confidential and will respect the need for protecting each

employee’s privacy. To this end, the Town will collect and retain only such personal

information pertinent to conduct Town business and to administer personnel programs

or as required by State and Federal law. Employee files are archived or destroyed in

accordance with the Town’s approved retention policy and State and Federal law.


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Title 5. Discipline

Chapter A. General.

1. Applicability. Any Executive Employee, Part-Time Employee, Temporary Employee, Stand-by Employee, Seasonal Employee, or Probationary Employee may be discharged at the will of the Town. Such employees have no expectation of continuing employment and have no expectation that they will be subject to any notification prior to discharge. Additionally, no Executive Employee, Part-Time Employee, Temporary Employee, Stand-by Employee, Seasonal Employee, or Probationary Employee is entitled to any progressive discipline unless these policies and procedures and/or applicable provisions of federal, state, or local law expressly provides for such progressive discipline. Accordingly, the provisions of Title 5 of this Manual do not apply to such employees unless expressly made applicable to the particular classification of employees in the body of the applicable provision.

2. Discipline Appropriate. Any employee (which term includes Supervisors) committing an offense against the good order and discipline of the Town, wherever named, shall be subject to disciplinary actions up to and including termination.

3. Fair Discipline. It is the policy of Brian Head that discipline shall be applied without regard to race, color, creed, national origin, sex, age, disability, marital status or the intent to bear children. Furthermore, it shall be applied evenly. However, the Town recognizes the necessity of using discretion with regard to aggravating and mitigating circumstances.

4. Initiation of Discipline. Generally, any disciplinary investigation and/or the disciplinary process is initiated by the Department Head (whether or not elected) or an employee’s immediate Supervisor. However, the Town Council, or a Councilmember, may order a disciplinary investigation and the imposition of any warranted disciplinary action. The Personnel Officer may, if he/she has evidence that a Department Head is refusing to act, investigate a report of infraction provided only that he/she informs the Town Council in writing that he/she is doing so. Nothing herein shall be so construed as to relieve any person whomsoever of the duty of imposing discipline or reporting violations of the Policies and Procedures.

5. Enforcement. While the decision to apply discipline is primarily the Department Head’s, the oversight of ensuring compliance with these procedures is the responsibility of the Personnel Officer. Except as noted under these Procedures, any applicable processes, forms, etc., shall be approved by the Personnel Officer. Only the Personnel Officer or his/her designee may discharge an employee. Prior to being discharged, an employee shall have the right to know the reason for his/her discharge and have the opportunity to discuss the discharge with his/her Department Head and the Personnel Officer if he/she wishes to do so.


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Title 5. Discipline

Chapter B. Types of Discipline.

1. Verbal Warning. A Verbal Warning is a private discussion between Supervisor and

employee regarding any disciplinary issue, including failure to adequately perform.

Any deficiency verbally communicated to the employee is a Verbal Warning.

2. Written Warning. A Written Warning is a written document delivered to an employee regarding any disciplinary issue, including failure to adequately perform. Any deficiency communicated in writing to an employee is a Written Warning.

3. Suspension. A Suspension is a disciplinary action in which an employee is prohibited

from working for the Town for a period of time. The suspension may be with or without

pay. Any prohibition from working for the Town for any period of time is a

Suspension.

4. Disciplinary Transfer. A Disciplinary Transfer is a disciplinary action in which an

employee is transferred to another position in a different department or division of the

Town or to the supervision of a different Supervisor.

5. Demotion. A Demotion is a disciplinary action in which an employee is moved to a

lower pay grade, moved to a subordinate position that results in a reduction in pay, or

removed from a position of responsibility that results in a reduction in pay.

6. Dismissal or Discharge. A Dismissal or Discharge is a disciplinary action in which

an employee’s employment relationship with the Town is involuntarily terminated and

the employee is removed from the payroll.

7. Other Disciplinary Measures. The disciplining official or body may determine to

fashion other disciplinary measures than those identified above. In such cases, the

disciplining official or body should attempt to classify such measures within one of the

above-identified classifications. For instance, if a Department Head determines to

place a person on probation for a length of time with the consequence for failing to

adhere to policy, it would be appropriate to identify the measure as a Written Warning.


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Title 5. Discipline

Chapter C. Administration of Discipline.

1. Purpose of Discipline. The Town’s policies on disciplinary procedures are designed

to achieve the following goals:

a. To eliminate disciplinary problems in advance, as much as possible, by letting

employees know what offenses will be punished and what disciplinary steps will

be taken.

b. To protect employees from the unsafe actions of their co-workers that might put

them in physical jeopardy.

c. To assure all employees that basic disciplinary procedures will be applied

uniformly in all Departments.

d. To give employees who violate rules the opportunity, where appropriate, to

improve by informing them what specific actions they should take to meet

behavioral and performance standards.

The Town may use corrective discipline for violations of standards of conduct in a

progressive manner. Increasing severity of disciplinary action may be given each time an

employee is disciplined.

2. Procedure for Use of Disciplinary Methods

a. Verbal Warnings. If the disciplining authority determines that more server action

is not immediately necessary and deems it in the best interest of all concerned to

issue only a Verbal Warning and not to initiate any formal discipline, the

disciplining authority may speak to the employee about what he/she considers a

violation. In such cases, the disciplining authority should prepare a written record

specifying the date and time of the Verbal Warning and identifying with specificity

the reason for the Verbal Warning. The record of the Verbal Warning should be

placed in the employee’s personnel file.

b. Written Warnings. If an employee commits any violation and the disciplining

authority deems it in the best interest of all concerned to issue only a Written

Warning and not to initiate any other formal disciplinary measures, the disciplining

authority may issue a Written Warning.

1. In such cases, the disciplining authority should prepare a Notice of Intent to

Issue a Written Warning, identifying with specificity the reason for the

proposed Written Warning and the date and time by which any employee

response will be accepted. The Notice of Intent to Issue the Written Warning

should be delivered to the employee by any appropriate method.


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2. An employee who is given a proposed Written Warning must be given an

opportunity to respond to the proposed Written Warning either verbally or in

writing before any Written Warning is issued. The response time should be a

reasonable amount of time under the circumstance, which in no event shall be

less than one working day.

3. A Written Warning when issued must be delivered to the employee by any

appropriate method and placed in the employee’s personnel file. Although not

necessary for administration of the Written Warning, an employee should be

given an opportunity to sign the Written Warning to evidence that he or she was

delivered a copy. If an employee refuses to sign, the disciplining authority

should date the document and note that the employee refused to sign the Written

Warning.

d. Suspension, Demotion, Disciplinary Transfer, Discharge or Dismissal. If an

employee commits any violation and the disciplining authority deems it in the best

interest of all concerned to Suspend, Demote, Disciplinarily Transfer, Discharge,

or Dismiss an employee, the disciplining authority must follow the following

procedures.

1. In such cases, the disciplining authority should prepare a Notice of Intent to

Suspend, Demote, Transfer, Discharge, or Dismiss (“Notice of Intent to

Discipline”), identifying with specificity the reason for the proposed action and

the date and time by which any employee response will be accepted. The Notice

of Intent to Discipline should be delivered to the employee by any appropriate

method.

2. An employee who is given a proposed Notice of Intent to Discipline must be

given an opportunity to respond to the proposed discipline verbally, in writing,

or both before any discipline is issued. The employee may request both verbal

and written responses. The response time should be a reasonable amount of

time under the circumstance, which in no event shall be less than three working

days.

a. A disciplining authority may immediately suspend an employee without

pay and require the employee to leave the premises if, in the sole discretion

of the disciplining authority, circumstances require such an action. In such

a circumstance, the suspension must be with pay unless after a hearing is

held on the proposed discipline, the disciplining authority determines that

immediate action was necessary because the employee’s intentional and

willful violation of policy, the safety of the public or other Town employees,

or the protection of property required immediate action.

3. Once final discipline is issued the Notice of Disciplinary Action must be

delivered to the employee by any appropriate method and placed in the

employee’s personnel file. Although not necessary for administration of the


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discipline, an employee should be given an opportunity to sign the Notice of

Disciplinary Action to evidence that he or she was delivered a copy. If an

employee refuses to sign, the disciplining authority should date the document

and note that the employee refused to sign the Notice.

e. Other Forms of Discipline. If a disciplining authority determines to issue an

alternative form of discipline to those described above, the employee is entitled to

the procedure that is most closely aligned to the discipline that is issued. The

Personnel Officer ultimately will determine which procedure is most appropriate

after giving due deference to the disciplining authority’s opinion as to the

appropriate procedure.


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Title 5. Discipline

Chapter D. Disciplinary Appeals. 1. Applicability. Pursuant to Utah Code Annotated § 10-3-1105(2), Executive

Employees, Part-Time Employees, Temporary Employees, Stand-by Employees, Seasonal Employees, and Probationary Employees have no right to an appeal of any disciplinary decision. Accordingly, the provisions of Title 5, Chapter D of this Manual do not apply to such employees unless expressly made applicable to the particular classification of employees in the body of the applicable provision.

2. Right to Appeal. Before an employee may appeal any disciplinary action against him

or her, the employee must first exhaust the Town’s Grievance Procedure. Employees may not appeal verbal warnings or written warnings or suspensions without lasting less two or fewer days.

3. Appeal Initiation. Upon the receipt of notice of the final disposition of the Brian Head

grievance procedures outlined in Title 9, an employee has the right to appeal the disciplinary process and action imposed as follows.

a. Except as otherwise provided in Section (1) herein above, in cases of involuntary

transfer to a position with less remuneration, suspension without pay for more than

two days, or discharge, Full-Time Regular Employees shall have the right to appeal

to the Employee Appeals Board as set forth in Utah Code Annotated Sections 10-

3-1106 as amended.

b. An employee to which Employee Appeals Board appeal rights apply may not be

discharged, suspended without pay, or involuntarily transferred to a position with

less remuneration because of the employee’s politics or religious belief, or incident

to, or through changes, either in the elective officers, governing body, or heads of

department.

c. Appeals to the Employee Appeals Board shall be taken by filing written notice of

the appeal with the Town Recorder within ten days after the employee receives

notice of the final disposition of the grievance procedure outlined in Title 9.

d. Upon the filing of an appeal, the Town Recorder shall forthwith refer a copy of the

appeal to the Employee Appeals Board. The Employee Appeals Board shall

forthwith commence its investigation, take evidence, and fully hear and determine

the matter which relates to the cause for the discharge, suspension, or transfer.

e. An employee who is the subject of the discharge, suspension, or transfer may

appear in person and be represented by counsel before the Employee Appeals

Board, have a public hearing, confront the witness whose testimony is to be

considered, and examine the evidence to be considered by the Employee Appeals

Board.


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f. Each decision by the Employee Appeals Board shall be by secret ballot, and shall

be certified to the recorder within 15 days from the date the matter is referred to it.

However, for good cause, the Employee Appeals Board may extend the 15-day

period to a maximum of 60 days, if the employee and the municipality both consent.

g. If the Employee Appeals Board finds in favor of the employee, it shall provide that

the employee shall receive the employee’s salary for the period of time during

which the employee is discharged or suspended without pay or any deficiency in

salary for the period during which the employee was transferred to a position of

less remuneration.

h. A final order of the Employee Appeals Board may be reviewed as provided in

Section 10-3-1106 of the Utah Code Annotated as amended.

4. Employee Appeals Board. The Employee Appeals Board shall consist of five

members as provided in the Brian Head Town Administrative Code. The Employee

Appeals Board’s procedure for conducting an appeal and the applicable standard of

review shall be prescribed by the Town Council pursuant Utah Code Annotated Section

10-3-1106, as amended.


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Title 6. Non Discrimination

Chapter A. General

1. Equal Opportunity. Brian Head is an Equal Opportunity Employer and provides

access to all Town services. It is the practice of the Town to select, develop, and

promote employees based on their ability and performance. This policy applies to all

terms and conditions of employment, including, but not limited to, hiring, placement,

promotion, termination, layoff, recall, transfers, leaves of absence, compensation, and

training. This policy also extends to those who seek to do business with the Town.

As an EOE Employer, the Town does not discriminate on the basis of race, color,

gender, religion, age, national or ethnic origin, disability, marital status, veteran status,

or any other classification prohibited by federal, state, or local law. The Town adheres

to and upholds the mandate set by the Utah Right to Work Law in that the right of

persons to work for the Town “shall not be denied or abridged on account of

membership or non-membership in any labor union, labor organization or any other

type of association.”

2. Discrimination is Punishable. It is the obligation of every person employed by the

Town, including Department Heads and Elected Officials, to uphold these policies and

the laws from which they are derived. Any willful discrimination shall be considered

an offense against the good operation of the Town and shall subject the offender to

disciplinary action up to and including termination.

3. Military Service Protected. No Town employee shall suffer any disability or

discrimination because of his/her service in the Armed Forces of the United States

(including the U.S. Coast Guard). Nor shall the Town discriminate in hiring because

of membership in the Guard and Reserve components of the Armed Forces.


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Title 6. Non Discrimination

Chapter B. Harassment

1. All Legally Prohibited Harassment Prohibited. The Town prohibits harassment of

its employees, contractors, consultants, Town Council, other elected or appointed

officials, and customers in any manner. The Town will not tolerate verbal, visual, or

any other communication including email, internet, or telephone, physical misconduct,

or any other actions by any employee that harasses or that impacts another’s job

function and performance or who creates a hostile work environment by demeaning or

harassing any person based on an individual’s gender, race, age, national origin,

religion, disability, or any other legally protected characteristic.

The Town is committed to providing a professional, safe working environment within

a setting of mutual respect. Words, actions, or other forms of harassment based on an

individual’s gender, race, age, national origin, religion, disability, or any other legally

protected characteristic are prohibited and will result in corrective action up to and

including termination.

2. Sexual Harassment. Unwelcome sexual advances, requests for sexual favors, and

other verbal or physical conduct of a sexual nature constitute sexual harassment when

submission to or rejection of this conduct explicitly or implicitly affects an individual’s

employment, unreasonably interferes with an individual’s work performance or creates

an intimidating, hostile or offensive work environment.

Sexual harassment can occur in a variety of circumstances, including but not limited to

the following:

• The victim as well as the harasser may be a woman or a man. The victim does not

have to be of the opposite sex;

• The harasser can be the victim’s Supervisor, an agent of the employer, a Supervisor

in another area, a co-worker; and

• The victim does not have to be the person harassed but could be anyone affected

by the offensive conduct.

Sexual harassment can occur in different types of situations. For instance, it is illegal

sexual conduct (1) if submission to sexual conduct is made either explicitly or

implicitly a term or condition of an individual’s employment or advancement or (2)

where a job benefit is directly tied to an employee submitting to unwelcome sexual

advances.

Moreover, conduct can be sexually harassing if the sexual conduct unreasonably

interferes with an individual’s job performance or creates a hostile, intimidating or

offensive work environment without regard to tangible or economic job consequences:

the person may not lose pay or a promotion. Such sexual harassment may include, but

is not limited to:


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• repeated requests for sexual favors

• demeaning sexual inquiries and vulgarities

• offensive language

• other verbal or physical conduct of sexual or degrading nature

• sexually offensive, explicit or sexist signs, cartoons, calendars, off color jokes,

gender stereotyping, literature or photographs displayed in plain view

• offensive and vulgar graffiti.

