CITY COUNCIL RETREAT AGENDA

Friday, April 26, 2013 8:30 a.m.

Nelson Flanders Water Treatment Plant Lyons, CO

8:30 AM - REFRESHMENTS

9:00 AM - WELCOME BY MAYOR

9:05 AM - IT STARTED WITH AN IDEA A look back at important historic points in the City’s history presented by Erik Mason, Longmont Museum

9:30 AM - LEADERSHIP CHECKLIST FOR THE ECONOMIC REVOLUTION Dave Maney (economaney.com) will discuss the current economic trends and how they affect our community as well as how to provide leadership through it

11:30 AM - LUNCH

12:30 PM - UNDERSTANDING TODAY AND PLANNING FOR THE FUTURE Presentation, exercise and discussion about the role of local government and Priority Based Budgeting by Kathie Novak. Council will determine strategic priorities for city government

2:30 PM - BREAK Walking Tour of Water Treatment Plant with Bob Allen

3:00 PM - Continue Desired Outcomes Facilitation

5:15 PM - WRAP-UP

5:30 PM - DINNER To be determined

UPCOMING CITY COUNCIL MEETING Regular Session - Tuesday, May 07, 2013 Study Session - Tuesday, May 14, 2013

1 City Council Agenda -- Friday, April 26, 2013 Page 2

Regular Session - Tuesday, May 21, 2013 Joint Meeting - Thursday, May 30, 2013

This notice is available to the public: -on line at http://ci.longmont.co.us, -on the Civic Center bulletin boards, 350 Kimbark St., west and south entrances -at the City Clerk’s Office, 350 Kimbark St., 303-651-8649

Current Balance in General Fund Council Contingency: $60,000

If you need special assistance in order to participate in a City Council meeting, please contact Valeria Skitt, City Clerk, at 303-651-8649, in advance of the meeting to make arrangements.

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CITY COUNCIL RETREAT AGENDA

Saturday, April 27, 2013 8:30 a.m.

Nelson Flanders Water Treatment Plant Lyons, CO

8:30 AM - REFRESHMENTS

9:00 AM - BUDGET RESET Presentation and discussion of tools and attributes of planned process with Priority Based Budgeting Founders, Finance Director and Budget Manager – Kathie Novak as facilitator

NOON - LUNCH

1:00 PM - FINALIZATION OF COUNCIL’S STRATEGIC DIRECTION FOR LONGMONT

UPCOMING CITY COUNCIL MEETING Regular Session - Tuesday, May 07, 2013 Study Session - Tuesday, May 14, 2013 Regular Session - Tuesday, May 21, 2013 Study Session - Tuesday, June 04, 2013

This notice is available to the public: -on line at http://ci.longmont.co.us, -on the Civic Center bulletin boards, 350 Kimbark St., west and south entrances -at the City Clerk’s Office, 350 Kimbark St., 303-651-8649

Current Balance in General Fund Council Contingency: $60,000

If you need special assistance in order to participate in a City Council meeting, please contact Valeria Skitt, City Clerk, at 303-651-8649, in advance of the meeting to make arrangements.

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2012 In Review & 2013 Departmental Work Plans

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8 2012 CITY COUNCIL WORKPLAN

Work Plan Item Lead Progress Indicators Department 1. Economic Economic Purpose: Investigate the current primary employer rebate/incentive system and determine if Sustainability/ Development alternative approaches are required to maximize the effectiveness of the program. Primary Job Incentives Action Steps: carryover 1. Review existing incentive application materials and regulations and re-draft as necessary to make more clear/marketable to potential applicants (June 29) 2. Examine the potential to increase the incentive percentage that can be approved administratively, while maintaining transparency (June 29) 3. Council review of revised incentive program (September 28)

1st and 2nd Quarter Report: The incentive application regulations have been redrafted to be more user-friendly and streamlined. LAEC has reviewed and endorses the revisions. The primary job incentive code section (Chapter 4.72) will be revised and replaced with a new ordinance, currently being drafted. Council consideration of the revised program and ordinance will be scheduled prior to the end of September.

3rd Quarter Report: The comprehensive review and amendments to the primary incentive program ware completed and approved through a City Council ordinance on October 9.

4th Quarter Report: Future incentive contracts will be administered according to the new ordinance.

2. Retail Economic Purpose: Focus on retail recruitment and the partnerships that will market Longmont to local, Recruitment Development regional and national retailers. carryover Action Steps: 1. Implement the work plan for retail recruitment, focusing on the work with the City’s retail recruiter (September 28) a. Focus on areas such as downtown and Twin Peaks Mall b. Use advantages offered by existing retail clusters c. Re-use strategies for visible sites d. Create performance measures 2. Implement a marketing strategy for retail and business development (September 28) a. Update and publish demographic data that relate to retailer decision making 9

Work Plan Item Lead Progress Indicators Department b. Educate retailers, property owners and developers about the City’s business support/incentive programs at an event at the DSC 3. Continue to award retail business development/success workshop scholarships (Ongoing throughout the year) a. Continue the competitive process to select businesses to attend workshops offered in Longmont by Jon Schallert, Kerry Banz or others b. Follow up with attendees so that experiences/lessons learned are shared at City- sponsored workshops and with neighboring businesses

1st and 2nd Quarter Report: KP Consulting has completed an overview report of the Longmont area retail market characteristics. Individual meetings with Council members, as well as a public presentation of the report have been conducted. KP Consulting is contacting individual retailers to discuss opportunities in Longmont. Follow-up meetings with staff are being conducted with interested retailers. Seven scholarships were awarded for attendees of business development workshops/trainings in the 1st and 2nd quarters. The no-cost bi-lingual (English/Spanish) business planning series was initiated in June. Follow-up testimonials from workshop attendees are being gathered as they receive the training.

3rd Quarter Report: KP Consulting continues to provide feedback to staff regarding potential retailers for the Longmont market. Business training programs are on track to serve over 250 individuals at approximately 30 business development workshops/training programs by the end of 2013. Four video tesitmonials from Longmont businesses have been produced and are accessible through various social media formats.

4th Quarter Report: The focus of retail development efforts shifted toward including specific tenant types in the redevelopment agreement that was negotiated and approved for Twin Peaks Mall. Staff has, and will continue to work with the LDDA on retail development options in the downtown.

3. Envision a Longmont Purpose: Improve the City’s competitiveness by leveraging community-owned infrastructure to Connected City – Power & speed up and lower the cost of providing higher speed broadband connectivity to businesses and Telecom Communications residents. carryover /Finance and Action Steps: Support Services 1. Engage the community to solicit ideas, concerns, needs and desires; help determine and (Comcast shape expectations; and educate regarding technologies and opportunities (Ongoing) Franchise 2. Continue to keep abreast of new technologies that could provide new opportunities to agreement) improve connectivity and maintain dialog with other municipalities that have successfully

deployed networks to learn from their successes and mistakes (Ongoing) 10

Work Plan Item Lead Progress Indicators Department 3. Explore and develop incremental, smaller-scale projects to improve connectivity by leveraging existing infrastructure, thereby gaining experience that will help refine long- term larger scale deployment strategies (Ongoing) 4. Develop a bandwidth rate structure that will enhance the City’s ability to market existing fiber infrastructure (September 28) 5. Develop long-term strategies to achieve the Connected City vision (December 28) 6. Enterprise Technology Services (ETS) staff to complete assessment stage to prepare for successful negotiation of new cable franchise agreement with Comcast by May of 2014 (December 28)

1st and 2nd Quarter Report: Two Citywide community involvement meetings, one focusing on residential customers and the other focusing on business customers, were held during the week of July 16. The results of on-line surveys in addition to meeting attendee feedback indicates strong support for the City of Longmont moving forward with a broadband services deployment. Staff is currently developing a business broadband rate structure with plans to seek Council approval later this fall. Free Wi-Fi in seven City parks, per Council approval, is currently being deployed and Wi-Fi access was provided at Rhythm on the River in addition to other City events. Staff is consulting with industry experts in the development of a potential network architecture and overall business plan for a possible Citywide FTTH deployment.

3rd Quarter Report: UpTown Services was selected as the consulting firm to assist staff in the development of a business plan for a Citywide fiber network deployment. Staff is also developing design standards and a cost estimate for a Citywide system. A new network fiber switch has been installed significantly improving LPC’s internal data and communications capabilitiy as well as providing a platform for future high speed broadband services to the community.

4th Quarter Report: Work continued on development of the business plan for a Citywide fiber network deployment, associated design standards and standard operating prodedures. Council approved an ordinance amending title 14, chapter 14.48 of the municipal code authorizing LPC to delevop rates for and offer competitive broadband services to business’s and residents located adjacent to existing city-owned telecommunications infrastructure.

4. St. Vrain River Economic Purpose: Construct public improvements, leverage private investment and redevelopment to make Corridor Development/ the St. Vrain River Corridor a signature destination for Longmont residents and visitors. Public Works and Natural Action Steps: Resources 1. Develop a strategic action plan to accomplish the public investment and leverage private property redevelopment: 11

Work Plan Item Lead Progress Indicators Department a. Adopt the 1st and Main Revitalization and Transit Plan and begin immediate implementation of recommended actions and strategies (June 12) b. Create a multidisciplinary team that consists of planning, urban design, storm water, and transportation experts to make progress on this project (June 30) c. Meet and confer with private property owners along the St. Vrain corridor to engage and explore their visions for the development/redevelopment of the river corridor and keep them informed about the process (July 13) d. Kickoff of public engagement process to inform residents of the project and solicit input on highest uses for the corridor at Rhythm on the River Council booth (July 14) e. Bring the Anderson Study from the Federal Emergency Management Agency (FEMA) level to preliminary design from Main Street west to Boston (September 30) f. Bring onboard a river corridor urban designer to begin master planning for the corridor, including a complete community engagement process (October 12) g. Create final design for bridge structures that reflect the preliminary channel design (June 2014) h. Fund and schedule the bridge improvements (Main and Pratt) in the 2013-2017 CIP. Prepare a timeline and schedule of projects/investments that will yield material results in the short- (1 year), medium- (5 years) and long-term (20+ years) time frames. Develop funding alternatives for a prioritized schedule of public improvements in the St. Vrain River beyond the Storm Drainage fund in order to accelerate infrastructure investment over the lifetime of scheduled improvements for the river corridor (September during CIP presentations) 2. Identify and leverage private, foundation, and non-profit investment opportunities in the St. Vrain Corridor. Explore link to area foundations as potential greenway partners and explore grant opportunities such as FEMA (July 27 – April, 2013) 3. City manager to assess and provide necessary resources to support the various tasks associated with the river corridor project and associated projects that will receive less attention (Ongoing)

1st and 2nd Quarter Report:  The 1st and Main Revitalization and Transit Plan was presented to City Council and adopted at the June 12, 2012 Council Meeting.  Brad Schol and Nick Wolfrum have been assigned co-project managers, and have established a project team of subject matter experts that will work on this project as needed. 12

Work Plan Item Lead Progress Indicators Department  Contacts have begun to be made with property owners adjacent to the St. Vrain River between Main Street and Boston Avenue to inform them of this planning effort.  The St. Vrain River Corridor Project was presented to the public at the City pavilion at Rhythm on the River. Guests were asked to participate in a visual preference survey of potential uses and activites along the river corridor.  Anderson Engineering has been placed under contract and has begun work on preliminary design of channel improvements necessary to address the floodplain between the BNSF railroad bridge and Martin Street which is the initial area of intereset in the lower downtown core. This will develop alternatives, cost estimates and will guide the design of bridge projects to be started in 2014.

3rd Quarter Report:  Rezoning for the 1st and Main Revitilization and Transit Plan area was approved by Planning Commission and is pending to be brought forward to Council for final approval in December 2012.  An open house was held for property owners immediately adjacent to the river corridor between Boston Avenue and Main Street on October 10, and individual meetings with property owners that were not able to attend, or that did not receive notification of the meeting have been ongoing.  Negotiations are underway with the owners of 131 S. Main Street who indicated a desire to sell their property at this time. This property acquisition is necessary for the construction of the Main Street Bridge replacement which is scheduled for construction in 2014/2015. The contract for that purchase is scheduled to be brought to Council on December 4, 2012.  The Anderson Engineering study for the preliminary design of river corridor improvements necessary to channelize the floodplain was completed and presented to City Council at the October 16 meeting. The presentation included cost estimates and further analysis for potential funding sources will be presented to Council in the first half of 2013.  At the October 16 meeting, staff and Council discussed the potential funding of the urban planning study and staff will be returning to Council with additional funding options and a request for direction in December 2012.

4th Quarter Report:  Negotiations were completed with the owners of 131 S. Main Street for the sale of their property which is required for the construction of the Main Street Bridge, and in December, Council approved the constract to purchase this property and also to grant a lease to the current tenant to continue to operate their business in that building until the 13

Work Plan Item Lead Progress Indicators Department construction project is scheduled to begin in mid-2014.  In December Council approved funding for a consultant study to be done in 2013 – 2014.  RFP drafted and released, with anticipated date of consultant to be under contract – late April to early May. Phase 1 of the study to be completed by November 1. 5. Education Community Purpose: Collaborate with educational leaders in the community to support education as a Collaboration Services communitywide value.

Action Steps: 1. Assume active leadership role in promoting the foundational importance of education to Longmont's economic vitality and quality of life a. Use the City's owned media outlets to promote key educational messages and issues (e.g., mill levy override, economic value of quality education, etc.) (Develop plan by June 29 and implement throughout the year) b. Identify issues/barriers where Council advocacy with other governmental entities might be effective (e.g., state child care licensing, CCAP regulations, etc.). (Identify any immediate issues by June 29 and respond as needed throughout the year) 2. Continue to fulfill strategic convening roles that bring together different sectors to address unmet educational needs in the Longmont community c. Explore more frequent joint meetings and/or conversations with SVVSD and FRCC to remain current on educational needs and opportunities and to continue to explore partnerships (June 29) d. Continue to support 0 - 5–year-olds with Bright EYES collaboration and the community's grade level reading plan implementation (September 28) e. Convene community sectors to create a strategy for supporting adult education (including ESL) in preparation for SVVSD ending that program in 2013 (September 28) f. Create a template for quick response to joint collaborative opportunities (June 29) 3. Leverage City infrastructure, assets and/or resources, as appropriate, to help support the full spectrum of the Longmont's community's educational needs g. Explore how every Longmont home can have access to high speed broadband services (December 28 to coincide with telecom work plan item) h. Explore how the City can better support workforce development (e.g., CDBG funds, facilities, promotion and outreach, realignment of lifelong learning providers, career exploration, etc.) (December 28) i. Explore how LifelongmontLearning.com can meet the community's ongoing needs for educational information and resources (September 28) 14

Work Plan Item Lead Progress Indicators Department

1st/2nd Quarter Report:  Staff held initial consultations with the St. Vrain Valley School District (SVVSD) about designating space in appropriate City-owned media for important educational topics and issues, and about creating a mechanism for considering future collaboration efforts between the two entities.  Representatives from the City’s Bright EYES collaboration attended the National League of Cities Grade Level Reading conference earlier this summer and received technical assistance and other resources to help successfully implement Longmont’s Grade Level Reading Plan. Staff (and Bright EYES steering committee) will research potential State waivers that can allow more access for low-income families to quality early education opportunities. This will be a topic for the Early Learning Summit that will be held later this year (November). Ideas generated will be brought back to the City Council work plan at that time.  Work will continue throughout the summer to finalize schedules and processes for ongoing collaboration work with the SVVSD and Front Range Community College (FRCC).  Regarding implementation of Grade Level Reading Plan: 1) The issue of chronic absenteeism will be addressed by the Truancy Task Force and will be coordinated with Bright EYES to implement prevention strategies, such as a community re-norming campaign, that will encourage parents to get their children to school. 2) Regarding school readiness, Bright EYES is convening public, private and faith-based service providers to consider a common assessment tool that will help provide a common framework for understanding school readiness. In addition, Bright EYES will be the convener for coordinating literacy support programs within the community. 3) Regarding summer learning loss, daycare providers will be given the opportunity to receive training on what is needed to have education and language rich environments in their respective businesses. Since this is at a community level, Bright EYES will also be the convener of this area.  Staff is working with Bright EYES to re-purpose the LifeLongmontLearning website with a focus on early education and summer learning. Staff is exploring more effective approaches for teaching and recruiting website information contributors.

