HomeMy WebLinkAboutPACKET Town Board Study Session 2024-08-13
August 13, 2024
5:15 p.m. – 6:45 p.m.
Board Room
5:00 p.m. Dinner
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transcripción puede ayudar a aquellos que tienen dificultades para escuchar).
Public comment is not typically heard at Study Sessions, but may be allowed by the Mayor with agreement of a
majority of the Board.
This study session will be streamed live and available at www.estes.org/videos
5:15 p.m. Trailblazer Broadband Construction Update.
(Director Bergsten and Director Hudson)
5:40 p.m. Town Board Code of Conduct Review.
(Town Administrator Machalek)
6:10 p.m. Governing Policies Updates – Staff Limitations and Ends Statements.
(Town Administrator Machalek)
6:35 p.m. Future Study Session Agenda Items.
(Board Discussion)
6:40 p.m. Comments & Questions.
6:45 p.m. Adjourn for Town Board Meeting.
Informal discussion among Trustees concerning agenda items or other Town matters may occur before this
meeting at approximately 4:45 p.m.
AGENDA
TOWN BOARD
STUDY SESSION
UTILITIES Report
To: Honorable Mayor Hall
Board of Trustees
Through: Town Administrator Machalek
From: Reuben Bergsten, Utilities Director, Duane Hudson, Finance Director
Date: August 13, 2024
RE: Trailblazer Broadband Construction Update
Purpose of Study Session Item:
We aim to give a construction update on the buildout of Trailblazer Broadband fiber
optic infrastructure.
Town Board Direction Requested:
Information only
Present Situation:
Trailblazer has spent our bond funds. We have stopped expanding the network to keep
our financials in the black. We are continuing the construction of new customer
installations.
At this time, we have a backlog of new customer installations to mid-December. We
recognize that it does not deliver the customer experience we want to provide; however,
the cost of expediting those installations threatens our ability to stay in the black.
Additionally, opening new cabinet areas would add to the backlog. The remaining
cabinet locations are further away, adding to the time and cost to complete those
installations, adding to our backlog, and reducing our net positive revenues.
Proposal:
Staff recommends we continue to apply for grants to complete the construction of the
remaining cabinet areas.
We will also continue to build our fund balance with net positive revenues and use a
pay-as-you-go approach to capital expansion of our fiber network.
Advantages:
• We can maintain a net positive business model
• Trailblazer's service cost will be lower because most of our truck rolls for service calls
and installations will be close by in the Estes Valley.
Disadvantages:
• We cannot offer broadband to all our electric customers; however, the more rural areas
yet to be served are the high-cost areas most eligible for grant funding.
Finance/Resource Impact:
Attached is the 2023 EOY (end-of-year) income statement
Level of Public Interest
High, access to affordable, high-quality and highly reliable Trailblazer Broadband
internet service is a fundamental need in today’s society.
Attachments:
1. The 2023 EOY P&C income statement
2. Presentation
Town of Estes Park Study Session, 8-13-2024, Trailblazer Broadband Construction Update
ATTACHMENT 1
CONSTRUCTION
UPDATE
2024
Summary - Program To Date
2015 - 2024 Highlights
●February 2015, 93% of Voters Indicate Support of the Broadband Project
○Provide Modern Internet to the Power and Communications service area.
●2019 Town Board Authorizes Broadband Bonds and creation of a citizen owned business
●2019 Trailblazer construction begins
●Use of Contractors halted mid - 2023
(Bond funds were depleted) ending capital expansion
●Today:
○Sales Drives Capital Construction
■Installations are Booked out through
mid-December 2024
ATTACHMENT 2
Project Estimated Expenses
Project T0 Date Totals
Bond Funding $26 Million
Central offices (core electronics)
plus Woodstock (unplanned purchase)~$3.7 Million
Cabinets Constructed
(3,900 Installations)52/59
Approximate Cost per Cabinet
with ~3,900 Installations ~$430K
52 Cabinets ~$22 Million
Annual Bond Obligation ~$1.8 MIllion
* Trailblazer’s net positive revenues provided some additional funding
Funding Was Exhausted with Ten Cabinets Remaining
START UP COSTS
●Initial Proforma was based on consultants experience:
Installation (final mile) estimates were too low
●Purchase of Woodstock Office was not planned
DESIGN
●Redesign of the Outside Plant:
○Original Design only included developed lots. Design
modifications added four additional cabinets:
○(1) Prospector Apartments, (2) Wildfire Development & Lake
Shore Lodge (3) Fish Hatchery Housing
○(4) Kiowa split in two (Grey Fox)
●COVID cost increases
○PPE and increased workload for coordination of in-home
installations
●Post COVID cost increases
○Inflation and supply chain constraints
Funding Was Exhausted with Ten Cabinets Remaining
COVID IMPACTS - Cost Increases
●Investment of Inventory - As Inventory Leads Times increased with COVID;
Materials pre-ordered to ensure no shortages
○Normal shipping times 8 - 10 weeks, wait times now up to 80 weeks
○PPE - Safety protection for installation staff meeting with the public
●Additional time & resources to manage added customer communications,
remote working conditions
○Additional Staffing to work remotely through Tech Support
○High Call Volume due to COVID screenings; rescheduling etc…when
clients or staff not able to meet in person
○Communications software cost increases with added users
●Post COVID cost impacts
○Materials - increased
○Shipping costs increased
○Significant Delays &
○Increased workloads on all teams slowed productivity
○Increased Contractor Rates
○Overall: Higher cost of doing business
OTHER UNEXPECTED CHALLENGE
●Flickr damage - repairs needed in multiple areas
Funding Was Exhausted with Ten Cabinets Remaining
Photo by D. Benjamin Miller
Capital Construction-Installations: Progress and Impact
2024 - Business Tactics Drive Today’s Pace of Work
Our objective to stay in the black. Trailblazer executes all work internally, i.e., limited use of contractors. This
reduced project management but significantly delayed new customer installations.
The Downtown projects and construction to serve the
Prospector Apartments has divided staff's focus between
major construction and new installations.
Promptly addressing reliability remains a top priority,
despite lean staffing.
We serve the best interests of our Community.
911 Reliability
Twice now wildfires threatened continuity of 911 services
Trailblazer Broadband & Project Thor worked with LETA911
and PRPA to create an emergency communications route.
Capital Construction-Installations: Progress and Impact
2024 - Business
Tactics Drive Today’s
Pace of Work
Our objective to stay in the
black.
Trailblazer operations are
now fully paying for
themselves
Our initial 2023 income
statement shows
Trailblazer with a net
positive operating income
of $365,492. *Large Data query, unaudited
Installations Drive Construction - 2024
●A Full Installations - 2 Hours
●In 2023, Full Staffing plus
contractors
- 19 Installations/Week plus O&M
●Present,with Staff Vacancies
- 8 Installations/Week plus O&M
●Installations are backlogged to
mid-December.