3. Reporting Process. It is helpful for the employee who feels he/she has been the victim

of or witness to any illegal harassing behavior to directly inform the harasser that the

conduct is unwelcome and must stop. However, such action is not required, but the

employee or witness to acts of harassment should document the occurrence.

Employees and/or witnesses must report the incident to his/her Supervisor or another

member of Management. In the event that the behavior is from one’s Supervisor, the

victim or witness can make a report to his or her Personnel Officer or any member of

the Brian Head Town Treasure. If the offending individual is the Personnel Officer,

the victim or witness may report the incident to the Town Council pursuant to the rules

available from Human Resources.

4. Investigations. All allegations of discriminatory or harassing behavior will be taken

seriously and investigated immediately by the Personnel Officer or another duly

delegated individual while maintaining the privacy and confidentiality to the parties

involved. Where appropriate, immediate corrective action will be taken up to and

including termination. All claims are encouraged to be reported immediately.

No person shall be required to remain on a work site if there is an immediate threat

of harm or there has been an assault. No person shall lose wages or in any way be

made subject to any disciplinary action for reporting sexual harassment. Where an

environment is hostile or dangerous no person shall be required to work in that

environment until the situation is resolved. The Personnel Officer is explicitly

authorized to grant paid leave if necessary.

The process will include:

• interview with involved parties: claimant, alleged harasser, witnesses, etc.;

• recording of the evidence: ascertain the facts and observable incident(s); and

• share findings: investigation results will be communicated to the claimant, alleged

harasser, witness and Supervisor.

5. “Zero Tolerance” of Retaliation. It is important for Town employees to know that

by law, any retaliation against an employee who opposed any illegal discrimination or

harassment or made a charge or participated in an investigation is prohibited under Title


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VII. No employee will be penalized for factual representation of the events. Employee

behaviors that are protected include:

• resisting advances, discrimination, or other harassment

• registering a complaint of harassment or discrimination

• supporting the claim of another employee

• picketing in protest of illegal discrimination or harassment

• notifying law enforcement authorities

6. False Claims. In the event it is found that a claimant or witness made false accusations

or use this policy to intimidate, harass or create groundless claims against another, the

claimant or witness will be subject to corrective action up to and including termination.


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Title 7. Benefit & Compensation

Chapter A. General

1. Benefits and Compensation. It is the policy of Brian Head to offer benefits and

compensation at such levels as to promote stable and functional families. It is the policy

of Brian Head to offer the highest levels of compensation and benefits commensurate

with: (a) fiscal responsibility, (b) provision of high levels of service and the provision

services mandated by law, (c) the good order and discipline of the Town, and (d) the

level of productivity among the workforce. It is further the policy of the Town to

provide compensation according to all laws of the State of Utah and the United States

and the decisions of courts of competent jurisdiction.

2. Equality. Employees doing the same job in the same department should receive the

same wage except that the Town may from time to time institute systems of seniority

and merit. There shall be no favoritism where benefits are not tied to job descriptions

or levels of compensation; i.e., one employee may not be granted two days of

bereavement leave for the death of a father while another is granted three. Nothing

herein shall be so construed as the adoption of the doctrine of “Equal Worth,” nor shall

anything be so construed as to prevent the adoption or acceptance of an Affirmative

Action Plan.

3. Social Security. The Town participates in both the Social Security and Medicare

programs. A deduction from each employee’s paycheck is made along with a matching

contribution from the Town to fund these benefits.

4. Workers Compensation. Insurance coverage for injury while at work is provided at

Town expense. The insurance covers the cost of medical and hospital bills, weekly

disability benefits, life insurance benefits and partial lost wages. Persons on leave for

an injury covered by workers’ compensation insurance are not eligible for sick leave as

defined in Title7, Chapter D, Sick Time.

5. Insurance.

a. Health, Vision, and Dental Insurance. Brian Head Town offers Full-Time

Regular Employees health, vision and dental insurance plans. Insurance become

effective immediately upon employment. The Town may choose to pay all or a

portion of the premium cost, employees may choose to participate in a flex

benefit program. Information on the flex benefit program can be obtained from

the Personnel Officer. When an employee terminates his/her employment,

health, vision and dental insurance coverage will continue until the first of the

month following the termination date provided that an employee works full time

through the first full week of any month. A full week is defined as Saturday

through Friday. The Consolidated Omnibus Reconciliation Act of 1986

(COBRA) allows certain terminated employees, their spouses, and dependent

children to continue medical and dental coverage under the group plan at their

own costs for a period not to exceed 18 months, in most cases, and up to 29 to


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36 months in some cases. For additional information regarding COBRA, please

contact the Personnel Officer.

b. Life Insurance. The Town provides each Full-Time Regular Employee a life

insurance policy with a face value equal to the employee’s annual salary up to

a maximum of $50,000. This policy premium is paid 100% by the Town and

goes into effect on the employee’s date of hire. Effective dates, cost and

coverage are subject to change due to contract renewal or renegotiation.

c. Long-Term Disability. Each Executive Full-Time Regular Employee is

covered by a Long-Term Disability (LTD) plan. The policy becomes effective

the first day of the month following one month from the date of hire. Check

with the Personnel Officer for additional information on this plan. Effective

dates, cost and coverage are subject to change due to contract renewal or

renegotiation. Effective dates, cost and coverage are subject to change due to

contract renewal or renegotiation.

6. Unemployment Insurance. All employees are covered by the benefits of State and

Federal Unemployment insurance.

7. Retirement.7 Brian Head Town participates in the Utah State Retirement Systems

Noncontributory Plan. There are two tiers associated with the retirement benefit plan. Any

employee who was hired by an entity that participated in the Utah State Retirement Systems

prior to July 1, 2011 will be under the Tier 1 Retirement System. As set forth in Utah Code

Title 49, a person entering full-time employment with a participating employer on or after

July 1, 2011, must make an election to participate in either the Tier 2 Hybrid Retirement

System or the Tier 2 Defined Contribution (DC) Plan, within one year of his/her

employment date. The election made is irrevocable. If no election is made, the employee

automatically becomes a member of the Tier 2 Hybrid Retirement System.

Brian Head Town contributes to employee retirement plans as directed by the Retirement

System. Contributions are based on a percentage of the employees’ salaries and are

updated by the Utah State Retirement System annually.

a. Deferred Compensation Plan(s).8 The Town also offers deferred compensation

plans to its full-time regular employees. A deferred compensation program allows an

employee to defer a portion of his/her salary to be withdrawn at a later date or at

retirement. All taxes and FICA are also deferred to a later date. For specific

information on the retirement systems available, contact the Personnel Officer.

Effective dates, cost and coverage are subject to change due to contract renewal or

renegotiation.

7 The entire section 7 was amended on February 12, 2018 – refer to Resolution No. 467. 8 Section 7, paragraph A regarding deferred compensation plan(s) was added on August 11, 2009 – refer to

Ordinance No. 09-014.


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Qualified and eligible employees shall be allowed to contribute to the 401K or 457

deferred compensation plans provided by the Utah State Retirement System. Brian

Head Town will contribute to the 401K plan, either directly or, by way of matching

employee contributions. Amount of contributions will be determined on an annual

basis and will be set by resolution as needed.

b. Eligibility. Full-Time Regular Employees and Part-Time Employees who

have negotiated benefits under Title 1 Chapter C Section 1(c) of these Personnel

Policies & Procedures are eligible for retirement benefits. Part-Time Non-Benefitted

positions and Seasonal positions are not eligible to participate in the Utah State

Retirement System.

c. Exemption. The following elected and appointed positions are exempted from

participating in the Utah State Retirement System (both Tier 1 and Tier 2 plans): Town

Council Members and Planning Commission Members. These positions are considered

“part-time non-benefitted” positions.

8. Payroll Deductions. The law requires that certain deductions be withheld from an

employee’s paycheck. These include Social Security (FICA), federal and state taxes.

These deductions are based on a schedule provided by the government and bear a direct

relationship to the exemptions the employee claims and the employee’s earnings.

Additional deductions will be withheld according to the contributory benefits you have

elected, such as insurance, credit union, employee purchase plans, etc. Your payroll

check stub details all your deductions.


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Chapter B. Holidays9

1. Holidays. The days listed below shall be recognized and observed as Holidays. In addition, the Town Council may, from time to time, declare additional days as Holidays. Days so declared entitle employees to the same benefits as if the day were part of the list. For each of the holidays listed below, all Full-Time Regular Employees are eligible to receive eight hours of holiday pay.

a. NEW YEARS DAY; the 1st day of January.

b. MARTIN LUTHER KING, JR. DAY, a.k.a. Human Rights Day, the 3rd Monday of January.

c. PRESIDENT’S DAY, the 3rd Monday of February.

d. MEMORIAL DAY, the last Monday of May.

e. INDEPENDENCE DAY, the 4th day of July.

f. PIONEER DAY, the 24th day of July.

g. LABOR DAY, the 1st Monday of September.

h. VETERAN’S DAY, the 11th Day of November.

i. THANKSGIVING DAY, the 4th Thursday in November.

j. FRIDAY AFTER THANKSGIVING, the 4th Friday in November.

k. CHRISTMAS DAY, the 25th Day of December.

l. FLOATING HOLIDAY, employee can choose when to take this Holiday one day

per year.

An additional four (4) hours of holiday pay will be granted to employees when

Christmas Eve or New Year’s Eve is on a weekday (Monday-Friday). Employees

may take the additional four (4) hours either the day before Christmas or the day

before New Year’s Day.

2. Holidays Observed. When one of the above listed days falls on a Saturday, the

day before shall be considered the Holiday. If it falls on a Sunday, the Monday after shall

be considered the Holiday. Part-time, seasonal, and temporary workers do not receive

Holiday benefits.

3. Holiday Pay and Premium Pay. There are certain employees such as police, snow

removal, transit, etc., who are required to work on holidays. Employees who are required

to work on a holiday will receive premium pay on the actual holiday if different from the

day the holiday is observed (see Title 7-B(2)) according to the following policy:

9 The Holidays section was revised on 01-11-2022 – Refer to Resolution No. 511


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a. If a full-time employee is paid for either the working day before or after a holiday,

he/she will be paid for the holiday except when the first day of employment is the day after

a holiday.

b. Part-time non-benefited and/or seasonal employees are not eligible for holiday pay.

c. Nonexempt Full-Time Regular Employees who are required to work on a Town-

recognized holiday will receive premium pay at the rate of time and one half for all hours

worked on that day in addition to their eight hours of holiday pay.

d. Part-time and/or seasonal employees who are required to work on a Town recognized

holiday will receive premium pay at the rate of time and one half for all hours worked on

that day.

e. Holiday and Premium Pay is only paid on those holidays recognized by the Town and

approved by the Personnel Officer.

f. Holiday will be paid in the pay period in which it is incurred and will not be “banked”.


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Chapter C. Vacation

1. General. Vacation leave is granted to all Full-Time Regular Employees.

2. Scheduling. Employees are encouraged to take their vacation in blocks of time

whenever possible. Employees are required to request vacation leave in advance from

their immediate supervisor. Vacation leave must be pre-approved by the employee’s

Department Head. For vacation leave of one week or longer, employees should plan

on providing advance notice for each week of vacation.

3. Accumulations. While “days” is a common term and used in these Policies &

Procedures, actual credit and debit of vacation time and sick time is in hours. Vacation

Leave is to be used by the hour.

4. Cut Off Days. No employee begins accumulating vacation leave until the first day of

the month following his or her first day of work.

5. Probationary Employees. While actual accumulation begins with hire, its use is

restricted. Probationary employees are not normally permitted to use vacation leave.

Vacation leave due to extenuating circumstances may be approved by the Department

Head. A probationary employee who does not successfully complete probation, will

have vacation time monetarily deducted from his or her final paycheck. Should an

employee be terminated prior to successful completion of the probationary period,

he/she is not entitled to receive vacation pay.

6. Earning rates. The amount of vacation earned depends on the seniority of the

employee. The Town Council may grant additional vacation time to comply with the

ADA if necessary for reasonable accommodation. The actual computation of credit and

debit is in hours. Brian Head Town employees are paid bi-weekly (26) pay periods per

year. Based on this, use the following vacation accumulation schedule;

Completed Years of Service Vacation Accrual/Per Period Vacation Accrual/Year

0-3 years of service 3.07 hours per pay period 80 hours annually 4-6 years of service 4.61 hour per pay period 120 hours annually 7-9 years of service 6.15 hour per pay period 160 hours annually 10+ years of service 7.69 hour per pay period 200 hours annually

The above schedule includes Public Safety Employee Vacation Accrual Time

7. Limited Accrual. Employees are allowed to accrue a bank of vacation time before

they are subject to a “use or lose” situation. This bank will allow eligible employees

to take a vacation longer than the number of vacation days they accrue in one year. The

size of vacation bank is determined by the length of service of each employee according

to the following schedule:


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0 – 3 years 80 hours per year

4 years – 6 years 120 hours per year

7 years – 10 years 160 hours per year

10 + years 200 hours per year

Vacation credit in excess of these limits shall be lost at midnight on the 31st of

December each calendar year. However, no employee shall lose vacation time because

they were forced by policy to use compensatory time. In such cases, the payroll clerk

shall simply not remove the excess vacation time from the employee’s account.

8. Vacation Coordination. If a Town Holiday should occur during an employee’s

vacation, he/she shall not be charged vacation time for that day or part thereof.

Similarly, even though on vacation, an employee will receive holiday pay credit.

9. Termination. All unused vacation credit shall be paid upon retirement or termination

(voluntary or involuntary).


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Chapter D. Sick Time

1. General. Sick leave is leave with pay granted to all Full-Time Regular Employees

who are suffering from an illness or a disability which prevents him/her from performing his/her usual duties and responsibilities. If an employee is sick, he/she will be paid at his/her regular pay rate for work hours missed due to the illness. Employees are granted sick time regardless of seniority. The Town Council may grant additional sick time to comply with the ADA, if necessary, for reasonable accommodation. Sick time is accumulated at the rate of 3.69 hours per pay period (26 pay periods per year) for all Full-Time Regular Employees including Public Safety Employees. Sick time is credited on the first day of the month after it is earned.

2. Usage. An employee may use his/her sick time to care for a child over whom he/she

is the legal guardian, or a spouse, or, his/her own parent or grandparent. Sick leave shall accrue to a maximum of ninety (90 days).

3. Probationary Period. An employee begins to accumulate sick leave during probation

but may not use the same. Any sick time during probation shall be unpaid. However, probationary employees must be allowed unpaid leave for any purpose consistent with the Family & Medical Leave Act.

4. Certification. Employees who are absent on consecutive work days as a result of day-

to-day illnesses are required to notify their supervisor each day. Any time an employee

is absent using sick leave for illness for more than three consecutive work days

(regardless of length of shift), certification of illness must be provided by a health care

professional verifying the reason given for the absence. Supervisors should forward

all doctor notes to the Personnel Officer.

Employees who exhibit a pattern of absences in any three-month period will be required

to furnish a doctor’s note from a certified medical provider verifying each occurrence

of illness. Patterns of absences include but are not limited to repeated absences on days

immediately prior to and following weekends, scheduled time off, or holidays.

Employees who are absent from work for three consecutive days without giving proper

notice or verification will be considered to have voluntarily terminated his/her

employment with the Town. At that time, the termination will be formally noted in the

employee’s personnel file and the employee will be advised of the action by certified

mail to the employee’s last known address.