3rd Quarter Report:  Staff continues to move forward with action steps related to the Grade Level Reading Plan. The Truancy Taskforce has begun the Inter-Agency Council Meetings where resources are brought to families whose children are chronically truant or at risk of truancy. Children and Youth Resources representatives attend these meetings and connect families with the 15

Work Plan Item Lead Progress Indicators Department appropriate City resources. In addition the Truancy Taskforce (lead taken by CYR) is updating their strategic plan in order to identify action steps for 2013. Bright EYES is in the beginning stages of impletmenting the Reading League, community reading mentors are being recruited and trained on November 24th. This project will be piloted in the Spring of 2013 as a response to one of the gaps identified in community based literacy support. Staff continues to facilite Bright EYES steering committee around addressing the area of summer learning loss. This includes identifying how and when to repurpose the LifeLongmontLearning website. Bright EYES will hold an early learning summit for all area preschool professionals on Nov. 2. Summit will address issues of consistency in assessment and accountability across public, private and faith based early learning centers.  The SVVSD officially announced its closure of Adult Education Program at the end of the 2012-2013 school year. Staff has met with SVVSD and FRCC staff to initially explore ways for the City to support efforts to continue offering adult educational opportunities throughout the Longmont community. The path moving forward will be influenced by the Colorado Dept. of Education’s decision on whether or not SVVSD’s Workforce Investment Act grant can be transferred to another entity to continue providing adult education/family literacy and ESL service to the community. That decision should come in the 4th quarter, and SVVSD and FRCC will invite the City to be part of the planning conversations going forward.  LifeLongmontLearning will be re-focused to support Grade Level Reading Plan strategies, but will still feature lifelong learning opportunities.

4th Quarter Report:  The City continues to collaborate with the SVVSD to utilize the City’s owned media where appropriate to promote traditional and non-traditional educational opportunities, such as the Longmont Hackathon.  The Bright EYES Collaboration has continued to monitor issues that could require local governmental advocacy. The collaboration has not brought forward any specific requests to date, but will continue to involve City officials as needed in the future.  The next stages of completing the 5 year Grade Level Reading Plan (GLRP) were addred this quarter. Specifically, the Reading League pilot program is underway with 40 students being mentored by 15 trained community members. In addition, a 3rd Early Learning Summit was held. Topics addressed were: transition to Kindergarten, Brain Development and Excellence in Preschool Attendance. 28 Preschool Providers (public and private) attended and received continuing education credits at no cost to participants. Truancy Taskforce is creating logic models to address appropriate areas of the GLRP such as such 16

Work Plan Item Lead Progress Indicators Department as best approaches to truancy prevention. Work has begun with the Community Foundation to expand county-wide on the work that Longmont has started. Assistance from regional experts has occurred in order to promote this work.  In consultation with SVVSD staff, City staff created a simple template to be used in bringing forward for consideration future joint initiatives. The template includes the following information: project name, project description, proposed roles/responsibilities of each entity, implementation timeline, project impacts and desired outcomes. These emerging opportunities are then reviewed by the City Manager and the SVVSD Superintendent at their quarterly meetings or via interim communications between the two parties in the case of an expedited time frame. City officials continue to hold regular and ad hoc meetings with SVVSD and FRCC officials to address issues of mutual importance. A regular schedule of future joint meetings among these governing bodies has not yet been established.  The Colorado Department of Education (CDE) determined that the SVVSD’s Workforce Investment Act grant could not be transferred to another entity to continue providing adult education/family literacy and ESL service to the community for the remainder of SVVSD’s grant period. Instead, CDE will be distributing a Request for Proposals (RFP) in the next 2 months, so that it is a clear and fair process for any entities that would want to provide adult education services. Staff will continue to follow-up with entities that have expressed a desire to respond to this RFP to determine how the City can best support these efforts and other workforce development efforts going forward.  LifeLongmontLearning new focus has been finalized and we have identified the desired changes. It is anticipated that this will be up and ready to use before Spring Break.  In November 2012, the City Council passed an amendment to Title 14, Chapter 14.48 of the Longmont Municipal Code regarding broad band service. Among other things, this amended ordinance allows for low-income families with school-age children, seniors and disabled adults to access broad band services at reduced rates. 6. Parks Planning Public Works Purpose: Create a master plan for the ongoing development and capital renewal of the City’s park and Renewal and Natural and trail system. (Parks, Recreation Resources & Trails Master Action Steps: Plan) 1. Initiate and complete a community-involved master plan, which includes: a. Reallocate funds for master planning from multiple Park and Recreation CIPs that include planning in the description (June 26) b. Take proposed scope of services to Parks and Recreation Advisory Board (May 14) c. Complete a Request for Proposals (RFP) process (May 15 – June 29) 17

Work Plan Item Lead Progress Indicators Department d. Begin master planning process, including analysis of: 1. Funding for new parks and capital renewal of overall park and trail system 2. Parks standards emphasizing standard and affordable development of the parks system 3. Process for asset inventory and capital renewal planning 2. Identify funding alternatives to carry out master plan, with all options on the table 3. Evaluate strategies for acquiring raw land for parks and open space and evaluating options for funding the development, renewal and maintenance of parks

1st/2nd Quarter Report:  A CIP amendment to reallocate funds in support of the Master Plan was approved by City Council on June 26, 2012.  A detailed Request for Proposals for a parks, recreation & trails master plan, which was reviewed by PRAB in May, received three quality responses in June. The selection committee chose MIG, Inc. to lead the project. MIG’s contract started June 27. MIG has extensive experience in parks, recreation and trails master planning and has exhibited a keen understanding and willingness to customize the process to meet Longmont’s unique needs and interests.  A kick-off meeting with staff and MIG was held on July 9, and MIG was introduced to the Parks and Recreation Advisory Board later that evening. On July 10 key MIG staff spent the day visiting Longmont park facilities to get acquainted with the current system.  Initial phases of the project are currently underway including refinement of the scope of work and project schedule, development of a public process to obtain feedback from residents, and analysis and inventory of the parks and associated facilities.

3rd Quarter Report:  The team developed a Public Involvement Plan and Schedule for the project. The following public involvement activities were executed during the 3rd quarter: o Development of a project-specific website on the City’s web page to provide up to date information on the project, post upcoming meetings and offer a variety of opportunities for the community to provide input. o Information and input was gathered at Rhythm on the River (July 13-14), Festival on Main (August 24), and ArtWalk Longmont (September 21). o Focus group meetings were held with: PRAB, CPWD, sports and recreation facility users, NGLA, seniors, special event organizers, environmental leaders, the Demographically Representative Resident Feedback Panel (September 17-19). 18

Work Plan Item Lead Progress Indicators Department o A stakeholder interview was held to obtain initial guidance from the Mayor and City Manager (September 19). o An interactive staff workshop and community visioning workshop were held to engage staff and the public in their vision of Longmont’s park system (September 18). o The team developed adult and youth questionnaires in both English and Spanish, online and paper. Surveys were available mid-September through October. o Additional public involvement activities continued through October and will be detailed in the 4th quarter report.  The scope of work for the project and for MIG, the consulting team, was expanded to include a full ADA Assessment and Transition Plan of all park and recreation facilities as well as a Recreation Programming Plan. Recreation staff is assisting in leading these efforts along with the staff ADA Compliance Committee. MIG has coordinated the expanded work effort to ensure original goals and timeframes are met and the efforts complement one another for a more comprehensive approach to planning for the needs of the entire system.

4th Quarter Report:  Continuation of public involvement activities during the 4th quarter include: o On-line and paper surveys (adult & youth, English & Spanish) were completed at the end of October. 700 responses were received, 18% of which identified as Latino. o Information and input was gathered at the Boulder County Multicultural Business Resource Expo, Casa Esperanza, an Intercambio Class, Youth Council, a Latino Parenting Place Class, and El Comité assisted in distribution of Spanish surveys. o A focus group meeting with area developers was held to discuss the existing park impact fee and ideas for future funding mechanisms. o Continued collaboration with PRAB occurred throughout the 4th quarter at each of their regularly scheduled meetings as well as an update to City Council on December 11.  Each park and recreation facility was visited and assessed in October and a full inventory of the system was developed in coordination with the work efforts of the staff asset management team.  The public input, inventory, condition assessment and analysis of existing data are all parts of the Needs Analysis which was compiled into a Findings Presentation and presented to PRAB and City Council in December. The Findings from the Needs Analysis will lead into 19

Work Plan Item Lead Progress Indicators Department the next phase of plan development and recommendations for the future of the system.

7. Reducing Red Economic Purpose: To reduce “red tape” in the City organization through additional training, collaboration Tape Development/ and technology, without compromising safety and equity. City Manager’s Office/City Action Steps: Clerk’s Office 1. Work on tone around “common sense” (training) when code is not at play (honor the code but give staff flexibility) and increase collaboration among departments so that our direction as a City is clear a. Create internal strategic plan to align organization around common goals and vision (Begin work June 2012) b. Apply organizational strategic plan to specific strategic plans that exist throughout organization (Ongoing) 2. Implement more online business transaction capabilities (including sales tax) a. Participate in the RFP/implementation of the new financial system (ERP) that is anticipated to have new online abilities (RFP in 2012 and implementation in 2013) b. Implement new online services as part of new City website design (software implementation in 2012, rollout in 2013) 3. Continue to streamline codes and processes to keep up with changing climate (including streamlined adaptive reuse strategy) a. Eliminate exceptional benefit requirement for annexation (May) b. Bring back Public Improvement Agreement (PIA) ordinance and modify to reduce Council role (June) c. Ongoing LDC amendments in place to occur in 2012 d. IBC/fire code updates also scheduled for review in 2012. Look to accommodate reuse as a key point in this update process e. Look at opportunities to educate about development review/code (include video component and success stories) CI options for both of the above processes 4. Communicate with boards and commissions about their roles (perhaps joint meeting) a. Create database of all board member e-mails for quicker communication b. Send out communication about roles and responsibilities as well as open meeting responsibilities (June) c. Continue to provide this information as part of board orientation and chair training (Ongoing) 5. Look at process for board and commission interviews/selection a. Develop alternatives for Council consideration and bring to study session (June) b. Implement new process for year-end board recruitments 20

Work Plan Item Lead Progress Indicators Department

1st/2nd Quarter Report:  The Citywide strategic planning process has started, with a working group from across the City discussing proposed processes. In June, the City Manager announced a reorganization, changing the structure of the organization and adding two new Assistant City Managers (with no new revenues used or additional FTE).  RFP responses for the new financial system (ERP) were received and interviews have been conducted. The following streamlining efforts related to the land development code were completed by the end of the second quarter: elimination of the exceptional benefit requirement for annexation; modification of the Public Improvement Agreement (PIA) review/approval process; landscape code revisions; amendments for penalties and enforcement; elimination of Water Board approval of conveyance plats; adoption of revised oil/gas regulations.  Clerk’s office is working on database item and has drafted the communication regarding roles and responsibilities. The current plan is to send the communication out the second week of August. Conversations have been started regarding the board and commission interview process and preliminary concepts for changes to the interview process have been reviewed with Council. A final plan will be brought back for implementation with the year end process.

3rd Quarter Report:  The initial restructure of the organization has taken place with a new Assistant City Manager over internal services starting in August. The recruitment for a second Assistant City Manager of external services continues with interviews on November 25 and 26 and a successful candidate start date of January, 2013. The Citywide strategic planning committee met several times, as has an ongoing Leadership Task Force, working with the City Manager and Executive Directors to help define issues in the organization currently as well as defining positive outcomes for the future. In step with this work, the City Council will be asked at a pre-session on December 11 to consider a new format for the Council Retreat, which will include a visioning aspect that will help better define the “big picture” for not only the Citywide strategic planning committee but also the Budget Reset process.  Comprehensive amendments to the Fire and Building Codes have been considered and drafted through a public review process that included the participation of an ad-hoc professional committee and two public hearings. The amendments will balance community safety priorities with ensuring that Longmont remains attractive for new 21

Work Plan Item Lead Progress Indicators Department development within the region. Council consideration of the amendments is scheduled for the 4th quarter.  Board and Commission Interview process finalized and sent to Council. Currently recruiting for vacancies. Interviews scheduled for Saturday, November 17 with overflow on Tuesday, December 4. Communication regarding roles and responsibilities sent to existing board members and will be again after each new board selection process in January/February and July/August of each year. Database of board members has proven difficult with ever changing board members and e-mail addresses. Staff has found the most effective way to communicate with all board members is by sending correspondence through the staff liaison for each board.

4th Quarter Report:  Shawn Lewis has accepted the position of Assistant City Manager over external services and arrived in Longmont in January. The City Council is poised to have a different type of retreat this year, scheduled for April 26 and 27. The retreat will consist of looking big picture at leadership in the new economy, looking back on our history in Longmont and determining the desired outcomes for City government. The Citywide strategic planning committee is working with the Budget Reset Committee to determine the services provided by the City currently and their costs, as well as using a process called Budget Prioritization to determine whether the services meet the goals established by the Council.  The public process to seek comment on the 2012 Building and Fire Code amendments was completed and City Council unanimously adopted the new codes in December, 2012.  Board terms were divided so that half of the board terms would expire mid-year and half at end-of-year. By making this change, Council will be able to interview all applicants prior to making appointments. Additionally, the database has been modified to include a field for contact information which will make it very easy to quickly identify and contact all current active board members.

22 2012 Accomplishments of the City of Longmont

City Clerk

 Amended City Election Ward boundaries  Upgraded technology in the City Council chambers  Implemented Agenda Plus—citywide automated workflow solution for the agenda management process  Completed a citywide records inventory and records management assessment  Conducted Longmont Downtown Development Authority election and a Special Election for the City of Longmont which included validating signatures on citizen initiated petitions  Coordinated a collaborative effort to update the City’s noise ordinances

Community Services Department

Administration  Implemented selection process, in collaboration with City of Boulder and Boulder County, for a new grants management system for human service funding  Partnered with City team to complete Focus on Longmont strategic plan update  Launched process to update the Longmont Multicultural Action Plan

Art in Public Places  Commissioned five artists for Shock Art to paint switchgear boxes in collaboration with Longmont Power and Communications, and worked with three schools (two high schools and Front Range Community College) to design and paint three additional switchgear boxes  Installed six works of art for “Art on the Move 2012”, and worked with Times-Call to promote and vote for Community Choice award winner  Successfully de-installed Los Arcos de Longmont and selected colors to repaint artwork, in coordination with artist and project task force  Installed and dedicated “Flying Trees” at Loomiller Park  Oversaw successful re-installation of “101 Faces” in conjunction with artist and selection panel

Children and Youth Resources  Completed strategic review of all programs and services  Held signature event fundraiser with Friends of Longmont Youth: Purgatory Haunted House at Twin Peaks Mall  Planned and coordinated Niwot Diversity Day, a collaborative effort between the Longmont Youth Council and Niwot High School  Expanded Parent Support Groups to families at Casa De La Esperanza and implemented Aggression Replacement Training with youth and parents throughout the community  Debut of “Deep End” youth production of play on teen suicide  Initiated “Reading League” through Bright EYES Coalition

23  Completed grade level reading plan community process

Community Development Block Grant Program/HOME/Affordable Housing  Completed 42 housing rehabilitation projects  Helped 3 low income families purchase homes, and processed another 31 Down Payment Assistance applications  Assisted 88 (or 71%) of the total home purchasers in obtaining releases from the Community Housing Program as a result of repeal of the City’s Inclusionary Zoning program, 20 (or 16%) wish to remain in the program for the time being and another 17 (13%) have not yet responded to the City’s notice; all but one of the developments (Blue Vista) have been released from the program  Offered home ownership, budget/financial education and/or counseling to nearly 600 Longmont residents  Provided financial assistance to Habitat for Humanity, St. Vrain Manor, Aspen Meadow Senior Housing, Parkville Apartments, Inn Between, and Hearthstone at Hover Crossing for construction, renovation and maintenance of housing units for low income individuals and families  Supported a 22-person Workforce Housing Task Force, seated by Council, to determine the need for affordable housing in Longmont and make recommendations to Council on how to provide the housing to meet the need; the Task Force should wrap up work in early 2013 with recommendations presented to Council in the 2nd quarter  Provided 59 new families with school-aged children with free wireless internet accounts (total of 342 accounts issued with 219 accounts active); 24 families received computers so they could access the internet (173 computers given out to date)  Provided over 70 businesses with various types of assistance that resulted in jobs for over 230 persons  Leveraged about $9.9 million in public or private funding by the $1.3 million in CDBG/HOME and Affordable Housing Program funds invested in the Longmont community—a $7.25 to $1.00 private to public ratio  Continued the following support for the new sub-neighborhoods established as a result of the Midtown Neighborhood Revitalization effort: 1) funded irrigation improvements in Alta Park (Old North Longmont neighborhood); 2) installed accessible playground equipment in Athletic Field Park (Kiteley neighborhood); 3) funded street lighting to improve security (Lanyon neighborhood); 4) funded a match grant program for rental property owners to support the Crime-Free Multi-Housing program in Midtown  Completed second year of the RISE (Road to Independence Security and Empowerment) Program and provided enhanced resources in the areas of: case management, post-secondary education, child care, transportation, health care and vocational training

Community and Neighborhood Resources  Planned and coordinated the following Multicultural Action Plan events: Inclusive Communities Celebration; Community Unity Award; Dr. King Honoring 3-day event Proclamation, Marade, and Celebration; Chinese New Year; All Cultures/One Action Longmont - Native American workshop on Historical Trauma

