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HomeMy WebLinkAboutagenda.council.worksession.20150202 CITY COUNCIL WORK SESSION February 02, 2015 5:00 PM, City Council Chambers MEETING AGENDA I. Health & Human Services discussion II. Galena Plaza Update III. Kids First Nurse Consultant Position Discussion Page 1 MEMORANDUM TO: Mayor and City Council FROM: Barry Crook, Assistant City Manager THROUGH: Steve Barwick, City Manager DATE OF MEMO: January 30, 2015 MEETING DATE: February 2, 2015 RE: Council Goal: Review of HHS funding REQUEST OF COUNCIL: Staff seeks to hear from City Council on their thoughts relative to the Council goal to review HHS funding. Today’s meeting is intended to elicit a conversation amongst council as to the values you want to express with your funding decisions. The purpose of this memo is to ask a series of questions that will evoke conversation from the Council about the use of and the amount of city funding for HHS purposes: 1. Who do you want to serve? a. focus on an issue/issue area? b. focus on a geographic area? c. focus on a population segment? d. a mix of the above? 2. In selecting whom to serve, what factors are most important to you? (fill a gap in funding/services; supplement existing funding across the board; focus on the biggest existing problem area; address/mitigate emerging issues; support direct services; supporting research/planning for the future, etc.) 3. What outcomes are you trying to achieve in that focused area/those focused areas? 4. Or do you want to more broadly participate in funding efforts as you currently do? 5. What additional information do you need to make your decisions? PREVIOUS COUNCIL ACTION: Council adopted as one of their 2013-14 Top Ten Goals review of HHS funding. On December 2nd at a joint meeting with the BOCC, you heard from provider groups about trends and needs. BACKGROUND: One of Council’s Top Ten Goals for 2014-15 was to: “Complete a review of HHS funding that identifies the purpose of the city’s involvement in funding of HHS services, how we will participate in that funding effort, and the amount and source of the city contribution.” At the joint worksession in December, providers identified six trend areas that concerned them: 1. Access to general health care services 2. Affordable housing in a reasonable distance from jobs P1 I. Page 2 3. Mental health services – regarding the increasing volume and complexity of care, bilingual providers and adequate case management 4. Substance abuse – particularly in the 10 – 18 age range 5. Affordable, appropriate and accessible child care 6. Senior services and our aging population. While we had hoped for more data from the provider group, the conversation was more about continued needs, not outcomes desired and achieved. This might be an area you would focus on as you determine the answers to what outcomes you are hoping to achieve and how successful your contributions to providers is relative to those desired outcomes. The work of the Aspen Community Foundation in their Cradle to Career collective impact efforts might provide you with a model for how you want to shape the use of your grants. Is there anything from the economic sustainability themes you want to bring in here, in terms of outcomes that the focus groups identified, which are captured in our Local Community Viability outcome and measures? DISCUSSION: Staff is here to record your conversations about the values you have preference for in your determination about how you want to allocate funding – both current funding and any additional funding.  What role do you want to play?  What gap do you want to fill or area do you want to strengthen?  Who do you want to serve?  Do you want to focus your efforts/funding or continue to allocate funds to a broad area of concerns?  How much additional funds are you interested in devoting to this area?  What additional information do you want in order to facilitate your decision- making? FINANCIAL/BUDGET IMPACTS: You have previously indicated an interest in increasing your contributions to the health and human service funding in the community. This increase has been discussed as coming from a reallocation of existing Wheeler Real Estate Transfer Taxes and you have a separate Council Top Ten Goal to review that funding stream to determine if you might reallocate some of that for other worthwhile community purposes. Absent additional sources of funding, the General Fund would bear the responsibility for providing additional funding and those needs would need to be weighed against other competing demands for General Fund uses. CITY MANAGER COMMENTS: P2 I. Page 1 of 6 MEMORANDUM TO: Mayor and City Council FROM: Jack Wheeler, Capital Asset Project Manager THRU: Scott Miller, Public Works Director DATE OF MEMO: January 29, 2015 MEETING DATE: February 02, 2015 RE: Galena Plaza Improvement Project – Construction Options REQUEST OF COUNCIL: City Council final approval for construction of Galena Plaza Option 3 and confirmation that construction should commence early in 2015. PREVIOUS COUNCIL ACTION: The last Council action on Galena Plaza was on November 19, 2013 confirming Detailed Design should progress to Implementation (Construction) Documents. Subsequent to this work session, the Plaza design removed the parking spaces (primarily law enforcement parking) off the garage roof. BACKGROUND: The deteriorating waterproofing on the garage is an issue first identified in 1998, at which time staff hired Walker Parking Consultants to investigate. The recommended repairs were then addressed on an as needed basis. Walker Parking Consultants was engaged again in 2004 to evaluate the worsening condition of the garage and at that time it was recommended to replace the waterproofing. The City started a comprehensive design project to address the issues long term. The City has been working on this problem since then and achieved Council consent on the final design of the plaza in 2013, with detail design adjustments throughout 2014, and contractor selection in early 2015. It is now time to pick an option for construction that will repair our community asset long term. Restating the project priorities from a September 18, 2012 work session, the project priorities are:  Fix the water proofing on the garage to protect our asset;  More/better utilization of the space;  Create a strong connectivity between Rio Grande Park and the Aspen downtown core;  Simplify and provide flexibility--Open Park Plan;  Enhance pedestrian experience;  Encourage humble and organic creation; “less is more”; November 19, 2013: Staff presented the 100% Detail Design for review and consideration by council. Subsequent to this, discussions between John Laatsch of Capital Asset, Mayor Skadron and Councilmember Ann Mullin, we revised this plan slightly and removed police parking off the Plaza lid, thereby remaining consistent with the Special Planned Area (SPA) designation for the site. P3 II. Page 2 of 6 November 17, 2014: Although a separate project, the City of Aspen Building Replacement Project (ABRP) was presented to Council for an update and to discuss public outreach and the resulting preferred options. Council directed staff to draft and release the architect/engineer and project management Request for Proposals (RFP) to design and manage the project. In this work- session, staff discussed that one of the more favored options added a building along the northern edge of Galena Plaza between the plaza and Rio Grande Place. More design and outreach work is anticipated in March 2015 to provide Council with further updates in March and April. If this is the chosen option, it will impact this project. November and December 2014: Staff publicly bid the Galena Plaza project (#2014-133) per CoA procurement code and three