5. Surgery. All non-emergency, medically necessary surgeries or procedures requiring

leave beyond 21 consecutive days must be approved in advance. The request must be

accompanied by a physician’s note which must specify medical necessity, prognosis,

probable return to work date and fitness for duty status. At the end of 21 consecutive

days due to the employee’s illness, the employee will be placed on Short Term

Disability status and may opt to supplement his/her pay with vacation hours. No more


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than 15 days (a maximum of 120 hours) of sick leave may be used either consecutively

or non-consecutively by an employee for the same occurrence of illness or medical

condition.

6. Returning to Work. Prior to returning to work, the Town may require that an

employee on leave for his or her own serious health condition submit a medical

certification that the employee is able to return to work. The Town may require a

fitness for duty examination, functional analysis, and drug or alcohol testing if it has

reasonable cause to believe that an employee may not be physically or emotionally able

to perform essential job functions or if necessary to determine whether an employee

performing a physically demanding job continues to be fit for duty. During periods of

leave taken pursuant to this policy, the Town continues to pay the employer’s portions

of the employee’s health insurance premium. The employee is responsible for paying

the employees’ health insurance premium. The employee’s failure to pay the employee

portion of any health insurance premium may result in the loss of health insurance

benefits.

7. Fraud. A person who abuses these policies or in any way fraudulently claims to be

sick is engaged in prohibited conduct that will subject him or her to disciplinary action

up to and including termination.


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Chapter E. Other Leave

1. Bereavement Leave. Bereavement Leave will be granted for a maximum of five days

or 40 hours with pay in the event of the death in an employee’s immediate family. In

the event of non-immediate family, a maximum of one day with pay may be granted at

the discretion of the Department Head. Immediate family is defined as legal or

common law spouse, parent, daughter, son, brother, sister, mother-in-law, father-in-

law, son-in-law, daughter-in-law, grandparent, grandchild.

Bereavement Leave is available to all Full-Time Regular Employees. Part-time and seasonal employees are not eligible for Bereavement Leave. Additional days of leave with pay may be granted by the Personnel Officer only for extensive traveling, making funeral arrangements, or settling estate matters. Additional days may be granted for an immediate family member only. This leave may be taken anytime within ten (10) calendar days of the report of the death to the employee. If an employee is informed of the death while on shift, he/she may leave the shift and not begin the count of leave until the next calendar day.

2. Personal Leave. Written requests for personal leaves of absence will be received and

reviewed by the Personnel Officer. The employee’s length of service, past performance record and reason for the requested absence will be taken into account, as well as the disruption the employee’s absence will cause in his/her department. A personal leave must be approved by the Personnel Officer. Personal leaves of absence are without pay and benefits.

3. Family Medical Leave. The Town will comply with the provisions of the Family and

Medical Leave Act (“FMLA”). The Town will administer such leaves of absences in accordance with FMLA and other applicable federal and state law. The Personnel Officer shall prepare, and update as appropriate, written guidelines to implement this policy and shall provide a copy of those guidelines to each employee. The type and length of leave, and compensation to be received, if any, during the leave will also be set forth in those guidelines. The most recent guidelines are appended hereto to this Chapter E as Appendix A.

4. Disability Leave Caused by Employment Injury. Should a worker be so injured in

the course of employment with the Town as to receive disability payment, that person may be placed on unpaid disability leave once his or her paid sick leave is exhausted. If the Town replaces a worker on disability, he/she may reclaim his or her job provided that the replacement worker has not been employed for longer than six (6) months. After six months, the worker has preference for any Town position for which he or she is otherwise qualified. Any person injured to an extent he/she cannot perform the essential functions of the position must bring a physician’s release before returning to work. The Town will, if necessary, make reasonable accommodations to assist a worker who has disabilities.

a. Reporting. It is the responsibility of each employee to work safely and do all that

is possible to prevent accidents or injuries. Every worker is expected to report

unsafe conditions, think before acting, and consciously take care to avoid


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unnecessary risk. If an employee is injured in connection with employment,

regardless of the severity of the injury, the employee must immediately notify

his/her supervisor, seek necessary medical attention and complete a workers’

compensation questionnaire. The questionnaire must be forwarded to the Personnel

Officer. It is the supervisor’s responsibility to notify the Personnel Officer of the

injury. b. Release to Return to Work. Any worker who claims disability or who is otherwise

injured and declared unfit to work by a physician shall obtain a medical release to return to work before being allowed to do so. Either the worker or the Town will present, if necessary, a job description to the physician so that he/she may give informed release.

c. Designated Provider. The Town may, from time to time, designate a physician or

facility as “designated first provider,” whom/where the injured worker must first see. The worker has the right under State law to visit another physician. However, the Town and/or those administering its workman’s compensation claim, retain the right to have a physician of their choosing examine the patient.

5. Military Service Leave. Leave shall be given as required by federal and state law to

all qualified members of the armed services.

6. Jury Duty. Leave of absence shall be granted to employees who are required to serve

as a juror or witness. Full-Time Regular Employees who receive payment for

appearing in court, either as a jury member or a subpoenaed witness, should endorse

these payments to the Town who will in turn pay the employee the full amount of

his/her paycheck. An employee serving as a juror witness will be expected to work as

much of his/her regularly scheduled shift as his/her jury duty schedule permits, to the

extent that combined time on court duty and work does not exceed the number of

scheduled work hours for that day.


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APPENDIX A EMPLOYEE RIGHTS AND RESPONSIBILITIES

UNDER THE FAMILY AND MEDICAL LEAVE ACT

Basic Leave Entitlement FMLA requires covered employers to provide up to 12 weeks of unpaid, job-protected leave to eligible employees for the following

reasons:

• For incapacity due to pregnancy, prenatal medical care or child birth;

• To care for the employee’s child after birth, or placement for adoption or foster care;

• To care for the employee’s spouse, son or daughter, or parent, who has a serious health condition; or

• For a serious health condition that makes the employee unable to perform the employee’s job.

Military Family Leave Entitlements Eligible employees with a spouse, son, daughter, or parent on active duty or call to active duty status in the National Guard or Reserves

in support of a contingency operation may use their 12-week leave entitlement to address certain qualifying exigencies. Qualifying

exigencies may include attending certain military events, arranging for alternative childcare, addressing certain financial and legal

arrangements, attending certain counseling sessions, and attending post-deployment reintegration briefings.

FMLA also includes a special leave entitlement that permits eligible employees to take up to 26 weeks of leave to care for a covered

service member during a single 12-month period. A covered service member is a current member of the Armed Forces, including a

member of the National Guard or Reserves, who has a serious injury or illness incurred in the line of duty on active duty that may render

the service member medically unfit to perform his or her duties for which the service member is undergoing medical treatment,

recuperation, or therapy; or is in outpatient status; or is on the temporary disability retired list.

Benefits and Protections During FMLA leave, the employer must maintain the employee’s health coverage under any “group health plan” on the same terms as if

the employee had continued to work. Upon return from FMLA leave, most employees must be restored to their original or equivalent

positions with equivalent pay, benefits, and other employment terms.

Use of FMLA leave cannot result in the loss of any employment benefit that accrued prior to the start of an employee’s leave.

Eligibility Requirements Employees are eligible if they have worked for a covered employer for at least one year, for 1,250 hours over the previous 12 months,

and if at least 50 employees are employed by the employer within 75 miles.

Definition of Serious Health Condition A serious health condition is an illness, injury, impairment, or physical or mental condition that involves either an overnight stay in a

medical care facility, or continuing treatment by a health care provider for a condition that either prevents the employee from performing

the functions of the employee’s job, or prevents the qualified family member from participating in school or other daily activities.

Subject to certain conditions, the continuing treatment requirement may be met by a period of incapacity of more than 3 consecutive

calendar days combined with at least two visits to a health care provider or one visit and a regimen of continuing treatment, or incapacity

due to pregnancy, or incapacity due to a chronic condition. Other conditions may meet the definition of continuing treatment.

Use of Leave An employee does not need to use this leave entitlement in one block. Leave can be taken intermittently or on a reduced leave schedule

when medically necessary. Employees must make reasonable efforts to schedule leave for planned medical treatment so as not to unduly

disrupt the employer’s operations. Leave due to qualifying exigencies may also be taken on an intermittent basis.

Substitution of Paid Leave for Unpaid Leave Employees may choose or employers may require use of accrued paid leave while taking FMLA leave. In order to use paid leave for

FMLA leave, employees must comply with the employer’s normal paid leave policies.

Employee Responsibilities Employees must provide 30 days advance notice of the need to take FMLA leave when the need is foreseeable. When a 30 day notice is

not possible, the employee must provide notice as soon as practicable and generally must comply with an employer’s normal call-in

procedures.

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Employees must provide sufficient information for the employer to determine if the leave may qualify for FMLA protection and the

anticipated timing and duration of the leave. Sufficient information may include that the employee is unable to perform job functions, the

family member is unable to perform daily activities, the need for hospitalization or continuing treatment by a health care provider, or

circumstances supporting the need for military family leave. Employees also must inform the employer if the requested leave is for a

reason for which FMLA leave was previously taken or certified. Employees also may be required to provide a certification and periodic

recertification supporting the need for leave.

Employer Responsibilities Covered employers must inform employees requesting leave whether they are eligible under FMLA. If they are, the notice must specify

any additional information required as well as the employees’ rights and responsibilities. If they are not eligible, the employer must

provide a reason for the ineligibility.

Covered employers must inform employees if leave will be designated as FMLA-protected and the amount of leave counted against the

employee’s leave entitlement. If the employer determines that the leave is not FMLA-protected, the employer must notify the employee.

Unlawful Acts by Employers FMLA makes it unlawful for any employer to:

• Interfere with, restrain, or deny the exercise of any right provided under FMLA;

• Discharge or discriminate against any person for opposing any practice made unlawful by FMLA or for involvement in any proceeding

under or relating to FMLA.

Enforcement An employee may file a complaint with the U.S. Department of Labor or may bring a private lawsuit against an employer.

FMLA does not affect any Federal or State law prohibiting discrimination, or supersede any State or local law or collective bargaining

agreement which provides greater family or medical leave rights.


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Chapter F. Special Compensation and Other Allowances

1. Overtime

a. Eligibility. Employees’ jobs are governed by the Fair Labor Standards Act (FLSA)

and are either "exempt" or "nonexempt." Nonexempt employees are entitled to

overtime pay. Exempt employees are not.

b. Workweek. The biweekly pay period is defined as the two-week period

commencing at 12:00.01 a.m. Saturday and running to 12:00 midnight Friday of

the following week, running concurrently with the two-week period used to

compute payroll. The standard work week for all non-law enforcement personnel

at Brian Head Town begins on Saturday and ends Friday. Standard office personnel

hours are Monday thru Friday 8:00 am to 4:30 pm. The standard work week for all

law enforcement personnel is defined by the biweekly pay period of 80 hours. Time

sheets are due in payroll by Noon on the first day of work following the end of the

pay period. Overtime is time in excess of a 40-hour work week for nonexempt

employees, except for nonexempt law enforcement personnel. For nonexempt law

enforcement personnel, overtime is defined as those hours worked in excess of 85.5

hours during the biweekly pay period. Overtime work shall be compensated at 1.5

times normal rate. Compensation shall be monetary except as provided below.

c. Time Keeping. Brian Head operates its payroll system on a biweekly time period.

The pay period begins at 12:01 a.m. on Saturday and ends at 12:00 midnight Friday

of the following week. Employees are paid every other Thursday for the preceding

pay period. Employees not participating in a direct deposit program may pick up

their paycheck in the Finance Department between the hours of Noon and 3:00 p.m.

on the respective payday. Checks remaining in Finance after 3:00 p.m. on any

payday will be mailed to the address on the payroll check.

Any non-exempt employee who works during a biweekly pay period is required to

submit a time sheet. Employees are not permitted to save up time sheets or submit

multiple time sheets. Employees who submit time sheets later than Noon on

Monday may not be paid until the following pay period. Violation of time keeping

policies or falsification of time sheets may result in disciplinary action up to and

including termination. Should any discrepancy occur in your time sheet/card,

contact your supervisor immediately.

Timesheets must be signed by the employee and the Department Head before

forwarding to payroll for processing. Exempt employees who use time other than

normal straight time hours should submit a time sheet indicating such use.

d. Computation. Overtime will be computed as required by law.


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e. Authorization. No employee may claim overtime except that such work is

authorized by the Supervisor. Supervisors will not suffer work to be done on the

Town’s behalf without pay or compensatory time. All hourly employees without

overtime approval from their supervisor are required to conclude their day’s work

at the established quitting time.

f. Mandatory. The Town may require overtime work. Workers may be required to

make themselves available for overtime work.

g. Compensatory Time. The Federal Government has allowed local and state

governments to pay compensatory time (hereafter “comp time”) instead of overtime

monetary pay. Comp time is available provided that employees agree to the same

and the rates at which it is paid are the same at which monetary compensation would

have been paid. For instance, a worker who works more than forty (40) hours per

week will receive 1.5 hours of compensatory time for each hour of work over forty

(40). An employee not eligible for overtime pay shall be eligible for comp time

pay.

1. Use of Comp Time. Each Department who pays in comp time shall submit to

the Town Council and Personnel Officer a policy stating the maximum

accumulation their Department will allow. The policy must provide the

following:

a. Total Number of Hours accumulated:

i. Employees engaged in public safety activities or emergency response

activities that are not exempt from the Fair Labor Standards Act

overtime rules may accumulate no more than 480 hours of comp time.

ii. Employees engaged in any other activity not listed above and who are

not exempt from the Fair Labor Standards Act overtime rules may

accumulate no more than 240 hours of comp time. Additionally, once

such employees have worked 160 hours of overtime, they may

accumulate no more comp time.

b. The policy must include a provision that states that no employee may be

forced or coerced to accept comp time in lieu of payment.

c. The policy must provide that the employees be allowed to use the comp

time within a reasonable period after the employee makes a request for its

use if that will not unduly disrupt the operations of the department.

The Town Council may approve or reject any such policy at its sole discretion.

If approved, a comp time report for each employee shall be submitted to the

Treasurer every month on a form he/she shall provide. No employee shall be


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allowed to exceed the Departmental maximum. After the maximum has been

reached, overtime pay shall be compensated monetarily.

2. Standby and Pager Pay. If an employee is required to wear a pager/phone and be

available for duty and not be required to be in a fixed spot, the Town shall reimburse

such persons at the rate of $1.00 per hour for hours not physically on site per seven day

on-call period with two hour minimum pay per call out including travel time. Such

time shall not count toward overtime calculations. On-call employees may be provided

with a Town vehicle which shall be used only by the employee for on-call emergencies.

On-call employees shall strictly adhere to all Town policies and procedures and shall

not drive Town vehicles or perform on-call emergency services while under the

influence of drugs (legal or illegal) or alcohol. This on-call policy does not apply to

Patrol Officers or other exempt employees.

3. Travel Allowance. Employees may be entitled to reimbursement for business related

travel as follows:

a. All travel outside of the Town limits during Brian Head Town work hours shall be

authorized by the Personnel Officer or designee. A log of all such travel exceeding

a thirty (30) mile radius of Brian Head Town shall be kept. This log shall include

the reason for the trip, the time the employee departed, and the time the employee

returned, and vehicle used.

b. Travel for legitimate Town purposes in Town vehicles may be authorized when the

use of the vehicle does not detract from the operational needs of the Town.

