HomeMy WebLinkAboutPACKET Town Board Study Session 2010-10-12f los STUDY SESSION TOWN BOARD Tuesday, October 12, 2010 5:00 p.m. Room 202 & 203 170 MacGregor Ave. AGENDA 5:00 p.m. - LMD 2011 Operating Plan. - Volunteer Background Checks. - Retreat Discussion. 7:00 p.m. - Board Meeting. NOTE: The Town Board reserves the right to consider other appropriate items not available at the time the agenda was prepared. 'e V'~*+ 7 - f.f1
~ Jackie Williamson From: Admin iR3045 Sent: Wednesday, October 06, 2010 3:58 PM To: Jackie Williamson Subject: Job Done Notice(Send) ***************************** *** Job Done Notice(Send) *** ***************************** JOB NO. 3503 ST. TIME 10/06 15:44 PGS. 1 SEND DOCUMENT NAME TX/RX INCOMPLETE ----- TRANSACTION OK 6672527 Greg White 5869561 KEPL 5869532 Trail Gazette 5861691 Channel 8 6353677 Reporter Herald 2247899 Coloradoan 6922611 EP News ERROR ----- 1
g,i TOWN oF ESTES PARI<_ Memo TO: Honorable Mayor Pinkham Board of Trustees Town Administrator Halburnt From: Lowell Richardson, Deputy Town Administrator Date: 10/07/2010 RE: LMD Operating Plan Background: Contained within your packet is the operating plan of the LMD for 2011. As you are aware the operating plan, which includes the LMD budget, is approved by the Town Board before it is adopted by the LMD board. Notable Changes to the Operating Plan from 2010 to 2011 are: 1) Retained consultant to complete R&D of 2011 media plan 2) Identified target demographics 3) Changing media strategies using more electronic vs. traditional 4) Develop promotional campaigns 5) Enhance branding efforts for 2011 6) Increased staffing levels from 4.5 FTEs to 5.5 FTEs those positions are: meeting sales, stakeholder services and a part-time administrative assistant 7) Under job description (added admin assistant under direct reports) 8) Under staffing costs LMD added the ability to hire outside firms when necessary 9) Under policies section stated they would like to examine the possibility of changing LMD employees working under the Town's personnel policies 10)Under 2011 Budget a. Under expenses added to fund balance $500K Mr emergencies b. Under expenses included expenses for rent c. Under expenses included payroll processing d. Under expenses added Town's expense for employees e. Under expenses added LMD's expense for their employees f. Under expenses added research g. Under expenses added website h. Under expenses added rebranding i. Under expenses added new creative advertising agency j. Under expenses added new photography footage
k. Under Other income/Town support left open for discussion It is expected, based on the content language found within the operating plan, the LMD board, wishes to discuss the possibility of receiving a net payment from the Town Board at the end of each year based on stakeholder services revenues and Town contributions (office space, staff support, payment of salaries by the Town). Budget: NA Staff Recommendation: NA Sample Motion: NA
Estes Park Local IVIarketing District BUSINESS and OPERATING PLAN Date September 2010 Prepared by: EP LMD Board
Operating Plan TABLE OF CONTENTS Page The LMD Model Overview The Mission and Vision Marketing Plan Executive Summary Marketing/Media Plan The Management Structure Key Players Organization Chart Executive Director Job Description Staffing Costs Policies 2011 Budget for Operating Plan
Operating Plan The LMD Model The Local Marketing District - Allowed by State Statute By State Statute the LMD may: Provide any of the following services within the district: (A) Organization, promotion, marketing, and management of public events; (B) Activities in support of business recruitment, management, and development; (C) Coordinating tourism promotion activities. (11) No revenue collected from the marketing and promotion tax levied under section 29-25-112 may be used for any capital expenditures, with the exception of tourist information centers. (0 To have the management, control, and supervision of all the business and affairs of the district and of the operation of district services therein; (g) To appoint an advisory board of owners of property within the boundaries of the district and provide for the duties and functions thereof; (h) To hire employees or retain agents, engineers, consultants, attorneys, and accountants; (i) To adopt and amend bylaws not in conflict with the constitution and laws of the state or with the ordinances of the local government affected for carrying on the business, objectives, and affairs of the board and of the district; and 0) To exercise all rights and powers necessary or incidental to or implied from the specific powers granted in this article. Such specific powers shall not be considered as a limitation upon any power necessary or appropriate to carry out the purposes and intent of this article. - Organized by Intergovernmental Agreement (Town of Estes Park and Larimer