24  Worked with Police Latino Advisory Board on outreach efforts to build relationships between police and the Latino community  Developed “Train the Trainer” framework for a Cultural Communication Class that includes Longmont-specific information and cultural competency communication  Initiated 4,523 new Code Enforcement cases, 65% of which were proactively identified by code staff; achieved a voluntary compliance rate of 74% on active code cases  Researched and implemented integrated services between the Code Enforcement Division and Planning Division to streamline, expedite and improve service outcomes in the areas of annexation reviews and the processing of sales and use tax licenses  Continued with the highly successful Longmont Landlord Training Alliance, in collaboration with Officer Sara Aerne of Longmont Police Services with an average attendance of 40 landlord at these meetings  Initiated the first two of the now ongoing quarterly Law Clinics, with all services offered in both Spanish and English, helped by 12 volunteer attorneys and 12 volunteer translators; these first two clinics served more than 100 residents  Completed the Neighborhood Revitalization Planning effort for the Lanyon Neighborhood

Library  Hosted first annual Library Festival, a week-long event that featured special programs with nationally-recognized authors, a published anthology of local writers, and an open house and book signing with 75 Colorado authors  Launched “Good Reads”, an online book discussion group with 28 members  Launched the “Lucky Day Collection” in which best sellers are always available at the library; the collection includes 320 items, 2,771 circulations and many happy customers  Received a $2500 Read! Build! Play! Lego Award  Completed several physical improvements to Library Lobby: installed shelves for Friends Lobby Book Sale, installed “Weigh and Win” station, and refreshed the Circulation Desk area  Signed Prospector Contract; held kick-off meeting to begin installation in December

Museum  Offered the following successful exhibitions to Longmont and the surrounding communities that attracted over 13,000 visitors: Edward Weston: Life Work; and, AMP’d: Powering Longmont 1912-2012. Weston garnered a feature article in the Denver Post and numerous articles in local press. AMP’d was the largest and most interactive exhibit the museum has designed and built in its history, and was coordinated and partially funded by Longmont Power and Communications. The exhibition was featured on NBC Channel 9 program “Colorado Connections.”  Launched the quiet phase of the capital campaign to raise funds for an auditorium addition to the museum; in addition to individual donors, staff raised $50,000 from the Boettcher Foundation and $75,000 from the Gates Family Foundation, the first two grants the museum has ever received from these foundations  Moved the museum collections from its 1st and Main St. storage facility to a secure and climate controlled warehouse on 1801 South Sunset; over 35,000 objects were

25 moved in two months to allow the Cheese Importers to lease the City-owned building on 1st and Main Street  Completed several facility upgrades including the removal of the rubber tiles in the hallway so that the concrete floor could be polished, and repaired and painted the first floor hallways

Recreation Services  Implemented a new registration and reservation software system  Integrated sports field maintenance function and staff from Parks Operations into Recreation  Played a major role in planning and implementation of the 2012 Summer Street Concerts Series at 4th in Main, including safety measures, staff training, and site leadership; hosted a successful series of six free Tuesday evening concerts at Roosevelt Park, including two additional concerts  Redefined Longmont’s Signature Rhythm on the River event (in its 17th year) through fresh marketing utilizing YouTube video for volunteers/on-line videos and featuring a big name band to close out the event on Saturday evening  Attracted thousands of people to the Longmont Lights two night event, including a new set-up for Santa’s Workshop that attracted over 2,800 visitors within a three hour period; other enhancements included mini-train rides, ice sculptures, horse drawn carriage rides, live reindeer, a parachute drop, fire pits, concerts, food trucks, outdoor warming tent and the fireworks show set to music  Completed several improvements to the Recreation Center facility including a new layer of stucco to address the ongoing woodpecker problem, new lighting system in the parking lot and pool, an auto belayer for a section of the climbing wall, and new equipment for the weight room to keep up with customer demands and trends

Senior Services  Completed construction of the commercial kitchen expansion which added approximately 450 square feet of space. The project was paid for in its entirety by Longmont Meals on Wheels, Inc. in exchange for a 20 year lease. Additional dry and refrigerated space was added, along with home delivery preparation space  Established the Senior Computer Tech Center in conjunction with Front Range Community College, ending the 13 year partnership with SeniorNet; participants will no longer pay an annual membership fee and all class revenues will be held by the City of Longmont, and classes and lectures will expand to include Apple and other technology  Completed several facility upgrades including: enhanced the audio visual presentation system in room A, purchased new tables for the dining room and card room as well as 200 new chairs, refurbished billiard tables and purchased a new used one, and purchased a new stage which is much safer to maneuver and new backdrop curtains  Implemented the first ever Exercise Scholarship program with $5000 from the Friends of the Senior Center; 64 individuals were able to participate in various exercise programs throughout the year  Completed the first year of a collaboration with Fire Services and Children and Youth Services (CYR) in which CYR and Senior Services provided resource assistance and case management to “super-user” clients referred by Fire Services

26  Coordinated a county-wide collaboration on Fall Prevention that produced significant publicity and numerous, free and appropriate programs with excellent instructors all focused on fall prevention

Economic Development Department

Healthy Job Base and Business Friendly Climate in Longmont  Revised the Primary Employer Job Creation Incentives ordinance  Provided job development incentives to GE Energy and Micron Technology  Completed code amendments to reduce red tape, including: o Landscape Code o Special District Code o Elimination of Exceptional Benefit for Annexations o Code on Penalties/Enforcement o Public Improvement Agreement Approval o Conveyance Plat Approval  Published the City of Longmont Business Resource Guide  Conducted 42 business development-related workshops that were attended by over 550 persons  Achieved 100% utilization of the Small Business Lending Program funds  Maintained high standards of utilization of the Longmont Economic Gardening Initiative (LEGI)  Received national recognition of the LEGI program through a case study completed and published by the National League of Cities (NLC)  Enacted 2012 building and fire code updates/amendments  Completed the RFP process and vendor selection for development/building permit software replacement for the one-stop Development Services Center  Secured a two year special event permit from the FAA and hosted the Eclipse Jet vs. Lexus LFA event at Vance Brand Municipal Airport  Continued the timely review of building permit applications at a time when the volume increased 8.75% over 2011

New Investment and Real Estate Development in Longmont  Facilitated planning for the redevelopment of Twin Peaks Mall, including: o Revised Survey of Site Conditions o Twin Peaks Metropolitan District Service Plan o Relocation Policy o Agreement to Negotiate with NewMark Merrill o Amended Twin Peaks Mall Area Urban Renewal Plan  Negotiated a public/private partnership for the development of the Roosevelt Park Apartments  Retained Cheese Importers in Longmont and facilitated their move to City-owned property at 1st and Main Streets  Developed and maintained communication with senior representatives of Butterball concerning their strategy to divest the property  Acquired and constructed additional parking in the downtown at 204 South Main Street

27  Successfully processed and annexed several parcels of land into the city  Initiated construction of the airport taxiway project

City of Longmont and Regional Policy Development and Support  Facilitated community input, developed revised code provisions and secured City Council approval of Oil/Gas exploration/production regulations  Negotiated and achieved City Council approval of an oil/gas operating agreement with TOP Operating Company  Completed the transportation and master development plan for First and Main  Began the implementation of the Airport Master Plan by issuing an RFP and negotiating a lease agreement with a new fixed base operator (FBO)  Conducted community outreach regarding the options for the future of the Saint Vrain River Corridor  Prepared and presented 101 items for consideration by the City Council at pre- sessions, executive sessions, study sessions and regular meetings

Finance Department

Finance Administration and Department-wide  Completed Human Resources and Accounting Technical Solution (HATS) selection process through the discovery stage  Participated in the negotiation of the new gas franchise agreement with Xcel  Participated in the negotiation of the Roosevelt Apartments development agreement  Reviewed and processed Harvest Junction Metro District service plan amendment  Participated in the negotiation of the Twin Peaks Mall redevelopment  Participated in the negotiation of collective bargaining agreements  Proposed an ordinance to extend the Downtown Development Authority TIF

Accounting Division  Prepared the 2011 Comprehensive Annual Financial Report which received the GFOA Certificate of Achievement Award  Audit and compliance efforts in Sales Tax yielded approximately $790,000  Offered three sales tax seminars to local businesses  Completed UMB purchase card implementation  Adopted a revised City Investment Policy  Cross-trained accounting division staff on payroll, month-end processing, and daily cash balancing

Budget Division  Prepared and adopted 2013 Budget  Prepared and adopted 11 supplemental appropriations and 28 CIP amendments  Prepared and adopted 2013-2017 Capital Improvement Program  Received GFOA Distinguished Budget Presentation Award for 2012 Operating Budget  Produced 2012 Financial Assessment Report

28 Risk Management Division  Placed property/casualty insurance for October 2012 thru September 2013  Implemented efficiency improvements in the processing of damage claims  Maintained the wellness incentive program with 192 participants completing requirements  Conducted HERO survey to benchmark the City’s health management program and wellness program strategic planning, scoring 152 compared to a national average score of 94 (maximum score is 200)

Utility Billing Division  Attained PCI compliance in Utility Billing CIS  Maintained net bad debt percentage against actual revenue billed reduced from .21% in 2011 to .16% in 2012  Increased cross training in billing and customer service functions  Increased education efforts for all parking laws

Human Resource Services

 Negotiated three year contracts with IAFF & FOP  Finalized LPC Competitive Pay  Reduced Unemployment Cost - PWNR seasonal workers  Completed Public Safety & LPC reorganizations  Presented at Fire Services Supervisory meetings  Designed and Managed Leadership Discussion Meetings (43 meetings)  Completed RFPs - Life/AD&D, Dental and Vision  Managed selection: City Manager and Assistant City Manager  Hired 74 FTE and 1369 Temp Employees  Participated in six Career/Job Fairs  Made enhancements to Job Posting/Applicant Tracking System  Completed I9 Audit  Delivered Annual Pay Plan  Facilitated Employee Training – Pay Plan Process  Streamlined Year End Pay Process with zero issues  Implemented State requirements for Police Identification Badges  Served approximately 500 employees at the annual Employee Breakfast  Zero Employee Grievances  Zero EEOC Claims or Court Cases  Completed required Harassment Training for managers & employees  Investment in technology project: HATS  Increased functionality of employment web page  Completed annual open enrollment with no issues  Implemented Winpak Badge system for Firing Range  Adopted a family for Christmas

29 Longmont Power & Communications

Department-wide  Implemented LPC centennial activities to increase the community’s understanding of LPC’s value as a public power utility and the future potential of broadband services  Completed initial broadband implementation steps for a business plan to utilize telecommunications infrastructure for the community including numerous public information sessions  Awarded fourth RP3 Award: industry recognition for demonstrated high proficiency in reliability, safety, work force development, and system improvement  Reached a new record for workforce safety: 2,057 days (5 ½+ years!) without a lost time accident as of December 31, 2012  Met all EECBG grant requirements, closed-out the grant, and implemented related energy efficiency programs  Received a 9.0 overall satisfaction rating (out of 10), a 93% excellent/good value rating, and 96% very/somewhat satisfied for reliability on the 2012 Residential Survey  Received a 8.7 overall satisfaction rating (out of 10), 91% excellent/good value rating; and 96% excellent/good for reliability on the 2012 Key Account Survey

Business/Administration  Teamed with other departments as members of the Selection Committee and Executive Steering Committee for the ERP software implementation (HATS), to improve records management (CRISP), and to assist in analyzing and prioritizing budget requests (city-wide budget committee)  Upgraded meter reading software from a stand-alone system to a backed-up network system and added efficiency features  Completed a pole attachment cost of service study and set updated rates  Automated a number of service order related and internal procedures, implemented electronic processes and improved coding to increase efficiency, enhance tracking and analysis, and limit the number of times data is touched

Public Information, Marketing and Communications  Completed a comprehensive redesign of LPC customer education materials to coordinate with the City’s branded look and extend both LPC’s and the City’s visual identity  Completed Energy Tracker pilot program, funded by the EECBG grant, to better understand the impact of voluntary home energy self-monitoring on our customers’ energy efficiency habits and to provide customers with an optional energy management tool  Proactively encouraged media coverage resulting in more than 35 articles that educated customers about LPC programs and services

Energy Services  Strengthened the Key Account program, expanded the number of customers supported, and enhanced customer care  Enrolled 1,719 homes and multi-family units in the residential EnergySmart service, performed commercial energy assessments for 223 customers, and awarded over $300,000 in rebates for energy efficiency improvements for local businesses

30  Significantly increased focus on energy efficient lighting by implementing a display strategy in Longmont retail stores and by constructing and utilizing a light display for community events and presentations  Implemented Phase 2 of energy efficiency improvements at City of Longmont municipal buildings to increase comfort, decrease operating costs, and enhance energy asset management

Engineering  Completed the first phase of the block wall security improvement around the Terry substation  Developed underground cable failure response strategy and associated backup service options  Finalized the initial development of an enhanced Integrated Voice Response (IVR) to improve customer response during electric outages  Concluded the first steps of conversion of the electric specific GIS and operational map enhancements  Completed the utility self-certification process for the North American Electric Reliability Corporation (NERC) security compliance

Operations  Completed East Main Alley electric undergrounding project in conjunction with city- wide improvement plan  Completed Roosevelt Park Apartments undergrounding main feeder project, and met customer’s needs for an accelerated time line  Completed County Line Road Feeder work in association with a Public Works road improvement project  Completed an audit of the warehouse inventory with a result of 98.8% accuracy of commodity tracking and over 99.9% accuracy in inventory value

Broadband  Completed free Wi-Fi deployments in Garden Acres Park, Roosevelt Park, Clark Centennial Park, Kanemoto Park, Sandstone Park, and at the airport; as well as supported multiple community special events with free Wi-Fi  Tested the viability and operational soundness of all elements of the fiber optic network  Implemented an ordinance for commercial and residential service broadband rates  Deployed a gigabit fiber switch in a new broadband closet at LPC  Installed fiber in conjunction with electric construction projects including the downtown east alleyways and to the Roosevelt Park Apartments

31 Public Safety

Chief’s Office, Office of Emergency Management, and Research & Development  Successful transition to Department of Public Safety  Facilitated the development of the Longmont Community Medical Services Network  Upgraded the City’s Outdoor Emergency Warning System  Responded as part of the Boulder County IMT and EOC to the heavy fire season  Data analysis and report of findings regarding department wide collateral assignments  Facilitated the Public Safety’s IT Strategic Plan  Completed extensive research report entitled: Policing That Matters

Police Services Division (Police Administration, Patrol Operations, Detectives, and Special Operations)  Consolidated operational sections under one Police Services Division in order to improve efficiencies, communication, teamwork and crime targeting  Designed a new Patrol Section work schedule to enhance teamwork and training  Implemented a report dictation system in the Patrol Section to improve report writing efficiency  Began transporting arrested suspects directly to the Boulder County Jail in order to improve efficiency and detention safety  Expanded the Crime Free Multi-Housing program by recruiting and training 20+ apartment managers and landlords  Upgraded Detective surveillance capability by making and deploying more internet based cameras  Added Ipad technology for all Detectives and Gang Crime Suppression Officers to improve communication and enhance case investigation capability  Implemented a new accident investigation and report writing system which enhanced the efficiency and appearance of these reports  Implemented a pilot program for some animal control complaints which referred these cases to restorative justice processes  Expanded the Theft Watch Program by involving and encouraging more participation by Police Report Taker staff

Fire Services Division (Fire Administration, Fire Operations, Fire Codes & Planning)  Secured over $120,000 in grant funding from our Hazardous Materials Team efforts  Selected as custodian for the federally funded Metropolitan Medical Response System (MMRS) as a result of our Hazardous Materials Team efforts  Responded to 33 state and federal fires and purchased $160,000 Type VI Brush Truck which was paid-in-full as a result of our Wildland Team efforts  Initiated regionalization efforts in the areas of Hazardous Materials and Technical Rescue with surrounding agencies  Responded to over 8000 calls for service  Presented fire safety programs to over 4,500 elementary school students as a result of our fire crews and fire safety educator  Delivered “What Do You Have to Lose” smoke alarm testing campaign. Inspected smoke alarms in 157 mobile homes, installed 114 new alarms

32  Assisted City Council with successfully adopting the 2012 International Fire Code with local amendments and references  Provided week long specialized rope rescue training for Mountain View Fire Protection District as the result of our Technical Rescue Team  Completed over 2000 building inspections resulting in over 1000 fire code violations being mitigated

Support Services Division (Logistics)  Completed, staffed, and opened state-of-the-art range for the Longmont Police Department reducing the tax monies spent to commute out of the area. Secured five contracts with other law enforcement entities to share costs. Completed framework and opened the range to the public.  Worked with Safety and Justice Center employees to minimize impact while undergoing significant roof repairs over a three month period