comprehensive bids were received for the project. After a question and answer period, interview phase and then Best and Final Offer (BAFO), staff confirmed the preferred bidder as PCL Construction Inc. based on its highest overall score of GMP price and non-priced attributes. PCL were issued notice of preferred bidder in December 2014 and since then staff has been working with PCL and the design team to refine scope to ensure that CoA:  Does not incur potential abortive costs of new work on the Galena Plaza lid (i.e. mitigating future cost risk);  Has a streamlined, value engineered design that is durable, functional and warrantable and;  Has a design consistent with the masterplan the City desires. ENVIRONMENTAL IMPACTS: The Galena Plaza project has significant infrastructure improvements slated for the roof of the Garage, Galena St. and the Library Alley for onsite stormwater control, treatment, and detention as an overall improvement to the project area. This project is not just “Galena Plaza” but given involvement of all City and other agencies includes significant upgrades and replacement of the sanitary sewer line by Aspen Sanitation, storm water system, upgraded water mains, upgraded electrical transformers to city/county and adjacent properties and improved ADA pedestrian access ways. DISCUSSION: As previously stated in presentations and potentially forgotten – the existing Galena Parking garage waterproofing has failed, water leaks are damaging the structure, and building/utilities repairs were recommended years ago. Ongoing “short term” fixes are costly and problematic, with none actually solving the problem. We are now suggesting a long-term solution. The Pitkin County Library has an easement on 44’ to 60’ of the west side of the Plaza lid. The Pitkin County Library addition project is commencing in February 2015.Staff has been actively involved with the library’s team to enable continuity of waterproofing, structural repairs, timing, access, electrical complexities, and a myriad of other details. Any more delay will incur more lost/temporary costs to CoA. The water proofing system is an integrated sloped system that requires installation of the entire garage area to perform. The library moving forward, while bringing value to the City of Aspen, also leaves us without the option of deferring the project entirely. In addition to the Galena Plaza project priorities agreed to in 2012, staff recommends the following two additional priorities added to those above.  Integrate closely with the Pitkin County Library addition project. P4 II. Page 3 of 6  Ensure the Galena Plaza masterplan, as it relates to the City Building Replacement Project, does not offer the City risk of extensive rework or cost to fulfil the goals of this project. We have outlined the following options with exhibits and general contractor pricing so an informed decision could be made. Each option reduces the work on the north half of the plaza, so that after new garage waterproofing is installed, only soil and sod on the north side of the plaza is installed and any further enhancements will only be added after decisions are made about the Aspen Building Replacement Project. Option 1: $6,268,279 now – $2,930,438 later - Excludes all work to Galena St. and the alley - while this is a way to fix the garage roof leaks it is not preferred for these reasons below.  This will extend the disruption and impacts to the neighboring properties for a much longer duration. There is also the likelihood some parts of the alley will be dig up twice or more adding rework costs and inefficiencies.  The storm system is integral to the operations of the surface water management in the area as a whole and the waterproofing system on the garage.  The overall performance of the storm, street, and utility system including the rework of the roundabout and bus stop becomes very difficult in this scenario. This is very short sighted and would be indicative of extensive future costs to tie into the masterplan. P5 II. Page 4 of 6 Option 2: $7,248,054 now - $1,950,663 later - Excludes all work to Galena Street. This option delivers a completed alley and surface of the plaza.  We lose the strong connectivity between Rio Grande Park and the Aspen downtown core until some point in the future.  We lose the some of the key surface water mitigation devices from the masterplan.  The surface water drainage plan would have to be modified to accommodate the different elevations between Galena and the alley.  Configuration of the through traffic would add costs to the present scope and the next phase in temporary infrastructure. P6 II. Page 5 of 6 Option 3: $7,676,157 now - $1,522,560 later - Waterproofs the entire plaza deck, renovates the stair and elevator structure, carries out all utility, stormwater and paver work in Galena St and library alley, but has a more simplified scope along the northern half of the Plaza to mitigate the risk of spending money on an area that does not integrate with a potential future building along the north edge of Galena. Staff feels that Option 3 ties in with the overall masterplan best and still meets the project goals below.  More/better utilization of the space;  Creates a strong connectivity between Rio Grande Park and the Aspen downtown core;  Simplify and provide flexibility-Open Park Plan;  Enhance pedestrian experience;  Encourages a humble and organic in its creation - “Less is More”;  Integrate closely with the Pitkin County Library addition project;  Ensure the Galena Plaza masterplan, as it relates to the Aspen Building Replacement Project does not offer the City risk of extensive rework or cost to fulfil the goals of this project. The overall project can be tied in and finished to meet the criteria of the masterplan on the north edge in a simple manner as we develop a plan for the north that is more holistic with the City’s overall vision for the Aspen Building Replacement Project. P7 II. Page 6 of 6 RECOMMENDED ACTION: Staff recommend that Option 3 be given final approval for construction by Council. The PCL Inc. construction contract would be submitted for approval on upcoming Consent Agenda. ALTERNATIVES: Option 1: Cost $6,268,279 now – 2,930,438 later Option 2: Cost $7,248,054 now - $1,950,663 later FINANCIAL/BUDGET IMPACTS: Staff was aware of high construction escalation in 2014 bids. We have been in ongoing contact with the finance department discussing the budget and a likely spring supplement. In general 2014 saw considerable construction escalation in the USA, Colorado, Denver and Roaring Fork Valley. The valley is more susceptible to a higher uptick for a project of this size given the project is larger than a lot of what local small contractors and subcontractors can handle or bond, yet is not large enough to bring in large Front Range or out-of-state subcontractors. National publications report national escalation of 5% and greater, which in the local Roaring Fork Valley has been more concentrated with 10-15% cost growth common. As contractors develop a significant backlog we are seeing increases of around 30% on certain projects. The current overall budget is attached, which includes prior design costs, Option 3 construction costs, construction administration and a $1.38 million spring supplemental will be required to cover the full project budget of $7,676,157. CITY MANAGER COMMENTS: ATTACHMENTS: Exhibit I - Option 3, 2 and 1 and project images. Exhibit II – Galena Plaza – Option Cost study P8 II. Ga l e n a P l a z a As p e n , C o l o r a d o IS S U E D A T E 5. 2 1 . 1 4 10 ’ 20 ’ 40 ’ 6 0 ’ N PI T K I N C O U N T Y LI B R A R Y CI T Y OF F I C E S PI T K I N C O U N T Y JA I L CO U R T H O U S E A T T A C H M E N T A ATTACHMENT A At t a c h m e n t A SI T E P L A N FU T U R E LI B R A R Y EX P A N S I O N E . M A I N S T . N . M I L L S T . R I O G R A N D E P L A C E LIB R A R Y A L L E Y N . G A L E N A S T . P9II. Ga l e n a P l a z a As p e n , C o l o r a d o IS S U E D A T E 5. 