County) - Marketing District and Tax approved by District Vote - Nov. 4,2008 -The seven (7) Member Board is appointed. (5 by Town Board of Trustees and 2 by Larimer County, Board of County Commissioners) Overview 2010 marked the first year for the new Local Marketing District Board and our Staff to run the Marketing and Advertising for the "new" Estes Park Local Marketing District. The Staff became known as the DMO, or Destination Marketing Organization, which is a common name for such organizations. This allowed some differentiation from The LMD Board, and the Visitor Services Organization that remained under the control of the Town of Estes Park. The DMO and Visitor Services partner to form the Estes Park CVB, Convention & Visitors Bureau, which is the name for the umbrella that Estes Park" Marketing" has used since October 2004. The LMD Board is very proud of our first year of "going live" with our new Staff. Of course, we encountered a few unforeseen challenges, but under the day to day supervision of our Executive Director, Peggy Campbell, we stayed the course of our Operating Plan and Marketing Plan. This meant that advertising saw little change from the past few years, by design. One significant change was that we did engage Turner Public Relations, and we were very pleased with the Regional and National results we received. We also focused on
Operating Plan gathering information (Year -round Visitor Survey) to guide us to our next important steps. In addition, some other important changes should be noted. We changed a few vendors, following a Vendor Review Process, and we made some important Web Site enhancements such as: 1) "Page Turning" of our on-line visitor guide, new Pay-Per-Click and new "Landing Pages" to allow proper tracking of "click through" lead sources. Also, we invested in "Rivers of the Rocky Mountain" for PBS through a local producer, Molle Productions, and this agreement allowed us to include some much needed production of additional web site videos and new HD television ads. From a staffing perspective, we found the "Working Director" to be over taxed with the amount of time and energy required to initiate our plans and change, obviously an error in our planning and formulating our 2010 Operating Plant Also, we required a Seasonal Administration Employee to pick up duties inherited from The Town Clerk and miscellaneous tasks that previously were furnished by Visitor Services staff that was cut by the ToWn. Next we decided to hire a temporary "contract" Stakeholder Services Sales Specialist to un-burdon our Executive Diredtor, but due to issues we next proceeded to hire one full time. Late this Summer, our Group Sales Specialist resigned and we did s6urce and replace the position this Fall, with a continued focus to increase our group sales results. The planning for 2011 really is more an extension of our 2010 plan with changes that were driven by the information we gathered and some "lessons learned" from our fist year. In pulling together our 2011 Marketing Plan we followed a similar "blue print" that we found successful last year. We used some industry expertise,"outside eyes", to help guide our direction. Working with Hill Aevium (who we engaged throuOhout the year) and Hannah Marketing with our Year-round Visit6rSurvdy, we compiled our 2011 Marketing Plan. It does introduce our first changesIto advertising that will be outlined later in the Marketing Plan. Our 2011 plan is to staff with five employees (all currently employed at the DMO) and one Seasonal Employee. This is an increase in Staff of one full time person as previously explained. Additionally, the Seasonal Employee may evolve into a full time position. The , Executive Director will continue to report directly to th6 EP LMD Board and direct the DMO Staff. Funding for the district continues to be provided via the 2% lodging tax for all stays of less than 30 days. This tax is collected by lodging establishments, paid to the Colorado Department of Revenue on a quarterly basis and then distributed to the EP LMD. Estimates for 2010 are still too early in the process to accurately forecast as only the 1St and 2nd Quarter's distributions have been received. It should be noted, however, that we do have a complete 2009 collection year to base our forecasts on. We have compiled a 2011 budget as pArt of the Operating Plan and by design the most substantial part of this budget continues to be marketing and advertising expenditures. It should be noted that the LMD and the Town of Estes Park Board of Trustees are in discussions concerning revisions to the IGA as well as possible financial modifications to Stakeholder Services Revenue, Employee Funding and RenVExpenses at the Visitor Center. In closing, we are committed to our Mission of: Attract visitors to the District through effective and efficient marketing in order to drive ' year-round economic growth.