Overnight use of Town vehicles for travel purposes shall be authorized by the

Department Head.

c. If travel is outside the range of service of the Town's repair shop, travel costs in

conjunction with the use Town vehicles shall be paid by the employee with receipts

being kept for reimbursements.

d. All hotel or other sleeping accommodations and airplane or other travel

accommodations shall be arranged in advance for overnight trips and paid in

advance of the trip. If such payment in advance is not possible, Brian Head shall

reimburse to the employee the cash amount of the cost of such sleeping and travel

accommodations after receiving the appropriate receipts to verify that the employee

has expended their own money for such purposes. Failure to produce a receipt in

such circumstances will necessitate the withholding of reimbursement. Receipts

for hotel accommodations shall be turned into Brian Head by the employee as a

verification of attendance, no matter what the form of payment.

e. Use of an employee's personal vehicle may be authorized when circumstances

warrant. The employee shall keep track of the mileage associated with the

approved travel and submit a request for reimbursement to the Personnel Officer

based upon this record. The mileage rate will be consistent with the established


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rate used for Internal Revenue Service travel. In lieu of reimbursement for mileage

and the assignment of Town vehicles, Brian Head employees may be authorized a

monthly travel allowance, according to regulations approved by the Personnel

Officer. The Personnel Officer shall assess the mileage rate annually, and will

adjust the rate accordingly as required.

f. All registration fees, etc. will be paid in advance by check. If this is not possible,

the employee will be reimbursed for his/her own expenditure for registration fees,

etc. after presentation of a valid receipt in conjunction with previously authorized

travel.

g. The amount of thirty eight dollars ($38.00) shall be granted as the maximum daily

per diem allowance for Town employees engaged in travel on the Town's behalf.

No per diem shall be authorized for spouses of employees or others traveling with

the employee at their own expense. Please note: the Personnel Officer, however,

may authorize the cost of a double rather than a single hotel room to accommodate

the travel of a spouse with an employee. Receipts shall not be required for per diem

advancements or compensation unless the employee requests reimbursement above

the authorized amount.

h. Travel that requires less than a full day shall be compensated by the following

specific per diem allowances subject to GSA guidelines:

1. Breakfast: Eight dollars ($8.00), when departing before 7:00 a.m.

2. Lunch: Twelve dollars ($12.00)

3. Dinner: Eighteen dollars ($18.00), when returning after 7:00 p.m.

4. These amounts may be either "advances" after submission and approval of

travel request, or reimbursed after presentation of receipts.

i. Reimbursement requests shall be submitted in accordance with the following

procedure:

1. All reimbursement requests by employees shall be submitted in writing on a

form approved by the Personnel Officer, shall be signed by the employee, and

shall be signed and approved by the employee's Department Head.

Reimbursement requests submitted by Department Heads shall be approved by

the Personnel Officer. Reimbursement requests submitted by the Personnel

Officer shall be signed and approved by the Town Treasurer.

2. All reimbursement requests by Town Council members shall be submitted in

writing on a form approved by the Personnel Officer, shall be signed by the


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Council member and signed and approved by the Town Manager.

Reimbursement requests submitted by the Mayor shall be signed and approved

by the Town Manager.

3. The Town Treasurer shall be the final audit position for all reimbursement

requests. If, due to lack of documentation or any other reason, such remains

unsolved for more than two weeks from the date of submission to the Town,

the Town Treasurer shall seek a determination from the Town's financial

auditor to resolve the applicable issues.

4. Educational Assistance.10 In recognition of the long-range contribution that

additional job-related education can make to the Town, a program of educational

assistance has been established for full-time employees who have completed probation.

The Town believes that is incumbent upon every employee to self-initiate and be

independently responsible for any continuous or periodic education required to

maintain existing job skills and knowledge and to acquire the standards of promotional

positions. Therefore, course work that qualifies for educational assistance will be

considered on a case-by-case basis in advance of the employee’s enrollment. The

determination to pay for the educational assistance will be at the sole discretion of the

Personnel Officer or his/her designee, and in the best interest of the Town.

To be eligible for educational assistance, employees must have completed probation

before classes commence. Eligible employees may be reimbursed only for courses of

study that the Town determines are directly related to the employee’s present job, that

benefit the Town or that will enhance the employee’s potential for advancement to a

position within the Town and to which the individual has a reasonable expectation of

advancing. All degree programs must be pre-approved or screened before an employee

is eligible for reimbursement. Employees will submit all degree requirements as part

of this pre-approval. All documentation of degree program requirements must be

forwarded to the Personnel Officer for approval before classes commence. Any and all

reimbursement must be directly related to specific course requirements outlined by the

degree program approved. The Educational Assistance program is in no way a

scholarship program. It is a method of reimbursement for qualified participants.

Reimbursement of educational assistance in no way creates expectation or entitlement

of promotion, advancement, or job reclassification for any employee in any position.

Requests for educational assistance must pertain to degree programs from an accredited

college or university.

Employees seeking reimbursement for educational expenses must submit a transcript

of their grades and receipts for the expenses incurred to the Personnel Officer.

Employees must submit request for reimbursement to the Personnel Officer within two

months of the completion of any course or reimbursement will not be made. The Town

will reimburse to the employee the applicable amount of the cost of tuition and

laboratory fees. Only those registration or student fees that apply to approved classes

10 Section 7.4 was amended by the Town Council on September 12, 2017 – refer to Resolution No. 465


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are eligible for reimbursement. Textbooks are reimbursed at actual cost paid. Supplies

and shipping costs do not qualify for reimbursement.

Internal Revenue Code provides for an exclusion per calendar year from an employee’s

gross income for amounts received by the employee under an educational assistance

program. The Town will reimburse an employee for educational assistance up to the

IRS maximum per calendar year.

The Town is in no way required to provide the maximum in educational assistance in

any year to any employee. The Town encourages employees to seek a professional tax

consultant in reference to IRS codes governing Educational Assistance.

Employee reimbursement for eligible educational assistance will be based upon grades

received for the course:

a. For a grade of “A” 100% of reimbursable costs.

b. For a grade of “B” 80% of reimbursable costs.

c. For a grade of “C” 60% of reimbursable costs.

In addition, 100% of reimbursable costs will be paid for passing a “pass-fail” course.

No reimbursement will be made for a grade lower than C. Reimbursement amount will

be capped at $3,000 per year.

Employees seeking reimbursement for educational expenses must agree in writing to

repay their last reimbursement if they leave the Town within one year from the date of

the last reimbursement.

Employees are expected to schedule class attendance and the completion of study

assignments outside their regular working hours or as approved by supervisor. It is

expected that educational activity will not interfere in any way with employee’s work.

Unsatisfactory job performance during enrollment may result in forfeiture of

educational reimbursement opportunities as well as employee disciplinary action up to

and including termination.

If employees receive reimbursement from any other outside source, such as the

department of veteran’s affairs, scholarship and/or grants, the total reimbursement will

not exceed 100% of employee paid costs. Educational Assistance forms and

information are available from the Personnel Officer.

5. Employee Annual Bonus Program: The Town Council may, at their sole discretion,

budget for and award annual bonuses to employees in accordance with the following:

a. Bonuses may be awarded following a Fiscal Year in which an operating surplus is

generated in the General Fund (ie: actual revenues exceed actual expenditures) in

excess of $25,000

b. The amount of bonus availability will be calculated based on available surplus as

follows:

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i. Surplus between $25,000 and $50,000 -- $250 per employee

ii. Surplus between $50,001 and $75,000 -- $500 per employee

iii. Surplus between $75,001 and $100,000 -- $750 per employee

iv. Surplus in excess of $100,000 -- $1,000 per employee

c. Bonuses will be calculated as a flat amount per employee, not as a percentage of

their base salary or wage

d. All full-time regular employees will be eligible for bonuses when surplus

requirements are available

e. Bonuses will not be tied directly to employee performance, however employees on

probation for disciplinary reasons or otherwise involved in disciplinary procedures

may have their bonus withheld at the Town Manager’s discretion

f. Bonuses will be calculated after the prior completed fiscal year’s General Fund

surplus is finalized (typically between September and December) and the Town

Council will approve a budget adjustment before bonuses are paid out

6. Longevity Bonuses: Employees in good standing who reach certain benchmarks of tenure

of service with the Town shall qualify for a one-time longevity bonus according to the

following schedule:

a. 5 years service -- $250

b. 10 years service -- $500

c. 15 years service -- $750

d. 20 years service -- $1,000

e. $1,000 at each 5 year increment beyond 20 years service

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Chapter G. Break Policy

1. Periodic Breaks. Full-Time Regular Employees may take two optional fifteen (15)

minute paid breaks during a standard work day. The Personnel Officer has discretion

in altering break times or disallowing breaks. Outside employment will not be

conducted during periodic breaks.

2. Lunch Breaks. All Full-Time Regular Employees shall receive at least a one-half hour

but no more than one hour unpaid lunch break each day. All such employees must

clock out during their lunch break. The lunch break shall be at the employee’s half-

way point in the workday or at such time as the employee’s Supervisor may direct.

Employees may not take their lunch break at the end or beginning of a shift. Employees

may remain at their work site during their lunch break but may not be required to work

during that time.

3. Timing and Use of Breaks. Breaks are for the purpose of providing the employee

with a respite from work during the middle of a work shift. Break time shall not be

used immediately after a shift begins or immediately before a shift ends for the purpose

of leaving work early or arriving to work late. Break time shall not be used immediately

prior to or immediately after the lunch break for the purpose of extending a lunch

period, and no more than one break shall be taken within a four hour period (i.e.,

employees shall receive one break in the morning and one in the afternoon).


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Title 8: Drug Testing Policy

Chapter A. General Policy and Definitions.

1. Policy. It is the policy of the Brian Head that the unlawful manufacture, distribution,

possession or use of a controlled substance or illegal drug, and/or the distribution,

dispensation, possession, or use of alcohol in the workplace is expressly prohibited.

a. In order to achieve a drug-free work place, employees and applicants shall be

required to participate in all of the following alcohol and drug testing:

1. When an applicant has been extended a conditional offer of employment but

before beginning work.

2. When there is a reasonable suspicion to believe that the employee has used

illegal drugs, has illegally used legal drugs, or has the presence of illegal drugs

in his or her system.

3. On a random basis if the employee is in a safety-sensitive position.

4. As a condition to return to duty after testing positive for controlled substances

or alcohol.

5. As part of follow-up procedures to employment related drug or alcohol

violations.

6. As part of preannounced periodic testing.

b.11 Any employee involved in an on-duty accident resulting in injury to themselves or

another person or damage to Town property, vehicles, or equipment as well as any

employee involved in an off-duty accident while operating a Town vehicle will

immediately be administered a field sobriety check by a law enforcement officer.

In the event the employee fails a field sobriety check, they will be required to submit

to a drug test.

c.12 Brian Head may deviate from the alcohol and drug testing policies and procedures

set forth herein when circumstances reasonably require it to do so.

2. Scope. This policy covers all employees of and applicants for employment at Brian

Head.

3. Definitions.

11This section was added by Town Council on March 24, 2015 – refer to Ordinance No. 15-004. 12This section was added by Town Council on March 24, 2015 – refer to Ordinance No. 15-004.


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a. The terms “alcohol” and “drugs” are defined according to Utah Code Ann. § 34-

38-2, as amended. The term “illegal drug” means any Schedule I drug as defined

under Utah Code Ann. § 58-37-4, as amended; a Schedule II, III, IV or V drug, or

a prescription medication used or consumed by the employee without a lawful

prescription. The term “illegal drug” does not include any medication which has

been lawfully prescribed for an employee by his or her physician and taken as

directed.

b. On Duty Accident. Any accident involving injury to person or property including

the loss of life, or an accident in a vehicle resulting in the issuance of a moving

traffic citation that occurs when a person is “on duty” and working for Brian Head.

c. Drug and Alcohol Test. A drug or alcohol test is defined to mean a blood, urine,

saliva, hair, breath, and/or any other scientifically recognized test to determine the

presence of alcohol or an illegal drug or the metabolite of an illegal drug using any

scientifically reliable analytical method.

d. Positive Test. The result on any drug and alcohol test showing the presence of

alcohol or any illegal drug in an employee’s system at or above the cutoff levels

defined below.

1. Illegal Drug Cutoff Levels shall be the Drug Test Cutoff Levels generally

accepted by the drug testing community or levels established by any

scientifically reliable analytical method.

2. Alcohol Cutoff Level shall be a Blood Alcohol Content (“BAC”) level of 0.04

grams/ml or more.

e. Refusal to Submit to Testing. (a) Failure or refusal to provide an adequate sample

without a valid and verified medical explanation, after the employee has received

notice that they are being tested or (b) engaging in conduct that clearly obstructs

the testing process, including, but not limited to, delaying the test to avoid the

efficacy of the testing methodology used.

f. Reasonable suspicion. An articulated belief based on recorded specific facts and

reasonable inferences drawn from those facts that an employee is in violation of

Brian Head’s drug and alcohol policy.

g. Safety Sensitive Duties. Any duties which directly affect the safety of

governmental employees, the general public, or duties involving access to

controlled substances as defined in Title 58, Chapter 37, Utah Controlled

Substances Act, during the course of performing job duties.

h. Sample. A sample means urine, blood, breath, saliva, hair, or any other substance

from which a drug and alcohol test can reliably identify the presence of alcohol

and/or drugs in a person’s body.


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Title 8: Drug Testing Policy

Chapter B. Testing Policy

1. Testing Notice.

a. Before performing any alcohol or drug test authorized by this Policy, Brian Head,

through its designated representative shall notify the employee being tested,

verbally or in writing, whether the test being administered is required by the

Omnibus Transportation Employees Testing Act of 1991, or whether it is required

by this policy.

b. Brian Head employees who, under applicable Brian Head job descriptions, are

required to hold CDLs are required under rules established by the Federal Highway

Administration to be subjected to pre-employment, reasonable suspicion, random,

post-accident, return-to-duty, and follow-up drug and alcohol testing.

1. When conducting any of the above-noted tests on CDL employees, Brian Head

shall provide the employee with the following notice:

a. The drug and/or alcohol test you are being required to take is required under

rules established by the Federal Highway Administration pursuant to the

Omnibus Transportation Employees Testing Act of 1991.

b. If you refuse to submit to the required testing you may be subject to

disciplinary action, up to and including termination.

c. Brian Head employees are also subject to pre-employment, reasonable suspicion,

random (if employment involves safety-sensitive duties), preannounced period

testing, post-accident, return-to-duty, and follow-up drug and alcohol testing under

this policy.

1. When conducting any of the above-noted tests pursuant to Brian Head

Policies for any other reason other than as required by the federal

regulations and statutes identified in section 8.B.1.b above, Brian Head shall

provide the employee with the following notice:

a. The drug and/or alcohol test you are being required to take is required

by the Personnel Policies and Procedures of Brian Head.

b. If you refuse to submit to the required testing you may be subject to

disciplinary action, up to and including termination.

2. Pre-Employment Testing. Brian Head requires a final applicant selected for a position

with the Brian Head to undergo an alcohol and drug screen test to detect the presence

of alcohol and illegal drugs in the body. Refusal to take such a test shall be grounds


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for denial of employment. An applicant who tests positive for illegal drugs or alcohol

may be denied employment with Brian Head.

a. Drug and alcohol testing shall be conducted after the selected applicant has been

extended a conditional offer of employment but before beginning work.

b. All of Brian Head’s job announcements and conditional offers of employment may

contain the following notice:

1. All applicants selected for employment with Brian Head may be required to

take a drug and alcohol test with negative results as a precondition of

employment.