2 1 . 1 4 10 ’ 20 ’ 40 ’ 6 0 ’ N PI T K I N C O U N T Y LI B R A R Y CI T Y OF F I C E S PI T K I N C O U N T Y JA I L CO U R T H O U S E A T T A C H M E N T A ATTACHMENT A At t a c h m e n t A SI T E P L A N FU T U R E LI B R A R Y EX P A N S I O N E . M A I N S T . N . M I L L S T . R I O G R A N D E P L A C E LIB R A R Y A L L E Y N . G A L E N A S T . P10II. Ga l e n a P l a z a As p e n , C o l o r a d o IS S U E D A T E 5. 2 1 . 1 4 10 ’ 20 ’ 40 ’ 6 0 ’ N PI T K I N C O U N T Y LI B R A R Y CI T Y OF F I C E S PI T K I N C O U N T Y JA I L CO U R T H O U S E A T T A C H M E N T A ATTACHMENT A At t a c h m e n t A SI T E P L A N FU T U R E LI B R A R Y EX P A N S I O N E . M A I N S T . N . M I L L S T . R I O G R A N D E P L A C E LIB R A R Y A L L E Y N . G A L E N A S T . P11II. Ga l e n a P l a z a As p e n , C o l o r a d o IS S U E D A T E 5. 2 1 . 1 4 10 ’ 20 ’ 40 ’ 6 0 ’ N PI T K I N C O U N T Y LI B R A R Y CI T Y OF F I C E S PI T K I N C O U N T Y JA I L CO U R T H O U S E A T T A C H M E N T A ATTACHMENT A At t a c h m e n t A SI T E P L A N FU T U R E LI B R A R Y EX P A N S I O N E . M A I N S T . N . M I L L S T . R I O G R A N D E P L A C E LIB R A R Y A L L E Y N . G A L E N A S T . P12II. Galena Plaza Improvement Project   Option Cost Study   Version Jan 29, 2015   Option 3   Total project cost                  $7,676,157   Budget allocation to date                 $6,290,517   2015 Spring Supplement                  $1,385,640     Option 2  Total project cost       $7,248,054   Budget allocation to date                       $6,290,517   2015 Spring Supplement                      $957,537     Option 1   Total project cost                  $6,268,279   Budget allocation to date                  $6,290,517   2015 Spring Supplement                      $(22,238)    Contingency Allocation   Contingency                                                                                                                    $529,323  Garage lid contingency, unforeseen conditions                                                     $300,000  Owners Construction Contingency                                                                             $229,323        ** Total project costs to finish the landscaping at the north side of the Plaza will be determined once  final development plan is completed.     P13 II. Galena Plaza Improvement Project 1. Overall design is the Masterplan goal 2. Repair failing Garage roof waterproofing 3. Coordinate with overall Aspen Building 1 3. Coordinate with overall Aspen Building Replacement Project 4. Achieve lowest impact to the neighborhood P 1 4 I I . Galena Plaza Masterplan 2 P 1 5 I I . 3 P 1 6 I I . 4 P 1 7 I I . Option 1 Not Recommended 5 P 1 8 I I . Option 2 Not Recommended 6 P 1 9 I I . Option 3 recommended 7 P 2 0 I I . Costs by option 8 P 2 1 I I . Budget detail 9 P 2 2 I I . Page 1 of 4 MEMORANDUM TO: Mayor and City Council FROM: Shirley Ritter, Director Kids First THRU: Barry Crook, Assistant City Manager DATE OF MEMO: January 28, 2015 MEETING DATE: February 2, 2015 RE: Nurse Consultant Program and Position REQUEST OF COUNCIL: This memo is to provide information about, and seek approval for a Nurse Consultant position. This position is a 20 hour, part-time position for a nurse to work in the childcare programs, helping them meet new quality standards in the health and safety area. PREVIOUS COUNCIL ACTION: During the budget process, council expressed a desire to look more closely at the community needs for the dedicated sales tax that funds Kids First programs and capital expenditures. The Kids First Advisory Board and staff plan to have a work session with council before budget discussions this fall with a full plan that addresses the range of needs identified, and services we provide. This request is coming to you now because of urgent community needs and changes that we hope to address. BACKGROUND: In Colorado, all child care centers are required to have a Child Care Health Consultant/Nurse Consultant. Similar to a school nurse, the Nurse Consultant is available to assist the program in meeting or exceeding basic health and safety standards for children in group care. This requirement is for one hour per month. The Nurse Consultant is expected to support quality childcare health in the childcare setting, support healthy and safe environments, policies, and procedures. Attachment A is the Childcare Health Consultant Competencies, including the licensing rule that stipulates what is required. The problem with the existing situation is that one hour a month is difficult to staff and not meaningful or helpful to the childcare program. In researching this issue, I found that childcare program staff do not know what the nurse could be doing for them, and are often not prepared to use the nurse when she comes to the program. They also felt that what could be accomplished in one hour was not beneficial. Nurses likewise, felt that one hour a month was not worth the amount they were paid, nor the time it took to prepare and travel to the programs. They noted that they often didn’t know what the program needed and often wasn’t prepared for the consultation 1 P23 III. Page 2 of 4 visit. This resulted in programs not being able to comply with licensing because they couldn’t find a nurse that they thought would be beneficial to their program; and nurses were not interested in this role. Childcare directors have been concerned for several months about the lack of available, qualified nurses for this role. They worry that they will be out of compliance with licensing. DISCUSSION: Kids First staff held multiple interviews with childcare directors and nurses who had held the role of childcare nurse consultant. After considering the importance of this role, the Kids First Advisory Board recommended that Kids First develop an expanded Nurse Consultant program to improve quality in the health and safety areas; to recruit and hire a qualified person to fill this role, then contract with each childcare program for 4 to 8 hours a month, depending on the size of the program. Job scope will include: Consultation with childcare staff and families on topics such as nutrition and obesity prevention, injury prevention, oral health, playground and classroom safety, early childhood development, environmental health, staff health, illness policies, and disaster planning including, illness outbreaks, or natural disasters that would affect childcare operations and child safety. Trains and delegates to childcare staff on “routine” medications and on all required health care procedures, assesses ongoing training needs and opportunities in childcare programs, supports the implementation of a health and fitness plan for each childcare program, and provides parent education on health and safety topics. Provides Vision, Hearing, Dental, and Developmental screenings to all children in childcare programs; ensuring results are shared with parents. Provides guidance to the childcare program when making referrals if developmental concerns have been identified. Develops program health and fitness policy and procedures for the childcare programs, provides health and nutritional education and resources to program participants, and develops resources to promote healthy child development. Attachment B is the job description. The Nurse Consultant would be available to meet in-person with childcare staff, make presentations to families, be on site to establish strong relationships, and be available by phone at certain times to be a support to staff as health issues come up. The