More than two months have passed since Estes Park Health was acquired by UCHealth. While the transaction is complete, critical issues of governance, accountability, and public oversight remain unresolved.
The Park Hospital District Board and the district’s taxpayers are entitled to clear answers and decisive action.
The PHD board has a statutory and fiduciary obligation to the Estes Park community. That obligation requires the board to maintain an active, visible, and authoritative role in the oversight of UCHealth Estes Valley Medical Center.
Any effort — past or present — to marginalize or sideline the district is inconsistent with Colorado law and the voters’ will.
The PHD board does not exist at UCHealth’s discretion. It exists to represent the public interest. If the district is expected to relinquish its responsibilities entirely, then its continued existence — and the continued collection of tax revenues — cannot be justified.
As a publicly elected governing body, the PHD board is responsible for advocacy, strategic direction, and rigorous financial oversight. The district is the only entity accountable to voters for ensuring that local tax revenues are used in a manner that reflects the healthcare needs and priorities of the Estes Valley community.
That responsibility cannot and will not be delegated to UCHealth or to any board appointed by UCHealth.
The Park Hospital District must not be reduced to a passive landlord or a mere conduit for transferring approximately $4.5 million in property tax revenues each year without meaningful oversight or authority.
The district is a Colorado special district — a political subdivision of the state — with independent taxing authority and a clear mandate to govern in the public interest. That mandate must be exercised.
The board must function as a direct and effective liaison between UCHealth and the community, clearly communicating expectations and advocating for local priorities. It must establish formal, ongoing mechanisms — such as a community health needs assessment — to evaluate the scope, quality, and accessibility of services provided at Estes Valley Medical Center.
Financial independence is non-negotiable. The PHD board must set and control its own operating budget and adopt enforceable policies governing the use of district tax revenues. UCHealth has no authority to dictate the district’s budget or to constrain its ability to function as a governing body. The board must require regular financial reporting, independent audits, and full transparency to ensure compliance with the lease agreement and to assess its impact on community health services.
The district must retain possession of and unrestricted access to all of its records. As a governmental entity, the PHD must be able to independently respond to Colorado Open Records Act requests without interference from a private contractor.
Clear lines of communication with UCHealth should be maintained through a designated board liaison, but transparency and control must remain with the district.
The PHD board must also assert a substantive role in strategic planning for Estes Valley Medical Center. UCHealth was engaged to manage the community hospital — not to replace local governance. The district must act accordingly and ensure that long-term planning reflects community needs, not solely corporate priorities.
Public accessibility and transparency are essential. The district must take responsibility for educating the community about available healthcare services, wellness programs, and preventive care.
Constituents must have direct, reliable access to their elected board through publicly available contact information, a functional and independent website, and accurate online representation. The current lack of accessible and current information about the PHD is unacceptable and must be corrected immediately.
The district must also reclaim full control of its finances. Allowing a contractor to define the operating capacity of a government entity undermines public accountability and weakens the board’s authority.
The circumstances surrounding the acquisition negotiations demonstrate a failure to protect the long-term role of the Park Hospital District and the interests of the community it serves.
The Park Hospital District must fully embrace its responsibility as a governing body. This includes adopting a formal mission, values, and purpose statement that clearly defines the district’s role, authority, and long-term direction. Strong governance requires clarity of purpose and the willingness to exercise authority and accept public accountability.
The board must act decisively, transparently, and collaboratively — but always in the public interest — to ensure that high-quality, accessible healthcare remains available to the people of Estes Park.