Information Services Division (Longmont Emergency Communications Center, Public Safety Information Technology, Outreach)  Through a department wide reorganization, the Information Services Division was created, headed up by a Deputy Public Safety Chief, and consists of the Public Safety Outreach Unit, the Public Safety Information & Technology Unit, the Records Unit, and the Longmont Emergency Communications Center.  Utilizing 9-1-1 surcharge funding, executed the implementation of a new CAD (Computer Aided Dispatch) system for four communications centers in Boulder County, including Longmont’s. The multi-year process included interviewing stakeholders, reviewing RFP’s and building a CAD system to address the various needs of the four centers which provide service to six law enforcement jurisdictions and 21 fire protection districts. After thousands of man-hours and utilizing more than 600 files and 8,000 documents, TriTech CAD successfully went live in November.  Increased Longmont community awareness regarding the ability of children to use discarded cell phones to call the emergency communication center and tie up 9-1-1 phone lines. Longmont’s “Cell Phones are Not Toys” campaign (video, marketing materials) has been nationally recognized (and copied) by other states to educate their residents.  Provided improved and more reliable network connectivity to the fire stations through a coordinated replacement of all Citrix workstations with desktop computers  Provided oversight and testing for a major upgrade to Fire’s records management system, known as Fire Manager, which included a new server, interface capability with mobile devices, pre-plan viewing, and security for HIPPA protected information  Working with ETS, two new SQL databases were created for long term, on-site, storage of Traffic Accident Report data and TriTech CAD data  Coordinated the purchase and installation of hardware and software in numerous police and fire vehicles to allow operator’s access to TriTech Mobile CAD through the vehicles’ mobile data computers  Implemented the use of redaction software to more quickly prepare and provide reports for records release which contain non-releasable information  Implemented a smoke alarm campaign, through the Public Safety Outreach Team, which provided free smoke alarms to low-income residents of Longmont’s mobile home parks and installed by recruited volunteers

33  Expanded the Public Safety Volunteer Program to 151 total volunteers by recruiting and training three new Fire Business Self Inspection volunteers and twenty Police Range Safety Officer Volunteers

Public Works & Water Utilities Department

Business Services & Strategic Planning Division  Coordinated and prepared Department 2013-2017 CIP and 2013 Budget  Worked with ETS to develop workflow for new Automated Call Distribution System  Hosted the 13th Annual Children's Water Festival  Prepared financial plan and presented new sewer rates to Council for funding of WWTP Capital projects  Built 15 new GIS layers and continued maintenance on numerous others  Upgraded Sanitation radios to digital trunk and others to narrowband  Installed AVL in Parks & Building Inspection vehicles and updated AVL clients  Substantially completed Hansen and configured new functionality  Provided design and technical support for: T-1 Street & Concrete Rehabilitation Program; MUW-66 Water Distribution Rehabilitation and Improvements;PR-185 Roosevelt Park Parking Lot Expansion; PR-150 Quail Campus Parking Lot Improvements; MUW-182 Raw Water Flow Monitoring Program  Provided technical assistance and data compilation of oil and gas leases on City- owned property  Reviewed 54 Infrastructure Permit Applications  Installed new Civic Center elevator  Replaced roof at Safety & Justice Center and completed repairs at five additional City locations  Completed boiler system conversions at the Public Works Maintenance Facility and Senior Center  Replaced HVAC systems at Civic Center, Channel 8 site, Centennial Pool, Safety & Justice Center, and repaired system components at Public Works Maintenance Facility  Completed modifications to the customer service counter at the Memorial Building  Installed one UPS system and automatic transfer switch for the generator at the Civic Center for the ETS computer room  Replaced the east curtain overhead door of the secured parking structure at the Safety & Justice Center  Installed new key and core locking system at the Public Works Maintenance Facility and replaced security access to several doors at Safety & Justice Center  Replaced carpet and flooring at the Library, Safety & Justice Center, and Civic Center  Painted exterior of the Memorial Building  Replaced windows in City Manager’s Conference room and adjacent office

Engineering Services Division  Completed design and construction of capital projects necessary for the cost effective maintenance and rehabilitation of the City’s critical infrastructure

34 o T-1 – Street Rehabilitation Program – concrete repair and pavement sealcoats, overlays and reconstruction. Projects during 2012 included about $4.8 million of contracted services that included placement of over 34,000 tons of asphalt, about 2,120,000 square feet of street rehabilitation, about 1,134,000 square feet of chip seal along with about 21,400 linear feet of concrete repairs o MUW-66 – Water Distribution Rehabilitation and Improvements – replacement of deteriorated water distribution lines and improvements to the system to improve operation and service. $564,000 o MUS-53 – Sanitary Sewer Rehabilitation and Improvements – rehabilitation of deteriorating sanitary sewer collection lines and manholes. $439,000 in 2012 work will be completed in early 2013 ($110,000 completed in 2012) o MUS-149 – Wastewater Treatment Master Plan Improvements – Began construction of the Headworks Replacement Project at the Wastewater Treatment Plant o Awarded contract for the Hwy 66 Regional Drainage Detention Pond to reduce flooding potential in northern Longmont  Substantial completion of the Left Hand Creek Flood Control Project improving flood flow capacity of Left Hand Creek through the south part of the City which will remove approximately 172 homes from the 100 year floodplain and added a new pedestrian underpass to the Left Hand Creek Greenway at S. Pratt Parkway  Substantial completion of the 1st phase of the Downtown Alleyscape Project creating improved gathering spaces and pedestrian access in downtown  Completed upgrade of the traffic signal communication system moving from leased phone lines to the City’s wireless network resulting in annual cost savings of approximately $65,000 per year  Completed improvements to County Line Road between 9th Avenue and SH 119 to improve transportation capacity and safety

Environmental Services Division  Revised Stormwater Quality program to meet State requirements o Completed municipal code revisions o Created or updated site review and inspection SOPs, collaborated on construction process responsibilities and wrote new Enforcement Response Plans  Successfully completed an EPA audit of the Industrial Pretreatment Program  Provided analysis of and justification for re-rating of the wastewater plant capacity, which will save millions of dollars in the next phase of plant improvements  Completed a mixing zone study of the wastewater plant effluent and began temperature monitoring in St. Vrain Creek based on the study  Initiated or continued with several major sampling and testing projects, including nutrient removal in the WWTP and fats, oils and grease in the sewer system  Initiated a comprehensive accounting audit with the State Engineers Office (SEO), requiring preparation of new accounting forms, increased diversion monitoring and continuous negotiations with the SEO on interpretation of Longmont’s water rights decrees  Managed the City’s water portfolio as the on-going drought intensified and impacts from the SEO audit complicated water rights administration  Successfully managed the City’s water rental programs to generate record water rental revenues of over a half million dollars

35  Successfully received decrees on two water rights change cases and neared completion on two more  Completed an evaluation of water conservation program effectiveness and prepared an updated water conservation program plan  Replaced Button Rock culvert

Natural Resources Division  Implemented the remaining recommendations from the THK Operational Review and Financial Analysis to include uniformed staff, scripted customer greeting and improved signage, evaluated golf fee structure, increased marketing efforts and developed a strategy to replace irrigation systems at Sunset and Twin Peaks golf courses  Completed a public process to evaluate the camping program at Union Reservoir – In 2012, camping was reduced to Friday and Saturday nights. The change created additional trail and district park patrol opportunities during the week  Evaluated the fee structure at Union Reservoir and recommended increases for 2013. However, due to the anticipated low water levels in 2013, the fee changes were not implemented and will be re-evaluated for 2014  Continued the implementation of the Button Rock Preserve Forest Stewardship Plan, including the thinning of 80 acres  Treated 287 acres of noxious weeds and removed 2,248 noxious trees located on City properties  Initial phases of an Integrated Pest Management Program were implemented, including Pesticide Applicators training for all staff applying pesticides, development of pesticide record retention process, and development of a chemical storage plan  The Collins, Fowler and Rider properties were purchased increasing the open space area in 2012 by approximately 90 acres  Completed an inventory of all City-owned lands and began developing land management plans. A draft land inventory and mapping of all City-owned lands were completed.  Hired an additional Project Manager to assist with park planning, park renewal and trail projects  Completed the Collyer Park playground replacement  Following the City Council Retreat in April, initiated the development of a Parks, Recreation & Trails Master Plan. Phases 1 and 2 of the plan were completed in 2012 and the plan is on track for completion in the first quarter of 2013. Also combined efforts with Recreation and the ADA committee to include an ADA Self-Assessment and Transition Plan and Recreation Plan for a more comprehensive look at the park & recreation system  Evaluated deteriorated skate parks at Clark Centennial Park and Quail Campus and repaired and re-opened the Quail Campus skate park  Completed and received approval for the Union Reservoir Recreation Area and Sandstone Ranch Soccer Field Designated Outside Activity Areas by the Colorado Oil and Gas Conservation Commission  Completed Dry Creek Community Park and initiated the 12 month grow-in period  Evaluated and presented to Council options for a Park Improvement Fee

36 Operations Division  Upgraded the aeration system automation and equipment resulting in a 3.4% reduction in energy use for the Wastewater Treatment Plant over 2011, and the lowest overall power use in seven years  Treatment Operations successfully went through a second summer without running the Wade Gaddis Water Treatment Facility, maintaining it through the summer in a ready state. This reduces overall operations cost and frees staffing up to attend to other projects.  A new Caustic Soda Feed System went online at the Nelson-Flanders Water Treatment Plant providing a redundant system to the Soda Ash feed and improved pH control  The Treatment Operations Maintenance Workgroup continued collaboration in 2012 with the Parks Maintenance team to share knowledge and optimize approaches to the irrigation system maintenance  Water Treatment and Maintenance staff received a “You Make a Difference Award” for their role in the successful completion of three significant projects: The Nelson- Flanders WTP Forebay Bypass and Draining, the Wade Gaddis WTP Conditional Start and the Nelson-Flanders Raw Waterline Investigation  Treatment Operations Instrumentation and Control group led the upgrade of many distribution system sites automation components to include the; North Tank Site, Skyline Pump Station, Shores Pump Station, Airport Road Antenna and Radio, and the Hygiene Pump Station  Treatment Operations performed an Arc-Flash study at the Nelson-Flanders Water Treatment Plant and Wastewater Treatment Plant to meet new standards, identify risk, and educate staff  New instrumentation was installed at the WWTP to monitor process solids and optimize plant performance to aid in meeting the more restrictive permit standards that will take effect in 2016  Nelson-Flanders WTP Staff performed an extensive filter surveillance project to evaluate the condition of the filter media and operations for the first time since the facility went online in 2006. The evaluation indicated there was no degradation of the filter media and operations to that point were appropriate and optimal.  The Wastewater Treatment Plant went nearly six months without an after-hours callout alarm. An impressive feat that took many dedicated staff, and their attentiveness each day, to achieve.  Treatment Operations Maintenance Workgroup collaborated with O&M to construct a Magnesium Chloride Pump Station for loading out de-icing chemicals  Continued implementing and refining a new Parks Operations services approach that is focused on five major functional areas and promotes development of improved operational plans and procedures: o Downtown/Civic Services o Horticulture & Gardening Services o Turf Management Services o Equipment Maintenance Services  Repaired all five pump systems that were designed to irrigate parks with raw water. This will reduce treated water irrigation and reduce water plant production demand.  The Toro irrigation control system was repaired and upgraded allowing greater remote controls and programming for all of the156 sites

37  Hansen work management system was implemented in the park maintenance division and resulted in the development of over 3,000 preventative maintenance and corrective maintenance work orders as well as the documentation of work plans  Refurbished four parks playgrounds locations with Engineered Wood Fiber  Collaboration with the LDDA and Callahan House for services  Improved the service levels in the park systems by refining core competencies in work areas, and resulted in fewer seasonal staff needs and reductions of FTE  Worked with Recreation to realign the delivery of Athletic Maintenance services into Recreation with the goal of improving focus and collaboration with Recreation and optimizing the use of staff and resources allocated to City recreational events  Replaced the majority of the sanitation fleet with a different style of collection truck that resulted in a reduction in purchase cost, O&M and also provides improved working conditions for the route drivers  Identified needs to modify Sanitation business to address trash and recycle pick-up in alleys, and worked with Council to identify an option that would include cleaning alleys and acquiring smaller trucks that work better in alleyways  Achieved a 32% diversion rate of all materials collected in the sanitation services, We diverted over 13,000 tons of recyclables, compost, tree limbs, bulky metal, batteries, etc.  City staff completed 90,000 square feet of asphalt repair in the mid to large size range, placing nearly 3,600 tons. The collector and arterial streets received a priority in assessments this year so much of this work was completed on those streets. A new process was initiated due to the asphalt thickness. The pavement was investigated to determine its depth. Once this was established, a decision was made to either remove and replace or perform a partial depth milling, and then overlay the patch area. This process worked well for many of the patches, the same square footage of asphalt was renewed, using less asphalt. Completing this kind of work under the previous process would have required nearly double of asphalt tonnage and would have taken considerable amount more crew and equipment time.  The streets crew also oversaw the crack sealing contractor. This year’s contract yielded over 3.3 million square feet of road surface crack sealed placing 66 tons of material. Additionally this fall, several areas of concrete roadway were sealed with a polymer crack seal material as a trial. This material is gray in color and more suited for use on concrete.  The first sign assessment was completed in January. This was a system wide assessment and covered all regulatory and warning signs in the city. From the assessment, 516 signs were replaced. The 2013 program will also include 1/4 of the guide signs (mostly street name).  Installed the first of at least two road weather information stations. These stations report several critical weather and pavement information which is then reviewed by the staff and used to help make decisions regarding snow and ice deployments. The installation was handled in house by leveraging utility personal who had experience in instrumentation.  Additionally in the area of snow removal, projects of upgrading equipment and rerouted the arterial roadways to increase cycle times, were undertaken.  Water quality was a focus as employees researched and installed water quality monitoring equipment at the Price Park reservoir and installed monitoring equipment in zone 2. Several sampling hydrants were also installed, eliminating the need to access high risk business where the samples obtained could be compromised.

38  Collection system crews cleaned nearly 1.3 million feet of line and inspected approximately 97,000 feet. Time was also spent on assessing the camera truck operation, with new specifications developed and new equipment purchased. This new equipment will reduce the manpower needed to complete the work by changing the operation from a two man to a one man work effort.  Preventative maintenance for the water distribution system included operating 1,762 valves and inspecting 1,987 fire hydrants.  A secondary, emergency access to the Button Rock preserve was completed, along with work supporting the contractor on recoating and inspecting the interior of the outlet pipe.  SCADA upgrades for distribution system components were installed. This work was managed by Treatment Operations and supported with labor from system employees.  Worked with an environmental consultant on drainage issues at the Airport Road facility and on recommendations for a Dredged Material Drying area.  Partnered with Business Services in testing Hansen 8 for conversion of our CMMS in 2013.  Worked with Forestry, Treatment Operations and Parks in establishing their inventory and work practices in Hansen.  Replaced 725 water meters through our meter maintenance program; in addition, began changing meters to Automatic Meter Reading (AMR)  Collaborated with LPC and Utility Billing on reworking the meter maintenance process to replace meters per route, rather than strictly by date. Additionally worked with these Departments on some operational procedures including the utility disconnection process.

