City of Colorado Springs Annual Budget & Resource Allocation January 1, 2014

581 Pages·2014·16.78 MB·English

2014
City of Colorado Springs
Annual Budget & Resource Allocation

January 1, 2014
Jobs  Transforming Government  Building Community
Table of Contents

iii City Leadership/City Council 6 - 24 Operations (cont.)
Elected leaders & Key Personnel 15-1 Human Resources
15-1 Employment Services
v Mayor’s Letter 15-11 Risk Management

ix Budget Highlights 16-1 Information Technology
17-1 Memorial Health System
xi City Organizational Chart 18-1 Municipal Court
Executive & Legislative Branch 19-1 Office of Emergency Management
20-1 Parking System Enterprise
Strategic Plans
xiii Mayor’s 2014-2018 Strategic Plan 21-1 Parks, Recreation and Cultural Services
xxix City Council’s Strategic Plan 21-1 Cemeteries Enterprise
21-7 Cultural Services
xxxi Springs at a Glance 21-15 Forestry
21-21 Golf Enterprise
xxxii Community Profile 21-31 Park Operations and Development
21-51 Pikes Peak – America’s Mountain
xxxiv GFOA Award 21-57 Recreation and Administration

1, 2, 3 All Funds Overview 22-1 Planning and Development
Resources and expenditures of all Funds 22-1 Development Review Enterprise
within the City’s Budget 22-7 Land Use Review
22-13 Real Estate Services
1-1 General Fund Summary
1-1 General Fund Forecast 23-1 Police
1-3 Expenditure Overview
1-29 Revenue Overview 24-1 Public Works
1-37 Economic Overview 24-1 City Engineering
2-1 All Funds Summary 24-11 Fleet Management
2-19 Debt Overview 24-23 Stormwater
3-1 Personnel Summary 24-29 Streets
24-39 Traffic Engineering
4 - 24 Departmental Level Budget Detail 24-47 Transit
Breakthrough Strategies and budget by
department 25-1 Capital Improvements Program

4 - 5 Elected Officials Appendices
4-1 City Council A-1 Appendix A – Budget Development
5-1 Mayor B-1 Appendix B – Financial Policies

C-1 Appendix C – Revenue
6 - 24 Operations
D-1 Appendix D – Outsourcing
6-1 Airport
E-1 Appendix E – Fees
7-1 City Attorney
8-1 City Auditor F-1 Appendix F – Performance Measures
9-1 City Clerk G-1 Appendix G – Glossary
10-1 Communications H-1 Appendix H – GFOA Analysis
11-1 Economic Vitality I-1 Appendix I – 2014 Salary Structure
12-1 Finance
J-1 Appendix J – Appropriation Ordinances
13-1 Fire
K-1 Appendix K – Index
14-1 General Costs

2014 Budget i Table of Contents
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Table of Contents ii 2014 Budget
CCity Leadersship
In 2011, thee citizens off the City off Colorado Springs votted for its first strong mmayor in thee new
Council–MMayor form oof governmment.

Mayor’s OOffice
Bach, Stevve Mayor

Mayor’s Exxecutive TTeam
Bach, Steve Chief Economic Vitality Officer
Carey, Peter Policee Chief
Melcher, CChristopher J. City AAttorney
Neumann, Laura Chief of Staff
Riley, Christopher P. Fire Chhief

Steve Bachh
Departmeent Heads
Mayor
Aubrey, Cindy Commmunicationss Officer
Gallagher,, Daniel Interimm Aviation DDirector
Johnson, Sarah B. City CClerk
Kane II, HaayDen W. Presiding Municippal Court Juudge
Lethbridgee, Dave Interimm Public Woorks Directoor
Palmer, Joe Chief Informationn Officer
Palus, Kareen Parks, Recreationn and Cultuural Servicees
Dirrector
Skinner, Kaara Chief Financial OOfficer
Sullivan, Miichael Humaan Resourcees Director
Wysocki, Peter Planniing Director

Budget Staaff
Canfield, KKatie Analysst II
Hoffmann, Angie Seniorr Analyst
Moore, Charae Budgeet Manager
Vetter, Nina Seniorr Analyst

22014 Budget iiii Citty Leadership/CCity Council
CCity Couuncill

Coloradoo Springs CCity Counccil Council DDistrict Mapp

Front Row (from left too right):
Council Meember Joel Miller, District 2
Council Meember Heleen Collins, Diistrict 4
Council Preesident Pro--Tem Merv BBennett, At-Large
Council Meember Jan Martin, At-LLarge
Council Meember Val SSnider, At-Laarge
Council Meember Jill GGaebler, Disttrict 5
Council Meember Andy Pico, District 6