creation of this program and position within Kids First will dramatically improve quality in for the health of young children in childcare settings! New Colorado Quality Improvement Standards: “Colorado Shines” is the new Quality Rating and Improvement System for childcare programs. This is imbedded in licensing, and expands into higher levels to recognize higher quality. This new 5-level system replaces the Qualistar 4-Star system. One of the new areas to be evaluated and used for scoring is child health. Some of the indicators in this area are that each child receives a hearing, vision, dental, and developmental screening, the program makes a referral to the family as appropriate for any child for whom a developmental concern has been identified, 2 P24 III. Page 3 of 4 the program offer nutrition information and education programs, and that programs have a health plan for physical activities, playground safety, nutrition, and safety. A Nurse Consultant is a critical component for a childcare program to meet these criteria and receive a high score reflecting high quality in this area. We are fortunate to have the resources to support our childcare programs in reaching the higher quality levels in this new system. Attachment C is the page from the new point structure guide; the entire document is available at: Comparison of other efforts to improve this situation: Other areas of the state have identified some of the same concerns with the unfunded requirement from the state, but have not expanded the hours or service delivery to support childcare programs. Summit County runs the Nurse Consultant program out of their public health office, so the work is more defined, but they are still limited to a 1 hour visit per month. They offer a bonus to a childcare staff member for completing the “Health Liaison” training and acting in that capacity on behalf of the program. This is a good connection, but does not replace the need for a Nurse Consultant. Kids First intends to implement a health liaison bonus through our existing quality improvement grant process to encourage programs to take an active role in the implementation of a health plan, and as a direct communication link with the Nurse Consultant. In Garfield County, public health also fills this role, but again with only the 1 hour per month expectation. Some programs have a nurse on staff, in our area this includes the Aspen School District and the Aspen Skiing Company. Smaller childcare programs are not able, and cannot afford to have a nurse on staff, this program would meet the intention of having a nurse available to staff. FINANCIAL/BUDGET IMPACTS: Expenses for the Nurse Consultant position will be $31,310 for FY 2015 and the funding source will be carryforward departmental savings. There is expected to be a small amount of overhead also attributed to this program, which is unknown at this time. This position will share a workspace with another part-time employee when they are in the office. We do not expect this person to spend much of their time in the office. There will also be revenue generated as a result of the childcare programs paying for the consulting time. This rate is kept affordable so the nurse is used to her full capacity, but we expect between $15,000 and $18,000 in revenue to offset the expense. So net cost for FY 2015 is expected to be around $13K to $16K. A supplemental budget request will be made as part of the FY 2016 budget development process. We hope to continue this program, so we will have data, costs and revenue to report during the 2016 budget discussion. ENVIRONMENTAL IMPACTS: None RECOMMENDED ACTION: Approval for implementation of the Kids First Nurse Consultant program with funding for 2015 coming from department carry-forward savings. Future data and funding requests will be part of the larger work session in 2015 and included in the 2016 budget discussion. 3 P25 III. Page 4 of 4 ALTERNATIVES: If council does not want to approve the recommendation, Kids First will not begin this program, and continue to have each childcare program recruit, contract and work with a nurse, continuing the current situation. Kids First could award grant funds to individual programs for this service, but there would be no consistent communication, delivery of services, or accountability for the services provided. CITY MANAGER COMMENTS: ATTACHMENTS: A - Childcare Health Consultant Competencies B – Nurse Consultant job description C – Child Health page from the point structure guide – Colorado Shines 4 P26 III. CHILD CARE HEALTH CONSULTANT COMPETENCIESAttachment A 5 P27 III. The mission of Healthy Child Care Colorado (HCCC) is to promote the health, wellness and safety of children in child care settings. Every licensed child care provider in Colorado must have a Child Care Health Consultant, and since 2001 HCCC has been educat- ing these consultants on how to partner with child care programs to promote healthy environments where children can learn and grow. Healthy Child Care Colorado trains, supports and educates child care health consultants, child care providers and parents on medication administration, healthy lifestyles, oral health, injury prevention, social emotional health and much more. If you are interested in more information please contact us at 303.339.6800 or online at www.qualistar.org/HCCC Generously Supported By Attachment A 6 P28 III. Background and Rationale..................................................... page 2 Competency Levels................................................................. page 3 Requirements for the Child Care Heath Consultant............ page 4-5 Competencies.......................................................................... page 6-14 Regulations, Training/Delegation, Universal Precautions................................. page 6 Communicable Disease Management, Chronic Disease Management.................... page 7 Severe Allergy and Asthma.......................... page 8 Diabetes........................................................ page 9 Seizures........................................................ page 10 Other Multiple or Complex Conditions...... page 11 Teamwork/Collaboration, Health, Safety & Nutrition Information............................ page 12 Professional Development, Program Assessment................................................... page 13 Obesity Prevention, Oral Health, Social Emotional Well-Being, Injury Prevention.................................................... page 14 Acknowledgements................................................................. page 15 References & Online Resources............................................. page 16 Table of Contents 1Attachment A 7 P29 III. In Colorado, all child care centers are required to have a Child Care Health Consultant (CCHC). Simi-lar to a school nurse, the CCHC is available to assist the program in meeting or exceeding basic health and safety standards for children in group care. CCHC’s have experience in a variety of settings - schools, hospitals, clinics and working independently The value of the CCHC to center-based early care and education programs as well as school-age child care programs is dependent upon the competency of the CCHC. Continued training and education will contribute to the quality as well as the safety of the nursing practice within early care and education programs. How then do independently practicing CCHCs ensure individual competency and responsibility for their nursing practice? According to the American Nurses Association, assurance of competence is the shared responsibility of the profession, individual nurse, professional organizations, credentialing and certification entities, regulatory agencies, employers, and other key stakeholders. The National Association of School Nurses recognizes that the school nurse maintains the highest level of competency by enhancing professional knowledge and skills, and by collaborating with peers, other health professionals and community agen-cies while adhering to the standards of school nursing practice. Information from these two associa-tions helped guide the development of the Child Care Health Consultant Competencies. This document was modeled after Colorado’s Competencies for Early Childhood Educators and Direc-tors. It is hoped that this document will be used by the early childhood community in conjunction with, and as an addendum to, the competency framework for early childhood educators and directors as they engage heath care professionals to interact with their programs. The State of Colorado Core Competen-cies for Early Childhood Educators & Directors document states why core competencies are important: • Core competencies provide clear definitions on what early educators and directors need to know and be able to do to provide quality care and education.