We meet regularly to find
easy/quick locations to complete,
to help reduce the backlog.
Installation - Causes of Backlog
●Loss of Personnel: Two key
staff were lost during a
reorganization.
●Limited Vehicle Use: Contract
labor can not drive town
vehicles.
●Contractor Support: The
Cost/Benefit of outsourcing
pre-installation was too high.
Installations - Strategizing through 2024
●Re-Organization
●Last-mile fiber underground
shifted to P&C Ground Crew
●Case-by-case client installation
rescheduling based on
construction feasibility
●Delay opening of additional
cabinets in order to focus
installation backlog
Funding Opportunities - BEAD Grant 2024
NTIA recently approved Colorado Broadband
funding for the Broadband Equity, Access and
Deployment (BEAD) program
●CBO proposals volumes 1 & 2 together are
Colorado's strategy to invest $826.5 million from
BEAD funding to connect 99% of Colorado
households by end of 2027.
●Trailblazer is compiling data in preparation for the
grant application cycle tentatively opening
8/31/2024 based on the proposed guidelines
●Further funding is imperative for being able to
complete the build out of this resource as
promised to voter and P&C Rate Payers; thus
Trailblazer will make an aggressive effort to win
grant funding through the BEAD program
PTD-at-a-Glance
Statistical Comparison 2023 YTD 2024 2024
(Est*)
Difference
(Est*)
PTD Totals
Total UISP Registrations
(includes Active Clients)5,103 5,523 N/A 8%
Total Active Clients
(Signed Up)3,590 4,044 N/A 13%
Total Commercial Clients 316 332 N/A 5%
Potential Clients (Registered)1,529 1,499 N/A -2%
Open Cabinets 47 48 N/A 2%
Annual Statistics
UISP Registrations
(includes Active Clients)1,132 668 1,152 2%
Active Clients
(Signed Up)963 588 1,014 5%
Commercial Clients 95 33 57 -40%
Installations 1,734 334 476 -72%
Remaining 2024 Scheduled Installations N/A 142 N/A N/A
Annual Cancellations 202
(82% Moved)
165
(74% Moved)284 41%
Average Monthly Revenue
(raw data - before fees & operations removed) $244,097.57 $292,202.36 N/A 20%
Nothing can keep
a good team
down!
The Trailblazer CS
& OSP teams
continued to
expand service
despite the long
wait times for
installations.
* 2024 full-year figures are estimated for the last 5 months of the year at the rate for the first 7 months. Differences are based on estimated
figures for year end, where applicable.
Customer Support
YTD 2024
2024 to Date Dashboard
●Despite decreased installations,
Trailblazer will still meet 2024
Sales Goals, but could have
exceeded.
●We have 3,960 clients who are
installed or scheduled to be
installed with only 88 installation
slots remaining for 2024
●Declining sales with increased
wait times - 14 sales lost due to
wait in May 2024 alone
compared to 29 YTD
●Active Clients - Seeing a slight
decrease overall as existing
clients choose other providers
when moving to uninstalled
locations as they cannot wait
months for service.
Marketing and Sales - Year Over Year Review
●No Cabinets Opened Since July
2023
●Sales volume is strong in light of
no new areas and long wait for
installations
●This provides a great picture of
moving forward post-buildout but
it will level out.
Year-Over-Year Sales
The installation calendar is
currently booked 17+ weeks out
●Challenge to Keep up
excitement
●CSRs are carrying the
weight of sales 91% by
phone
●Using a Pre-sale concept
Marketing & Sales Today
Current Strategy = Use existing foundational
resources wisely since asked to trim budget
●Consistent
●Relatively Low Cost
●Established 7 of 7 Touchpoints
Cost Efficiency
●Paused OTM services for
Trailblazer through year end.
●Email Works! Low cost/high reach
●Expand the use of emails for other
things, e.g., installation reminders
●Follow up more closely on people
who open emails but don’t call in.
●Maintaining sales focus by phone
since it’s most effective.
●Leverage passive marketing
through Realtors with Fiber Homes.
●No new initiatives planned through
the end of the year.
Marketing & Sales Looking Forward
Late 2024 / Early 2024
Optimize Low / No Cost Opportunities Until More Budget is
Available and Installations are Caught Up
Marketing
●Fiber Homes
○Approved and launching Fall 2024
○Utilize Realtors and MLS tools to expand
marketing
●Leverage email for additional communication
opportunities for Reminders, Education
●Expand Social Media Footprint
○Copy Facebook Marketing to Instagram
○More Cooperative Sharing Between Town and
Trailblazer Social Media Posts
Marketing & Sales Looking Forward
Late 2024 / Early 2024
Sales
●Identify Sales Opportunties fo Low Construction
Cost and High Sales Yield
○Focus on MDUs e.g., Prospector
○Ski Cabinet (Main Construction Already
Completed)
●Streamline processes, e.g., implement SMS for
Install Reminders, etc., freeing up more CSR
time for outbound sales calls
○MailChimp upgrade made without
○additional cost to test viability
Optimize Low / No Cost Opportunities Until More Budget is Available and Installations are Caught Up
Call Volume Trends
Year Inbound Calls Outbound Calls Total Calls
Abandonment
%
% of Calls Answered
in 30 Seconds (SLA)
Avg Call Length
(Min)
2020 2164 3110 5274 5%92%3:05
2021 3496 5168 8664 11%80%2:43
2022 3737 4666 8403 11%80%3:14
2023 4692 4197 8889 12%77%3:05
2024 (6 mos)2179 1497 3676 13%79%3:11
●Inbound call volume has decreased only
slightly over the last 18 months.
●Less outbound calls are made because there
are fewer new sales opportunities.
●Also, more time is spent on inbound calls and
back office work.
●Call handling remains consistent YOY.
Support vs. Sales
●As expected, support
calls increase with
more customers.
●Sales calls decrease
somewhat with less
cabinets open.
●But…time allocation
is very different!
Call Reason Comparison
●#1 = Sign up by Phone
Decrease in Outbound
Calls due to time
●Increase in Cancellations
●Increase in Billing and
other support
●questions
‘Needs Service/Install
Sooner” doubled (18 to
40)
A Rainbow of Cabinet Sales!
●Sales from 50 Cabinets
●Some like Lockhart Mtn, YMCA
aren’t officially open
●6 Cabinets Opened in 2023:
○East Lane: 153 Passes
○Black Canyon: 201
○Fox Creek: 160
○Devil's Gulch: 87
○Dunraven: 124
○Copper Hill: 96
2023 Cancellations
●As in the past, most
cancellations are related to
moving out of Estes Park.
●Those moving in-town typically
take service at the new
location, if available.
●Some are happy with their
current service (as TDS has
improved) or don’t want to pay
more.
●As the schedule fills up we hear
more about people who can’t
wait for service, but still
currently at about 3% of
cancellations.