2. A positive test result or failure to submit to the required testing shall result in

the withdrawal of any conditional offer of employment with Brian Head.

c. If the final applicant tests positive for drugs or alcohol as set forth above, or refuses

to submit to testing as defined by this policy, the conditional offer of employment

shall be withdrawn in writing and the applicant shall not be employed by Brian

Head.

3. Prohibited Employee Conduct.

a. Employees shall not use or be in possession of alcohol, illegal drugs, or legal drugs

obtained illegally, while on duty, on Brian Head premises or while in the Brian

Head vehicles. Brian Head premises includes buildings, parking lots, grounds and

vehicles owned by the Brian Head or personal vehicles being used for Brian Head

business.

b. Employees shall not use, be under the influence of, be in possession of, or be in

such a condition as to test positive for alcohol or illegal drugs while on duty, on

Brian Head premises or while in Brian Head vehicles. Brian Head premises

includes buildings, parking lots, grounds and vehicles owned by Brian Head or

personal vehicles being used for Brian Head business.

c. Employees violating the terms of this Policy shall be subject to questioning and

disciplinary action.

d. Any employee violating this Policy may be subject to immediate termination.

4. Reasonable Suspicion Testing.

a. When a designated Department Head or other responsible individual makes a

determination that there is reasonable suspicion to believe that an employee is using

or has used and has alcohol or illegal drugs in his or her system, is under the


71

influence of, or is in possession of alcohol or illegal drugs, the employee shall be

subject to drug/alcohol testing.

1. The Department Head or other responsible individual making the determination

that reasonable suspicion exists shall submit written documentation setting forth

the specific, contemporaneous articulable observations that resulted in the

reasonable suspicion determination. Reasonable suspicion of use of illegal

drugs or alcohol may also be based on observation of indications of the chronic

and withdrawal effects of those substances.

a. The required observations underlying reasonable suspicion testing must be

made by a Department Head or Brian Head official who has received at least

two (2) hours of training on the physical, behavioral, speech, and

performance indicators of alcohol and/or drug use.

b. Observations underlying the reasonable suspicion testing must be

documented in writing and signed by the Department Head or Brian Head

designated official within twenty four (24) hours or before the results of the

tests are announced, whatever is later.

2. Reasonable suspicion testing may not be conducted by the same Department

Head or responsible individual who makes the reasonable suspicion

determination.

3. Upon required testing due to reasonable suspicion, the employee tested shall not

engage in the operation of any Brian Head equipment or engage in any

employment related duties until the results of the tests are received and the

employee is released back to work.

5. Random Testing.

a. Employees assigned to, or performing, safety sensitive duties are subject to random

drug/alcohol tests.

b. Random tests shall be both of the following:

1. Unannounced.

2. Reasonably spread throughout the year.

c. Each employee within a testing pool must have an equal chance of being tested each

time a random test is conducted.

d. Random Testing for CDL Drivers.


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1. Employees having CDL licenses may be subjected to random alcohol testing

only while performing safety sensitive function, just before the driver is to

perform safety sensitive functions, or just after the driver has ceased performing

safety sensitive functions when those tests are conducted not pursuant to the

requirements of the separate provisions of this Policy found in Section 8.B.5.e

but only pursuant to federal regulations.

2. Drug tests may be performed at any time the driver is on duty.

3. Employees having CDL licenses are also subject to random testing pursuant to

Section 8.B.5.e. Tests conducted pursuant to that subsection are not subject to

the requirements of this subsection.

e. Random Testing for Safety Sensitive Employees not having CDL Licenses. (a)

Employees performing safety sensitive duties but not having CDL licenses and (b)

employees with CDL licenses when performing safety sensitive duties unrelated to

their CDL licensure may be subjected to random alcohol and drug tests any time

the employee is on duty.

f. Pool Testing – Consortiums.

1. Brian Head may join a consortium with testing pools large enough so that Brian

Head’s CDL drivers are always subject to random testing and the required

annual testing rate shall be met by tests conducted of all drivers within the pool.

2. If and when Brian Head chooses to join a drug/alcohol testing consortium, Brian

Head shall designate a liaison to coordinate with the testing consortium and

obtain and maintain all of the following records and information:

a. How the random selection pool was assembled.

b. The method of selection and notification of drivers.

c. The location of collection sites.

d. Methods of reporting the tests results on each employee.

e. Summary reports on the consortiums program showing that the consortium

tested at the prescribed minimum annual rates for alcohol and/or controlled

substances.

6. Post-Accident Testing.

a. Any employee involved in an On Duty Accident shall be tested as soon as practical

for alcohol and illegal drugs.


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1. An employee who is subject to post-accident testing shall remain readily

available for such testing or shall be deemed to have refused to submit to testing.

2. The results of tests conducted by Federal, State, or Local law enforcement

officers having independent authority to conduct tests to detect alcohol or

controlled substances may be used by the employer to meet post-accident

testing requirements.

b. Upon requested testing due to an accident, the employee tested shall not engage in

the operation of any Brian Head equipment or engage in any employment related

duties until the results of the tests are received and the employee is released back to

work.

7. Preannounced Periodic Testing. Brian Head may test all of its employees on a

regular, periodic basis so long as the testing is conducted pursuant to a schedule that

identifies periodic intervals for the testing and that the employees who are to be tested

on any scheduled test date are notified, at least, two weeks in advance of the date of the

test. Additionally, the testing schedule should be available for employees’ inspection

after the schedule is set.

8. Consequences of Positive Drug/Alcohol Test.

a. Except for in situations described in subsection 1 below, all drug tests conducted

pursuant to this Title 8 shall require a split urine sample of at least 45 ml of urine.

The urine shall be divided into two specimen bottles, with at least 30 ml of urine in

one bottle and at least 15 ml of urine in the other.

1. If an employee attempts to evade an alcohol or drug test and delays taking the

test past the time that a drug test on a sample of urine will be effective to identify

illegal drug or alcohol use, Brian Head may test a sample in any other approved

method identified in this policy that will effectively test for the presence of

alcohol or illegal drugs.

b. The test shall be conducted during or immediately after the regular work period of

the employee and shall be considered paid work time for the employee.

c. Brian Head shall pay all the expenses of the sample collection, testing, and

transportation for testing conducted off the worksite.

d. A test shall be conducted by an entity that is independent of Brian Head and

certified for employment drug testing by either the Substance Abuse and Mental

Health Services Administration or the College of American Pathology.

Additionally, all instructions, chain of custody forms, and collection kits used for

sample collection shall be prepared by that entity.


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1. The entity taking the samples shall ensure that (a) the collection of samples is

performed under reasonable and sanitary conditions, (b) the collection method

ensures the privacy of the person being tested, and (c) the manner is reasonably

calculated to prevent substitutions or interference with the collection or testing

of reliable samples.

2. The entity shall also ensure that (a) the samples are labeled and sealed so as to

reasonably preclude the probability of erroneous identification of test results,

(b) those being tested have a chance to provide identification of currently used

or recently used prescription or nonprescription drugs or other relevant medical

information, (c) sample collection, storage, and transportation to the place of

testing are performed in a manner that reasonably precludes the probability of

sample misidentification, contamination, or adulteration, and (d) sample testing

conforms to scientifically accepted analytical methods or procedures.

3. The entity shall verify or confirm any positive initial screening test by gas

chromatography, gas chromatography-mass spectroscopy, or other comparably

reliable analytical methods.

e. Brian Head shall ensure that the employee or prospective employee be notified as

soon as possible the results of the test and of the employee’s option to have the 15

ml urine sample tested at the equally shared expense of the employee and Brian

Head. The notice shall be given (a) by telephone at the employee’s last know

telephone number, or (b) in writing at his or her last known address of the results

of the initial test.

f. Positive Test Results.

1. Alcohol.

a. If an employee’s drug or alcohol test is positive for alcohol, the employee

shall be subject to discipline pursuant to the policies established in Title 5

of the Personnel Policies and Procedures Manual. Additionally, the

employee shall be removed from, and cannot return to a safety sensitive

function until, at a minimum, all of the following are met:

1. The employee undergoes evaluation by a substance abuse professional

and, where necessary, rehabilitation.

2. The substance abuse professional determines that the employee has

successfully complied with any required rehabilitation.

3. The employee undergoes a return-to-duty test with no positive alcohol

or illegal drug test results.


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b. In the event a test establishes a BAC level under 0.04 grams/ml but

establishes a BAC level at or between 0.01 to 0.039 grams/ml, Brian Head

shall retest an employee after fifteen minutes. If after retest, the BAC level

is at or over 0.04 grams/ml, the test shall be considered a positive test result

and the employee will be subject to the provisions of Section 8.B.8.f.1.a.

c. If after retest, the BAC level is 0.02 to .039 grams/ml, the employee shall

not be permitted to perform any safety-sensitive functions and shall suffer

no disciplinary sanctions.

d. If after retest the BAC level is at or below 0.01 to 0.019 grams/ml, the

employee shall (a) suffer no disciplinary sanction and (b) have no restriction

unless signs and indicators of impairment are evident and articulated by a

trained and certified drug and alcohol evaluation technician. If, after the

evaluation, it appears that the employee is impaired, he or she shall not be

permitted to perform any safety related function.

2. Illegal Drugs. If an employee’s drug or alcohol test is positive for illegal drugs,

the employee shall be subject to discipline pursuant to the policies established

in Title 5 of the Personnel Policies and Procedures Manual. Additionally, the

employee shall be removed from, and cannot be returned to, a safety sensitive

position until, at a minimum, all of the following are met:

a. The employee undergoes evaluation by a substance abuse professional, and,

where necessary, rehabilitation.

b. The substance abuse professional determines that the employee has

successfully complied with any required rehabilitation.

c. The employee undergoes a return-to-duty test with a verified negative test

result for illegal drugs and alcohol.

g. General.

1. If through any of these detection methods or on the employee’s initiative, an

employee tests positive or seeks rehabilitation treatment, Brian Head will pay

for an initial substance abuse evaluation. However, Brian Head reserves the

right to discipline any employee violating its drug or alcohol abuse policies up

to and including termination. If an employee’s employment is terminated prior

to the initial substance abuse evaluation, Brian Head will have no obligation to

pay for the evaluation.

2. Brian Head encourages employees to enroll in a counseling or rehabilitation

program. Any employee that Brian Head determines not to dismiss for

violations of the drug or alcohol abuse policies and who does enroll in a

counseling or rehabilitation program will be required to sign a document


76

agreeing to the following conditions in order to remain employed with full

rights and benefits:

a. Any employee for whom treatment is recommended will be responsible for

costs not covered by insurance. The employee will be required to use

accrued compensatory time, annual vacation leave, and sick leave until all

leave is expended. Brian Head will pay the employee’s benefit package

during the allotted treatment time, but not wage supplements during this

time. Each incident will be reviewed on a case-by-case basis.

9. Follow-up Testing. Employees who have violated this Policy and continue to work

for Brian Head shall be subject to follow up drug/alcohol testing for a period of not less

than one (1) year and not to exceed sixty (60) months.

a. Employees subject to follow up testing will be tested a minimum of six (6) times in

the first (1st) twelve (12) months following their return to duty.

b. Follow-up testing beyond one (1) year shall be based on a needs assessment

provided by a substance abuse professional.

10. Miscellaneous.

a. Brian Head maintains the right to conduct announced inspections of Brian Head

owned property, work stations, equipment, desks, cabinets, vehicles, etc. This

property is the property of Brian Head and individual employees should expect no

privacy with respect to the use of this property.

b. Brian Head maintains the right to utilize detection methods necessary for the

enforcement of this policy including blood, urine, or other tests, and the use of

electronic detection equipment and trained animals.

c. Failure to cooperate with these detection methods or inspections is grounds for

disciplinary action up to and including termination of employment.

d. Employees may direct any questions regarding this policy to the Personnel Officer.


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Title 9. Grievances

Chapter A. Issues Subject to Grievance Procedure

1. General Policy. Employees who perceive that they have a grievance against Brian

Head should exhaust the administrative procedure set forth in the body of this Policy

before addressing their grievance through any other forum. An employee may file a

grievance about any perceived work related injustice or oppression resulting from an

act, occurrence, omission, condition, or unfair labor practice. Issues addressable

throughout the grievance process include, but are not limited to:

a. Employee-Supervisor relationships

b. Duty assignments not affecting job classification

c. Shift and job location assignments

d. Working conditions

e. Practices affecting granting of leave

f. Any disciplinary action


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Title 9. Grievances

Chapter B. Grievance Process

1. Resolution Encouraged at the Lowest Levels. Grievances should be resolved at the

lowest administrative level possible. Employees and their Immediate Supervisors shall

attempt to resolve grievances informally by discussing the grievance issues before any

formal written grievance is filed. Each employee pursuing a formal grievance must

prepare and submit a separate written grievance/appeal to the appropriate responding

official. Written grievances shall contain, at a minimum, the following information:

a. Name of the employee

b. Date the occurrence or action underlying the grievance occurred

c. Nature of the grievance

d. Historical information related to the grievance

e. Requested resolution

f. Signature of the employee filing the grievance and date filed

2. Time for Filing Grievance. Employees will be allowed a reasonable amount of time

during work to prepare written grievances. Employee grievances must be filed within

ten (10) days of the occurrence or event giving rise to the grievance, or within ten (10)

days of when the employee acquires knowledge of the occurrence or event giving rise

to the grievance. In the event that an employee determines to move to the next

grievance level, the employee’s grievance must be filed within ten (10) days of the

response that the employee received from the preceding level of grievance. In the event

that the responding official failed to respond within the time allotted, the ten (10) days

begins to run from the date that the response was due.

3. Time for Response to Grievance. At each level of the grievance process, after a

responding official has received an employee grievance, the responding official shall

have ten (10) working days to respond in writing to the grievance.

a. Permissible Extension. If a responding official is unable to answer the grievance

within the specified time period due to extenuating circumstances, the official may

take an additional ten (10) working days to answer the grievance if they notify the

employee in writing of the exigent circumstances and that the extension is being

exercised. If the grievance remains unresolved or the decision is considered

unacceptable, the employee may grieve the decision to the responding official at

the next level of the grievance process.


79

b. Failure to Respond. Absent exigent circumstances, if the responding official fails

to respond within the allotted time, the employee may proceed to the next level of

grievance.

4. Issues Subject to Grievance. Only the issues presented in the original grievance may

be considered throughout the grievance process.

5. Chain of Grievance. A grievance shall be processed through the following chain of

responding officials, if applicable:

a. Immediate Supervisor

b. Department Head

c. Personnel Officer

d. Town Council

6. Town Council Decision is Final. The decision of the Town Council constitutes the final

grievance level. The Town Council shall issue a decision within forty-five days of the

filing of the grievance with it. If the Town Council fails to respond within forty-five

days, the grievance is deemed to be denied by the Town Council.

7. Record of Grievance. No document relating to a grievance shall be placed in the

employee’s personnel file. If any disciplinary action against an employee is rescinded

as a result of the grievance process, the Department Head shall remove the record of the

disciplinary action from the employee’s personnel file. If any disciplinary action

against an employee is modified as a result of the grievance process, the unmodified

record of the disciplinary action shall be removed from the employee’s personnel file

and the modified record of the disciplinary action shall be placed in the employee’s

personnel file.