Shared Services

City Manager’s Office  Completed transition to a new city manager – goodbye to Gordon, hello to Harold  Promoted You Belong in Longmont branding campaign using Facebook, Internet, video, Flickr, banners, logo in council chambers and local promotions  Implemented streaming media to communicate with city employees about citywide reorganization  Organized and facilitated annual city council retreat at Xilinx  Managed and hosted telephone town hall as a part of the Focus on Longmont strategic plan update  Conducted video editing training for staff  Handled service requests through Customer Request Tracking System (CRTS)  Upgraded technology in council chambers, the first project of the newly formed Innovation Team  Hosted city council booths at community events, including Cinco de Mayo, Rhythm on the River, and Festival on Main  Recruited Spanish language TV station Telemundo to sponsor Cinco de Mayo celebration  Hosted monthly Coffee with Council public meetings

39  Enhanced social media communications with Facebook, Twitter, YouTube and Flickr updates to the community  City Council declared 2012 as the Year of Art in Longmont  Hosted exchange students from Mexico and Japan and welcomed dignitaries and ambassadors  Created video programming for alleyscape project, fireworks cancellation/fire danger, snow removal as part of new City video strategy  Promoted Facebook “like” party at Festival on Main  Promoted successful Restaurant Rally social media campaign  Trained employees on media relations  Promoted Shop Longmont campaign during holiday shopping season with free tote bags, TV and radio commercials, and newspaper ads  Communicated regularly with Longmont residents through City Line, Longmont Life, City Talk, e-News, website, social media and the “50 Ways to Reach Your Audience” brochure.  Collaborated on organizational transitions, including a new Shared Services group, beginning a strategic planning process, conducting a new Assistant City Manager recruitment, and implementing additional communication techniques

Enterprise Technology Services  Replaced the old Video Camera software with NVR surveillance servers in Recreation and Safety & Justice  Completed the project charter and basic requirements for the Outlook Migration Project  Installed the new Recreation software that is PCI (credit card) compliant, L-Trac  Installed the Cisco Voice over internet protocol (VOIP) hardware and voicemail throughout the City on time and with no major impact on staff or budget  Selected and purchased AIRWATCH mobile device management system to secure and enable efficient support for about 200 smart phones and tablets now in the city  Completed the RFP, evaluation and selection of the new financial system and are in contract negotiations with the vendor  Implemented the BRETSA integrated 911 system throughout the City and Boulder County  Completed our first Innovation Team project to envision and install updated AV systems in the City Council Chambers

Fleet  Completed auction and disposal of older vehicles as well as purchasing of new vehicles, including: o 5 auctions for the disposal of vehicles in 2012, with net proceeds being $742,413 and 69 vehicles and pieces of equipment being sent to auction. Most notable was the sale of the old sanitation fleet o Traded 3 vehicles in against the sale of replacement equipment for a total of $69,800 o Generated total auction and trade proceeds came to $812,213, which was a record year for Fleet salvage proceeds

40 o Purchased 46 pieces of new equipment in 2012 for a total purchase cost of $3,352,574, including 3 plow trucks, 1 leaf vacuum truck, 18 Public Safety vehicles, 6 Parks vehicles, 4 golf vehicles, 7 water vehicles including a sewer jet vacuum truck and 2 LPC trucks  Negotiated two six month fuel lock agreements and based on those agreements, coming in $117,681 below budgeted appropriation  Generated and completed 2,107 vehicle repair and PM work orders  Utilizing accumulated replacement funds from the Fleet Fund for existing fire vehicles and adjusting replacement schedules for those vehicles, identified a funding source for replacement of a Fire aerial truck that did not pass inspection prior to its replacement timeframe  For the seventh straight year, earned the coveted Automotive Service Excellence (ASE), Blue Seal of Excellence award - amongst the thousands of public and private shops in the United States less than 5,000 attain and maintain this recognition  Analyzed the possibility of re-opening the Compressed Natural Gas (CNG) fueling facility here at the Service Center, along with a private partner

Purchasing  Participated in HATS project RFP process, vendor selection, elevation to contract stage, and contract negotiations  Participated in the political subdivision focus group for State Purchasing on their E- Procurement project  Increased spend on the p-card over 2011 for 2012 to increase the City’s rebate from the card issuer  Administered a total of 97 solicitations: 9 Requests for Quotes; 56 Invitations for Bids; 30 Requests for Proposals; and 2 Requests for Information  Participated in the Multiple Assembly of Procurement Officials (MAPO) group which strives to issue collaborative bid awards to realize cost savings through aggregation of usage  Presented a CML webinar, “Purchasing 101 for the Non-Purchasing Professional  Completed reassignment of duties for Purchasing Technicians leading to a more efficient work breakdown  Conducted Purchasing 101 trainings  Established monthly participation in PWNR CIP project meetings  Established variety of on-call contracts  Completed conversion to new p-card provider; developed on-line p-card training program  Implemented new Office Supply contract including training employees  Implemented disposal of surplus property program  Received the UPPCC Sterling Agency Award  Diana Wilson received the RMGPA Volunteer of the Year Award

41 2013 Work Plans of the City of Longmont

City Clerk

 Citywide Records and Information Strategic Plan – Phase II – including expanded Intranet information, creation of Steering Committee and Records Coordinators Committee, and development of policies, standards, and procedures  Conduct Regular Municipal Election  Explore consolidating permit and licensing processes collaboratively with Economic Development Department and/or additional workflow development  Explore potential of accepting credit cards in CCO  Streamline Special Event permit process  Explore opportunities for administrative approval of some liquor licensing activities  Conduct citywide records purge and shredding event  Minutes project—develop and implement plan for catching up uncompleted City Council minutes from prior years  Clarify roles and responsibilities for the Clerk’s office and the City Manager’s office  Coordinate pre-sessions/retreat/legislative dinners/etc.  Calendar options  Complete the enabling documentation for Boards and Commissions in SIRE  Complete scanning of board documents

Community Services Department

Administration  Implement new online grants management systems for human service agency funding, in collaboration with City of Boulder and Boulder County  Complete review of human service agency funding financial policies and operational procedures  Continue collaboration with LiveWell Longmont, the Circles Campaign, Boulder County Human Services Strategic Plan partnerships  Provide leadership and participate in selected organizational development committees

Art in Public Places  Coordinate painting and re-installation of Los Arcos de Longmont, together with Alleyscape project manager and media; repeat process on West side, in coordination with City Project manager and various contractors, to ensure smooth and successful project completion  Work with selection panel to choose up to seven pieces to bring to Longmont for “Art on the Move”  Work with AIPP task force, Longmont Power & Communications and Museum staff to coordinate all aspects of “Shock Art”, adding up to seven new switchgear boxes,

42 including five artists-commissioned boxes, one in coordination with Longmont Youth Center and one with Skyline High School  Initiate mural project in coordination with Front Range Community College  Complete review of AIPP program

Children and Youth Resources  Fulfill action items identified in the strategic review of services  Continue to shape services to meet gaps in the community  Gather information on City allocation to prevention and intervention services for Children, Youth and Families; use this information for program and service planning

Community and Neighborhood Resources  Develop a sustainable proactive code enforcement strategy to maintain the volume and proactive approaches that the division has developed over the last several years  Develop and start implementing a revitalization plan in the Spangler Neighborhood

Housing and Community Investment  Continue the implementation, support, data collection and analysis of RISE, the city’s anti-poverty pilot program  Support the implementation of both the Longmont and Boulder County Plans to End Homelessness including ensuring they are fully integrated into other planning efforts including the 2014-2019 regional Consolidated Plan and the upcoming Human Services Needs Assessment  Continue to manage the Workforce Housing Task Force to conduct a logical and fair analysis of the community’s housing needs and to reach a conclusion that informs and can be supported by Council  Implement any recommendations approved by Council from the Workforce Housing Task Force work  Continue to refine the administration of the Small Business Lending Program with Economic Development/Vitality  Work with Economic Development and Neighborhood Revitalization to ensure timely expenditures under the CDBG program  Continue participation and collaborative leadership of the Boulder County Circles campaign

Library  Launch Prospector Interlibrary Loan System  Launch Zinio digital magazines  Upgrade public meeting rooms: access to high speed fiber optic cable, improve video technology, improve sound system and transform quiet study area into collaborative group work area  Launch City-wide Wish List based on Library Wish List software  Plan and coordinate the 2nd Annual Library Festival. Summer Community Read and Summer Reading Program for infants, children, tweens and teens  Launch Sensory Story Time for children with sensory integration challenges

43

Museum  Continue to raise the $1,321,039 needed to reach the $4.2 million goal to construct the Auditorium addition by soliciting individuals, corporations, foundations, and government entities  Work with Facilities and Development Services to finalize Auditorium building details prior to Construction Document phase with OZ Architects  Install and promote major 2013 exhibitions: American Visionaries: Dorothea Lange and Maynard Dixon; Brickopolis: The Amazing World of Legos; Día de los Muertos; and two untitled exhibitions, one a holiday exhibition featuring permanent collection items, and another, wood carving exhibition from the recently dead cottonwood tree in Hygiene (largest known cottonwood tree in U.S.)  Continue the Portal Gallery series (hallway space outside of Main gallery), which is designed to give local and regional artists a space to show large scale work and installations  Refine 2014 exhibition schedule, which includes finalizing Fall 2014 Frederic Remington/Charles Russell exhibition drawn from the permanent collection of the Buffalo Bill Museum in Cody, WY  Develop a plan for permanent collection storage for a move in 2015 when our warehouse lease is up; research potential existing local buildings that could be retrofitted and are available as well as costs for building a new facility  Complete revamp of old Discovery Toolkits, utilized by over 10,000 St. Vrain Valley School District students (3 of the 8 have been redesigned)  Develop robust variety of summer programs supporting the Lego exhibition  Develop a summer concert series under the heading “American Roots” that will include five outdoor concerts featuring regional musicians

Recreation Services  Complete the ADA Assessment  Complete the Recreation Master Plan  Complete projects identified in PR-102 and PB-145  Fine tune the RecTrac software including webTrac and the Mobile website  Review and update Division policies

Senior Services  Implement video messaging in the lobby  Implement the new facility reservation system

Economic Development Department

 Implement the Redevelopment Agreement for Twin Peaks Mall o Ensure NewMark Merrill’s Fulfillment of Agreement Requirements/Thresholds

44 o Facilitate the Disposition of Remaining Tenant/Property Owner Participation/Transition From the Property o Complete the Development Review/Land Use Entitlement Process o Select the Preferred Method of Public Investment and Make the Public Financing Available to Fund Required Public Improvements  Initiate the replacement of Building Permit/Development Review Software at the Development Services Center  Select a consultant and complete the Planning Study for the future of the St Vrain River Corridor  Cooperate with the Town of Lyons to facilitate the disposition of City-Owned water treatment facilities  Develop appropriate regulations related to Amendment 64 (Use of Marijuana), based on direction from City Council  Complete airport improvements  Taxiway “B” construction  Airport perimeter fencing  New Fixed Base Operator (FBO)  Explore future Economic Development opportunities  Complete additional code amendments to facilitate customer service and maintain Longmont’s attractiveness to investment/development  Participate in the update of the Multi-Modal Plan  Facilitate Longmont’s participation (with RTD) in the Northwest Corridor Mobility Study  Fully implement the Utilization of the Small Business Lending Program by marketing the lower (7.99%) program interest rate  Ensure that the LEGI Program continues full utilization and explore future business development program options  Host a Colorado Emerging Ventures Program meeting in Longmont  Cooperate with the LDDA to develop and implement additional business development/attraction/retention incentives within the downtown  Participate with other communities in the region in the update of DRCOG’s Metro Vision 2040  Implement the First and Main Master Plan through land use regulations and proactive outreach with area property owners  Re-engage in outreach efforts to key property owners within the Southeast Area Urban Renewal Area, including the former Butterball property  Consistently provide timely, professional and complete service to internal and external customers

Finance Department

 Begin Budget Reset efforts o Review outside agency funding o Review Art in Public Places funding o Analyze and manage impacts of health benefits for temporary employees

45 o Address funding of parks and greenway maintenance costs o Implement fiscal diagnostic tools o Explore the expanded use of internal service funds o Begin to improve the prioritization process including reviewing strategic direction; expanded identification of services; and improved costing of services  Complete financing for Twin Peaks Mall redevelopment  Issue approximately $7.5 million of Sewer Revenue Bonds  Prepare and adopt the 2014 budget and 2014-2018 CIP  Prepare periodic supplemental appropriations/CIP amendments  Prepare 2012 Comprehensive Annual Financial Report  Renew annual insurance coverage  Issue RFP for Insurance Broker of Record services  Issue RFP for workers’ comp and periodic medical providers for police and fire  Increase citizen education efforts regarding parking regulation  Perform lean process improvement efforts in sales tax processing and Utility Billing cash receipts  Propose modifications to the sales and use tax provisions in the Municipal Code  Devise a data driven safety program to promote safety culture awareness and changes that will reduce losses  Develop a safety marketing and communications strategy  Continue efforts to develop and improve the wellness program including: o Develop infrastructure to support a culture of healthy lifestyles o Increase the support and participation of upper management o Improve the wellness culture through communication of the business case for wellness o Maximize participation in wellness programs  Continue HATS project efforts including: o Complete contract negotiation o Begin implementation o Communicate and manage change in the organization

Human Resource Services

 Support Citywide Change Teams  Launch leadership training  Employee Advisory Group  Update Supervisor Manual  Benchmark mentoring program  Collective Bargaining – (IAFF- non economic)  Finalize new pay philosophy  Refresh & analysis of Admin Regulations and Personnel Rules  Deliver Annual Pay Plan  Frame decisions regarding Affordable Health Care Act – 30 hrs worked

46  Overtime Policy redefined  Sick & Vacation Payout fiscal impact discussions  HATS Implementation  Affordable Health Care Act – Temp Employees  Job Fairs/College Relations  Implement Base Pay increase proposals  Job description template  Execute Bilingual Leadership Team Actions  Council Education 1on 1: Comp & Benefits  Go Forward Medical Plan Strategy- post 2013  Employee Assistance Plan RFP  Annual Benefits Open Enrollment  New Hire Orientation refresh  Time Off Policy with EAG Engagement  EEOC Report  Winpak – COFRAC Public Safety credentialing  Intranet self-service forms, information user access  HRS Customer Service Survey  Mediation Services partnership with CNR  Citywide Volunteer Program Coordination  Background Checks – Collaboration with Public Safety

Longmont Power & Communications

Department-wide  Present broadband build out and service options to City Council and implement Council direction  Continue implementation of enhanced electric outage processes  Implement pilot programs for smart grid and advanced metering to improve efficiency, safety, reliability, and accuracy  Complete review of Electric Community Investment Fee revenue requirements and update rates as needed  Actively participate in the new city-wide teams (Culture, Recruitment, Budget Reset, etc.) being developed

Business/Administration  Complete Electric Fund reserves requirement analysis to determine need for rate change in 2014 or 2015; complete necessary cost of service and rate design work  Continue participation on HATS and CRISP executive steering teams and implement related process improvements  Implement new phone system capabilities and utilize enhanced reporting to improve customer service  Team with ETS and UB to improve data verification parameters and processes related to customer billing data

47

Public Information, Marketing and Communications  Complete transition of LPC website to new City website format  Increase LPC’s use of digital tools to communicate with our customers  Increase education about LPC’s efficiency programs  Increase education about LPC’s broadband services  Increase networking and information exchange with marketing staff from the four PRPA cities and other APPA utilities

Energy Services  Develop Matching Grant program to encourage commercial customers to participate in Energy Efficiency services and lower local businesses’ operating costs  Develop residential energy efficiency services to meet customers’ needs  Enhance service to commercial and key accounts to retain existing and attract new businesses  Complete Phase 2 of energy efficiency improvements at municipal buildings. Assess energy performance of Phase 1 and Phase 2 improvements  Increase participation for residential and commercial customers in renewable energy options

Engineering  Complete the conversion of the electric specific GIS and operational map system including staff training.  Implement the initial developments of mobile systems for outage management, general forms, inspection, and data entry integrated to the GIS system  Complete the North American Electric Reliability Corporation (NERC) security compliance audit

Operations  Complete design and construction of the West Main Alley undergrounding project  Complete the design and construction of microprocessor based equipment in the substations for enhanced monitoring and control  Complete the Twin Peaks Mall demolition/design as needed

Broadband  Detail financing options for FTTW (fiber to the whatever) business plan  Install fiber and offer services to 25 - 50 businesses  Install fiber and offer services to 250+ residents

Public Safety

 Continue to refine the reorganization within Public Safety  Develop a new reiteration of the Police Department's strategic plan

48  Begin implementation of strategies developed within the Longmont Community Medical Services Network  Design and implement a plan for Fire Department based self-transport  Develop and implement strategies from the Longmont Justice Council regarding prisoner reintegration  Design and implement health portals in Fire stations  Design and implement community-wide care coordination model  Develop and implement alternative destination sights for EMS transports (Different sights than hospital emergency room)

Public Works & Natural Resources Department

Business Services & Strategic Planning Division  Prepare Storm Drainage Rate and Fee Study  Sell approximately $7 million in Sewer Bonds  Begin Revenue Assurance Study  Prepare ballot language for voter approval of Sewer Revenue Bonds  Complete Hansen 8 Upgrade and Configure New Functionality  Convert Treatment Plant Asset Data from Allmax to Hansen  Optimize Sweeper & Snowplow Routing  Continue implementation of Park asset layers  Provide Open Space mapping and technology support for operations  Build City-owned property layer in GIS  Provide design and technical support for: o Municipal Parking Lots o 2013 Street & Concrete Rehabilitation Program o South Francis Street & Boston Avenue o 2013 Chip Seal Project o South Emery & Ken Pratt Boulevard Left Turn Lane Addition o 2013 Water Distribution Rehabilitation and Improvements o Park Ponds Dredging and Stabilization Project  Complete preliminary design work and cost estimates for Youth Center elevator  Complete design work and preliminary cost estimates for remodeling of Centennial Pool locker rooms and public restrooms  Complete interior/exterior repairs at Centennial Pool  Replace flooring at Youth Center, Recreation Center, and Safety & Justice Center  Replace roofs at Civic Center, Fire Station #6, and Youth Center  Replace boiler at Sandstone Ranch Visitor’s Center  Replace HVAC systems at Library  Replace second UPS system at the Civic Center for the ETS computer room  Replace underground parking garage door at the Library  Update Strategic Plan for Facilities Operations & Maintenance work group  Provide project support for Union Reservoir office installation  Provide project support for Museum Auditorium addition