PTD-at a Glance
Project Estimated Expenses
PTD Totals
Initial Funding $26 Million
Start Up Costs ~$3.7 Million
Cabinets Constructed (with Installations)49/59
Approximate Cost per Cabinet with
Installations ~$428K
Approximate Total Cost to Build Cabinets
with Installations & Maintenance/Repair ~$22 Million
Annual Bond Obligation ~$1.9 MIllion
Remaining Budget allocated to cover O&M
for 2024 Installations & Operating Capital ~$1.5 Million
Start Up -
● Woodstock
Building
(unplanned)
● Central Offices,
core electronics
●Initial Equipment
& Operations
Costs
● Staffing &
Contractors
* All figures are estimated; actual financials are under review. Funding does not include Trailblazer revenue
TOWN ADMINISTRATOR’S
OFFICE
Report
To: Honorable Mayor Hall
Board of Trustees
From: Town Administrator Machalek
Date: August 13, 2024
RE: Town Board Code of Conduct Review
Purpose of Study Session Item:
Review Town Board Policy 103 (Town Board Code of Conduct and Operating
Principles).
Town Board Direction Requested:
•Does the Board want to make any changes to Town Board Policy 103?
Present Situation:
Town Board Policy 103 was adopted as a stand-alone policy in 2017. Previously, this
policy was included in Category 1 (Governance Process) of Policy Governance. Policy
103 describes the Town Board’s code of conduct, meeting procedures, and rules for
public comment.
Proposal:
The Board requested a Study Session to review the Town Board’s code of conduct.
Advantages:
•N/A (no proposal)
Disadvantages:
•N/A (no proposal)
Finance/Resource Impact:
N/A (no proposal)
Level of Public Interest
Low.
Attachments
•Town Board Policy 103 (Town Board Code of Conduct and Operating Principles)
Code of Conduct & Operating Principles 7/26/17
Revisions: 1 Town of Estes Park, Town Board Governance Policies Page 1 of 11
Effective Period: Until Superseded
Review Schedule: Biannually – Following Town Elections
Effective Date: July 26th, 2017
References: Governing Policy 1.2
TOWN BOARD GOVERNANCE POLICY
103
Town Board Code of Conduct and Operating Principles
1.PURPOSE:
The Board of Trustees shall operate in an ethical and businesslike manner. As
leaders of our community, it is important that the members of the Town Board hold
themselves to the highest standard of conduct, setting an example for other Town
officials and Town employees, and ensuring that the public has confidence in the
integrity of its government and Town Officials. Adherence to these standards will
protect and maintain the Town of Estes Park’s reputation and integrity.
2.SCOPE:
This Policy and Procedure applies to the Board of Trustees.
3.RESPONSIBILITY:
It is the responsibility of each Trustee to comply with this policy. It is further the
responsibility of the Board of Trustees to address any perceived non-compliance with
the specific items within this policy.
4.PROCEDURES:
i)CONDUCT WITH ONE ANOTHER - The Board of Trustees is composed of individuals
with a wide variety of backgrounds, personalities, values, opinions, and goals.
Embracing this diversity, all have chosen to serve in public office in order to preserve
and protect the present and the future of the community. In all cases, this common
goal should be acknowledged even as Trustees may “agree to disagree” on
contentious issues. We will conduct business in a manner consistent with this code
of conduct
(1)We accept and respect each other's individuality, supporting each other by
capitalizing on our individual strengths, working together, as a team, utilizing
each other’s' expertise, to accomplish our goals and the goals of the Town of
Estes Park.
(2)We take others' concerns seriously.
ii)CONDUCT IN PUBLIC MEETINGS:
ATTACHMENT 1
Code of Conduct & Operating Principles 7/26/17
Revisions: 1 Town of Estes Park, Town Board Governance Policies Page 2 of 11
(1) Practice civility, professionalism and decorum in discussions and debate -
Trustees should conduct themselves in a professional manner at all times.
Trustees will not make comments that are belligerent, personal attacks,
impertinent, slanderous, threatening, abusive, or disparaging.
(2) Demonstrate support for Board decisions - A member of the Board of Trustees
who votes in the minority is free to express his/her dissent but will respect the
process and legitimacy of the majority decision.
(3) Be punctual and keep comments relative to topics discussed - Trustees have
made a commitment to attend meetings and partake in discussions. Therefore, it
is important that Trustees be punctual and that meetings start on time, while
being respectful of other people’s time.
(4) Be prepared for Board meetings - Trustees will be prepared for meetings in
advance, and be familiar with issues on the agenda.
(5) Avoid expressing opinions during Public Hearings - Trustees should not express
opinions during the public hearing portion of the meeting except to ask pertinent
questions of the speaker or staff. Trustees should refrain from arguing or
debating with the public during a public hearing and shall always show respect
for different points of view.
(6) Respect the role of the Mayor or Committee Chairpersons in maintaining order -
It is the responsibility of the Mayor to keep the comments of Trustees on track
during public meetings. Trustees should honor efforts by the Mayor to focus
discussion on current agenda items. If there is disagreement about the agenda or
the Mayor’s actions, those objections should be voiced politely and with reason.
iii) CONDUCT IN PRIVATE COMMUNICATIONS:
(1) Respectful behavior in private - The same level of respect and consideration of
differing points of view that is deemed appropriate for public discussions should
be maintained in private conversations.
(2) Written notes, voicemail messages, and e-mail - Written notes, voicemail
messages and e-mail should be treated as “public” communication and may be
subject to disclosure pursuant to the Colorado Open Meetings Act. The tone and
wording of all communication should be respectful and similar in decorum as
public discourse.
iv) TRUSTEE CONDUCT WITH TOWN STAFF:
(1) Board prioritization of Staff projects - It is the responsibility of the Town Board as
a whole and not individual Trustees to identify and prioritize projects for the Town
Staff. Individual Trustees shall refrain from instructing Staff as to the prioritization
of projects identified by the Board. It is the responsibility of the Town
Code of Conduct & Operating Principles 7/26/17
Revisions: 1 Town of Estes Park, Town Board Governance Policies Page 3 of 11
Administrator to communicate and direct the prioritization of Town activities with
the staff.
(2) Treat all staff as professionals - Clear, honest communication that respects the
abilities, experience, and dignity of each individual is expected. Poor behavior
towards staff is not acceptable.
(3) Limit contact with specific Town staff - Questions of Town staff and/or requests
for additional background information may be addressed directly with the
appropriate town staff member, however individual trustees should not direct staff
to take any specific action or direct them to produce any work product. The Town
Administrator should be copied on or informed of any request. Requests for
follow-up or directions to staff should be made only through the Town
Administrator. When in doubt about what staff contact is appropriate, Trustees
should ask the Town Administrator or Mayor for direction. Materials supplied to
Trustees in response to a request may be made available to all Trustees, so that
all have equal access to information.
(4) Do not disrupt Town staff from their jobs - Trustees should not disrupt Town staff
while they are in meetings, on the phone, or engrossed in performing their job
functions, in order to have their individual needs met.