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Title 10. Emergency Management Requirements

Chapter A. General.

The Town must be prepared for any type of emergency or disaster of any size that would

affect normal operating procedures. The Town Comprehensive Emergency Management Plan

(CEMP) requires preparedness for employees that includes planning, training, exercises,

qualification and certification.


81


Chapter B. Emergency Work Requirements.

1. Obligation to Work. In the event of a Town wide emergency, employees will be

required to report to work as soon as possible unless they are medically unable to do

so. Brian Head will collaborate with the Red Cross and make every effort to provide

services for employees’ family and pets.

2. Communication Systems for Employees. A dedicated “Emergency Hot Line”

number will be activated during emergencies. Employees can call this number and get

information about the overall status of the Town situation and about their work

assignments. Employees will also have the ability to leave a message about their

personal situation if they are unable to report for work.

3. Modified Work Assignments and Schedules. Depending on the gravity and extent

of the emergency situations, the Personnel Officer has the authority to temporarily

suspend any or all time off requests (vacation, holiday, etc.) Suspended time off will

not be lost but will postponed to a later date.

Flexibility will be important and normal work schedules may be altered to reassign

employees where their qualifications and skills will be most beneficial to the Town and

its residents.

4. Work Locations. The first place where employees should report for work is at their

normal workplace. If the normal place of work is damaged or inaccessible, employees

must report to a secondary rally point, which is Public Works or if that location is

damaged or inaccessible to a point determined by the Town Marshall. There will

always be a supervisor/manager at the rally point to collect and dispense information

and provide personal assistance. There will also be an information board for employees

to communicate with their fellow co-workers.

During an emergency event where employees do not have any means of transportation,

they are directed to call the “Emergency Hot Line” for information about possible

shuttle service. Brian Head will try to arrange shuttle service at defined times and

locations in the Parowan area to assist employees in their commute to and from work.


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Chapter C. NIMS (National Incident Management System) Training.

NIMS training requirements, as outlined in job descriptions and/or departments, must be

completed within six months from an employee’s date of hire. The Personnel Officer may extend

that deadline on a case by case basis depending on the job description.

STAFF REPORT TO THE TOWN COUNCIL SUBJECT: FY 2023 Strategic Plan Adoption

AUTHOR: Bret Howser


DATE: May 10, 2022


SUMMARY: Council will consider the attached FY 2023 Strategic Plan for adoption by resolution.

BACKGROUND: Council met at a Strategic Planning Retreat in January and reviewed the Community Vision,

Town Goals, and FY 2022 Strategies & Action Steps. Based on discussion and direction from

that retreat, staff has drafted a proposed FY 2023 Strategic Plan.

Council reviewed the upcoming year’s proposed strategies/action steps on March 8th and

March 22nd, and reviewed budget proposals in relation to these strategies in April. The

attached draft of the strategic plan incorporates all changes that resulted from those

discussions.

ANALYSIS: The FY 2023 Strategic Plan is attached. The attached plan is a collaboration of the

Administration, Public Works, and Public Safety Departments.

Staff recommends that the Council adopt the attached strategic plan.

FINANCIAL IMPLICATIONS: The FY 2023 budget is based on this strategic plan.


STAFF RECOMMENDATION: Council should review the attached Draft FY 2023 Strategic Plan and direct staff regarding

any changes they would like to see. The Council should adopt the Strategic Plan by

resolution, with any changes noted.

PROPOSED MOTION: I move to adopt resolution No. 22-518 adopting the Fiscal Year 2023 Strategic Plan for

Brian Head Town

ATTACHMENTS: A – Resolution Adopting FY 2023 Strategic Plan

Resolution No. _____

DRAFT

BRIAN HEAD TOWN

RESOLUTION No. _____

A RESOLUTION ADOPTING THE FISCAL YEAR 2023 STRATEGIC PLAN BASED ON THE BRIAN HEAD COMMUNITY VISION STATEMENT.

WHEREAS, the Town Council adopted the Community Vision with the intent to develop an overall vision of the Town’s culture, environment, and economy into a statement reflecting the Town: “Brian Head is a Rustic Mountain Village with Diverse Recreation and Complementary Commercial Opportunities Where People and Nature Co-Exist”, and;

WHEREAS, with the adoption of the Community Vision; the Town Goals, Strategies, Action Steps, and Resource Allocation were developed as a policy making and administrative tool to strengthen the continuity of the Council’s objectives, community vision and staff’s performance, and;

WHEREAS, the 2023 Fiscal Year Strategic Plan identifies the Goals, Strategies and Action Steps are hereby presented and approved by the Town Council as the guiding document for operations in the Town for fiscal year 2023, and;

NOW THEREFORE BE IT RESOLVED by the Brian Head Town Council of Brian

Head, Iron County, State of Utah, the following attachment “A” Fiscal Year 2023 Strategic Plan is hereby adopted:

DATED this ____day of May 2022.

TOWN COUNCIL VOTE:

Mayor Clayton Calloway Aye____ Nay____ Council Member Martin Tidwell Aye____ Nay____ Council Member Dennis VanNostran Aye____ Nay____ Council Member Kelly Marshall Aye____ Nay____ Council Member Larry Freeberg Aye____ Nay____

BRIAN HEAD TOWN

Clayton Calloway, Mayor ATTEST:

Nancy Leigh, Town Clerk (SEAL)

Adopted

May 10, 2022

FY 2023 STRATEGIC PLAN | i |

Contents

PURPOSE STATEMENT

Brian Head Town exists to serve the interests of its residents, homeowners, businesses and guests. As a local

government entity, the Town Council and staff strive to accomplish those things which Town stakeholders

expect of their local government in the most efficient manner possible. To accomplish this, the Town engages

in a detailed and thorough strategic planning process which is described in these pages.

This document focuses on the strategies which will be administered by the staff of Brian Head Town in

order to pursue the goals of the Town Council and effectuate the vision set forth by the community. Many

of these strategies may be ongoing or long-term in nature, but each strategy will be pursued to one degree

or another during the course of Fiscal Year 2023 (July 1, 2022 thru June 30, 2023).

Certain action steps which will be carried out in pursuit of these strategies are also detailed herein. These

action steps, along with typical day-to-day duties, make up the work plan for staff for the fiscal year. This

document stems from the Community Vision and serves as the basis for the fiscal year budget.

TABLE OF CONTENTS

Strategic Planning Process .................................................................................................................................... 1

Town Goals .................................................................................................................................................................. 3

Strategies & Action Steps

• Administration Department Strategies ................................................................................................... 4

• Public Safety Department Strategies ....................................................................................................... 14

• Public Works Department Strategies ...................................................................................................... 19

Appendix A: FY 2022 Strategic Update Report ................................................................................................. B-1

FY 2023 STRATEGIC PLAN | 1 |

Strategic Planning Process

Brian Head Town engages in strategic planning

in order to ensure that the community’s

expectations of its local government are being

met. Through strategic planning, all resources

(meaning every tax dollar spent and each man

hour worked) are tied back to a clear community

vision through goals,

strategies, and action

steps.

The elements of strategic planning

shown here are intended to establish

what it is the residents and guests of

Brian Head expect from their local

government by 1) defining a vision, 2)

fleshing out that vision in a set of

outcome-oriented goals, 3) developing

strategies to effectuate those goals, 4)

identifying the action steps staff will

take in pursuit of the strategies, and 5)

allocating resources to these actions.

In this manner, we will better ensure

that finite resources are being most

effectively applied toward achieving

what the community ultimately

expects of its local government.

COMMUNITY VISION

In August of 2013, the Town Council

directed town staff to re-establish a

community vision which would drive

a new effort in strategic planning. A

focus group of individuals

representing various facets of the

community was assembled to look at Brian Head

through the lenses of culture, economy, and

environment, and from their discussion and

brainstorming on those topics derive a single

unifying statement defining a vision of what

Brian Head is and hopes to become. The Brian

Head Town Community Vision was then

submitted to the public and Council for approval

in a series of public hearings in September and

October 2013.

The Council adopted

the Brian Head Town

Community Vision which is

summarized in the statement at the

bottom of this page. Further

information about this vision,

including more detailed

descriptions of the current and ideal

culture, environment, and economy

of the Town are included in the

Brian Head Town Community

Vision document available online at

www.brianheadtown.utah.gov or by

contacting Town Hall at 435-677-

2029.

TOWN GOALS

Following adoption of the

community vision, the Town

Council developed a set of Town

goals which flow from the vision.

These goals highlight aspects of the

vision which require special

attention from the staff. Council will

review these goals annually to

monitor the progress made on each

goal and may modify these goals in

the short term. The goals are detailed more

particularly in the following section of this

document.

Strategic Process

COMMUNITY

VISION

TOWN

GOALS

STRATEGIES

ACTION

STEPS

RESOURCE

ALLOCATION

BRIAN HEAD IS A RUSTIC MOUNTAIN VILLAGE WITH

DIVERSE RECREATION AND COMPLEMENTARY

COMMERCIAL OPPORTUNITIES WHERE PEOPLE AND

NATURE CO-EXIST


Strategic Planning Process

STRATEGIES & ACTION STEPS

This FY 2023 Strategic Plan document deals

with the strategies and action steps portion of

the strategic planning process. These elements

were developed by Town staff and have been

crafted particularly to bring about the Town

goals and community vision.

Each year, the Council and staff reviews

strategies or services currently provided by

Brian Head Town and we ask ourselves what

aspect of the community vision or Town goals

this activity serves. If a given strategy is geared

toward achieving one the goals or the vision, it

remains in the strategic plan, and in many cases

is enhanced with new action steps. If a strategy

is not determined to be effectively achieving the

vision or goals, it is modified or discarded.

Where Town goals are being addressed by few

current services or programs, strategies may be

added along with associated action steps.

The remainder of this document describes these

strategies and action steps for the upcoming

fiscal year.

RESOURCE ALLOCATION

With the vision, goals, strategies and action

steps all identified, what remains is to allocate

time and resources to these elements. This is

done each year through the budget process. The

details of resource allocation are contained in the

Town’s budget document, which has been

reformatted to align budget data with these

elements of strategic planning. The draft FY

2023 Budget Document will be completed in

April 2022 and can be found online at

www.brianheadtown.utah.gov or by contacting

Town Hall at 435-677-2029.


Town Goals

CULTURE

ECONOMY

ENVIRONMENT

Each January the Town Council meets in a Strategic Planning Retreat to set broad guiding strategic

policy for the year. During this retreat, the Council reviews the Town’s progress toward the existing

Town Goals and considers any potential modifications of the Town Goals.

The following goals were derived from the Community Vision and have been set by the Town Council

to guide policy and action for Brian Head Town during Fiscal Year 2023.

Economy

1) Enhance Visitor Experience

2) Attract more visitors especially in Summer

& Fall

3) Support local events

4) Maintain a business and development climate that is attractive to resort-complementary commercial establishments

Culture

1) Foster a stronger sense of community and

well-informed public discourse

2) Engage the community with information &

activities that build unity

3) Increase livability of Town by making area more pedestrian and bike friendly

4) Mitigate impacts of resort economy on town culture

Environment

1) Maintain emphasis on and protect the

natural environment

2) Guide growth of the built environment to

be consistent with the General Plan

3) Expand and improve the trails system

4) Develop a more polished image and first

impression of the Town


Strategies

The Administration department carries out a variety of day-to-day duties which are critical to the strategic

approach of the Town. These include . For the sake of brevity, these are not all listed under a strategy in this plan,

but man hours of money spent on them will be included in the Budget Document under the corresponding strategy.

The action steps listed below are explicitly spelled out in the plan because they are new, involve significant cost,

represent policy or administrative direction, or require a certain degree of follow-up and accountability.

Public Information & Communication

Strategy: Hold regular open meetings and solicit public engagement (PI01)

Goals Impacted: Culture #1

Action Step Lead Staff By When

Hold Council Meeting each 2nd/4th Tuesday N. Leigh Ongoing

Hold Planning Commission each 1st/3rd Tuesday B. Bennett Ongoing

Amend meeting policy to comply with changes in statute N. Leigh 07/2022

Annual Community Input Forum N. Leigh 12/2022

Conduct annual open meeting training N. Leigh 03/2023

Strategy: Communicate significant information to the public in proactive manner (PI02)

Goals Impacted: Culture #1 and #2


Send info via email list on important Council agenda items N. Leigh Ongoing

Maintain Town Facebook page B. Howser Ongoing

Monthly news/information poster (posted and emailed) C. Wallis Monthly

Brianheadtown.utah.gov website rebuild N. Leigh 06/2023

Strategy: Keep Town Hall open and staffed with knowledgeable and personable

personnel (PI03)

Goals Impacted: Culture #1; Economy #1


Have front desk and phone coverage 9-4:30 all weekdays B. Howser Ongoing

Staff generally available to answer public inquiries 8-4:30 weekdays B. Howser Ongoing

Business/events licensing and fuel pump cross training refresher N. Leigh 09/2022

Utility billing/bulk water cross training refresher A. Hunter 12/2022

Building permit cross training refresher B. Bennett 03/2023

ADMINISTRATION DEPARTMENT

STRATEGIESBEAUT


Strategies

Strategy: Maintain clear and accessible records for the public (PI04)

Goals Impacted: Culture #1


Update Brian Head history with newspaper clippings and C. Wallis Ongoing

news from Google alerts

Complete electronic archiving of physical bldg/planning records B. Bennett 10/2022

Complete electronic archiving of physical admin/public works N. Leigh 10/2022

records

Update the ordinance/resolution database C. Wallis 10/2022

Implement electronic archiving process for all departments N. Leigh 12/2022

Renew records officer certification N. Leigh 02/2023

Strategy: Plan and carry out community events geared toward building Town unity

(PI05)

Goals Impacted: Culture #1 & #2; Economy #1; Environment #1


Advertise Town Events on electronic reader board B. Howser Ongoing

Fall Town cleanup C. Wallis 09/2022

Fall community hike and barbeque B. Howser 09/2022

Spring Town cleanup C. Wallis 05/2023

Brian Head Arbor Day event B. Howser 06/2023

Town fuel mitigation event (separate from Town cleanup) D. Benson 06/2023

Volunteer trail cleanup/maintenance B. Howser 06/2023

Strategy: Celebrate Brian Head Town’s 50 years (PI06)

Goals Impacted: Culture #1 & #2


Hold coordination meetings for Town Celebration N. Leigh 06/2023

Create committees to research Brian Head’s history N. Leigh 06/2023

Archive all historical documents on history for display N. Leigh 06/2023

Identify a 50th year logo N. Leigh 06/2023

Acquire public safety badges for 50th year D. Benson 06/2023


Strategies

Community Development

Strategy: Maintain land management policies that reflect the Community Vision and

General Plan (CD01)

Goals Impacted: Environment #1 & #2; Economy #4


Complete LMC process updates and adopt reworked Ch. 4 B. Howser 07/2022

Develop and implement Planning Commission training program B. Bennett 12/2022

compliant with State statute

Develop and implement Town Planner training program B. Bennett 12/2022

Strategy: Provide clear, timely, customer-friendly planning/building reviews (CD02)