49

Engineering Services Division  Complete design and construction of capital projects necessary for the cost effective maintenance and rehabilitation or the City’s critical infrastructure o T-1 – Street Rehabilitation Program o MUW-66 - Water Distribution Rehabilitation and Improvements o MUS-53 – Sanitary Sewer Rehabilitation and Improvements o MUS-149 – Wastewater Treatment Master Plan Improvements o MUW-155 – Water Treatment Plant Improvements  Design and construction of Phase 2 of the Downtown Alleyscape Project  Design and construction of Phase 1 of the Spring Gulch No. 2 Greenway including the box culvert/pedestrian underpass of SH 119 to connect with Sandstone Ranch  Complete construction of the SH 66 Regional Drainage Detention Pond to reduce flooding potential in northern Longmont  Complete Hwy 66 Regional Detention Pond  Completion of Master Plans for critical infrastructure systems: o Storm Drainage Master Plan o Street Section of the City’s Multi-modal Transportation Plan o Integrated Treated Water Master Plan

Environmental Services Division  Meet new State nutrient regulations for 2013 (Regulation 85) for both wastewater and storm water o Upstream, downstream and effluent nutrient monitoring o Data gap analysis of nutrient monitoring and sources of nutrients  Complete Integrated Pesticide Management plan for Department and related City operations  Issue permits to owners/operators of permanent storm water Best Management Practices (BMPs) and start inspections of BMPs  Complete nutrient removal study of Wastewater Treatment Plant (WWTP) and evaluate nutrient treatment options  Assist Engineering with reviews of bio solids dewatering and cogeneration  Select, install and start up new Laboratory Information Management System (LIMS)  Complete sustainability rating and evaluation project; work with other divisions on applying sustainability principles  Complete State Engineer’s Office (SEO) accounting audit and have newly prepared accounting forms approved and in use  Finalize last two North Pipeline Alternate Point of Diversion application  Complete and adjudicate diligence application for Union Reservoir Enlargement  Continue management of the City’s participation in the Windy Gap Firming Project, hopefully receiving an amended carriage contract and final permit decision by the United States Bureau of Reclamation (USBR) in 2013 or 2014  Manage the City’s 2013 water supply, especially in light of the currently historically low snow pack conditions

50 Natural Resources Division

 Complete update of the City’s Tree Ordinances (Chapter 6.88 & Chapter 13.24)  Continue to implement the Button Rock Preserve Forest Stewardship Plan, including the thinning of 80 acres  Complete development of a Comprehensive Weed Management Plan for City properties  Establish a forestry trim cycle for the City’s urban forest  Complete the development of an Integrated Pest Management Program for City properties  Continue to acquire land associated with the Open Space Program  Develop a City land management program  Complete the Parks, Recreation and Trails Master Plan  Complete design and initiate construction of various parks and trails, including: o McIntosh Trail o Union Reservoir Trail o Jim Hamm District Park o Kensington Park Playground Rehabilitation o Pavlakis Open Space (design) o Park & Greenway Pedestrian Bridge Assessment & Inspections o Quail Campus Tennis Complex o Wertman Neighborhood Park (design only) o St. Vrain Greenway extensions  Complete Rodriquez Field Lighting Replacement

Operations Division  Evaluate all past and current work related to emergency power facilities and power outages, and develop a list of remaining vulnerabilities and a plan to mitigate  Identify new technology goals and the possibility of reestablishing an Operations Technology team to work on related new goals  Continue proliferating the use of the Hansen Work Management System in Parks and to replace the Antero system in Treatment Operations  Develop new and more systematic approaches for implementing customer outreach related to PWNR Operations  Acquire new Sanitation trucks for alley routes and continue with alley cleaning efforts in collaboration with Community and Neighborhood Resources  Launch an Asset Management approach in selected areas and review needs for whole Department implementation. Begin with Parks and Treatment assets

Shared Services Divisions

City Manager’s Office  Redesign enlarged City Line newsletter with the elimination of the Longmont Life

51  Unveil and promote Longmont branding video for use by all local agencies including City of Longmont, VisitLongmont, Chamber of Commerce, LDDA, LAEC, etc  Continue citywide branding campaign - Campaign includes YouBelonginLongmont social media, earned media, Restaurant Rally and Holiday tote bag promotion  Publish 12 issues of Employee Connection - write, design, publish and distribute the monthly employee newsletter via email and print to all employees  Publish 52 issues of City Talk - City Talk appears every Monday in the Longmont Times-Call  Enhance and centralize video production and create/implement new citywide video strategy  Read, analyze and track state legislation and update City Council on happenings at the Colorado statehouse  Provide City Council support including travel arrangements, calendar management, phone messages, etc.  Use Customer Service Tracking System to log and track issues/questions from public and look at possibilities for replacement  Attend regular EOC (emergency operations center) meeting and strategize and practice emergency communications  Spanish Translation - Support the bilingual pay program and support the committee assigned to enhance this program  New resident packet - Design and produce new resident packet in print and online  Look into options for teleworks system (teleworks program is going away)

Enterprise Technology Services (ETS)  Complete Migration from Lotus Notes to Microsoft Exchange/Outlook email, calendaring and contacts system  Install the new Lync instant messaging system and implement unified communications system  Phase out old phone system Nortel PBX, reduce the telephone line costs to Centurylink and Integra and complete the ACD and IVR rollout  Successfully complete all PCI remediation requirements  Significantly improve the reporting of ETS hours and costs using lean government processes, HelpStar and the project tracking system added to our time sheet program  Develop an updated strategic plan for ETS  Initiate the HATS and the New Community Development program, Acella  Complete the development and rollout of the new Intranet and Internet sites  Select and implement a workplace collaboration platform  Select a new digital signage solution to be used throughout the city  Significantly improve the flexibility and responsiveness of the ETS staff through training, reorganizing into ad hoc project management teams, and mutually developed support models and partner programs with the key stakeholders  Successfully support the implementation of the Hansen upgrade and assist in the integration of that program into our GIS and Outlook systems

52 Fleet  Complete service level agreements with Sanitation and other interested divisions  Start and complete design and renovation planning of existing Fleet facility and newly acquired Utility O&M garage space  Look at staffing needs in light of Fleet building expansion and establishing a quick lube program  Finish build and delivery of the Mobile Command Center Vehicle, complete order and acquisition of new 100’ platform for Fire, 2013 vehicle replacements orders, salvage of fleet vehicles via auction for 2013  Complete agreement, contract and construction of Public/Private CNG fueling facility at the Service Center  Continue to work on fuel lock agreement and have it secured for all of 2014 (June 2013)  Establish and finalize quick lube service for users as well as follow up on PM compliance percentages  Continue to work with staff on improving Fleet benchmarks, including downtime goals, work order turn around, direct vs. indirect labor allocation, Scheduled vs. non- scheduled charging to work orders, inventory turns and obsolescence review  Examine improvements using lean government processes, such as:  Re-work Service Writer job description, process and job duties  Look into bar coding improvements in the parts room  Look into design and construction of virtual work scheduling board/TV for Service writer office with remote access to designated PC’s in the facility  Look into read only intranet access for users to the Fleet database so they can access status to work orders in process to their vehicles  Get interim CIP process in place for staff and look to transition into CIP change for 2014 based on outcomes from the CIP committee

Purchasing  Complete HATS contract negotiations and participate in implementation  Update Purchasing Manual  Update contract templates in conjunction with CAO staff  Evaluate current cell phone policies and SOPs  Continue to provide outreach and educational opportunities for vendors wanting to do business with the City, particularly local, small businesses, including participating in the Boulder County SBDC’s Contracting Opportunities Fair, and the Rocky Mountain Governmental Purchasing Association’s Reverse Vendor Trade Show to network with potential vendors  Continue participating in Multiple Assembly of Procurement Officials (MAPO) and the Colorado Public p-Card Group, CML, NIGP, and RMGPA  Continue Purchasing 101 trainings  Participate with PWNR on SOP development for CIP project construction process

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54

Leadership Checklist for the Economic Revolution By Dave Maney

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56 About Dave Maney

Essayist and historian Walter Russell Mead has written that “The more complex a society and the more rapidly it is changing, the more need it has for multi-disciplinary, synthesizing (thinkers) who are focused on communicating serious ideas to a large audience.” That notion is what Economaney’s all about, and the role Professor Mead describes is one that Dave Maney, our Founder and Publisher, is working hard to try to fill. If Economaney succeeds in helping our readers understand and synthesize the tectonic forces and wild changes pounding through our economy, some of the credit is due to Dave’s tours of tours of duty in the news media, politics, the telecommunications industry, and the start-up world. His extensive experience in non-profit adult education helps, too. Dave began his media career in his home town of Binghamton, New York as a music reviewer for the Binghamton Press and Sun-Bulletin, and jumped into the world of television as a news writer and producer (and eventually, on-air host) at the NBC affiliate there. After being drafted at 21 as a sacrificial lamb candidate for the New York State Assembly (and taking his whipping at the hands of powerful and popular Assemblyman Jim Tallon), he went to work for the state senate majority leader, and then headed off to graduate business school at Stanford, where he played editor-in-chief for the first time at the business school's newspaper. He joined the San Francisco Chronicle's parent company as assistant to the president of the newspaper division and also was a business writer at the Chronicle’s Bloomington (Illinois) Pantagraph and the Worcester (Massachusetts) Telegram & Gazette. He returned to San Francisco to help launch a new cable television company in 1988 and became a senior operating executive there before getting his sorry ass fired in 1994. His risk tolerance having thus been adjusted toward the "What the hell, why not" side, he chose to found Worldbridge, a broadband technology services provider to the cable industry, that same year. The company was sold to a public electronics maker, C-Cor, in the go-go months of early 2000. He co-founded his second company, Headwaters MB, a merchant banking firm, in 2001, and helped build it into one of the largest in the Rocky Mountain West, having advised on transactions worth more than $6 billion since its founding. He left Headwaters in the capable hands of his co- founder in 2010 to launch Economaney. Dave has also played a key role in developing educational and media strategies for the Young Presidents Organization (for three years as its international education chairman and board member). He was lured back to the media world in 2008, and quickly became a frequently-sought economic commentator. On a good day, he combines his nuts-and-bolts entrepreneurial knowledge, his access to private company CEOs and founders around the world, and his experience in education and communication to help explain complex and unprecedented economic events in terms normal people can understand. (On a bad day, he's like an incomprehensible drunk on the stool next to you at the bar.) He lives in Colorado with his four daughters, one son, one wife, three dogs, and two motorcycles.

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58 Look at leadership checklist before voting during economic turbulence Page 1 of 2

Look at leadership checklist before voting during economic turbulence Economaney.com The Denver Post Posted: DenverPost.com

We sit on the verge of an enormously important national election, with nearly 500 key federal offices hanging in the balance. It's a great time to ask this question: What qualities and talents does it take to lead in the turbulent times of economic revolution?

So, are they just the same qualities that are always required, or something different?

We're living through what is probably a multidecade period of radical economic change. Not collapse, or even shrinkage — but high-speed, profound structural changes in how individuals and organizations go about creating and obtaining the goods and services they need to thrive, driven by the sudden and complete availability of all the world's information on everyone's smartphone or laptop.

It's warping the laws of economics as we thought we understood them and rendering ineffective our scorekeeping systems for knowing how we're doing. We're economically adrift in a hurricane of change.

Because world-changing economic revolutions are very, very rare — I'd argue that only mankind's discovery of farming (the Agricultural Revolution) and the Industrial Revolution are equal in scope and impact to the changes this Information Revolution is bringing — examples of skillful leadership through them are even rarer.

I like to say that reading Charles Dickens can give you a sense for how violent the collisions between one economic era and another can be — and how many people can fall through the cracks of a societal earthquake.

So if we're to keep this economic revolution from turning into a political revolution, what do our president and congressional leaders need to bring to the table?

If the same old, same old won't cut it, what will? Here's a checklist.

• Deep intellectual curiosity and agility

Do the candidates' brains work in only one way, and are they interested only in what they're interested in? If they are, they're never going to gather in enough from this sea of complexity to be effective. If they're voraciously sucking in data points, anecdotes and points of view to use as building blocks for ideas for solutions, it's a great start. They've got to be able to move from one difficult subject to another without losing interest or grinding to a halt.

• Willingness to not be the smartest person in the room

A know-it-all is a dead man walking in a time of radical change. As Harry Truman said, "The only things worth learning are the things you learn after you know it all." Our leaders need to be perfectly comfortable seeking counsel from those of greater expertise and intellectual capacity, and 59 http://cpf.cleanprint.net/cpf/cpf?action=print&type=filePrint&key=The-Denver-Post&url=http%3A... 4/3/2013 Look at leadership checklist before voting during economic turbulence Page 2 of 2

humble enough to be guided by it.

• Ability to connect the dots

Can they help us recognize patterns before we recognize them ourselves? They've got to be able to synthesize new ideas and new solutions from what appear to be dissimilar problems or fact sets. If they can see something that works in one area or with one group of people and understand how it might be applicable to what seems, on the surface, to be a wildly different challenge, we'll all be at a huge advantage.

• Bridge-building skills

Our interconnected world allows the aggrieved to band together and the oddballs to find one another. It's harder than ever to try to bring together divergent interests, but there remains a deep commonality in human beings (and certainly in Americans) that must tapped into and brought forward to move through times of danger. Can the leader connect to that humanity, or do they exploit the differences for their own purposes?

• Empathy

People's economic lives get destroyed in a revolution. Some wealthy people's, but mostly not. More than ever, the least-capable among us will require our helping hands in order to not be left behind. If we don't want the successful living behind barbed-wire fences to keep out the less-successful (a fact of life in most Third World countries), we better make sure we take care of our own.

• Fearlessness in the fight against entrenched interests

The great social-media theorist Clay Shirky says, "Institutions will try to preserve the problem to which they are the solution." Leaders in a time of economic revolution must be willing to be streetfighters against established interests, be they bureaucracies, corporations, special-interest groups, unions or anyone else working selfishly against the greater good. Existential fights are always the most vicious.

• No fear of failure

A leader cautious of his standing and position — a poll-watching, too-clever-by-half, politically calculating individual — is the last person we need in charge of anything in an age of wrenching change. Fortune favors the bold.

• Information and technological savvy

Finally, we can't deal with a fundamental force if our leaders don't understand the fundamental force. How all the world's information is changing all of our society's structures and all of our lives is the very driving core of our challenges. If a leader isn't ensuring their mastery of these underlying forces, they can't be trusted to be anywhere near the levers of power in the coming decade.

Hold every candidate for office up to these standards, and be sure to vote Tuesday if you haven't already.

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Budget Reset Process Overview

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62 BUDGET RESET PROCESS

Executive Summary With the arrival of a new city manager and upon advice from the finance director during the 2013 budget process, the City identified the need for a Budget Reset for the General Fund. This Budget Reset Process was deemed to be necessary for several reasons that stem from the fact that in order to keep the City’s financial head above water during the downturn, we have strayed somewhat from the practice of balancing ongoing expenses with ongoing revenues in the General Fund. A funding gap has been identified due not only to this practice, but also to the potential expiration of the $1 Parks Maintenance Fee and adjustments made to the allocation of the sales and use tax between the General Fund and Public Improvement Fund. The Budget Reset Process will use the tools from Priority Based Budgeting to essentially right-size the budget, starting at the Council Retreat in April, where Council will discuss and determine the desired outcomes of City government.

Budget Reset The City has a financial policy for the General Fund that it will balance ongoing expenses with ongoing revenues and we annually adopt a budget that does so. This policy is in effect to ensure that for any ongoing expense there will be offsetting ongoing revenue. It does not make good fiscal sense to tap fund balances or one-time revenues for this type of expense because there is no guarantee that those fund balances will be there every year.

During the most recent economic downturn we had to take extraordinary steps to accomplish a balance between ongoing expense and revenue. Beginning in 2010, the City Council reallocated to the General Fund a portion of the sales and use tax revenue that had previously gone to the Public Improvement Fund (PIF). In the PIF those dollars were used for one-time expenses such as major repairs to our public buildings and our parks structures and equipment. Now there is less revenue available for those types of infrastructure repairs. Not spending the proper amount for infrastructure repair is a recipe for disaster. Eventually those buildings and parks equipment will fail, and City Council members in the future will be forced to either pay larger amounts for repair or to shut them down altogether.

Besides the sales tax allocation there are some ongoing expenses that are funded with one-time revenues (fund balance), but in the budget they have only a one-year commitment in order to abide by the financial policy. Since most of those expenses are still funded annually it would be better to make sure they are funded with ongoing revenues if they are to continue to be funded at all.

Other concerns that need to be rectified in the budget reset include: 1) The parks and greenway maintenance fee is currently budgeted as an ongoing revenue source, yet that fee is scheduled to expire at the end of this year. The Parks Master Planning process will assist in decision making around how to fund parks in the future. 2) The enterprise funds are charged administrative transfer fees for services provided from the General Fund, and several of these service areas need refinement, which could result in further reducing ongoing revenue. 3) The franchise fees charged to the enterprise funds will be reviewed for possible refinement. 4) Benefit issues related to overtime and health care are under review. 5) Funding practices for outside agencies, AIPP and council contingency will be reviewed. All of these issues need to be addressed in the General Fund budget reset.