Back Row (from left too right):
Council Preesident Keith King, Distrrict 3
Council Meember Don Knight, Disttrict 1

City Counncil’s Direcct Reports

Denny Nesster, City Auuditor

CCity Leadership//City Council iiv 2014 Budget
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STEVE BACH

MAYOR

January 1, 2014

Honorable President and Members of City Council:
In the past two years, our City experienced several epic events: the heroic response to the tragic
Waldo Canyon Fire in June 2012, the Black Forest Fire nearly one year later, and most recently the
devastating flood events.
Never in Colorado Springs’ history have we suffered disasters of this magnitude with such a tremendous
outpouring of unselfish service, love and support from our community. The public safety personnel and
City staff who responded swiftly and efficiently and the groundswell of volunteers who have worked in
close harmony with City, County and State officials deserve our greatest appreciation.
This letter forwards the City’s 2014-18 Mayoral Vision, Mission, Goals and Objectives, 2014 Executive
Branch Departmental Breakthrough Strategies, All Funds Summary and General Fund Budget supported
by detailed budget documents. This budget is built upon a foundation of tremendous
accomplishments this past year:
 In January, 2013, our City had the highest fund balance reserve in history; allowing us to invest
$10M for one time emergent needs as a result of the Waldo Canyon Fire in addition to settling
legal cases long outstanding.
 During 2013, the City:
 Along with Colorado Springs Utilities and other enterprises allocated $46M for critical
stormwater infrastructure projects.
 Secured over $6M in grants for critical infrastructure projects and fire/flood mitigation.
 Turned on all City Streetlights; restored evening bus service; maintained 156 neighborhood
parks, and signed a contract to outsource fleet services with an anticipated $4M savings
over 5 years.
 Enhanced outreach to our citizens through monthly Town Hall meetings, improved website
and Springs TV programming; and launched the GoCoSprings mobile app, with bus and
airline arrival and departure information.
 Successfully held the 2013 municipal election with seamless new campaign finance law
implementation.
 Launched our Ticket to Success “Student Introduction to Government” program and our
paid internship program Citywide; Second Annual Mayor’s Cup raised $68K in scholarship
funds with $54K awarded to Pikes Peak Community College and $14K to First Tee of Pikes
Peak.
 Contributed $1.8M more General Fund dollars toward Parks operations and implemented
turf reduction strategies in both Parks and at our Airport.
2014 Budget v Mayor’s Letter
January 1, 2014
Page 2 of 4

 Both our Fire Department and Office of Emergency Management received national
accreditation for the first time in our City’s history making us one of 4 esteemed localities in
Colorado with the entire Public Safety Team Fully Accredited: Police, Fire, OEM, and
Ambulance Provider (AMR); Opened Fire Station 21; conducted fire station based
neighborhood health clinics; replaced 12 police motorcycles; expanded Community
Service Officers program; and enhanced security in City facilities.
 Responded swiftly and strategically to the loss of service by Frontier Airlines at the Airport.
Specifically, implemented staff reductions, renegotiated vendor contracts, and initiated
restructuring of the Airport's capital finance plan. With these actions, the Airport will be in a
more competitive position going forward into 2014.
 Through collaborative efforts of community leaders, received State Regional Tourism Act
funding for the City for Champions initiative which will generate much needed jobs and
increase regional sales tax by $10M per year.
Like this past year, our Vision and Mission statements continue to reflect a great respect for our City’s
history and uniqueness along with our high confidence for the community’s bright future. The Mayoral
Goals and Objectives have been expanded but continue to incorporate our fervent commitment to
delivering “best in class” municipal government.
Jobs, Transforming Government and Building Community continue to be our Goals. The 2014 Strategic
Plan includes specific objectives for each of those goals and specific strategies that offer game-
changing new ideas with real measurable outcomes – 75 in total – to achieve the objectives. In
addition, departmental breakthrough strategies and budgets herein are aligned with the goals. The
2014 General Fund Budget and All Funds Budgets are based on balancing revenue and expenditures:
 The 2014 General Fund Budget totals $249.3M. This represents a $3.7M, or 1.5%, decrease from
the 2013 Amended Budget as of 8/20/2013. However, this decrease is due to large one-time
supplemental appropriations from fund balance during 2013 in the amount of $18.8M. Thus,
the 2014 General Fund Budget is $16.6M more than the Original 2013 General Fund Budget.
The $16.6M increase is allocated according to priorities expressed by our citizens, specifically:
 $1.5M increase in General Fund Capital Improvement Program.
 $4.5M increase to Fire Department primarily to hire and maintain full strength force and
enhance community health programs.
 $5M increase to Police Department budget to fund 17 additional police officers (with an
additional 10 funded through PSST), increase the Community Service Officer program, and
restructure and enhance the communications center to improve call response.
 $1.8M increase to Parks Department budget to fund additional contracted rights-of-way
mowing in Gateway and Gem areas, citizen requested street tree services and increased
park watering costs.
 $100K increase to the Planning Department to fund additional zoning enforcement and
$150K to initiate an update of the City’s Comprehensive Plan.