• Core competencies are an essential part of a comprehensive professional development system.• Core competencies support professionalism in early childhood education by serving as the foun-dation for practices carried out by practitioners in all early childhood settings. The same certainly holds true for the CCHC competencies. The framework within the State’s document includes four levels of competence. This concept is again best explained within the State of Colorado Core Competencies for Early Childhood Educators & Directors and is applicable to the CCHC compe-tencies as well: “Colorado’s Core Competencies for Early Educators and Directors are built on a framework of four lev-els. They begin with the basic skills needed to enter the field and go to an advanced level of academic preparation and a wide range of experience. The four levels are cumulative, meaning that practitioners working at a level 4 have the skills and knowledge to meet all the competencies at levels 1, 2, and 3. Practitioners advance through the levels by obtaining further education, training, mentoring/coaching and a reflection on best practice. Skills and knowledge may present at varying levels depending on the competency domain and the practitioner’s role, setting of work, and experience.”* Background and Rationale2 Attachment A 8 P30 III. Competency Levels Level 1 Understanding the foundation of basic skills and knowledge to best support quality child care health consultation within the child care setting; Level 2 Applying skills and knowledge to plan and implement quality child care health consultation activities and experiences within the child care setting; Level 3 Creating healthy and safe early learning and development envi- ronments and guiding others to promote policies, procedures, and best practices that are optimal for the health and safety of young children; Level 4 Advancing the field of child care health consultation by providing leadership through advocacy, teaching, and mentoring. 3Attachment A 9 P31 III. Before reviewing the competencies, consider the following CCHC role requirements. These require-ments define the role of the CCHC and can be used to determine his/her ability to fulfill the consultant role for a child care program. The CCHC for child care settings serves as a guide to the program’s administration, staff, children and families to more effectively integrate health, safety and wellness information and evidence-based practice into the child care setting. Currently the minimum qualifications for this role include current licensure as a RN or MD in Colorado with professional experience in pediatrics and/or maternal/child health. The Child Care Licensing rule for center-based facilities states: Rule 7.702.55 C 1. Staff must consult with a currently Colorado licensed registered nurse with knowledge and experi-ence in maternal and child health, a pediatric nurse practitioner or a family nurse practitioner, or a pediatrician at least once a month at the child care facility. The monthly consultation must be specific to the needs of the facility and include some of the following topics: training, delegation and supervision of medication administration and special health procedures, health care, hygiene, dis-ease prevention, equipment safety, nutrition, interaction between children and adult caregivers, and normal growth and development. In part-day preschools that operate less than four (4) hours per day or drop-in child care centers, consultation must occur as often as the nurse delegating medica-tions requires. 2. The date and content of each consultation must be recorded and maintained in the center ’s files. However, there are many other requirements that are needed to fully and safely implement this role in the early care and education community. The CCHC can look to Healthy Child Care Colorado for infor-mation and resources to meet the following requirements. Before beginning the role a CCHC should:• Complete Healthy Child Care Colorado’s online training on the role of the CCHC and then sign up for one in-person Child Care Health Consultant training at www.qualistar.org/child-care-health-consultation.html;• Be familiar with the Colorado Nurse Practice Act or Medical Practice Act as well as the rules relating to delegation of medications and health care procedures to unlicensed assistive person-nel (UAP) in a community setting;• For RNs: Chapter XIII Rules and Regulations Regarding the Delegation of Nursing Tasks;• For MDs/DOs: Rule 800: Delegation and Supervision of Medical Services;• Recognize and access the regulations applicable to the child care settings served; • Determine the level of intervention and service needed by the CCHC based on the type of pro-gram served; • Register as a Medication Administration Trainer with Qualistar Colorado; • Download and become familiar with the Medication Administration curriculum. Links to documents and resources for all of the above topics to facilitate the learning process for CCHCs new to the role in order to help meet the expectation before they start to work can be found at www.qualistar.org/COMPETENCIES and are listed on page 16. Requirements for the Child Care Health Consultant 4 Attachment A 10 P32 III. As the CCHC begins to develop the relationship with the child care programs served, the CCHC should:• Provide training and delegation of “routine” medications;• Provide training and delegation of health care procedures required for children in care;• Determine method for contacting the CCHC for consultation if the center has questions con-cerning child issues, concerns, and delegated procedures between visits;• Determine and agree upon the minimum requirements and expectations of the program as well as the CCHC regarding consultation communication between visits to the program;• Know Colorado immunization requirements and status of children in the program;• Gain knowledge and resources to assist program with communicable disease management;• Determine ongoing training needs and opportunities within health and safety topic areas for the center;• Develop awareness of cultural diversity among children, families and staff of programs served;• Acknowledge any skill/knowledge deficits of health care procedures required;• Obtain skills and knowledge of necessary health care procedures; • Demonstrate consultation/collaboration skills. A more expanded role of the CCHC will include:• Acquiring knowledge and resources on additional health and safety topics important to early care and education settings including but not limited to:• Pediatric nutrition and obesity prevention; • Social and emotional health;• Injury prevention;• Oral health;• Infancy and early childhood development;• Environmental health;• Staff health including adult immunizations;• Disaster planning.