Operating Plan The Mission: Attract visitors to the District through effective and efficient marketing in order to drive year-round economic growth. Core Values: • Accountable • Ethical • Proactive • Respectful • Responsive • Transparent Our Vision: To be a year-round tourism and group destination that supports our healthy mountain community with a balance of financial success, memorable experiences for visitors and quality of life for our residents and employees. Our Stakeholders: • Community Members • Customers/Visitors • CVB Staff • Local Businesses • Local governmental agencies Marketing Plan Marketing Strategies: We will focus our 2011 Marketing strategy on the original path outlined by the CVB Assessment and the 2011 Marketing Plan prepared by Hill Aevium. Basically, the changes
Operating Plan for 2011 are in media allocation, with a moderate shift towards electronic media from traditional media and an increased focus on our overnight visitor. Our objectives from the original CVB Assessment to research and review Branding and then address our Web Site (to include mobile device applications) and our Visitor Guide should occur in 2011, perhaps extending into 2012, based on the findings from our Year-round Visitor Survey and our Conversion Studies. Marketing/Media Plan prepared by Hill Aevium: Estes Park Local Marketing District 2011 Media Plan Synopsis Hill Aevium was retained to complete the research and development of the 2011 media plan for the Local Marketing District. Following is a brief overview of the strategies and tactics associated with the plan and some additional thoughts relating to promotional and branding efforts that could be deployed to enhance the plan during the 2011 year. Integrated Marketing Effort The advertising plan developed for the Estes Park CVB is not meant to be a static or singular document. It was developed as part of a larger integrated effort being implemented by the Estes Park CVB that includes: Direct Sales Public Relations Promotions E-marketing Direct Mail Social Networking and Blogging Search Engine Optimization Stakeholder communication Research Tracking and reporting Adjustments will be made during the year as market demands or conditions change. Tracking and reporting will utilize Google Analytics as well as 800 number calls, visitor inquiries, click through rates, impressions and a series of vanity URL's. Landing pages will be created where appropriate to further assist with tracking. Research will include the elements of meeting planner focus sessions, the continuation of the conversion study and the Guest Research, Inc Visitor Study. These combined with the 2011 Strategic plan will provide a well rounded platform for Estes Park. Using Research to Drive Media Selection Who Is Coming to Estes Park and Why? The most recent data from Guest Research, Inc. indicates that 58% of visitors to Estes Park are staying overnight. Day visitors make up only 37%. On average overnight 0000000000
Operating Plan visitors spend $567 per day (versus the day visitor's daily spend of $70). Colorado visitors contribute 18% of the total revenue. While overnight visitors contribute 80%. Rocky Mountain National Park continues to be the number one demand generator (89% indicated visited RMNP). The most popular secondary demand generators are the town/mountain community, the watchable wildlife and special events. When Are Visitors Planning Their Vacations? 23% one to three months prior 22% less than one week prior 13% two weeks to one month in advance 11% day of visit 11% one to two weeks prior 10% four to five months prior 10% six months before or longer Primary Target Demographics The largest visitor age group ranges between 45 and 54 years of age. Average household income is $110,000-$149,000 and the majority of people in this group are married and have children. Per the most recent Guest Research, Inc. results, only 11% of people in this group did not have children, 43% had children at home, 32% have children that no longer live at home. The gender breakdown was found to skew more female (60%) versus male (40%). Studies have found females are typically the decision makers