Mayor’s Letter vi 2014 Budget
January 1, 2014
Page 3 of 4

 $1M increase to fund vehicle replacement including 26 police vehicles (with an additional
26 funded through PSST).
 $1.8M decrease to the Administrative Department including the Mayor’s Office, Finance,
Human Resources, City Clerk, City Attorney, Information Technology, Municipal Court,
Communications, Economic Vitality, and General Costs.
 Across All Funds 93 non-public safety positions were eliminated and 47 public safety positions
were added resulting in a net reduction of 46 positions from Original 2013 Budget. While
positions were eliminated in many departments and in many funds, the majority of the
reductions were due to fleet and the Airport. The City expects to realize savings and generate
additional operational efficiencies with the outsourcing of fleet services. The Airport is right-
sizing to offer competitive rates to airlines and improve airline service opportunities for business
and leisure travelers. As of this writing, our IT department is also identifying optimal sourcing
solutions and expects to make staffing changes in 2014.
 In addition to the 2014 Budget priorities listed above, several more Key Breakthrough Strategies
and service enhancements included in this Budget are highlighted below:
 Implement Sunday and Powers Boulevard bus service.
 Develop administrative and funding strategies to address the backlog of Capital
Improvement needs as well as address ongoing and deferred maintenance of facilities
and infrastructure.
 Begin design work on a new 21st Century Summit House on Pikes Peak.
 Foster a culture of Optimization to employ private sector/non-governmental strategies to
realize efficiencies and suggest alternative service delivery models.
 Improve citizen access to City services and information through mobile-enabled
technologies; legislative software that will increase transparency through easier access to
agendas, minutes, Council attendance and voting records; enhanced website tools, and
centralized citizen information call system.
 Enhance and promote business retention and expansion through targeted incentives
based upon an ROI, issue resolution, Rapid Response programs, reasonable regulations
and fair fees and charges.
 Champion Economic Opportunity Zones task force to develop strategies for mitigating
development and quality of life impediments in Downtown, North Nevada/UCCS, and
South Academy corridors and identify and pursue anchor projects that stimulate infill.
 Address aging and underutilized buildings and incentivize development efforts in our City’s
Gateway and Gem areas and improve streetscapes and maintenance and care of
medians and rights-of-way.
 Develop a new Parks and Recreation System Masterplan, which will include accessibility,
future development and funding strategies.
 In partnership with the Continuum of Care, convene private and non-profit partners and
homeless service providers to create a community plan for addressing homelessness.
Mayor’s Letter vii 2014 Budget
January 1, 2014
Page 4 of 4

The Unrestricted General Fund Balance at 2013 year-end is forecasted to be between 20% and 22% of
annual expenditures, below the 25% now recommended for Colorado Springs specifically by the
Government Finance Officers Association (GFOA); but it is important to note that $18.3M in
supplemental appropriations occurred in 2013 to fund a Transit litigation settlement, Fire and Flood
Mitigation projects, and Public Safety vehicles.
In addition to the Expenditures detailed in the 2014 General Fund Financial Forecast, there are other
potential, uncontrollable costs in 2014 (as there were in 2013) which may drive the Fund Balance lower
by year end. One example of a cost the Executive Branch cannot control is the cost of water. At the
Markup Session for the 2014 Budget, City Council directed that the $1.13 million required to maintain
current watering levels at 2014 rates be funded by a draw from the fund balance, which is onetime
funding. Another example is the potential cost of repairing damage from the recent flooding events to
our parks and trails deemed not reimbursable by FEMA.
This year we have also highlighted department expense priorities that are unbudgeted in 2014 due to
lack of funds on a prioritized list so when funds may come available during the next year, City Council
will know which programs and projects may take precedence.
The General Fund Financial Forecast suggests that we will need $2M and $4.3M in 2015 and 2016,
respectively, in additional, as yet undefined, operating efficiencies to achieve balanced budgets. Our
challenge is great in achieving City long term fiscal sustainability, while delivering consistent quality core
services. Escalating pension and health care costs are particularly burdensome. We will continue to be
presented with tough, but necessary decisions to balance needs versus wants and expenditures with
available revenue.
Thank you for working with us as we continue our focus on Jobs, Transforming Government and Building
Community. The road ahead is full of challenges and great opportunities which we will face with our
proven resilience and vision. Together, we can lead our City to an amazing future.

Sincerely,

Steve Bach
Mayor
Mayor’s Letter viii 2014 Budget