Goals Impacted: Environment #1 & #2; Economy #4


Complete design review on all permits within 14 days B. Bennett Ongoing

Include expected timeframes for simple building processes B. Bennett 07/2022

on website

Building season kickoff contractor/realtor information seminar B. Bennett 04/2023

Strategy: Conduct timely, equitable and professional building inspections (CD03)

Goals Impacted: Environment #2; Economy #4


Staff walkthroughs to ensure LMC compliance B. Bennett Ongoing

Update permit log online B. Bennett Weekly

Annual meeting with Iron County to B. Bennett 04/2023

ensure LMC enforcement in the field

Strategy: Ensure adherence to policies through consistent code enforcement (CD04)

Goals Impacted: Environment #1 & #2


Maintain & display code enforcement log A. Hunter Ongoing

Code enforcement patrols A. Hunter Weekly

Deliver code enforcement report to Commission/Council A. Hunter Monthly

Annual code enforcement refresher with Public Safety staff A. Hunter 04/2023


Strategies

Strategy: Establish workforce housing strategy (CD05)

Goals Impacted: Economy #4


Complete workforce housing plan with 5 County AOG B. Bennett 09/2022

Present workforce housing plan to business community B. Bennett 10/2022

Prepare housing action steps for inclusion in strategic plan B. Bennett 01/2023

Economic Development

EVENTS

Strategy: Support special events which draw visitors to the community (ED01)

Goals Impacted: Economy #2 & #3


Coordinate public services (to include portable restrooms and N. Leigh Ongoing

shuttle service when necessary) through permitting

Advertise all events week prior on social media B. Howser Ongoing

4th of July fireworks D. Benson 07/2022

Modify events page on visitbrianhead.org to have updated events B. Howser 10/2022

drawn from tourism bureau website

New Year’s fireworks D. Benson 12/2022

BUSINESS RETENTION & ATTRACTION

Strategy: General area marketing (ED02)



Quarterly business spotlight on social media B. Howser Quarterly

Update www.visitbrianhead.org B. Howser Monthly

Social media photo contests B. Howser Seasonally

Continue participation in winter marketing co-op B. Howser 10/2022

Apply for summer marketing co-op B. Howser 06/2023

Strategy: Build needed public infrastructure for resort commerce (ED03)

Goals Impacted: Economy #1 & #4; Environment #2


Complete long-term lease of Gurr Well property to SC Broadband B. Bennett 07/2022

Develop parking plan with the Planning Commission B. Bennett 01/2023

Work with USFS on campground plan for Bear Flat B. Howser 06/2023


Strategies

Strategy: License businesses to ensure health, safety and welfare (ED04)



Video tutorial for nightly rentals on website N. Leigh 09/2022

Separate nightly rental renewal date from other business renewals N. Leigh 09/2022

Strategy: Facilitate mobility and decrease traffic through public transit (ED05)

Goals Impacted: Economy #1 & #4; Environment #1 and #4


Increase shuttle level of service for spring breaks B. Howser Ongoing

Strategy: Provide core goods and services which are not provided by private businesses

(ED06)



Maintain retail fuel service until new gas station is built N. Leigh Ongoing

Evaluate/plan for future of Town Hall fuel tanks N. Leigh 12/2023

Prepare financial plan for early payoff of fuel tank debt B. Howser 12/2023

Strategy: Encourage resort-commercial development within Village Core (ED07)



Adopt Public Improvement District policy B. Howser 06/2023

Strategy: Operate Visitor Center (ED08)



Distribute brochures weekly C. Wallis Weekly

Create Manzanita Trail tear-off map B. Howser 07/2022

Annual guest services training C. Wallis 11/2022


Strategies

Strategy: Beautify Brian Head (ED09)



Improve/landscape edges of Chair 1 Parking Lot A. Biasi 07/2022

Develop Town Hall improvement plan (phased) B. Howser 08/2022

Refurbish/beautify Town entryway signs A. Biasi 09/2022

Guard Rail Project Partner with Trails At Navajo A. Biasi 09/2022

Ice feature at Bear Flat well A. Biasi 10/2022

Revisit Meadow Enhancement projects B. Howser 10/2022

Holiday wrap wayfinding signs & skier bridge A. Biasi 11/2022

Design and implement enhanced holiday lighting B. Howser 11/2022

Evaluate effectiveness of dumpster enclosures and set plan A. Biasi 12/2022

for expansion

Work with Cedar Breaks Lodge on vegetative screening of B. Howser 12/2022

maintenance yard

Implement Town Hall improvement plan phase 1 A. Biasi 06/2023

Strategy: Better Connect Town with Businesses (ED10)



Visit with business owners individually to discuss issues/concerns B. Howser Quarterly

Business community breakfasts B. Howser Semi-Annual

Advertise/educate businesses on Business Beautification Grant N. Leigh 12/2022

Strategy: Preserve Dark Skies (ED11)

Goals Impacted: Economy #1 & #2; Culture #4; Environment #1, #2 & #3


Replace flagpole light at Town Hall B. Howser 07/2022

Work with major businesses/condos to bring private lighting B. Howser 06/2023

into dark sky compliance

Design & implement dark sky friendly streetlight replacement B. Howser 06/2023

project

Strategy: Rebrand Brian Head Town (ED12)



Develop rebranding program based on the pinecone concept B. Howser 07/2022

Prepare rebranding implementation schedule and cost estimates B. Howser 09/2022

Seek funding for rebranding implementation projects B. Howser 06/2023


Strategies

Strategic Planning

Strategy: Foster strategic thinking and action throughout the organization (SP01)

Goals Impacted: General


Executive strategic planning reviews S. Williamson Monthly

Deliver quarterly strategic updates to Council S. Williamson Quarterly

Town Council strategic planning tour B. Howser 09/2022

Strategy: Gather data to help shape policy and strategy (SP02)



Sales tax database updates S. Williamson Monthly

Annual resident satisfaction survey B. Howser 10/2022

Send annual email to residents/owners requesting input N. Leigh 12/2022

for strategic planning retreat

Develop car count plan and annual report D. Benson 12/2022

Work with Tourism Bureau on visavue report B. Howser 01/2023

Strategy: Align resources with objectives in short and long term (SP03)



Strategic planning retreat S. Williamson 01/2023

Strategic plan update S. Williamson 03/2023

Budget adoption S. Williamson 06/2023

Strategy: Engage with the State Legislature to guard against pre-emption of local

autonomy and unfunded mandates (SP04)



Actively support Iron County Coordinating Council’s B. Howser Ongoing

legislative efforts

Contact legislative representatives regarding proposed legislation B. Howser Ongoing

that has potential ramifications for Brian Head, our Iron County neighbors,

or cities/towns in general

Actively participate in weekly Legislative Policy Committee mtgs B. Howser 03/2023

during legislative session


Strategies

Financial Management – GAIN EFFICIENCIES IN ORDER TO MAXIMIZE RESOURCES

Strategy: Receive and invest funds for greatest return at very low risk (FM01)



Implement written receipting policy S. Williamson 12/2022

Strategy: Maximize grant revenue to offset tax burden on residents and local businesses

(FM02)

Goals Impacted: Economy #3 and General


Apply for restaurant tax grant S. Williamson 10/2022

Apply for Office of Outdoor Recreation grants S. Williamson 02/2023

Complete Community Dev Block Grant (if we qualify) S. Williamson 02/2023

Apply for Recreation Trails Program funding S. Williamson 04/2023

Apply for Land & Water Conservation Fund funding (if available) S. Williamson 04/2023

Apply for Federal Lands Access Program funding (if available) S. Williamson 06/2023

Get projects from Hwy 143 Transportation Plan onto STIP/TAP B. Howser 06/2023

Strategy: Minimize the risk of losing resources to injury or lawsuit (FM03)



Safety committee meetings S. Williamson Quarterly

Administration Dept Kantola trainings B. Howser Biannually

Public Works Kantola trainings A. Biasi Biannually

Public Safety Dept Kantola training D. Benson Biannually

Annual town-wide Kantola trainings S. Williamson 12/2022

Annual safety inspection of public buildings A. Biasi 12/2022

Strategy: Maximize efficiency through sound purchasing practices (FM04)



Bid out general engineering services A. Biasi 09/2022

Review and update purchasing policies N. Leigh 12/2022

Implement written travel policy S. Williamson 12/2022


Strategies

Strategy: Prepare and share clear and accurate financial information (FM05)

Goals Impacted: Culture #1 & General


Prepare annual RDA report S. Williamson 10/2022

Carry out annual financial audit and prepare CAFR S. Williamson 12/2022

Prepare annual impact fee report S. Williamson 01/2023

Prepare budget document according to GFOA guidelines S. Williamson 04/2023

Strategy: Set fee levels that cover costs but don’t deter investment in the community

(FM06)

Goals Impacted: Economy #3


Recalculate disproportionate STR license fees B. Howser 04/2023

Update utility fee financial model and review with Council S. Williamson 04/2023

Update and adopt consolidated fee schedule S. Williamson 06/2023

Personnel Management – ENGAGE STAFF IN ORDER TO MAXIMIZE QUALITY OF SERVICE

Strategy: Encourage employee physical wellness (PM01)



Hold Healthy Utah Fair S. Williamson 03/2023

Strategy: Provide peace-of-mind through financial management and health plan

(PM02)



Renew PEHP health plan S. Williamson 12/2022

Hold URS personal retirement planning event S. Williamson 06/2023

Personal financial management training for employees S. Williamson 06/2023

Strategy: Establish a friendly and cohesive work environment (PM03)



Quarterly pot-lucks S. Williamson Ongoing

Annual holiday party S. Williamson 12/2022


Strategies

Strategy: Retain and attract staff capable of providing “Resort Town Quality” service

(PM04)



Update compensation planning benchmarked at 75th percentile S. Williamson 07/2022

of the market and implement

Adopt bonus program in Policies & Procedures B. Howser 07/2022

Strategy: Recognize and reward desired progression (PM05)



Council recognition for certifications, advancements, etc Dep’t Heads Ongoing

Instant recognition bonuses S. Williamson Ongoing

Public recognition of 5, 10, 15, 20 year service awards Dep’t Heads 12/2022

Employee Christmas cards B. Howser 12/2022

Strategy: Help employees progress toward their ideal through comprehensive goal setting

(PM06)



Individually review progress on vision, roles and goals Dept Heads Semi-annual

Group check-in on Do What Matters Most (at dept. meetings) B. Howser 12/2022


Strategies

The Public Safety Department carries out a variety of day-to-day duties which are critical to the strategic

approach of the Town. These include providing 24-hour coverage of the Town, increasing manpower/coverage

during busy weekends/holidays, responding to hazard calls as they arise, providing traffic control during events,

carrying out fire inspections as needed, and attending various trainings. For the sake of brevity, these are not all

listed under a strategy in this plan, but man hours of money spent on them will be included in the Budget Document

under the corresponding strategy. The action steps listed below are explicitly spelled out in the plan because they are

new, involve significant cost, represent policy or administrative direction, or require a certain degree of follow-up

and accountability.

General Public Safety Strategies

Strategy: Prepare for emergencies by utilizing Nat’l Incident Mgt System (ICS) and the

Town’s Emergency Operations Plan (EOP) (PS01)



Complete ICS 100 for all new Town staff and elected officials D. Benson 05/2023

Complete Brian Head EOP D. Benson 06/2023

Strategy: Promote emotional and physical health and wellness necessary to meet the

demands of a public safety officer (PS02)



Participate in organized run with all Public Safety staff D. Guymon 10/2022

Mandatory annual mental health evaluation D. Benson 01/2023

Annual pack test D. Benson 06/2023

Create Employee Assistance Program consistent with state statute S. Williamson 06/2023

PUBLIC SAFETY DEPARTMENT STRATEGIES


Strategies

Strategy: Improve community image and visibility (PS03)

Goals Impacted: Culture #1 & #2


Weekly posts on Brian Head Public Safety Facebook page S. Wincentsen Weekly

Annual Public Safety open house during 4th of July S. Wincentsen 07/2022

Fireman pancake breakfast D. Benson 07/2022

Fire extinguisher demonstration (July 4th) D. Abbott 07/2022

Labor Day parade D. Benson 09/2022

Interfaith “9-11” gathering D. Benson 09/2022

Annual fire department Thanksgiving dinner J. Burton 11/2022

“Hero Day” at Brian Head Resort D. Benson 03/2023

Strategy: Respond to public safety emergencies as they arise (PS04)



Calendarize and conduct marshal truck and equipment inspections D. Guymon Quarterly

Strategy: Proactively provide emergency medical treatment for residents and visitors

(PS05)



Assist fire personnel in advancing medical training J. Burton Ongoing

Provide quarterly community CPR, AED, first aid course D. Abbott Quarterly

Acquire new 12 Lead ECG J. Burton 01/2023

Coordinate and host a certified Wilderness Medicine Course J. Burton 01/2023

Certify all Marshals as EMT’s (New Recruit) J. Burton 06/2023

Identify future dedicated helipads D. Benson 06/2023

Marshal’s Office Strategies

Strategy: Provide a proactive and highly visible police presence throughout the Town

during all hours of the day and night (MA01)



Patrol every road in the community once per shift D. Guymon Ongoing

Perform nightly security checks on our 24-hour businesses D. Benson Ongoing

Perform physical and visual checks of business properties that D. Benson Ongoing

are closed for operation during evening and night hours

Conduct focused traffic enforcement shifts along SR-143 C. Mathews Quarterly


Strategies

Strategy: Train Deputies and give tools necessary to maintain a true public safety

response (MA02)



Dive team trainings J. Morgan Quarterly

40 hours per year of EMS training per marshal J. Burton Annually

36 hours of fire training per year per marshal D. Benson Annually

40 hours of Law Enforcement training per year per marshal D. Guymon Annually

2 Dive team operations (dives) per year J. Morgan Annually

Annual Ice Rescue training refresher B. Benson Annually

30 hours of crisis intervention (mental health) training D. Guymon Annually

Acquire pistol reflex (Red Dot) sights J. Bettridge 10/2022

Acquire less lethal (40 mm) rounds to replace expired rounds J. Bettridge 10/2022

Acquire canisters for helicopter landings and tactical concealment J. Bettridge 10/2022

Update “Body Camera” system S. Wincentsen 10/2022

Strategy: Provide heightened police coverage during peak times (MA03)

Goals Impacted: Economy #2 & #3 and General


Utilize electronic message board for events C. Mathews Ongoing

Deploy speed trailer on Hwy 143 during holiday/event weekends C. Mathews Ongoing

Deploy car counter during heightened traffic events and times C. Mathews Ongoing

Strategy: Keep Brian Head a multi-recreational community through OHV education

and enforcement (MA04)

Goals Impacted: Economy #1 & #3 and General


Strictly enforce OHV issues D. Benson Ongoing

Dedicated OHV enforcement shifts on weekends J. Morgan Ongoing

Maintain electronic speed signs at key points D. Benson 07/2022

Team up with UDOT to install electronic speed sign on SR 143 D. Benson 07/2022

Evaluate the need for an annual OHV youth education course N. Leigh 07/2022

Use message board to reinforce zero-tolerance policy C. Mathews 11/2022

Bi-weekly social media posts on OHV education S. Wincentsen 11/2022


Strategies

Fire Department Strategies

Strategy: Ensure that trained fire personnel and appropriate equipment are available to

fight fire in Brian Head (FD01)