• Providing parents and staff with resources to encourage healthy social/emotional development for their children; • Developing and providing staff and/or parent trainings to meet the health and safety needs of the program;• Providing input into policy development and/or policy revision of health and safety practices;• Assisting in the development and delivery of CCHC training opportunities with Healthy Child Care Colorado. Requirements for the CCHC, Continued 5Attachment A 11 P33 III. Categories Level 1 Level 2 Level 3 Level 4 Regulations • Verbalize knowl-edge of regula-tions impacting early childhood programs, in-cluding licensing and sanitation rules;• Able to access pertinent rules and regulation;• Maintain confi-dentiality of all child/staff health information. • Identify rules most relevant to CCHC role, medication administration, chronic disease management;• Identify rules most relevant to staff training requirements, communicable disease manage-ment;• Verbalize knowl-edge of the identified health priority areas. • Identify strate-gies for assisting the program to work with the regulating agen-cies in problem areas and prior-ity areas. • Participate in applicable rule revision process and provide feedback during public hearings;• Demonstrate ex-pertise on child health priority areas and policy. Training/ Delegation of “Routine” Medications • Register as a Qualistar Colo-rado Medication Trainer;• Access and become familiar with the content of the medication curriculum;• Submit trainer lists and pay-ment to Quali-star within 30 days of training. • Determine in col-laboration with program director number of med trainees and del-egatees needed to provide pro-gram coverage;• Ensure that training/del-egation is done according to the approved cur-riculum. • Develop safe-guards within the program to ensure safe medication ad-ministration;• Supervise medi-cation adminis-tration delegates and provide plan to improve per-formance when necessary. • Assist in cur-riculum revisions and update of the state approved training in col-laboration with HCCC. Universal (Standard) Precautions Training • Demonstrate knowledge of required content of training as well as OSHA requirements;• Assist with development of OSHA required Exposure Control Plan;• Ensure ongoing, yearly training requirements are met. • Assist with on going implemen-tation of OSHA required Ex-posure Control Plan. • Ensure Exposure Control Plan is accurate and well understood by administra-tion and staff. • Participate in work groups updating cur-riculum content in collaboration with HCCC;• Demonstrate expertise on Uni-versal Precau-tions. Competencies: Regulations, Training/Delegation, Universal Precautions6Attachment A 12 P34 III. Categories Level 1 Level 2 Level 3 Level 4 Communicable Disease Management • Demonstrate knowledge of commonly used resources con-cerning specific disease informa-tion as well as exclusion, e.g. CDPHE Infec-tious Disease Guidelines and AAP Managing Infectious Dis-ease in CC and Schools;• Support program with information and validation of illness guidelines when appropri-ate. • Assist in the development of exclusion policies to better meet the needs of the program; • Provide staff training in order to increase their understanding of exclusion policies for better imple-mentation. • Serve as par-ent resource for understanding program exclu-sion policies;• Develop support materials and/or communications for parents re-garding commu-nicable disease management. • Demonstrate expertise in communicable disease manage-ment;• Provide techni-cal assistance to policy makers at the state and lo-cal level. Chronic Disease Management • Demonstrate knowledge of rules for delega-tion of invasive health care procedures to unlicensed as-sistive personnel (UAPs);• Determine own knowledge, skills and ability con-cerning required interventions for the condition management. • Acquire neces-sary training and support to work with staff;• Train and dele-gate the required tasks to select staff;• Provide ongoing supervision of delegated tasks. • Demonstrate ex-pertise in chronic disease manage-ment. Competencies: Communicable Disease Management, Chronic Disease Management 7Attachment A 13 P35 III. Competencies: Severe Allergy and Asthma Category Level 1 Level 2 Level 3 Level 4 Severe allergy and Asthma • Verbalize knowl-edge of del-egation rules for delegation of emergency medi-cations to UAPs;• Determine own knowledge, skills and ability con-cerning required interventions for the severe aller-gies and asthma;• Acquire neces-sary training and support to work with staff. • Perform baseline nursing assess-ment;• Acquire or de-velop plan of care in partnership with family, staff and child when appropriate;• Coordinate plan of care training as well as delega-tion of emergen-cy care;• Modify plan of care based on availability of medication and/or trained staff to respond to emergency care needs;• Evaluate out-comes of care and modify plan accordingly. • Demonstrate ex-pertise in chronic disease manage-ment. • Assist in cur-riculum revisions and update of the state approved training in col-laboration with HCCC. 8 Attachment A 14 P36 III. Category Level 1 Level 2 Level 3 Level 4 Diabetes • Demonstrate knowledge of delegation rules for delegation of invasive health care procedures to UAPs;• Determine own knowledge, skills and ability con-cerning required interventions for the condition management;• Acquire neces-sary training and support to work with staff;• Seek resources and refresh skills;• Awareness to ac-cess best practice resources and support. • Perform baseline nursing assess-ment;• Acquire or devel-ops plan of care in partnership with family, staff, and child when appropriate;• Coordinate plan of care training as well as del-egation of care interventions;• Modify plan of care based on availability of medication and/or trained staff to respond to emergency care needs;• Evaluate out-comes of care and modifies plan accordingly;• Ensure cur-rent up-to-date knowledge about:• Measuring blood glucose• Glucagon ad-ministration• Insulin ad-ministration• Continual glucose moni-toring. • Demonstrate ex-pertise in chronic disease manage-ment. • Assist in cur-riculum revisions and updates of the state ap-proved training in collaboration with HCCC. Competencies: Diabetes 9Attachment A 15 P37 III. Category Level 1 Level 2 Level 3 Level 4 Seizures • Demonstrate knowledge of delegation rules for delegation of invasive health care procedures to UAPs;• Determine own knowledge, skills and ability con-cerning required interventions for the condition management• Acquire neces-sary training and support to work with staff. • Perform baseline nursing assess-ment• Acquire or de-velop plan of care in partnership with family, staff, and child when appropriate.