in planning family vacations. These people are highly educated with college and post-graduate degrees. They are coming to Estes Park from CO, TX, IL, MO, NE, KS and NY. A large percentage of these people are staying overnight in Estes Park. Secondary Target Demographics The secondary target group can be split into two age groups: 55-64 and 38-44. The average household income for each age group is $110,000-$149,000. The majority of these people have children. The 38-44 age group are more likely to travel with their children, while the 55-64 age group tend to be empty-nesters. Similar to the primary target, both age groups with the secondary target are highly educated. They are coming primarily from IA, CA, FL, MN, WI, and AZ. Over 64% of these people are staying overnight in Estes Park. Group Target Demographics The Group audience for Estes Park comes primarily from the Front Range and drives to Estes Park. Conference Center groups are the largest group segment followed by weddings. Media Objectives for 2011 Increase overnight stays while maintaining traffic from day visitors Increase conversion ofVisitor Guide inquiries 00 0000000
Operating Plan Increase website visitation Increase group business from Front Range drive market Increase percentage of"new" visitation Expand email database Media Strategy Eliminate publications outside our target demographic while re-investing in publications that focus more directly on the 2011 target audience. Increase media reach and percentage of spend to destination visitor audience. Increase Online investment that will drive decision makers to the Estes Park website as well as increase the email database. o Allocate budget for Group business focusing on corporate, government and association meetings/retreats, SMERF primarily social (weddings) and religious groups in the local drive markets. Media Spend for 2010 versus 2011 2010 2011 Traditional Traditional Magazine $246,339 3 Magazine $338,000 Newspaper $137,365 Newspaper · $85.100 Radio 524,473 Radio $32.500 65 % b- 75 % TV $64,400 TV $94,154 I Traditional Total $502,331 -~ Traditional Total S520.000 Digital Digital Online $145,000 3 Online $74,132 ~ Reach Local & SEO $135,000 l-35% Reach Local & SEO $89,874 2- 25% $280,000 Digital Total $164,006 J Digital Total The traditional media can be further broken down to illustrate the percentage spend between day visitor and overnight visitor. Day Visitor 2010 2011 Newspaper 27% 16% Radio 5% 6% Broadcast 19% 13% Total%of Budget51% 35% Overnight Visitor 2010 2011 Magazine 49% 65% Total % of Budget49% 65% Online Media 00 0 0000
Operating Plan Online media highlights the proposed national spend for Estes Park targeting the overnight visitor versus the in-state spend targeting the Colorado/Front Range market. based effort for 2011. Colorado/Day Visitor Market $40,500 (equates to 14%) National/Destination Market $239,500 (equates to 86%) Total Investment $285,000 (100%) Promotions It is recommended that the Local Marketing District explore the opportunity of including a promotional effort as part of the advertising plan. One or two key promotions that are well thought out and easy to activate could stretch media dollars and extend to other marketing areas such as Social Media, website, search optimization and of course public relations and advertising. Idea generation between the Estes Park CVB and their PR firm, Marketing Firm and Staff could occur during the beginning of 4th quarter. Idea Develop a contest give away that would reinforce the positioning of Estes Park during the winter time period: Submit in whatever format you prefer, your most romantic moment and win a trip to the wonderful winter ambience of Estes Park. Cozy cabins, warm fires and winter wildlife watching await. Branding and Creative Enhanced branding that focuses on Rocky Mountain National Park Wildlife watching and the Estes Park mountain ambience can occur in 2011. Targeting creative used in ads and online to specific audience segments is also encouraged to help achieve the goals set forth. Messaging and visual appeal should resonate with each audience and where possible ads should include strong calls to action. Hill Aevium has identified the following segments that could easily be targeted via ads, direct mail, email and online advertising: Families Empty nesters Soft adventure traveler Groups The message platform would embrace points relevant to each audience: Rocky Mountain National Park Women traveling with families and the ease of vacationing in Estes Park Togethering - reconnecting with each other Outdoor adventure - hiking, biking, etc. Meetings in Estes Park Weddings in Estes Park. 0000