Ultimately we need to right-size the General Fund so that the ongoing expenses in the General Fund - the services we provide to the residents of Longmont - are limited to only what can be supported by regular ongoing sources of revenue for the General Fund.

The amount of the potential imbalance is at least $2 million and could be as high as $3 million. Our target is to complete this reset within five years beginning with the 2014 budget. While the resolution of some of these issues could decrease the amount of the reset it is likely that the majority of the gap will need to be filled through increased revenues and/or a reduction in the ongoing expenses. The challenge for the City

63 will be to determine where to make reductions in ongoing expenses. It is our goal to do this through the use of Priority Based Budgeting. Priority Based Budgeting will be a major part of our Budget Reset efforts.

Priority Based Budgeting Priority Based Budgeting is a fairly recent innovation that has been growing in use in the public sector. Attachments A and B are an article and a white paper that cover the history and concepts of this approach. Longmont staff first brought the concepts of Priority Based Budgeting (or “Prioritization” as we have referred to it) to the attention of the City Council at the 2009 Council Retreat. Afterward, in 2009, the City made a concentrated fast-tracked effort to incorporate much of the concepts of Priority Based Budgeting to the services in the General Fund. Those efforts are addressed in detail in Attachment C. While our efforts resulted in the prioritization of General Fund services into four quartiles essentially no budget decisions were made from the prioritization results. Since 2009 our efforts related to prioritization have been limited to updating the cost of individual services from each annual budget. In the articles in the attachments the process of Priority Based Budgeting is broken down to include the following steps: 1) Identify desired outcomes/results 2) Clarify results definitions 3) Identify programs and services 4) Value programs based on results 5) Allocate resources based on prioritization

To a certain degree the City went through the first four steps in our efforts, limited to the General Fund, in 2009. Staff used the prioritization concepts in those efforts but without fully identifying programs in some areas and with adjustments in scoring approach. Those efforts are somewhat outdated after four years. They all need to be updated to reflect current priorities of the community as well as current services being provided. Before we can use Priority Based Budgeting to allocate resources it will be necessary to repeat the steps and take the City through the process once again. For it to be more successful it would be best if the effort is more thorough than our efforts in 2009. Scoring enhancements also need to be incorporated. One of the most significant changes is to extend the effort to more than just the services within the General Fund. After all, the ratepayer and the taxpayer is often the same person in Longmont.

The initial step in the prioritization process is the identification of results. In order to update the results being used and ensure that they are in alignment with the vision of the current City Council, Kathie Novak will take the Council through an exercise to identify the results on the afternoon of day one of the retreat.

Staff recently has contracted with the Center for Priority Based Budgeting (CPBB) to further our efforts in the area of prioritization with the ultimate goal of focusing the City Council on the larger fiscal and service picture when it deals with the City budget. CPBB has provided us with a Resource Alignment Diagnostic (RAD) Tool that gives the City a new way to view its programs, not only in terms of their relevance to results, but also in light of mandates, fee structures, citizens’ reliance and community partnerships. On day two of your retreat the consultants from CPBB will join us to exhibit the Resource Alignment Diagnostic Tool and to demonstrate its use. The RAD Tool will ultimately allow us to efficiently analyze programs and gain insights into areas such as:  Programs supported by specific user fees vs. those funded through general government revenues (taxes);  Stringently mandated services vs. programs without any legislative requirement;  Programs that the community depends exclusively upon the City to provide vs. programs offered by other entities in the community (private, nonprofit, etc.);  Programs that highly achieve one or more of the City’s stated results vs. those programs that do not help achieve any of those results;  Direct vs. indirect costs for services (potentially)

Also, the RAD Tool will provide the City with a way to engage in more powerful and meaningful discussions addressing questions such as:  What services are truly mandated to be provided by the City and how much does it cost to fulfill those mandates?

64  What programs are most appropriate to consider a discussion about establishing or increasing user fees?  What programs are most appropriate for discussions about partnerships with other service providers in the community?  What services might the organization consider “getting out of” the business of providing altogether?  Where are there apparent duplications in services offered across the organization that might lead to a meaningful efficiency discussion?

The RAD Tool works best to include all of the organization’s efforts, which requires the expansion beyond just the General Fund. Our use of the tool is limited currently due to our need to renew our data by once again taking the organization and the community through the full prioritization process. Staff aims to complete these efforts over the next year with the goal of being able to use the tool to its greatest benefit during the 2015 budget process.

The City looks forward to working with the Council on this truly important process.

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66

Seeing Things Differently

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68 69 70 71 72 73 74

Anatomy of a Priority Driven Budget Process

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76 Anatomy of a Priority- BudgetDriven Process

The Government Finance Officers Association www.gfoa.org • 312-977-9700

77 Credits

This paper was written by Shayne C. Kavanagh, Jon Johnson, and Chris Fabian. Kavanagh is Senior Manager of Research for the GFOA’s Research and Consulting Center in Chicago, Illinois; he can be reached at [email protected]. Johnson is a Senior Manager, Research and Advisory Services, at the Center for Priority Based Budgeting; he can be reached at [email protected]. Fabian is a Senior Manager, Research and Advisory Services, at the Center for Priority Based Budgeting; he can be reached at [email protected].

The following individuals provided valuable contributions to this paper:

Marcia Arnhold Finance Director, Mesa County, Colorado Mike Bailey Finance Director, City of Redmond, Washington Kindle Bowden Office of Management and Budget Manager, City of Lakeland, Florida Steven G Chapman II Director of Finance, City of North Lauderdale, Florida Ed Hacker Strategic Planning and Continuous Improvement Manager, City of Lakeland, Florida Stanley Hawthorne Assistant City Manager, City of Lakeland, Florida Anne Kinney Director, Research and Consulting Center, GFOA Fran McAskill Director, Finance and Strategic Planning, Polk County, Florida Christopher Morrill City Manager, City of Roanoke, Virginia Roger Neumaier, CPA Finance Director, Snohomish County, Washington Jay Panzica Chief Financial Officer, City of Ventura, California Walter C. Rossmann Assistant Budget Director, City of San Jose, California Lorie Tinfow Assistant City Manager, City of Walnut Creek, California Doug Thomas City Manager, City of Lakeland, Florida Kim Walesh Economic Development and Chief Strategist, City of San Jose, California Wanda Williams Research and Budget Director, City of Savannah, Georgia

GFOA’s Research and Consulting Center The Research and Consulting Center (RCC) is the management analysis and consulting arm of the Government Finance Officers Association. Since beginning operations in 1977, the RCC has provided management and technol- ogy advisory services to hundreds of local, county, and state governments; public utilities; elementary and sec- ondary education systems; and transit authorities.The RCC is nationally recognized for its comprehensive analyti- cal and advisory services, as well as for specialized research on state and local government finance.

You can learn more about us and contact us at www.gfoaconsulting.org or 312-977-9700.

78 Anatomy of a Priority- Driven Budget Process

Contents

Introduction ...... 1

Leading the Way to Priority-Driven Budgeting ...... 2

Steps in Priority-Driven Budgeting ...... 5

1. Identify Available Resources ...... 6

2. Identify Your Priorities ...... 6

3. Define Your Priority Results More Precisely ...... 8

4. Prepare Decision Units for Evaluation ...... 10

5. Score Decision Units Against Priority Results ...... 11

6. Compare Scores Between Offers or Programs ...... 13

7. Allocate Resources ...... 15

8. Create Accountability for Results, Efficiency, and Innovation . . . . . 17

Conclusion ...... 19

Appendix 1: Building a Program Inventory ...... 20

79 Anatomy of a Priority-Driven goals and objectives that are of greatest value to Budget Process the community. In a priority-driven approach, a government identifies its most important strate- Introduction gic priorities, and then, through a collaborative, evidence-based process, ranks programs or serv- The traditional approach to governmental budg- ices according to how well they align with the eting is incremental: The current year’s budget priorities. The government then allocates funding becomes the basis for the next year’s spending in accordance with the ranking. plan, and the majority of the organization’s ana- lytical and political attention focuses on how to The purpose of this paper is to describe factors modify this year’s spending plan based on rev- 1 that have led governments to adopt priority enues anticipated in the next year. An incremen- budgeting and to identify the essential concepts tal approach is workable, if suboptimal, in peri- and steps in such a process, including the adap- ods of reasonably stable expenditure and revenue tations individual governments have made to growth because the current level of expenditures customize priority-driven budgeting to local con- can be funded with relatively little controversy. ditions. The paper is based on the experiences of However, the incremental approach to budgeting the governments below, which were selected for is not up to the financial challenges posed by the variety in organization size, type of government, new normal of relatively flat or declining rev- and approach to budgeting.4 This paper builds on enues, upward cost pressures from health care, prior publications about priority-driven budget- pensions, and service demands, and persistent 2 ing by taking a step back from specific approach- structural imbalances. es to budgeting and describing the major steps in

3 the process and then outlining options for put- Priority-driven budgeting is a common sense, ting those steps into operation. It is GFOA’s strategic alternative to incremental budgeting. hope that this paper will give those who are new Priority budgeting is both a philosophy of how to to priority-driven budgeting a solid base from budget scarce resources and a structured, which to get started, and to provide veterans of although flexible, step-by-step process for doing priority-driven budgeting with ideas for further so. The philosophy of priority-driven budgeting adapting and sustaining priority-driven budget- is that resources should be allocated according to ing in their organizations. how effectively a program or service achieves the

Our Research Participants City of Savannah, Georgia (pop. 131,000) City of Walnut Creek, California (pop. 64,000) Mesa County, Colorado (pop. 146,093) City of San Jose, California (pop. 1,023,000) Polk County, Florida (pop. 580,000) City of Lakeland, Florida (pop. 94,000) Snohomish County, Washington (pop. 683,655)

GFOA Research and Consulting / www.gfoa.org 1 80 Leading the Way to Priority-Driven time, they must not be overly committed to any Budgeting particular budgeting technique or process. They Priority budgeting represents a fundamental must remain adaptable and able to respond to the change in the way resources are allocated. The circumstances while remaining true to the philos- governing body and the chief executive must ophy. If the organization doesn’t have this type of understand and support the process and commu- leadership, it might be better to delay priority- nicate that support throughout the organization. driven budgeting or look to another budgeting In addition, these officials must be willing to reform that has greater support. The “Philosophy carry out their decision-making responsibilities in of Priority-Driven Budgeting” sidebar describes a way that is consistent with a priority-driven the philosophy of priority-driven budgeting and process. The change an organization desires to its central principles. Use these principles to test bring about by virtue of implementing priority- the support among critical stakeholders and to driven budgeting won’t happen overnight, so build a common understanding of the tenets the those leading the move to priority budgeting budget process will be designed around. must make it clear that this type of budgeting is not a one-time event – it is the “new normal.” To Of course, not everyone in the organization can be see the change through for the long-term, leaders expected to immediately accept priority-driven must have a passion for the philosophy underly- budgeting with the same enthusiasm. The leader- ing priority-driven budgeting, but at the same ship must articulate why a priority-driven budget

The Philosophy of Priority-Driven Budgeting The underlying philosophy of priority-driven budgeting is about how a government entity should invest resources to meet its stated objectives. It helps us to better articulate why the services we offer exist, what price we pay for them, and, consequently, what value they offer citizens. The principles associated with this philosophy of budgeting are: • Prioritize Services. Priority-driven budgeting evaluates the relative importance of individual programs and services rather than entire departments. It is distinguished by prioritizing the services a govern- ment provides, one versus another. • Do the Important Things Well. Cut Back on the Rest. In a time of revenue decline, a traditional budg- et process often attempts to continue funding all the same programs it funded last year, albeit at a reduced level (e.g. across-the-board budget cuts). Priority-driven budgeting identifies the services that offer the highest value and continues to provide funding for them, while reducing service levels, divesting, or potentially eliminating lower value services. • Question Past Patterns of Spending. An incremental budget process doesn’t seriously question the spending decisions made in years past. Priority-driven budgeting puts all the money on the table to encourage more creative conversations about services. • Spend Within the Organization’s Means. Priority-driven budgeting starts with the revenue available to the government, rather than last year’s expenditures, as the basis for decision making. • Know the True Cost of Doing Business. Focusing on the full costs of programs ensures that funding decisions are based on the true cost of providing a service. • Provide Transparency of Community Priorities. When budget decisions are based on a well-defined set of community priorities, the government’s aims are not left open to interpretation. • Provide Transparency of Service Impact. In traditional budgets, it is often not entirely clear how funded services make a real difference in the lives of citizens. Under priority-driven budgeting, the focus is on the results the service produces for achieving community priorities. • Demand Accountability for Results. Traditional budgets focus on accountability for staying within spending limits. Beyond this, priority-driven budgeting demands accountability for results that were the basis for a service’s budget allocation.

GFOA Research and Consulting / www.gfoa.org 2 81 is something worth actively supporting and voting ly say one of the main reasons they endorse it is for, rather than just a “least-worst” outcome in a because it allows them to achieve what inspired time of revenue scarcity.5 The leadership must also them to run for office in the first place – identify- create a sense of urgency behind priority-driven ing the results and implementing the policies that budgeting by showing the financial forecasts, are most important to their community. analysis, and other information that supports the need for a new approach to budgeting. Ensuring Senior staff must support the process as well that a priority-driven budgeting process is suc- because priority-driven budgeting requires a sig- cessfully adopted requires organization-wide nificant time commitment from staff. If the board acceptance and a shared understanding of the and CEO are behind priority-driven budgeting, it entity’s financial condition. For example, the City will go a long way toward getting senior staff of Savannah, Georgia, shared trends in major rev- engaged. Staff members who have experienced enue sources, reserves, and long-term forecasts to priority-driven budgeting say they support it show that the city’s revenues were entering a peri- because it gives them a greater degree of influ- od of protracted decline. Of course, the case need ence over their own destinies. Staff no longer not hinge on financial decline. A case can also be passively awaits judgment from the budget made based improving the value the public office; instead, they create their own solutions receives from the tax dollars government spends. because priority-driven budgeting invites them to articulate their relevance to the community. Two groups in particular that must be recruited to support priority-driven budgeting – elected To raise awareness about the move to priority- officials and senior staff. Elected officials need to driven budgeting and to build support for it show consensus and support for priority-driven among all stakeholders, the governments that budgeting to make it through the challenges in shared their experiences for this paper emphasize the budget process that will inevitably occur. the importance of a communications and risk mit- Ideally, at least one or two elected officials will be igation strategy. The strategy identifies major attracted to the philosophy so they can champion stakeholders, their potential concerns, and mes- the idea with other officials. Elected officials may sages and actions that can assuage those concerns. be particularly drawn to the fact that priority- For example, employees might want to know if driven budgeting allows them to set the organiza- their job tenure will be affected, and citizens tion’s key priorities and see how services align or might want to know the implications for service don’t align with their priorities. This puts elected offerings. The need for transparency in the process officials in an influential policy-making role – per- cannot be emphasized enough – many organiza- haps more powerful than under a traditional tions create a specific Web page to provide budgeting system. Elected officials who have employees and citizens with regular and timely experienced priority-driven budgeting consistent- updates on the process as it unfolds. Involving key stakeholders – such as the Chamber of Commerce, Do You Have a Strategic Plan? labor union leaders, editorial staff from the media, and leaders of community groups and neighbor- If you already have a strategic plan that identifies community priorities, you may be able to use it as hood groups – at appropriate stages in the process launching pad for priority-driven budgeting. Elected often provides the best form of “informal” commu- officials will likely be interested in a budget system nication to the rest of the public. In communities that promises to decisively connect resource use to such as Boulder, Colorado, and Fairfield, their priorities. In fact, some officials might be frus- trated with an incremental budget system that California, a town hall format was used as a com- doesn’t effectively align resources with evolving munication device. The first group was asked to strategic priorities. This dissatisfaction with the sta- invite others to subsequent meetings, and not only tus quo provides a natural segue to priority-driven did they invite friends and family, but they budgeting. brought them to the event.