• Coordinate plan of care training as well as delega-tion of emergen-cy care• Modify plan of care based on availability of medication and/or trained staff to respond to emergency care needs• Evaluate out-comes of care and modify plan accordingly• Ensure cur-rent up-to-date knowledge about:• Appropriate seizure man-agement;• Administra-tion of Dia-stat®. • Demonstrate ex-pertise in chronic disease manage-ment. • Assist in cur-riculum revisions and updates of the state ap-proved training in collaboration with HCCC. Competencies: Seizures 10 Attachment A 16 P38 III. Category Level 1 Level 2 Level 3 Level 4 Other multiple or complex conditions • Demonstrate knowledge of delegation rules for delegation of applicable inva-sive health care procedures to UAPs;• Determine own knowledge, skills and ability con-cerning required interventions for the condition or equipment man-agement;• Acquire neces-sary training and support to work with staff. • Perform baseline nursing assess-ment;• Acquire or de-velop plan of care in partnership with family, staff, and child when appropriate;• Coordinate plan of care training and delegation of emergency care;• Modify plan of care based on availability of medication and/or trained staff to respond to emergency care needs;• Evaluate out-comes of care and modify plan accordingly; • Ensure cur-rent up-to-date knowledge about: • Demonstrate ex-pertise in chronic disease manage-ment. • Assist in cur-riculum revisions and updates of the state ap-proved training in collaboration with HCCC. • Clean intermit-tent catheter-ization • Mitrofanoff catheterization• Central line emergency response• Gastrostomy tube care• Nasogastric tube feeding• Ostomy pouch care• Oxygen deliv-ery and equip-ment monitor-ing• Suctioning • Tracheostomy care• Adaptive de-vices. Competencies: Other Multiple or Complex Conditions 11Attachment A 17 P39 III. Category Level 1 Level 2 Level 3 Level 4 Teamwork/Col- laboration • Develop and access support system among peers;• Understand CCHC role in program;• Understand role of program ad-ministration;• Consider needs of children, fami-lies, and staff when providing services;• Value customer service. • Gather and uti-lize input from program staff and families to inform ongoing work. • Partner with other CCHCs to inform ongoing work. • Participate in state and na-tional CCHC networks. Visit www.qualistar.org/HCCC to learn more. Evidence Based Practice Resources on Health, Safety & Nutrition Infor- mation. • Familiarity with Qualistar Colorado HCCC website, manag-ing inf. disease in child care and School, CFOC 3;• Child Care Li-censing resource packet. • Integration of the evidence based practice resources into practice with programs. • Continual review of updated infor-mation. • Develop addi-tional evidence based practice resources for use with programs and to share with the CCHC community. Competencies: Teamwork/Collaboration, Health, Safety & Nutrition Information 12 Attachment A 18 P40 III. Competencies: Professional Development, Program Assessment Category Level 1 Level 2 Level 3 Level 4 Professional Development • CCHC online Training;• Participation in the CCHC and School Nurse list serve. • CCHC one day training on role and resource introduction;• Attend CCHC convenings. • Participate in local networking opportunities;• Participate in ongoing training in priority areas;• Attend HCCC partnership meetings at least quarterly. • In collabora-tion with HCCC develop and offer training opportunities for CCHCs.• Actively partici-pate in planning CCHC conven-ings. Program Assessment • Identify sources of information needed to com-plete assess-ment of program needs;• Identify data sources for as-sessment of health and safety needs of children in the program. • Provide services based on as-sessed needs. • Negotiate ad-ditional services required based on program needs. 13Attachment A 19 P41 III. Category Level 1 Level 2 Level 3 Level 4 HCCC Priority Areas: Obesity Prevention Oral Health Social Emotional Well-Being Injury Prevention • Awareness of na-tional, state and HCCC efforts to impact health and safety in the four priority areas;• Familiarity with HCCC website and links to best practices for the four areas. • Share priority area information with program administration;• Determine plan to inform staff and families of national and statewide efforts to impact these areas within their child care program. • Implement plan to incorporate information into training oppor-tunities for staff and families. • Assist in the development of training mod-ules for use by the CCHCs and, providers in col-laboration with HCCC and the HCCC Partner-ship. Competencies: Obesity Prevention, Oral Health, Social Emotional Well-Being, Injury Prevention 14 Attachment A 20 P42 III. Qualistar Colorado thanks our Healthy Child Care Colorado partners who contributed their expertise in the development of these competencies. • Linda Satkowiak, ND, RN, CNS, NCSN Children’s Hospital Colorado School Health Program Nurse Consultant • Colorado Department of Education • Colorado Department of Human Services • Colorado Department of Public Health and Environment • Children’s Hospital Colorado School Health Program • Children’s Hospital Colorado Department of Professional Development • Child Care Health Consultants from across Colorado Qualistar acknowledges the generous contributions of the Colorado Health Foundation to the work of Healthy Child Care Colorado. © Copyright. Qualistar Colorado, 2013. All rights reserved. Acknowledgements 15Attachment A 21 P43 III. References/Resources ReferencesCompetency, Knowledge Skills Attitude (Graduate) from the Quality& Safety Education for Nurses Project - Re-trieved 7/26/12 from www.qsen.org/ksas_graduate.php Competency in School Nurse Practice: Connecticut State Department of Education - Retrieved 7/12 from http://www.sde.ct.gov/sde/lib/sde/PDF/deps/student/health/Nursing_Competencies.pdf CA Child Care Health Program, Child Care Health Consultation Skills – Retrieved 7/12 from www.ucsfchildcare-health.org The Online Journal of Issues in Nursing: The Framework, Concepts & Methods of the Competency Outcome & Performance Assessment (COPA) Model – Retrieved 7/12/12 from http://www.nursingworld.org/MainMenuCat-egories/ANAMarketplace/ANAPeriodicals/OJIN/TableofContents/Volume41999/No2Sep1999/COPAModel.html NASN: The Role of the School Nurse – Retrieved 7/17/12 from www.nasn.org/RoleCareer/CodeofethicsRole of the School Nurse in Providing School Health Services: Policy Statement. Pediatrics 2008:121; 1052 – Re-trieved 6/28/12 *State of Colorado Competencies for Early Childhood Educators and Administrators, retrieved August 8, 2013 from http://www.educareconsulting.org/Second_Draft_of_Competencies_Framework_102312.pdf Online ResourcesInstructions to access the HCCC Online Training: www.qualistar.org/uploads/file/CCHC%20On-line%20Training%20Registration1.pdf Nurse Practice Act: www.dora.state.co.us/nursing/statutes/NursePracticeAct.pdf Chapter XIII: Rules and Regulations Regarding the Delegation of Nursing Tasks www.dora.state.co.us/nursing/rules/ChapterXIII.pdf Medical Practice Act: www.dora.state.co.us/medical/Statute.pdf Rule 800: Rules Regarding the Delegation and Supervision of Medical Services to Unlicensed Health Care Providers www.dora.state.co.us/medical/rules/Rules/800.pdf Child Care Rules and Regulations:www.colorado.gov/cs/Satellite/CDHS-ChildYouthFam/CBON/1251583639322 Program Chart: www.qualistar.org/HCCC Medication Administration Trainer Application: www.qualistar.org/mat-application.html Instructions for accessing the Medication Administration Curriculum on the Qualistar website: Please email mat@qualistar.org. 16 Attachment A 22 P44 III. Attachment A 23 P45 III. 3607 Martin Luther King Blvd. • Denver, CO 80205 • 303.339.6800 • www.qualistar.org Attachment A 24 P46 III. Attachment B Job Title: Nurse Consultant Department: Kids First Classification: Non-Exempt Position Summary: In support of quality early childhood education programs, this position provides direct nursing services and acts as a medical consultant to childcare program staff. Supervision Exercised and Received: Works under the general supervision of the Kids First Director. Does not exercise supervision. Job Responsibility Task Consultation Responsible for applying skills and knowledge to plan and implement quality child care health consultation activities and experiences within the child care setting. Responsible for knowing Colorado immunization requirements and the status of children in the program. Works closely with the Kids First Director and childcare directors and/or the appointed healthcare liaison to assist the childcare programs with communicable disease management. Identifies needed improvements in childcare