Operating Plan The Management Structure Key Players -The Local Marketing District Board (7 Members) -The DMO Staff -Town of Estes Park Visitor Services and Events Personnel -RMNP Liaison Organization The LMD Board will focus direction directly to the Executive Director of the LMD Staff. All LMD Board direction will be focused through the Executive Director, other than ordinary involvement in committees, in order to keep reporting direct and focused without confusion. We believe this is very important to keep individual agendas from getting involved in the direct line of reporting and direction that could cause confusion. Any necessary communication and direction to be given to the Executive Director during periods between Board meetings will be handled by the LMD Chairman with a follow-up summary to the entire Board. In the absence or incapacitation of the Chairman, this responsibility will be handled by the Vice Chairman. All payroll and benefits will be handled through the Town of Estes Park in concert with the LMD Board. Organization Chart: LMD Board Peggy Campbell Executive Director CVB-Visitor Services Peter Marsh Suzy Blackhurst Tamara Jarolimek Advertising PR & Comm. Stakeholder Ser. Karen Lynch John Nydegger Meetings Sales Administration Director Job Description
Operating Plan Job Title: Director, Estes Valley Local Marketing District Job Category: Executive Level, FLSA Exempt Reports To: LMD Board of Directors Summary: Directs and leads the four departments of the LMD section of the Convention and Visitors Bureau toward its mission. Works directly with Board on policy making and strategy for organization. Acts as primary spokesperson for organization. Direct reports are the managers for the Advertising, PR / Communications, Group Sales & Marketing, Stakeholder Services and Administrative. Duties & Oversees administrative, operating and marketing functions Responsibilities: of the LMD, including execution of the annual marketing and communications plan for the district. Advises the Chairman of the Board, the Board and such other committees as designated. Oversees the creation of financial reports and annual audit reports in accordance with procedures approved by the Board. Develops and supervises the implementation of an annual operating and marketing plan, in order to promote the destination to local, state, regional, national and international audiences. Directs the preparation of the annual budget that supports these activities and presents it to the Board for approval. Attends all meetings of the Board and other designated committees in an advisory, non-voting capacity. Establishes and maintains ongoing effective communications with stakeholders, media, government leaders, business and cultural institution leaders, convention and event planners, and the local tourism industry. Represents the LMD at selected local, state, regional and national conventions that serve to foster the betterment of the LMD's mission. Develops and maintains effective organizational policies and ensures all LMD activities are implemented within these established policies, guidelines, laws and ethical standards. Selects, trains, supervises and evaluates assigned personnel; coordinates staff training; implementation of discipline and termination procedures for all staff members via the adopted Town of Estes Park Employee Manual.