(5) Never publicly criticize an individual employee - Trustees should never express
concerns about the performance of a Town employee in public, to the employee
directly, or to the employee’s supervisor. Comments about staff performance
should only be made to the Town Administrator through private correspondence
or conversation.
(6) Do not get involved in administrative functions - Trustees must not attempt to
influence Town staff on making appointments, selecting consultants, processing
of development applications, or granting of Town licenses and permits unless the
Trustee has been invited to participate in the process.
(7) Check with Town staff on correspondence before taking action - Before sending
correspondence, Trustees should check with Town staff to see if an official Town
response has already been sent or is in progress. When responding to
correspondence always clarify if the opinion expressed is a personal opinion or
position, or if it is the official position as adopted by the Board of Trustees.
(8) Requests for staff support – Requests should be made to the Town
Administrator. The office of the Town Clerk, in the Administrative Services
Department provides routine clerical and support services for the Board. Routine
requests for items such as meeting registrations, benefits, reimbursements,
scheduling questions can be addressed directly to the Town Clerk. As the Town
Attorney reports directly to the Town Board and not the Town Administrator,
requests for information or legal advice may be made directly to the Town
Attorney.
Code of Conduct & Operating Principles 7/26/17
Revisions: 1 Town of Estes Park, Town Board Governance Policies Page 4 of 11
(9) Do not solicit political support from staff - Trustees should not solicit any type of
political support (financial contributions, display of posters or lawn signs, name
on support list, etc.) from Town staff.
(10) Evaluation of Staff - Individual Board members will not formally evaluate the
performance of the Town Administrator, his/her staff or the Town Attorney except
as that performance is assessed in accordance with explicit Board of Trustees’
policies.
v) TRUSTEES CONDUCT WITH THE PUBLIC IN PUBLIC MEETINGS - Making the
public feel welcome is an important part of the democratic process. No signs of
partiality, prejudice or disrespect should be evident on the part of individual Trustees
toward an individual participating in a public forum. Every effort should be made to
be fair and impartial in listening to public testimony.
(1) Be welcoming to speakers and treat them with care and respect.
(2) Active listening - Board members should practice active listening when members
of the public are speaking before the board. Be aware of facial expressions,
especially those that could be misinterpreted as disrespectful.
vi) CONDUCT IN UNOFFICAL SETTINGS:
(1) Make no promises on behalf of the Board - Individual Board members can
represent the Board on Town matters only when delegated those responsibilities
by the Board. Board members should refrain from overtly or implicitly promising
Board action, or to promise that Town staff will do something specific (fix a
pothole, waive a fee, plant new flowers in the median, etc.).
(2) Make no personal comments about other Trustees - Board members will refrain
from making derogatory comments about other Trustees, their opinions and
actions.
vii) BOARD CONDUCT WITH OTHER PUBLIC AGENCIES:
(1) Be clear about representing the Town or personal interests - If a Trustee appears
before another governmental agency or organization to give a statement on an
issue, the Trustee must clearly state: 1) if his or her statement reflects personal
opinion or is the official stance of the Town; 2) whether this is the majority or
minority opinion of the Board. Even if the Trustee is representing his or her own
personal opinions, remember that this still may reflect upon the Town as an
organization.
(2) Decision Making - If a Trustee serves in a decision making capacity for another
organization and a matter which the Town has taken an official position is
discussed by the organization, the Trustee should not maintain a position that
Code of Conduct & Operating Principles 7/26/17
Revisions: 1 Town of Estes Park, Town Board Governance Policies Page 5 of 11
significantly impacts or is detrimental to the Town’s official position. In the event
the Town has not taken an official position with regard to a matter, and in the
Trustee’s judgment, the Trustee believes that the Town would take a position
substantially different than that proposed to be taken by the organization, the
Trustee should consult with the Mayor regarding the Town’s possible position.
(3) Correspondence expressing official Town positions - All official Town
correspondence shall be signed by the Mayor or Mayor Pro Tem unless a
specific Trustee is authorized by the Town Board to individually respond to a
matter and express the Town’s official position. A copy of official correspondence
should be given to the Town Clerk to be filed as part of the permanent public
record.
(4) Trustee correspondence concerning town matters - Trustees may correspond
with individuals or organizations on any matter involving the Town. In the event
that the Trustee’s personal correspondence expresses a personal opinion that
differs from the Town’s official position, the Trustee should make clear that the
Trustee’s personal opinion differs from the Town’s official position.
viii)TOWN TRUSTEE CONDUCT WITH OTHER BOARDS AND COMMISSIONS:
(1) If attending a Board or Commission meeting, be careful to only express personal
opinions unless you are authorized to represent the Town Board - Trustees may
attend any Board or Commission meeting open to the public, but should be
sensitive to the way their participation – especially if it is on behalf of an
individual, business or developer – could be viewed as unfairly affecting the
process. Any public comments by a Trustee at a Board or Commission meeting
should be clearly indicate if it is an individual opinion or a representation of the
official opinion of the Town Board.
ix) CONDUCT WITH THE MEDIA:
(1) Trustees may be contacted by the media for background information and quotes.
All media contacts should be referred to the PIO.
(2) The Mayor is the official spokesperson for the Board of Trustees. The Mayor is
the designated representative of the Board of Trustees to present and speak on
the official Town position. If the media contacts an individual Trustee, the Trustee
should be clear about whether her/his comments represent the official Town
position or a personal viewpoint. In most cases, any media requests should be
referred to the Town Public Information Officer.
x) CONFLICT OF INTEREST:
(1) Section 31-4-404 (2) C.R.S - “Any member of the governing body of any city or
town who has a personal or private interest in any matter proposed or pending
before the governing body shall disclose such interest to the governing body,
shall not vote thereon, and shall refrain from the attempt to influence the
Code of Conduct & Operating Principles 7/26/17
Revisions: 1 Town of Estes Park, Town Board Governance Policies Page 6 of 11
decisions of the other members of the governing body in voting on the matter.”
(2) Disclosure - A Trustee having a conflict of interest in any matter before the Town
Board shall disclose the interest to the Town Board. The Trustee shall not vote or
otherwise take any formal action or discussion concerning the matter, shall not
participate in any executive session concerning the matter, and shall refrain from
attempting to influence any other member of the Board of Trustees either in
public or private discussion of the matter.
(3) Exception - A member of the Board of Trustees may vote notwithstanding a
conflict of interest if the Trustee’s participation is necessary to obtain a quorum or
otherwise enable the Board to act if the Trustee complies with the volunteer
disclosure provisions of Section 24-18-110 C.R.S.
(4) Appearance of Impropriety - A Trustee should consider, but is not required to,
excuse themselves from those matters which due to the specific circumstances
concerning the matter may appear to members of the public to be a potential
conflict of interest thus avoiding the appearance of impropriety.
xi) SANCTIONS:
(1) Inappropriate Staff Behavior - Trustees should refer to the Town Administrator
any Town staff that does not follow proper conduct in their dealings with
Trustees, other Town staff, or the public. These employees may be disciplined in
accordance with standard Town procedures for such actions.