required health care procedures. Provides Kids First and childcare program participants with information, education, and resources on health and safety topics including but not limited to: nutrition and obesity prevention, injury prevention, oral health, playground and classroom safety, early childhood development, environmental health, staff health, illness policies, and disaster planning including, illness outbreaks, or natural 25 P47 III. Attachment B disasters that would affect childcare operations and child safety. Communicates with the appointed health liaison in each childcare program. Maintains documentation of consultation visits, medication delegation, staff trainings, and any individual health care plans (for special health care procedures) for the childcare programs. Training & Delegation Trains and delegates as appropriate to childcare staff on “routine” medications and on all required health care procedures. Assess ongoing training needs and opportunities in childcare programs. Provides training to childcare staff on Medication Administration, hand washing and diaper changing technique, and Universal Precautions. Assures timely training to childcare staff on developmental screening at least annually. Supports the implementation of a health and fitness plan for each childcare program. Provides parent education on health and safety topics. Program Development Working closely with the Kids First Director and childcare directors, to develop program health and fitness policy and procedures based on community health needs assessments; provide health and nutritional education and resources to program participants including, develop resources to promote healthy child development, staff or parent trainings, provide policy development or revisions to Kids First and childcare staff. Screenings Responsible for providing Vision, Hearing, Dental, and Developmental screenings to all children in childcare programs; ensuring results are shared with parents. Provides guidance to the childcare program when making referrals if developmental concerns have been identified. Leadership Executes leadership responsibilities through sound judgment, focusing on quality improvement, managing and resolving conflict, fostering a culture of accountability, clearly defining responsibilities and expectations, setting goals, providing motivation and performance feedback, recognizing contributions and encouraging training and development. Knowledge English Language — Knowledge of the structure and content of the English language. Education and Training — Knowledge of principles and methods for curriculum and training design, teaching and instruction for individuals and groups, and the measurement of training effects. 26 P48 III. Attachment B Customer Service — Knowledge of principles and processes for providing customer services. This includes customer needs assessment, meeting quality standards for services, and evaluation of customer satisfaction. Public Safety and Security — Knowledge of relevant equipment, policies, procedures, and strategies to promote effective safety operations for a recreation facility. Skills Active Listening — Giving full attention to what other people are saying, taking time to understand the points being made, asking questions as appropriate, and not interrupting at inappropriate times. Social Perceptiveness — Being aware of others' reactions and understanding why they react as they do. Critical Thinking — Using logic and reasoning to identify the strengths and weaknesses of alternative solutions, conclusions or approaches to problems. Speaking — Talking to others to convey information effectively. Coordination — Adjusting actions in relation to others' actions. . Service Orientation — Actively looking for ways to help people. Time Management — Managing one's own time and the time of others. Persuasion — Persuading others to change their minds or behavior. Complex Problem Solving — Identifying complex problems and reviewing related information to develop and evaluate options and implement solutions. Reading, Speaking, and Writing – Recognizes and/or uses correct English grammar, punctuation, and spelling, communicates information in a succinct and organized manner, and produces written and verbal information including technical material that is appropriate for the intended audience. Project Management- Knowledge of general business and project management principles and practices as applicable to assigned work Abilities Number Functioning — Ability to use basic mathematics; adding, subtracting, multiplying and dividing. Communication — The ability to communicate effectively both orally and in writing. 27 P49 III. Attachment B Problem Sensitivity — The ability to tell when something is wrong or is likely to go wrong. It does not involve solving the problem, only recognizing there is a problem. Deductive Reasoning — The ability to apply general rules to specific problems to produce answers that make sense. Inductive Reasoning — The ability to combine pieces of information to form general rules or conclusions (includes finding a relationship among seemingly unrelated events). Relationship Building- Ability to build strong working relationships with those contacted in the course of work. Minimum Requirements to be considered for this Position: Education Licensed Registered Nurse, Pediatric Nurse Practitioner, Family Nurse Practitioner or Pediatrician. Work Experience Two (2) years Maternal and Child Health Nursing Computer Skills Proficiency in: Or Experience With: Microsoft Word, Excel, Access, and Email. License(s) and Certifications Must possess a valid Colorado driver’s license or be able to obtain one within 30 days of start date. Completion of the Health Consultant Training offered by Qualistar and www.co.train.org completed within 6 months from date of hire. Completion of certification in playground safety inspection completed within 6 months from date of hire. Any combination of experience and education that would likely provide the required abilities, knowledge and skills as determined by the City of Aspen may be substituted for the requirements above. Desirable Previous health consultant experience in a childcare and educational setting. Bilingual (Spanish/English) speaking, reading and writing skills 28 P50 III. Attachment B NOTE: This position requires a Criminal Background Check upon hire. Employment is contingent upon successful completion of a Criminal Background Check. Work Hours Examples 20 Hours per Work Week Monday through Friday, hours may vary with workload. Evenings/ Weekends Evening meetings, trainings or meetings with parents, may be required in addition to or instead of normal hours, in order to meet the needs of program participants. Work Environment Examples Indoors Office environment, childcare classrooms and access by phone Outdoors/Off-Site Performs site visits to childcare classrooms, attends meetings, and conferences. Physical Requirements: The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions. Task Example Lifting & Carrying Up to 30 lbs. unassisted, including but not limited to a small child, boxes, training materials, etc. Physical Reaching, standing, sitting, typing, talking, crouching, kneeling, seeing, driving, and hearing. NOTE: Nothing in this job description restricts the ability of the City of Aspen to assign, reassign, or eliminate duties and responsibilities of this job either orally or in writing. Tasks and responsibilities may be changed at any time due to reasonable accommodation or other reasons deemed appropriate by the City o f Aspen. Compensation: Regular part-time position with part-time City of Aspen benefits package. 29 P51 III. Attachment B Original Issue Date: November 2014 30 P52 III. A t t a c h m e n t C 3 1 P 5 3 I I I .