Operating Plan Establishes goals for individual departments and assists staff in order to meet those goals. Prepares and submits applications for external funding. Requirements: • Four-year degree from an academic institution; marketing, sales or business major preferred • Several years of related experience • Knowledge of marketing, business theories, practices, and procedures • Knowledge of budget development • Excellent verbal, written, and presentation skills • Strong interpersonal skills and an ability to provide leadership • Experience in supervision with proven ability to recruit, train, and develop staff • Ability and desire to work in a results-driven environment Staffing Costs Payroll and benefits for the 4 DMO Staff Members reporting to the LMD Board will continue to be paid by The Town of Estes Park. This agreement is detailed in an IGA between the Town of Estes Park and the EP LMD. The two additional employees are paid for by the LMD and receive benefits through the Town Plans as appropriate. Currently, the LMD Board intends to operate the plan with the 6 employees plus the hiring of external firms as necessary to enhance certain areas. Policies The LMD will use the existing CVB Operational Policies. Any changes that are required to the policies will be brought to the LMD Board for review and/or possible action. Currently, Personnel Policies are those of the Town of Estes Park. The LMD may consider reviewing or changing this in the future. This would be done only in the best interest of the LMD and our employees. 2011 Budget for Operating Plan It is important to note that the 2011 Budget included in this Operating Plan contains certain assumptions based on discussions our Board had with the Town Of Estes Park Trustees that centered on improving transparency of our income and expenses. Although, we have left the "Town Support" line blank in our Budget, as it is "to be determined", we do believe that the Town will contribute to the LMD under "Other Income". Please know that the amount of this contribution may impact other areas of the Budget. Specifically, we have included Stakeholder Services Revenue in our Budget. We also have included expenses for Rent, Payroll Processing, IT Support, and all employee compensation. In addition, the LMD Board has set $500,000 as a fixed LMD Emergency Reserve, which would roll into the
Operating Plan Ending Fund Balance if an emergency does not happen, but allows us a known amount to be held for just such a purpose. ESTES PARK AREA LOCAL MARKETING DISTRICT 2011 BUDGET FOR OPERATING PLAN ~ $ 2010 Fund Balance Carry forward 1,175,436.06 ' $ 2010 Estimated Expenses 1,432,577.23 $ Visitors Guide Income 2010 196,985.00 $ 2010 Tax Revenues 1,235,000:00 6% 2009 $ 2010 Ending Fund Balance 1,174,843.83 Income $ Stakeholders Service Income 2011 250,000.00 $ 4000 · District Tax Fund 2011 Income 1,272,050.00 3% 2010 Visitors Guide Income 2011 197,000.00 $ Total 2011 Revenues ' 2,893,893.83 Expenses $ 5999 · Traditional Media 520,000.00 $ 6030 · Internet Media 280,000.00 $ 6039 · Production & Distribution 105,000.00 6060 · Other $ . $ 6070 · PR Firm Out of State 44,000.00 $ 607xx Social Media 7,000.00 $ 6080 · Film Commission 500.00 $ 6090 · Stakeholder Communications 7,000.00 $ 6100 · In-State CVB Expenses 10,000.00 $ 6100 xx - email marketing 7,700.00 6140 · Advertising Media Print $ - 6180 · Advertising Media On-Line $ - 6230 · Advertising Production $ 6240 · Trade Shows 7,300.00 $ 6250 · Marketing 7,000.00 625x - Direct Mail $ . $ 6260 · Lunch / Dinner Meetings 4,100.00 $ 6270 · New Product Development 10,000.00 W $ R#0·**search 43,700.00 $ 6.2:99 1\N#bsite 110,000.00
Operating Plan 6300 · Search Marketing Firm $ 6310• Rebranding 90,000.00 $ 6310*xx -· New,Creative /*Advertising Agency: 40,000.00 $ 6310 xx-· New>Photography,footage, etc 40,000.00 $ 6320 · Contingency, ,. -----...... 50,000.00 6330 · Expenses $ $ 6350 · Membership 10,275.00 $ 6370 · Education 17,500.00 $ 6380 - Cell Phone & Mileage 6,100.00 $ 6390 · Legal 5,000.00 6400 · Administration (Reimb TOEP) $ - 6410 - Admin Asst/Staff (Reimb TOEP) $ - $ 6400 xx · Payroll Total Comp incl. Benefits - LMD Portion Only 169,200.00 , $ 6400 xx · Payroll Total Comp ind benefits - Town portion only 333,121.00 $ 6400 xx · Office Space Config 5,000.00 $ 6400 xx · Upgrade PC / Software (2) 4,000.00 6400 Payroll Processing $ - $ 6420 · IT Support 15,606.00 $ 6430 · Bookkeeping 10,000.00 $ 6440 · Audit 5,000.00 $ 6450 · Contingencies 10,000.00 $ 6460 · Office Sup,Postage,Printing 6,000.00 6800 · Operating Expenses $ - $ NEW/TBD - RENT 26,496.00 $ New/TBD - Payroll Processing Fees 5,000.00 $ OVG Expenses 197,000.00 $ Total Operating Expense 2,208,598.00 $ Tabor Reserves 3% 66,257.94 $ LMD Emergency Reserves $500000 500,000.00 VY. $ Total Expense 2,774,865.94 ~ OTHERINCOME TOWN SUPPORT ?? $ ENDING FUND BALANCE 2011 119,037.89 $ ENDING FUND BALANCE 2010 1 1,174,843.83