Acquire 8 twin filtration adapters (pending COVID funding) D. Abbott 12/2022

Acquire 1 gas clip monitors D. Benson 12/2022

Strategy: Retain and recruit wildland fire division personnel that can respond to fires

outside of our community (FD02)



Recruit another Engine Boss D. Benson Ongoing

Hire seasonal fire crew to do fuels mitigation and contract wildfire D. Benson 07/2022

Strategy: Train all fire department personnel in the strategies and tactics used for

structural and wildland fires as well as rescue operations (FD03)



Create a training schedule for regular meetings that refresh fire D. Benson 01/2023

department members on current tactics

Host a Structural FFI and FFII course D. Benson 06/2023

Strategy: Keep our commercial properties safe from fire hazards (FD04)



Process all recurring inspections every two years N. Leigh Ongoing

Monitor snow removal from around private hydrants and require D. Abbott Ongoing

property management/homeowners to remedy problems

Re –evaluate 3 “Fire Pre-plans” quarterly on commercial D. Abbott Quarterly

properties and make appropriate adjustments to pre-plan

Provide fire extinguisher training for businesses J. Bettridge 12/2022

Conduct annual fire inspections and hold accountable for D. Benson 06/2023

remedying hazards found


Strategies

Strategy: Work to improve Brian Head Insurance Service Office (ISO) rating (FD05)



Maintain fire apparatus and record a maintenance log D. Benson Monthly

Maintain NFIRS/UFIRS compliance S. Wincentsen Ongoing

Annually inspect/flow test all hydrants and record results in GIS A. Biasi 06/2023

Strategy: Expand fuels reduction projects in and around Brian Head (FD06)



Track private fuel mitigation projects S. Wincentsen Ongoing

Archery Range fuel reduction project (Phase II) Wildland Crew 09/2022

Town chipping project Wildland Crew 09/2022

Educate public on proper fuels mitigation/chipping pile prep S. Wincentsen 09/2022

Assist with community burn projects Wildland Crew 09/2022

Burn slash piles on Manzanita Trail Wildland Crew 11/2022

Fall hazard trees on Hwy 143 Wildland Crew 11/2022

Assist in re-establishing a Wildland Community Preparedness D. Benson 06/2023

Committee to communicate with raw landowners regarding

fire mitigation

Strategy: Work with Special Assessment Areas to improve fire protection through

expanded infrastructure (FD07)



Revise SAA policy (add coverage req, timeline, fee, backstopping) S. Williamson 08/2022

Guide potential sponsors through petition process N. Leigh As Needed

Provide notice, hold hearings, create resolutions and ordinances N. Leigh As Needed

to establish SAA’s

Secure financing/bonds for approved SAA projects S. Williamson As Needed


Strategies

The Public Works Department carries out a variety of day-to-day duties which are critical to the strategic

approach of the Town. These include certain maintenance functions, snow removal, and training. For the sake of

brevity, these are not all listed under a strategy in this plan, but man hours of money spent on them will be included

in the Budget Document under the corresponding strategy. The action steps listed below are explicitly spelled out in

the plan because they are new, involve significant cost, represent policy or administrative direction, or require a

certain degree of follow-up and accountability.

Streets Strategies

Strategy: Maintain and improve gravel roads (ST01)



Mag Chloride treatment on Aspen, Mountain View, Forest, T. Gurr 06/2022

Fox Run. Falcon, OHV Trail, Hidden Lake, Upper Hunter (Budget for 2 treatments)

Road blading on all dirt roads T. Gurr 07/2022

Steam Engine Phase 1C improvements R. Rose 08/2022

Fix damaged areas of millings R. Rose 08/2022

Milled asphalt on Upper Hunter Ridge (scheduled) T. Gurr 09/2022

Bring to Standard (scheduled) Irish Trail, Old Mill T. Gurr 09/2022

Improve Drainage on Park U Pine and Rue Jolly K. Hatch 09/2022

Improve Drainage on Deer Trail Where Water drains from T. Gurr 09/2022

Steam Engine

Replace millings on Forest Drive T. Gurr 09/2022

Strategy: Maintain paved roads (ST02)



Broom rental and sweep paved streets twice a year R. Rose 07/2022

Oversee paving of Shady Dell T. Gurr 08/2022

Beautify Corner of Steam Engine and Alpine Court K. Hatch 08/2022

Improve Drainage on Steam Engine starting from Alpine Court K. Hatch 08/2022

and ending at open ditch

PUBLIC WORKS DEPARTMENT STRATEGIES


Strategies

Strategy: Implement Streets Master Plan (ST03)



Complete 2022 streets project T. Gurr 09/2022

(Bristlecone/Zion View/Village Way, Chip Seal and Flush Coat)

Cement cross gutter at PS upper parking lot T. Gurr 09/2022

Crack Seal Woodbridge Subdivision R. Rose 09/2022

Strategy: Train staff to provide highest quality maintenance in safest manner possible

(ST04)



Train Code Enforcement Officer in Pub Works Admin A. Biasi 07/2022

Attend UDOT Annual Conference A. Biasi 04/2023

Streets, materials, and operator training A. Hunter 05/2023

Strategy: Snow Removal (ST05)

Goals Impacted: Economy #3 & General


Clear each road within 4 hours and after 4” of accumulation T. Gurr Ongoing

Fill out storm plan before each storm and share with Public Safety A. Biasi Ongoing

Purchase Snow Cat (pending surplus allotment) A. Biasi 08/2022

Prepare snow removal equipment for season K. Hatch 09/2022

Materials acquisition (salt/cinders) A. Hunter 10/2022

Repair and purchase tire chains C. Leigh 10/2022

Maintenance and repair of blowers (in-house) C. Leigh 10/2022

Strategy: Street Lights & Signs (ST06)

Goals Impacted: Economy #1 & #3, Environment #4


Identify and replace/repair damaged signs K. Hatch 07/2022

Complete Street Light replacement project B. Howser 06/2023


Strategies

Strategy: Improve multi-modal transportation options (ST07)

Goals Impacted: Economy #1; Culture #1 & #3, Environment #2, #3 & #4


Replace/add solar lighting along Town Trail R. Rose 07/2022

Re-Paint crosswalks on paved trail A. Biasi 07/2022

Install benches along Town Trail A. Biasi 08/2022

Project walk thru for bidders for Town Trail Phase 3 A. Biasi 08/2022

Add solar lighting at intervals on Town Trail R. Rose 10/2022

Secure Funding for Town Trail Phase 3 B. Howser 12/2022

Bid out Town Trail Phase 3 A. Biasi 03/2023

Parks & Recreation Strategies

Strategy: Maintain recreation infrastructure at high quality (PK01)

Goals Impacted: Culture #2, Economy #1 & #3


Clean and maintain park and Chair 1 restrooms Seasonal Crew Ongoing

Post summer/winter safety signs at park T. Gurr Ongoing

Overseed and fertilizer around pond K. Hatch 07/2022

Train seasonal worker on parks maintenance schedule A. Biasi 07/2022

Repaint basketball/pickleball court lines J. Wallis 07/2022

Inspect/repair playground equipment J. Wallis 07/2022

Inspect/repair picnic pads/tables/BBQ racks K. Hatch 07/2022

Inspect/repair/above ground irrigation on south/west of pond K. Hatch 07/2022

Re-sod areas of pond grass pods as needed K. Hatch 07/2022

Install signage for snowmobile trail – cars keep off trail R. Rose 10/2022

Strategy: Implement phased improvements of Bristlecone Park & Pond (PK02)

Goals Impacted: Environment #4; Economy #1 & #2

Contract to plant additional trees at pond (tree committee) C. Leigh 07/2022

Remove existing playground equipment T. Gurr 07/2022

Prep site for art installation T. Gurr 08/2022

Prep site for playground relocation (pending funding) T. Gurr 09/2022

Complete grass/paved trail plaza T. Gurr 09/2022

Oversee contracted installation of playground T. Gurr 10/2022

Design pond oxygenation plan A. Biasi 10/2022

Rebuild volleyball court (drainage improvements/border/etc.) T. Gurr 10/2022


Strategies

Strategy: Enhance trails system consistent with Trails Master Plan (PK03)

Goals Impacted: Environment #3; Economy #1 & #3


1st Application of Mag Chloride on OHV Trail A. Biasi 06/2022

Open backcountry trails for the season Seasonal Crew 07/2022

Annual maintenance/repairs on ATV Trail (clear back brush) K. Hatch 07/2022

Complete Manzanita-Town Trail connector steps A. Biasi 07/2022

Maintain drainage on Paved Trails (shoulder/crack seal work) Park Seasonal 07/2022

Cut back vegetation as needed on Paved Trails Park Seasonal 07/2022

2nd Application of Mag Chloride on OHV Trail A. Biasi 08/2022

Complete Manzanita scenic overlook T. Gurr 08/2022

Complete Manzanita restroom/trailhead improvements T. Gurr 08/2022

Oversee contracted completion of Manzanita Lower Loop B. Howser 08/2022

Install water main for restroom K. Hatch 08/2022

Realign OHV Trail to cross Hwy 143 at Public Works Shop K. Hatch 09/2022

GIS for trail features inventory phase 1 and 2 K. Hatch 09/2022

Create plan with developer for restoration of Alpine Creek Loop B. Howser 12/2022

Asset Management Strategies

Strategy: Administer Depreciable Asset Replacement Program (AM01)



Replace computers/electronics according to schedule B. Howser Ongoing

Look for used snow cat A. Biasi Ongoing

Look for used forklift A. Biasi Ongoing

Revisit grader replacement plan A. Biasi 07/2022

Order grader replacement (pending results of reworked plan) A. Biasi 07/2022

Purchase street broom that mounts to loader or backhoe A. Biasi 07/2022

Update Scada Computer/Software A. Biasi 07/2022

Create Scada Program Management Plan A. Biasi 07/2022

Purchase New Trash Truck and sell old A. Biasi 08/2022

Replace 14’ plow A. Biasi 09/2022

Replace 2017 Chevy Duramax A. Biasi 10/2022

Replace 2020 Chevy Service vehicle A. Biasi 10/2022

Replace one Deputy Marshal vehicle D. Benson 10/2022

Replace SCBA Compressor (pending grant funding) D. Benson 06/2023


Strategies

Strategy: Maintain Public Facilities (AM02)

Goals Impacted: Culture #1, Environment #4


Fix problems from quarterly inspections C. Leigh Ongoing

Furnish expansion at Public Safety Building D. Benson 07/2022

Concept design for Public Works Facility expansion A. Biasi 07/2022

Add heating to Public Works shop K. Hatch 09/2022

Apply for revised SUP for PW Expansion A. Biasi 12/2022

Design/cost estimates for PW Facility remodel A. Biasi 01/2023

Attend tax sale to look for land for Town facilities B. Howser 05/2023

Clean carpets annually at Town Hall & Public Safety annually C. Wallis 06/2023

Strategy: Refine GIS Program (AM03)



Ongoing training for GIS Aldo A. Biasi Ongoing

Ongoing training for Public Works staff on GIS data collection A. Biasi 07/2022

Water System – PROVIDE SAFE, AFFORDABLE WATER VIA A RELIABLE STORAGE AND

DISTRIBUTION SYSTEM

Strategy: Meet State DEQ water quality standards (WA01)



Division of Drinking Water trainings (as available) A. Hunter Ongoing

Monthly/Annual testing per DEQ schedule C. Leigh Monthly

Maintain chlorination equipment C. Leigh 07/2022

Develop List of required Tests/Reports and when they are due A. Hunter 01/2023

Rural Water training A. Hunter 03/2023

Strategy: Ensure sufficient water supply (WA02)



Distribute water conservation flyer to condos A. Hunter Monthly

Inclinometer Readings Fall/Spring A. Biasi Semiannually

Town Hall Well rehab A. Biasi 07/2022

Investigate Bear Flat Well A. Biasi 07/2022

Fill Snow Making Pond A. Biasi 08/2022

Develop community water conservation plan/strategies B. Bennett 06/2023


Strategies

Strategy: Maintain & Improve Water Storage & Distribution System (WA03)



Repair system leaks/breaks/etc K. Hatch Ongoing

Continue to Audit/Maintain existing water meters and A. Hunter Ongoing

replace defective meters

Repair/Replace the Meter at Half Million Gallon Tank C. Leigh 07/2022

Identify all properties that need shut off valves at property lines C. Leigh 08/2022

Install Shut off on Property Line at Saw Mill Condos R. Rose 08/2022

Install Water main on Look Out Circle (pending access easement) K. Hatch 08/2022

Install new automatic valve at Crystal Mountain Well C. Leigh 08/2022

Install hydrants or flush points for no dead-end lines R. Rose 09/2022

Fire hydrant repair/replace (Rue Jolly) T. Gurr 09/2022

PRV maintenance C. Leigh 09/2022

Dive and clean next tank on list (Mammoth) T. Gurr 09/2022

Exercise all valves for maintenance C. Leigh 09/2022

Install Power Hook Up at Half Million Gallon Tank C. Leigh 09/2022

Oversee Generator Install at Million Gallon Pump Station C. Leigh 09/2022

Engineer Snowshoe/Toboggan waterline (pending funding) A. Biasi 09/2022

Oversee/Inspection of the mainline extension projects (non-SAA) A. Biasi 10/2022

Oversee / Inspection of the mainline extension projects (SAA) A. Biasi 10/2022

Bid out Snowshoe/Toboggan waterline (pending funding) A. Biasi 03/2023

Sewer System Strategies – SAFELY AND AFFORDABLY DISPOSE OF SANITARY SEWER INTO

AN APPROVED TREATMENT FACILITY

Strategy: Maintain & Improve Wastewater Collection System to DEQ Standards

(SE01)



Repair system leak T. Gurr Ongoing

Send Out Information on Infiltration to Condos/Residents A. Hunter 07/2022

for improvement Leaks of possible illegal sump pump connections to the sewer

Acquire a sewer camera A. Biasi 08/2022

Camera/Clean 20% of system T. Gurr 09/2022

Locate and mark manholes in dirt (GPS) A.Biasi 09/2022

Hunt down and destroy infiltration R. Rose 09/2022

Make inventory of manholes needing steps/Install what we can R. Rose 09/2022

Develop bid documents and bid Canyon Line Project A. Biasi 03/2023


Strategies

Strategy: Treat wastewater consistent with DEQ standards (SE02)



Meet quarterly with Parowan to review flows and costs B. Howser Quarterly

Work with Parowan and Aspen Meadows to expand treatment B. Howser Ongoing

capacity

Work with Dept of Health to develop septic density study A. Biasi 06/2023

Solid Waste Strategies

Strategy: Collect solid waste regularly consistent with State regulations (SW01)

Goals Impacted: Environment #1 & #4, and Economy #3


Trash collection Monday and Friday (Summer) T. Gurr Ongoing

Trash collection Mon, Wed, Fri, Sat, Sun (Winter) T. Gurr Ongoing

Enhanced collection service during peak times T. Gurr Ongoing

Repaint run-down dumpsters J. Wallis Ongoing

Purchase new lids/containers as necessary A. Hunter Ongoing

Implement community cleanup dumpster twice year A. Biasi 09/2022

Improve approaches to dumpster locations J. Wallis 09/2022

Appendices

APPENDIX A

| A-1 |

Final FY 2022 Quarterly Strategic Update Report will be inserted upon completion

APPENDIX A

| A-2 |

Date post:	22-Mar-2023
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