(2) Trustees Behavior and Conduct - Trustees who intentionally and repeatedly do
not follow proper conduct may be reprimanded or formally censured by the Town
Board. Serious infractions of the Code of Conduct may lead to other sanctions as
deemed appropriate by the Town Board.
Code of Conduct & Operating Principles 7/26/17
Revisions: 1 Town of Estes Park, Town Board Governance Policies Page 7 of 11
A.
Tool box for: Meeting Procedure Options
Motions: Purpose, Properties
Basic Motion:
Purpose: Places an action item on the floor for discussion
The motion is stated in the positive.
“Yes” vote supports motion.
“No” vote opposes the motion.
Divide complex issues into individual motions.
Second is required.
Quasi-judicial
Motions:
Quasi-judicial: A motion in the positive includes findings of fact for approval.
Quasi-judicial: A failed motion in the positive is followed by a motion in the
negative, stating findings of fact for denial
Divide complex issues into individual motions.
Second is required.
Amend a Motion:
Purpose: To change a portion of the Basic Motion.
The amendment uses the original basic motion wording with a change in
wording.
The motion is stated in the positive.
Second is required.
Substitute Motion:
Purpose: To completely remove/replace the Basic Motion.
The substitute motion is a new motion with new wording. The motion is stated
in the positive. The Mayor determines if motion qualifies as Substitute Motion.
Second is required.
Table Motion:
or
Continue Motion:
Purpose: Stops an action item discussion for more information.
The Mayor generally states a new meeting date to discuss item.
The Mayor may send item back to committee/staff for revising.
The Mayor will recommend to Table or Continue as appropriate.
Occurs when information is lacking or no decision can be made on action
item.
Second is required.
Motion to
Reconsider:
Purpose: Re-open discussion on a finalized action item.
Only a Board Member voting in the majority for the motion that finalized the
action item may request a reconsideration motion and only at the same
meeting at which the original action was taken.
Second is required.
Point of Order:
Purpose: To correct meeting proceedings and help the Mayor.
State “point of order” and what procedure was missed by the Mayor.
No Second is required.
Second a Motion:
Purpose: To open discussion on an action item.
Notes: The person providing the second does not need to agree with the
motion.
The originator of the motion or changed motion will need to repeat the motion
for the benefit of the Town Clerk’s record and Town Board clarity of motion.
Call the Question
Purpose: To end discussion of an issue and bring the Board to a vote.
Any Board member may Call the Question at any time during Board
discussion of a motion that is on the floor. No second is required for a Call of
the Question. After a Board member makes the motion to Call the Question,
the board shall vote immediately to Call the Question and bring the item to a
vote. If the Call the Question vote fails, discussion may continue. If the Call
the Question vote passes, the Board shall vote on the motion on the table
without any further discussion.
Code of Conduct & Operating Principles 7/26/17
Revisions: 1 Town of Estes Park, Town Board Governance Policies Page 8 of 11
Public Comment –
A. Rules and Procedures for Public Comment
a. The purpose of Public Comment is to provide input to the Town Board on
issues relevant to Town of Estes Park. It is not intended to be a general
soapbox opportunity. b. Public comments and questions shall
be:
i. Limited to three minutes.
ii. Directed to the Board as a whole and not to individual members.
iii. Presented in a courteous and professional demeanor and not in a
threatening, profane, vulgar, insulting or abusive manner.
iv. Limited to topics pertaining to Town of Estes Park government and about
which the Town Board has authority or responsibility.
c. Speakers, when recognized by the chair, will provide their name to the Clerk
prior to addressing the Board.
d. Individuals who engage in repetitive comments or questions or who otherwise
violate the provisions of Rule #2 above will be asked to refrain and/or yield the
floor.
e. Failure to abide by these requirements after a first warning may result in the
Board requiring that the speaker, in lieu of speaking, submit his/her
statements in writing during future public comment periods.
f. The Mayor is responsible for administration and enforcement of these rules
in his/her sole discretion.
Code of Conduct & Operating Principles 7/26/17
Revisions: 1 Town of Estes Park, Town Board Governance Policies Page 9 of 11
B.
Town Board Meeting
Order of Business
• Call meeting to order
• Pledge of Allegiance
• Agenda Approval – Board requests for additions or deletions
• Proclamations and Presentations
• Public Comment
• Town Board Comments
• Liaison Reports
• Town Administrator’s Report and Public Comment Follow-up
• Consent Agenda
• Consider items pulled from the Consent Agenda (if any)
• Reports and Discussion Items (outside entities)
• Liquor Items
• Planning Commission Items
o Consent Items
o Action Items
• Action Items (repeat process for each action item)
• Staff Report
• Town Board clarification of Staff Report - questions/discussion Formal
Motion/Second (if Ordinance is present, Town Attorney/Town Clerk reads prior to
motion)
• Public Comment
• Motion modifications/amendments if desired
• Debate/Discuss motion
• Mayor calls for vote
• Vote
• Staff Reports
• Executive Session (if needed)
• Adjournment
___________________________________________________________________________
Every Board meeting will end no later than 10:00 p.m., except that (1) any item of business
commenced before 10:00 p.m., may be concluded before the meeting is adjourned and (2) the
Town Board may, by majority vote, extend a meeting until no later than 11:00 p.m. for the
purpose of considering additional items of business. Any matter which has been commenced
and is still pending at the conclusion of the Board meeting, and all matters scheduled for
consideration at the meeting which have not yet been considered by the Board, will be
continued to the next regular Town Board meeting and will be placed first on the agenda for
such meeting. The Town Board reserves the right, by majority vote, to further extend the
meeting to conclude any business the Board deems necessary.
Code of Conduct & Operating Principles 7/26/17
Revisions: 1 Town of Estes Park, Town Board Governance Policies Page 10 of 11
C
Town Board Motions
(Adopted March 2011)
1 The basic motion. The basic motion is the one that puts forward a decision
for consideration. A basic motion might be: “I move that we create a five-member
committee to plan and put on our annual fundraiser.”
2 The motion to amend. If a member wants to change a basic motion that is
under discussion, he or she would move to amend it. A motion to amend might be:
“I move that we amend the motion to have a 10-member committee.” A motion to
amend takes the basic motion that is before the body and seeks to change it in
some way.
3 The substitute motion: If a member wants to completely do away with the
basic motion under discussion and put a new motion before the governing body, he
or she would “move a substitute motion.” A substitute motion might be: “I move a
substitute motion that we cancel the annual fundraiser this year.” Motions to amend and substitute motions are often confused. But they are quite
different, and so is their effect, if passed. A motion to amend seeks to retain the basic motion on the floor, but to modify it in
some way.
A substitute motion seeks to throw out the basic motion on the floor and substitute a
new and different motion for it…
Voting on motions when there are several on the floor.
The first vote is on the last motion. In the example above, the substitute motion
would be voted on first. If passed, the other two (Basic and Amend) would not
require a vote because they become moot. If the substitute in the above example
passes, it replaces both the Basic and the amendment to the Basic motion. If the substitute fails, then a vote is needed on the amendment. If the amendment
passes, the basic motion is moot because it was replaced by the amendment.
However, if the amendment fails, the basic motion needs to be voted on. If it
passes, it is final. If the basic fails, then the chair determines if a new motion is in
order, or does the action item need to be tabled for more information, returned to
committee, have staff gather more information, etc. A time for future review of the
action item should be established.
*Instructional scenario quoted verbatim from: Rosenberg’s Rules of Order: Simple
Parliamentary Procedures for the 21st Century, 2003, League of California Cities.
Code of Conduct & Operating Principles 7/26/17
Revisions: 1 Town of Estes Park, Town Board Governance Policies Page 11 of 11
Approved:
___________________________________
Todd Jirsa, Mayor
_____________
Date
TOWN ADMINISTRATOR’S
OFFICE
Report
To: Honorable Mayor Hall
Board of Trustees
From: Town Administrator Machalek
Date: August 13, 2024
RE: Governing Policies Update – Staff Limitations and Ends Statements
Purpose of Study Session Item:
Review updates to Town Board Governing Policies Category 3 (Staff Limitations) and
Category 4 (Ends Statements and Key Outcome Areas). This is the third in a series of
four sessions to review updates to the Board’s Governing Policies.
Town Board Direction Requested:
•Do the proposed edits meet the needs of the Board?
•Are there additional edits or clarifications desired?
Present Situation:
Category 3 of the Town Board Governing Policies details limitations on staff through
Town Administrator constraints. Category 4 of the Town Board Governing Policies
details the Board’s “Ends Statements” (Strategic Plan Outcome Areas).
Proposal:
An updated and redlined copy of Town Board Governing Policies Category 3 is
attached. Proposed edits are limited to typographical edits and edits for clarity.
An updated and redlined copy of Town Board Governing Policies Category 4 is
attached. Proposed edits update the ends statements to bring them in line with the
Board’s most recently adopted Strategic Plan. The edits also clarify the process by
which the Town Board agrees on its Ends Statements and Key Outcome Areas.
Advantages:
•Continuing to update the Town Board’s Governing Policies will help to ensure
that these policies stay relevant and are well-suited to aid the Board with its
governing responsibilities.
Disadvantages:
•None.
Finance/Resource Impact:
No direct financial impact.
Level of Public Interest
Low.
Attachments
•Town Board Governing Policies Category 3 (Staff Limitations)
•Town Board Governing Policies Category 4 (Ends Statements and Key Outcome
Areas)
TOWN OF ESTES PARK
GOVERNING POLICIES MANUAL
Table of Contents
Category 3. Staff Limitations
Policy 3.0 General Town Administrator Constraint
Policy 3.1 Customer Service
Policy 3.2 Treatment of Staff and Volunteers
Policy 3.3 Financial Planning
Policy 3.4 Financial Condition and Activities
Policy 3.5 Asset Protection
Policy 3.6 Emergency Town Administrator Backup and Replacement
Policy 3.7 Emergency Preparedness
Policy 3.8 Compensation and Benefits
Policy 3.9 Communication and Support to the Board
Policy 3.10 Capital Equipment and Improvements Programming
Policy 3.11 General Town Administrator Constraint – Quality of Life
Policy 3.12 General Town Administrator – Internal Operating Procedures
Policy 3.13 Town Organizational Plan
ATTACHMENT 1
Policy Type: Staff Limitations
Policy: 3.0
Policy Title: General Town Administrator Constraint
Revised:
Within the scope of authority delegated to him/her by the Board of Town Trustees, the Town
Administrator shall not cause nor allow any practice, activity, decision , or organizational
circumstance that is either unlawful, imprudent, or in violation of commonly accepted business
and professional ethics.
3.1 The quality of life in the Town of Estes Park depends upon the partnership
between citizensresidents, elected officials, and Town employees. Therefore,
within the scope of his/her authority, the Town Administrator shall not fail to
ensure high standards regarding the treatment of our citizensresidents.
3.2 With respect to the treatment of paid and volunteer staff, the Town Administrator
may not cause or allow conditions that are unsafe, unfair, or undignified.
3.3 With respect for strategic planning for projects, services, and activities with a
fiscal impact, the Town Administrator may not jeopardize either the operational or
fiscal integrity of Town government.
3.4 With respect to the actual, ongoing condition of the Town government’s financial
health, the Town Administrator may not cause or allow the development of fiscal
jeopardy or loss of budgeting integrity in accordance with Board Objectives.
3.5 Within the scope of his/her authority and given available resources, the Town
Administrator shall not allow the Town’s assets to be unprotected, inadequately
maintained, or unnecessarily risked.
3.6 In order to protect the Board from sudden loss of Town Administrator services,
the Town Administrator may have no less than two other member(s) of the Town
management team familiar with Board and Town Administrator issues and
processes.
3.7 The Town Administrator shall have an Emergency Preparedness Process in place
for the coordination of all emergency management partners – (Federal, State, and
local governments, voluntary disaster relief organizations, and the private sector )
to meet basic human needs and restore essential government services following a
disaster.
3.8 With respect to employment, compensation, and benefits to employees,
consultants, contract workers, and volunteers, the Town Administrator shall not
cause or allow jeopardy to fiscal integrity.
3.9 The Town Administrator shall not permit the Board of Town TrusteesTown Board
to be uninformed or unsupported in its work.
3.10 With respect to planning for and reporting on Capital Equipment and
Improvements Programs, the Town Administrator may not jeopardize either
operational or fiscal integrity of the organization.
3.11 With respect to Town government's efforts to improve the quality of life for the
community the Town Administrator shall not fail to plan for implementing
policies of the Board regarding economic health, environmental responsibility,
and community interests.
3.12 With respect to internal operating procedures, tT he Town Administrator will
iensure that the Town may not fail to havehas internal operating procedures for
the well being of the Town to promote effective and efficient Town operations.
Policy Type: Staff Limitations
Policy: 3.1
Policy Title: Customer Service
Revised:
The quality of life in The Town of Estes Park depends upon the partnership between
citizensresidents, elected officials, and Town employees. Therefore, within the scope of his/her
authority, the Town Administrator shall not fail to ensure high standards regarding the treatment
of our citizensresidents.
3.1.1 The Town Administrator shall not fail to encourage the following basic attitudes
in employees:
3.1.1.1 The Citizens residents of the Town of Estes Park deserve the best possible
services and facilities given available resources.
3.1.1.2 Prompt action is provided to resolve problems or issues. “Prompt Action”
shall be interpreted as:
Citizens Residents receive initial responses to a reported problem
or issue, at a minimum acknowledging the receipt of the contact,
within two business days of receipt.
The appropriate process required to resolve the problem is initiated
within three business days of receipt, whenever possible.
3.1.1.3 Attention is paid to detail and quality service is provided that demonstrates
a high level of professionalism.
3.1.1.4 Each employee represents excellence in public service.
3.1.1.5 Each employee is “the Town” in the eyes of the public.
3.1.2 The success of Estes Park Town gGovernment depends upon the partnership
between citizensresidents, elected officials, and Town employees. Accordingly,
regarding the treatment of citizens residents and customers, the Town
Administrator shall not:
3.1.2.1 Fail to inform citizens residents of their rights, including their right to due
process, as they relate to the operations and responsibilities of the Town.
3.1.2.2 Ignore community opinion on relevant issues or make material decisions
affecting the community in the absence of appropriate community input.
3.1.2.3 Allow the community to be uninformed (or informed in an untimely basis)
about relevant decision- making processes and decisions.
3.1.2.1 Ignore problems or issues raised by the community, or fail to address them
in a timely manner, where the Town Administrator has been delegated the
authority to act, (or to fail to inform the Board of issues where he/she may
not have the authority to act).
3.1.2.5 Allow incompetent, disrespectful, or ineffective treatment from Town
employees.
3.1.2.6 Unduly breach or disclose confidential information.
Policy Type: Staff Limitations
Policy: 3.2
Policy Title: Treatment of Staff and Volunteers
Revised:
With respect to the treatment of paid staff and volunteers staff, the Town Administrator may not
cause or allow conditions which are unsafe, unfair, or undignified. Accordingly, pertaining to
paid staff within the scope of his/her authority, the Town Aadministrator shall not:
3.2.1 Operate without written personnel policies that clarify personnel rules for
employees.
3.2.2 Fail to acquaint staff with their rights under the adopted personnel rules upon
employment.
3.2.3 Fail to commit and adhere to the policies of Equal Employment Opportunity and
Fair Labor Standards Act.
3.2.4 Fail to make reasonable efforts to provide a safe working environment for
employees, volunteers, and citizens residents utilizing Town services.
3.2.5 Operate without written volunteer policies that clarify the responsibilities of
volunteers and of the Town for all volunteers.
Policy Type: Staff Limitations
Policy: 3.3
Policy Title: Financial Planning
Revised:
With respect for strategic planning for projects, services, and activities with a fiscal impact, the
Town Administrator may not jeopardize either the operational or fiscal integrity of Town
government. Accordingly, the Town Administrator shall not allow budgeting which:
3.3.1 Deviates from statutory requirements.
3.3.2 Deviates materially from Board-stated priorities in its allocation among
competing budgetary needs.
3.3.3 Contains inadequate information to enable credible projection of revenues and
expenses, separation of capital and operational items, cash flow and subsequent
audit trails, and disclosure of planning assumptions.
3.3.4 Plans the expenditure in any fiscal year of more funds than are conservatively
projected to be received in that period, or which are otherwise available.
3.3.5 Reduces fund balances or reserves in any fund to a level below that established by
the Board of Town TrusteesTown Board by adopted policy
3.3.6 Fails to maintain a Budget Contingency Plan capable of responding to significant
shortfalls within the Town’s budget.
3.3.7 Fails to provide for an annual audit.
3.3.8 Fails to protect, within his or her ability to do so, the integrity of the current or
future bond ratings of the Town.
3.3.9 Results in new positions to staffing levels without specific approval of the Board
of Town TrusteesTown Board. The Town Administrator may approve positions
funded by grants, which would not impose additional costs to the Town in
addition to the grant funds, and any temporary positions for which existing
budgeted funds are allocated.
Policy Type: Staff Limitations
Policy: 3.4
Policy Title: Financial Condition and Activities
Revised:
With respect to the actual, ongoing condition of the Town government’s financial health, the
Town Administrator may not cause or allow the development of fiscal jeopardy or loss of
budgeting integrity in accordance with Board Objectives. Accordingly, the Town Administrator
may not:
3.4.1 Expend more funds than are available.
3.4.2 Allow the Ggeneral Ffund and other fund balances to decline to a level below that
established by the Board of Town TrusteesTown Board by adopted policy, unless
otherwise authorized by the Board.
3.4.3 Allow cash to drop to a level below that established by the Board of Town
TrusteesTown Board by adopted policy, unless otherwise authorized by the Board.
3.4.4 Allow payments or filings to be overdue or inaccurately filed.
3.4.5 Engage in any purchases wherein normally prudent protection has not been given
against conflict of interest, and may not and/or engage in purchasing practices in
violation of state law or Town purchasing procedures.
3.4.6 Use any fund for a purpose other than for which the fund was established, unless
otherwise authorized by the Town Board.
Policy Type: Staff Limitations
Policy: 3.5
Policy Title: Asset Protection
Revised:
Within the scope of his/her authority and given available resources, the Town Administrator shall
not allow the Town’s assets to be unprotected, inadequately maintained , or unnecessarily risked.
Accordingly, he or she may not:
3.5.1 Fail to have in place a Risk Management program which insures against property
losses and against liability losses to Board members, staff , and the Town of Estes
Park to the amount legally obligated to pay, or allow the organization to be
uninsured:
3.5.1.1 Against theft and casualty losses;,
3.5.1.2 Against liability losses to Board members, staff and the town Town itself
in an amount equal to or greater than the average for comparable
organizations; or.
3.5.1.3 Against employee theft and dishonesty.
3.5.2 Subject plant, facilities, and/or equipment to improper wear and tear or
insufficient maintenance (except normal deterioration and financial conditions
beyond Town Administrator control).
3.5.3 Receive, process, or disburse funds under controls insufficient to meet the Board-
appointed auditor’s standards.
3.5.4 Unnecessarily expose Town government, its the Board of Town TrusteesTown
Board, or staff to claims of liability.
3.5.5 Fail to protect intellectual property, information, and files from loss or significant
damage.
3.5.6 Acquire, encumber, dispose, or contract for real property except as expressly
permitted in Town policy.
3.5.7 Allow internal control standards to be less than that those necessary to satisfy
generally accepted accounting/auditing standards , recognizing that the cost of
internal control should not exceed the benefits expected to be derived.
Policy Type: Staff Limitations
Policy: 3.6
Policy Title: Emergency Town Administrator Backup and Replacement and Back Up
Revised:
In order to protect the Board from sudden loss of Town Administrator services, the Town
Administrator may have no fewer than two (2) other members of the Town management team
familiar with Board of Town Trustees and Town Administrator issues and processes.
3.6.1 The Assistant Deputy Town Administrator shall act in the capacity of Town
Administrator in his/her absence. In the absence of the Town Administrator and
Assistant Deputy Town Administrator a Town Department Head Director
previously designated by the Town Administrator will act in the capacity of Town
Administrator.
3.6.2 The Town Administrator shall provide the necessary training needed to enable
successful emergency replacement.