Operating Plan $. FUND BALANCE DRAW DOWN (1,055,805.94) $ BEGINNING FUND BALANCE 2012 685,295.83 NON REOCCURRING EXPENSES 2011) 873,700.00 FIXED EXPENSES 2011 ~,155.941- i$ FIXED EXPENSES IN EXCESS OF INCOMES 2011 .(192,105.94)- JSW &KL 9/29/2010
TOWN OF ESTES PARI<L ammiftmEm?ID Memo TO: Honorable Mayor Pinkham Board of Trustees Town Administrator Halburnt From: Lowell Richardson, Deputy Town Administrator Date: 10/07/2010 RE: Volunteer Background Checks Background: Trustee Miller asked to review and discuss the Town's practice of conducting background investigations on people who volunteer their services to the Town of Estes Park. On estimate, the Town has approximately 500 volunteers who assist various departments and the Town Board with their time and efforts. Because of the level of service and the number of volunteers within the Town, an application process was adopted in January 2009, which includes conducting a background check. The intent was to insure that volunteers who work on behalf of the Town do not have a criminal background and possibly bring discredit to the Town of Estes Park. Recently staff attended a training session held by CIRSA, the Town's property and liability carrier. One of the presentations included a session on volunteer management in which the Town of Breckenridge was used as an example for their efforts in managing volunteers. According to CIRSA Attorney Tami Tanoue, Breckenridge's volunteer program process is considered "State of the Art" in comparison to other municipalities. Town Attorney White has reviewed the Breckenridge model and believes the standards applied by Breckenridge may not address the needs of Estes Park and would require modifications in order to do so. In discussing the key liability components of managing volunteers both legal advisors agree a background check is appropriate under the following circumstances: 1) If a volunteer for the Town works directly with youth, i.e. Restorative Justice volunteers 2) If a volunteer works with or manages public funds, i.e. finance volunteers, LMD appointments etc... 3) If a volunteer works with seniors, i.e. senior center... Otherwise requiring a background check may not be necessary. This limited research information is provided for discussion purposes only.
8 1 al 8 R 21 2 8 Ln th i.4 14 1.4 1,4 14 14 -(.4 14 -(A· in· 1/> ir* in 8008 Shagy» 81 3 All 14 0 1.4 14 1.4 14 1.6 14 1.4 0. 14 8800ool My'.3323 4-6 1.4 9& W 14 1.4 -thuin ·A· 14 0 0 0 i,4 14 0 S f a. ts S a, g E 2 0 Baa=*SES,/ Expenses Sub Total 1,197,818.00 $ 401,874.00 $ 502,321.00 Annual Rent estimate 16,302.00 16,302.00 16,302.00 Annual Utilities 4,002.00 4,002.00 4,002.00 Annual Bldg. Maint. 6,194.00 6,194.00 6,194.00 Annual Visitor Center Staff Support* 13,137.00 13,137.00 13,137.00 Annual IT Support 10,000.00 10,800.00 15,600.00 Overhead Sub Total 54,635.00 55,435.00 60,235.00 Stakeholder Services Revenue 250,000.00 $ 250,000.00 $0.00 Workers Comp Dividend 7,500.00 $0.00 $0.00 Interest 2,000.00 $ 2,000.00 $0.00 00'IZE'ZOS 00'992'6* $ 00'OIZ'9 uoblesuadwoo saaAoi 00'ZOE'9I luabl lenuuv a 00.ZOO't se!1!INA Ienuuv a 00'*6-['9 .lu!.ew Bpig ienuuv a TRANSPARENCY DISCUSSION Annual Payroll Processing 5,000.00 5,000.00 5,000.00 Revenue Sub Total 259,500.00 $ 252,000.00 $0.00 00'LEI'EI *uoddns J,elS JawaO JOUSIA ienuu¥ C 00'009'SI 00'008'OI yoddns 11 a 00'000'S 00'OOL'I SUISSa]OJd lIOJ 00955'Z95 $ 0099£'I9 000IZ'9 F 101 qns sluall:And owl 00.09 OO EDS'EDI $ 00 EDL'986 :u!,a)'Jew 01 uo!;nq!4UOI) )ped SalsE! JO UMol Marketing and Advertising 839,000.00 Employee salaries and be 358,818.00 $ 401,874.00 Expenses: 2009 :Cumol 01 sjualuAed GU,11) enueAaH Overhead Expenses: Revenue: