City Council Agenda and Packet 2024 01 22 - SP

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IIIIIIIIIIIIIIIIIIIIIIIIIIIIIII FOREWORD By: William E. Bell, MPA, ICMA-CM City Manager for the City of Montrose & former Executive Board President of the Colorado Municipal League (CML) and the Colorado City & County Management Association (CCCMA). We have all heard the old saying: "Ethics is doing the right thing when no one is watching..' Well, what about doing the right thing while everyone is watching? How refreshing it might be to sit in a nice quiet office or out on a park bench with the birds chirping in the distance, while pondering our options prior to making a decision that affects hundreds, or even thousands of people for years to come. How reassuring it might be to run all of our ideas by a panel of experts to vet the pros and cons over an extended period prior to making our next decision. Sound good? Of course it does! However, that is simply not reality for a local government official in today's fast -paced world. But no matter the pace or pressures, this overarching point of municipal leadership remains the same: MAINTAINING ETHICAL INTEGRITY —AND DOING THE RIGHT THING —AT ALL TIMES IS A REQUIREMENT for elected and appointed officials alike. Our communities are microcosms of our society, and with an ever -changing demographic we are facing ever -changing expectations as to what role we should play as local government leaders. We are all facing the unique pressures of being public servants and although it is most definitely a worthwhile and rewarding calling for most of us, it can also be frustrating, unpredictable and complicated at times. More often than not, elected and appointed officials reach at least one point in their tenure where doubt creeps in, making them wonder about the true value of being in local government. Is it worth it? Can I handle this? Questioning oneself and our actions during times of uncertainty and chaos is normal and does not mean that we are doing anything wrong. In fact, I would argue the opposite. In working with thousands of constituents, hundreds of employees, and dozens of elected officials during my 16 years of managing communities, it is those individuals who were interested in self -reflection and continuous improvement that I have truly admired for answering the call to public service. Theirs is an example worthy of emulation and one that safeguards public officials from ethical missteps. We all struggle to find our place when we are new to an organization, and it is a time when we are most susceptible to outside persuasion and manipulation. During times of transition, it is especially important to rely on each other's experience and expertise and to reach out for support and guidance whenever there is uncertainty. Here in Colorado we are lucky to have several well -versed organizations such as CIRSA and CML at our disposal to offer advice on how to handle ethical dilemmas and complex situations. However, we must be willing to tap these valuable resources prior to getting ourselves into trouble. Asking for help is not a sign of weakness, but is rather an indication of care, thoughtfulness and wisdom. While there is no single blueprint to success for local government leaders, no recipe to follow to create the perfect outcomes, building strong and healthy relationships is the foundation of both achievement and sound ethical practice. Whether it is the idealistic vision shared between two newly elected officials, or the mutual respect and deference exhibited between a seasoned manager and his or her councilmembers; one thing is certain: the relationships connecting our local government leaders are what lay the foundation for sustainable and productive local governance in today's society. I hope you are able to spend some time reviewing the information in this second edition of Ethics, Liability & Best Practices Handbook for Elected Officials and taking to heart its content. This material offers a common ground from which all Colorado officials can work to make the communities of this great State even better.