Policy Type: Staff Limitations
Policy: 3.7
Policy Title: Emergency Preparedness
Revised:
The Town Administrator shall have an Emergency Preparedness Process in place for
coordination of all emergency management partners – (Federal, State, and local governments,
voluntary disaster relief organizations, and the private sector ) to meet basic human needs and
restore essential government services following a disaster.
3.7.1 The Town Administrator shall be responsible for the assigned responsibilities
identified in the Town of Estes Park Emergency Operations Plan.
3.7.2 The Town Administrator shall not fail to have a business continuity plan for the
Town.
3.7.3 In the event of an emergency, the Town Administrator shall not fail to take
appropriate action immediately to ensure the safety of the public , and public and
private assets, including authorizing specific actions by Town staff and declaring
an emergency on behalf of the Board of Town Trustees in accordance with the
Estes Park Municipal Code.
Policy Type: Staff Limitations
Policy: 3.8
Policy Title: Compensation and Benefits
Revised:
With respect to employment, compensation, and benefits to employees, consultants, contract
workers, and volunteers, the Town Administrator shall not cause or allow jeopardy to fiscal
integrity of the Town. Accordingly, pertaining to paid workers, he or she may not:
3.8.1 Change his or her own compensation and benefits.
3.8.2 Promise or imply permanent or guaranteed employment.
3.8.3 Establish current compensation and benefits which deviate materially for the
regional or professional market for the skills employed.:
3.8.4 Establish deferred or long-term compensation and benefits , without approval of
the Town Board.
Policy Type: Staff Limitations
Policy: 3.9
Policy Title: Communication and Support to the Board
Revised:
The Town Administrator shall not permit the Board of Town TrusteesTown Board to be
uninformed or unsupported in its work. Accordingly, he or she may not:
3.9.1 Let the Board of Town TrusteesTown Board be unaware of relevant trends,
anticipated adverse media coverage, material external and internal changes, and
particularly changes in the assumptions upon which any Board policy has been
previously established.
3.9.2 Fail to submit monitoring data required by the Board (see policy on Monitoring
Town Administrator Performance in Board/Staff LinkagePolicy 2.3 – Monitoring
Town Administrator Performance) in a timely, accurate and understandable
fashion, directly addressing provisions of Board policies being monitored.
3.9.3 Fail to establish a process that brings to the Board of Town TrusteesTown Board
as many staff and external points of view, issues, and options as needed for
informed Board choices on major policy issues.
3.9.4 Present information in unnecessarily complex or lengthy form.
3.9.5 Fail to provide support for official Board of Town TrusteesTown Board activities
or communications.
3.9.6 Fail to deal with the Board of Town TrusteesTown Board as a whole, except when
fulfilling individual requests for information.
3.9.7 Fail to report in a timely manner any actual or anticipated noncompliance with
any policy of the Board of Town TrusteesTown Board.
Policy Type: Staff Limitations
Policy: 3.10
Policy Title: Capital Equipment and Improvements Programming
Revised:
With respect to planning for and reporting on capital equipment and improvements programs, the
Town Administrator may not jeopardize either operational or fiscal integrity of the organization.
Accordingly, he or she may not allow the development of a capital program which:
3.10.1 Deviates materially from the Board of Town Trustees’Town Board’s stated
priorities.
3.10.2 Plans the expenditure in any fiscal period of more funds than are conservatively
projected to be available during that period.
3.10.3 Contains too little detail to enable accurate separation of capital and operational
start-up items, cash flow requirements, and subsequent audit trail.
3.10.4 Fails to project on-going operating, maintenance, and replacement/perpetuation
expenses.
3.10.5 Fails to provide regular reporting on the status of the budget and on the progress
of each active project, including data such as changes and the financial status of
each project, including expenditures to date.
Policy Type: Staff Limitations
Policy: 3.11
Policy Title: General Town Administrator Constraint – Quality of Life
Revised:
With respect to Town government's efforts to improve the quality of life for the community, the
Town Administrator shall not fail to plan for implementing policies of the Board regarding
economic health, environmental responsibility, and community interests.
Policy Type: Staff Limitations
Policy: 3.12
Policy Title: General Town Administrator Constraint – Internal Operating Procedures
Revised:
With respect to internal operating procedures, tT he Town Administrator will ensure that the
Town has internal operating procedures to promote effective and efficient Town operations.
Policy Type: Staff Limitations
Policy: 3.13
Policy Title: Town Organizational Plan
Revised:
With respect to internal organizational structure of the Town, the Town Administrator will
maintain a current organizational plan (organizational chart) of the Town, in a graphical format
including through the division level. The Town Administrator will update the plan annually. The
current plan shall be included in the Comprehensive Annual Comprehensive Financial Report
each year and presented to the Board of TrusteesTown Board at the first regular meeting
following the certification of the results of each biennial election.
TOWN OF ESTES PARK
GOVERNING POLICIES MANUAL
Table of Contents
Category 4. Ends Statements
Policy 34.0 Ends Statements and Key Outcome Areas of the Board of Trustees
ATTACHMENT 2
Policy Type: Board Ends Statements
Policy: 4.0
Policy Title: Ends Statements and Key Outcome Areas of the Board of Trustees
Revised:
The Town Board agrees on its Ends Statements and Key Outcome Areas through the annual
strategic planning process. The Board will review its Ends Statements and Key Outcome Areas
annually. The Board’s Ends Statements and Key Outcome Areas are:
4.1 Exceptional Community Services: Estes Park is an exceptionally vibrant, diverse,
inclusive, and active mountain community in which to live, work, and play, with
housing available for all segments in our community.
4.2 Governmental Services and Internal Support: We provide high-quality support for
all municipal services.
4.3 Outstanding Guest Services: We are a preferred Colorado mountain destination
providing an exceptional guest experience.
4.4 Public Safety, Health, and Environment: Estes Park is a safe place to live, work,
and visit within our extraordinary natural environment.
4.5 Robust Economy: We have a diverse, healthy, year-round economy.
4.6 Town Financial Health: We will maintain a strong and sustainable financial
condition, balancing expenditures with available revenues, including adequate
cash reserves for future needs and unanticipated emergencies.
4.7 Transportation: We have safe, efficient, and well-maintained multimodal
transportation systems for pedestrians, cyclists, motorists, and transit riders.
4.8 Utility Infrastructure: We have reliable, efficient, and up-to-date utility
infrastructure serving our community and customers.
August 27, 2024
•Wildlife Safety Efforts
•Hosted Short Term Rentals
September 10, 2024
•Project Scoping for Capacity
Improvements on the Big Thompson River
& Fall River
Items Approved – Unscheduled:
•Commercial/Residential Insurance
Overview
•Arborist Licensing
•Noise Ordinance
•Parking Enforcement Ordinance Updates
•Liquor License Process
•Curb and Gutter Philosophy
•Stanley Park Master Plan Implementation
Items for Town Board Consideration:
•None
Future Town Board Study Session Agenda Items
August 13, 2024