GFOA Research and Consulting / www.gfoa.org 3 82 Perhaps the primary risk to successful priority- demonstrate that this kind of budgeting is consis- driven budgeting that officials and other stake- tent with best practices, but, most of all, devote holders might reject of the process because they time to intensely study priority-driven budgeting. see it as insufficiently legitimate – the process is Some of the research participants for this article thought to be flawed in some way that makes it a studied it for two years before moving forward. poor basis for allocating resources. Mitigate this While two years of study will not be necessary for risk by conferring “democratic” and substantive every government, becoming fluent in priority- legitimacy onto priority-driven budgeting.6 driven budgeting allows the leadership to speak Democratic legitimacy means that the process is convincingly on the topic and lead an honest dis- consistent with the will of the public. Engage the cussion about the feasibility of priority-driven elected officials, the public, and employees in the budgeting for the organization. If the organization process to achieve democratic legitimacy. When decides to move forward, the leadership’s expert- a budget process is seen to have democratic legit- ise will allow it to design a credible process, define imacy, it gives elected officials permission to the roles of staff in priority-driven budgeting, lead resist narrow bands of self-interest that seek to others through it, and adapt to the pitfalls and overturn resource allocation decisions that are curveballs that will be encountered. based on the greater good. The next section describes the major steps in a Substantive legitimacy means that priority-driven priority-driven budgeting process and provides budgeting is perceived to be based on sound tech- options for answering the six questions – listed nical principles. Use Government Finance Officers below – for customizing priority-driven budget- Association (GFOA) training and publications to ing to your organization.

Be Adaptable Snohomish County, Washington, met with some resistance from the County Court. To move the process forward, the county designed a separate but parallel version of priority-driven budgeting for the courts. With time and the delivery of a consistent, transparent message, it effectively became the “new normal” in making resource allocation decisions.

Designing a process that is fair, accessible, transparent, and adaptable is a challenge. However, it is also an opportunity to customize a priority-driven budgeting process that fits your organization best. This research has identified six key customization questions you should answer as you design a process:

1. What is the scope of priority-driven budgeting? What are the fundamental objectives of your process? What funds and revenues are included? What is the desired role of non-profit and private- sector organizations in providing public services? 2. How and where will elected officials, the public, and staff be engaged in the process? Engagement is essential for democratic legitimacy. Giving stakeholders a clear understanding of their role in the process gives them greater confidence in the process and eases the transition. 3. What is the decision-unit to be evaluated for alignment with the organization’s strategic priorities? Functional units, work groups, programs? Something else? 4. How will support services be handled? The research participants agreed that budgeting for support services like payroll and accounting was one of the foremost challenges of designing a process. Support services need to be perceived as full participants in priority-driven budgeting, but at the same time, accommodations must be made for the fact that they potentially exist to achieve differ- ent results than those services that have a direct impact on the public. 5. How will decision-units be scored, and who will score them? The scoring mechanism and process is key implementing priority-driven budgeting successfully. 6. What is the role of priority-driven budgeting in the final budget decision? What method will be used to allocate resources to services? Will the methodology lead to “formula-driven” allocations or allow for flexibility and discretion in formulated recommendations?

GFOA Research and Consulting / www.gfoa.org 4 83 Steps in Priority-Driven Budgeting tal shift in its approach to budgeting. This shift, There are eight major steps in a priority-driven while subtle, requires that instead of first having budget process. Exhibit 1 provides a map for how the organization identify the amount of resources the eight steps fit together, and the steps are “needed” for the next fiscal year, it should first more fully described in the following pages.7 As clearly identify the amount of resources that are the exhibit shows, the eight steps are not com- “available” to fund operations as well as one-time pletely linear. Steps 1 and 2 can begin at the same initiatives and capital expenditures. time, and Step 8 comes into play at many differ- ent points of the process. As their first step in budget development, many organizations expend a great deal of effort in 1. Identify Available Resources completing the analysis of estimated expendi- Before embarking on priority-driven resource allo- tures to identify how much each organizational cation, the organization must undergo a fundamen- unit will need to spend for operations and capital

Exhibit 1: Process Map for Priority-Driven Budgeting

1. Identify Available 2. Identify Your Resources Priorities 

3. Define Your Priority Results More Precisely 

4. Prepare Decision 8. Create Service Units for  Efficiencies and Evaluation Innovation 

5. Score Decision Units Against  Priority Results 

6. Compare Scores Between Offers  and Programs 

7. Allocate Resources  

8. Create  Accountability for  Results

GFOA Research and Consulting / www.gfoa.org 5 84 in the upcoming fiscal year. Once that “need” is dispels the belief that there are “secret funds” determined, then the organization looks to the that will fix the problem and establishes the level finance department or budget office to figure out of trust necessary to be successful. how these needs are to be funded. An integral part of the priority-driven budgeting philosophy In the first year, an organization might choose to is to spend within your means, so the first step in focus attention on only those areas that do not have developing a budget should be focusing on gain- true structural balance. For most organizations, this ing a clear understanding of the factors that drive will often include the general fund, but the jurisdic- revenues and doing the requisite analysis to tion might decide to include other funds in the develop a reasonably accurate and reliable rev- process. Both Polk County, Florida, and the City of enue forecast in order to understand how much Savannah took steps to limit the scope of imple- is available to spend for the upcoming fiscal year. mentation. For example, Polk County concentrated on the general fund, and Savannah excluded capital projects from the process. The Price of Government The “price of government” is a concept originated by David Osborne and Peter Hutchinson.8 Government Step 1 Intended Result: Adopt a “spend within takes economic resources from the community to your means” approach – meaning there is a com- provide services and, hence, the total revenue that mon understanding of the amount of resources government receives is really the “price of govern- available and that there is a clearly established ment,” from the perspective of the citizen. This can limit on how much can be budgeted for the be a useful concept in the first step of priority-driven upcoming fiscal year. budgeting because it asks decision-makers to think about the total tax and fee burden they are willing to place on the community to fund services – thus, put- ting revenues before expenditures. 2. Identify Your Priorities Priority-driven budgeting is built around a set of organizational strategic priorities. These priori- Resources must also be clearly differentiated in ties are similar to a well-designed mission state- terms of ongoing revenues versus one-time ment in that they capture the fundamental pur- sources. The organization must be able to identi- poses for which the organization exists and are fy any mismatch between ongoing revenues and broad enough to have staying power from year to ongoing expenditures (operations) as well as year. A critical departure from a mission state- between one-time sources and one-time uses ment is that the priorities should be expressed in (one-time initiatives, capital needs, fund balance terms of the results or outcomes that are of value reserves). This analysis will ensure that the enti- to the public. These results should be specific ty can pinpoint the source of its structural imbal- enough to be meaningful and measurable, but not ance and address it in developing its budget. This so specific as to say how the result or outcome will also ensure that a government does not will be achieved or become outmoded after a unknowingly use fund balance (a one-time short time. Below are the five priority results source) to support ongoing expenditures. determined by Mesa County, Colorado. Notice how these results are expressed in the “voice of Once the amount of available resources is identi- the citizen.” fied, the forecasts should be used to educate and inform all stakeholders about what is truly avail- A strategic plan, vision, and/or mission statement able to spend for the next fiscal year. The organi- can serve as the ideal starting point for identifying zation must understand and believe that this is the priority results. If you have an existing strate- truly all there is as it begins developing the budg- gic plan, it might be helpful to ground the priority et. Sharing the assumptions behind the revenue results in these previous efforts to respect the projections creates a level of transparency that investment stakeholders may have in them and to

GFOA Research and Consulting / www.gfoa.org 6 85 give the priorities greater legitimacy. If you don’t so that the governing board must fully support have an existing plan, developing one as a prelude them. The role of an elected official is to set the to priority-driven budgeting can provide a results the organization is expected to achieve. stronger grounding for the priorities. It might also Developing the priorities might also be a good help increase the enthusiasm of elected officials place to involve citizens. Some communities have and senior staff for priority-driven budgeting, as used traditional means of doing this, such as citi- they seek a way to connect the new plan to deci- zen surveys, focus groups, and town hall meet- sions about annual resource allocations. ings to engage citizens in helping establish the expected results for their community. Others are The governing board also needs to be closely being innovative. The City of Chesapeake, involved in setting the priorities. The priorities Virginia, recently asked citizens viewing a result- are the foundation of priority-driven budgeting, setting exercise on their public access channel to

Are Support Services a Priority? Our research subjects offered two alternatives for prioritizing support services. Most commonly, entities created a “good governance” priority that addressees high-quality support services. This gives support services a clear place in priority-driven budgeting and allows the relevance of these services to be tested against the organiza- tion’s priorities. Here is how the City of Walnut Creek, California, defined its governance goals.

• Enhance and facilitate accountability and innovation in all city business. • Provide superior customer service that is responsive and demystifies city processes. • Provide analysis and long-range thinking that supports responsible decision making. • Proactively protect and maintain city resources. • Ensure regulatory and policy compliance.

Alternatively, other participants envisioned moving to a system that would fully distribute the cost of support services to operating programs so support services would be affected according to how the operating services they support are prioritized.

GFOA Research and Consulting / www.gfoa.org 7 86 participate online and share their thoughts on contribute to the safety of the community in “what does the city exist to provide.” Cities such Walnut Creek. Hence, the specific definitions of as Walnut Creek, California, and Blue Ash, Ohio, the community’s results is where the identity of set up kiosks in city facilities and asked citizens your community and the objective meaning of to participate in a brief survey that helped vali- what is relevant is revealed. date the city council’s established results and to “weight” the relative importance of those results to the community. Staff Teams in Priority-Driven Budgeting Creating strategy maps is the first significant role for Step 2 Intended Result: A set of priorities cross-functional staff teams in the process. Such teams expressed in terms of measurable results that are have repeated and important uses, so their members of value to citizens and widely agreed to be legiti- need to be highly skilled and sufficiently supported. A mate by elected officials, staff, and the public. number of our research subjects engaged consultants to train and/or directly assist the teams. Many organiza- tions use that as an opportunity to involve the “up and 3. Define Your Priority Results More coming” leaders in the process to ensure its long-term Precisely sustainability. The foundation of any prioritization effort is the results that define why an organization exists. Organizations must ask, “What is it that makes A powerful method for defining results was estab- us relevant to the citizens?” Being relevant – pro- lished in Strategy Maps by Kaplan and Norton.11 viding those programs that achieve relevant Strategy mapping is a simple way to take a com- results – is the key purpose and most profound plex and potentially ambiguous objective – like outcome of a priority-driven budgeting process. achieving a safe community – and creating a pic- ture, or map, of how that objective can be achieved. The challenge with results is that the terms can Sometimes referred to as cause-and-effect diagrams be broad, and precisely what they mean for each or result maps, strategy maps provide an effective individual community can be unclear. For way for an organization to achieve clarity about instance, take a result like “Providing a Safe what it aims to accomplish with its results. Community,” which is shared by most local gov- Strategy maps should be developed using cross- ernments. Organizations talk about public safety functional teams. Teams consist primarily of staff or providing a safe community as if it is an obvi- (both with subject matter expertise relating to the ous and specific concept. But is it? priority result and without), but they can also include elected officials and citizens. In the City of Walnut Creek, citizens and city leadership identified building standards for sur- Exhibit 2 (on the following page) provides an viving earthquakes as an important influence on example of a strategy map from the City of providing a safe community. In the City of Savannah for “high-performing government” Lakeland, Florida, however, not a single citizen (Savannah’s equivalent of the “good governance” or public official discussed earthquakes to define result described in the earlier sidebar). Savannah’s the very same result. In the City of Grand Island, map includes performance indicators to help Nebraska, the city highlighted community gauge if the priority result is being achieved. acceptance and cohesiveness as intrinsic to achieving a safe community (acknowledging Exhibit 3 (on the following page) is a picture of a their initiatives to help integrate a growing and slightly different style of strategy map from the important population of their community – City of San Jose, California, for its “Green, immigrant farm workers). However community Sustainable City” priority result. The center of integration was not a relevant factor that would the map is the result, and the concepts around

GFOA Research and Consulting / www.gfoa.org 8 87 Exhibit 2: High Performing Government Strategy Map from the City of Savannah

• Accountability and Integrity • Balanced Budget • Long Range Strategic Planning • Long Range Fiscal Planning • Transparency • Professional Best Practices • Intergovernmental Advocacy High Performing Government

Leadership Fiscal Responsibility

Citizen Engagement and Customer Service

Human Public Resources Resources Management Management

• Communication • Accessibility • Responsiveness • Professionalism • Asset Planning and Management • Competitive Recruitment • Capital Strategy and Investment • Workforce Development Indicators: • Sustainability • Creativity and Innovation • Credit Rating • Collaboration • Succession Planning and • Citizen Satisfaction with Citywide Service Delivery • Per Person Cost of Government Engagement • Employee Retention Rate • Citizen Satisfaction Survey

the result are the definitions – they help the city clearly articulate its priorities: “When the City of Exhibit 3: Green City Strategy Map San Jose ______(fill in the blank with any of from the City of San Jose the result definitions), then we achieve a Green, Sustainable City.”

Consider San Jose’s result map relative to your own community. Would your community define the relevance of your organization by its ability to achieve a green, sustainable community? Would your community define a result like a green, sus- tainable community in a similar or different way?

One of the challenges local governments face is trying to address what can seem like a growing (and seemingly limitless) expectation for pro- grams and services. One of the benefits of devel- oping strategy maps is that local governments can give citizens a more precise description of

GFOA Research and Consulting / www.gfoa.org 9 88 the results that make local government relevant. clear to participants that this ranking process is This will establish a shared foundation, a com- not a budget allocation exercise (whereby the mon context for evaluating and prioritizing the budget of a certain result is determined by the programs and services the jurisdiction offers. A votes given to a result). Through such a ranking, service’s relative priority can be evaluated only participants can express that certain results (and through a common belief about the results local therefore the programs that eventually influence government is striving to achieve. these results) may have greater relevance to the community than others. The City of Walnut Creek knew that citizens and community stakeholders needed to be involved in defining the priority results. The Step 3 Intended Result: Reveal the identity of your community and the objective meaning of rationale was that the city’s priority results what is relevant to it through the process of defin- would be legitimate only if community members ing priority results. were responsible for establishing the results and their definitions. The city reached out to the community on the radio, in the newspaper, and 4. Prepare Decision Units for Evaluation through the city’s newsletters and Web site to The crux of priority-driven budgeting is evaluat- invite any citizen to participate in one of several ing the services against the government’s priority town hall meetings. At the meeting, citizens results. Thus, the decision unit to be evaluated were asked to submit answers to the question: must be broad enough to capture the tasks that “When the City of Walnut Creek ______, go into producing a valued result for citizens, but then they achieve [the result the citizen was not so large as to encompass too much or be too focused on].” The response from citizens was vague. Conversely, if the decision unit is too tremendous and generated a host of answers. small, it may only capture certain tasks in the City government staff members (who participat- chain that lead to a result and might overwhelm ed in the meetings) were then responsible for the budget process with details. Our research summarizing the citizen’s responses by develop- subjects took one of two approaches to this ing strategy maps. issue: “offers” or “programs.”

Offers. Offers are customized service packages Define Your Priorities: A Quick Win prepared by departments (or perhaps designed If the organization has not already clearly defined its by cross-functional staff teams or even private priorities, just getting through this step could be a firms or non-profits) to achieve one or more pri- major accomplishment. Knowing the priorities can help ority results. Offers are submitted to evaluation an organization make better resource allocation deci- sions, even in the absence of a true priority-driven teams (typically comprising a cross functional budgeting system. group of staff, but possibly citizens as well) for consideration against the organization’s priority results. Often, the evaluation team will first issue Lastly, when defining the priority results, consid- a formal “request for results” that is based on the er whether some results might be more impor- strategy map and defines for departments, or tant than others. This could have an impact on others who are preparing offers, precisely what how programs are valued and prioritized. Elected the evaluation team is looking for in an offer. officials, staff, and/or citizens can participate in ranking exercises, where each participant is given a quantity of “votes” (or dollars, or points, How Many Offers Are There? etc.) and can allocate their votes among all the Our research participants who used the “offer” priority results to indicate the relative value of approach averaged one offer for every $1.5 million in one result versus another. It is important to make revenue that was available to fund offers.

GFOA Research and Consulting / www.gfoa.org 10 89 Offers are purposely intended to be different conceptual leap, or perhaps not a leap at all. This from existing organizational subunits (like means less work and process risk. However, even departments, divisions, programs) to make a when the concept of programs is familiar, be sure direct connection between the decision-unit the “programs” (or offers) are sized in a way that being evaluated and the priority results, to allows for meaningful decision making. Programs encourage outside-the-box thinking about what that are too big are often too vague in their pur- goes into an offer, and to make it easier for out- pose to be accountable for results, and it can be side organizations to participate in the process. difficult to fairly judge the impact of a program For example, multiple departments can cooper- that is too small. Generally speaking, if a pro- ate to propose a new and innovative offer to gram equates to 10 percent or more of total achieve a result instead of relying on past ways of expenditures of the funds in which it is account- doing things. A private firm could submit an ed for, then the program should probably be bro- offer to compete with an offer made by govern- ken down into smaller pieces. If a program ment staff. equates to either 1 percent or less of total expen- ditures or $100,000 or less, it is probably too The drawback of offers is that they are a more small and should be combined with others. radical departure from past practice and may be too great a conceptual leap for some. This could Also, be aware that using programs might pro- increase the risk to the process, but if the leader- vide less opportunity for outside organizations to ship’s vision is for a big break from past practice, participate in the budgeting process because the then the risk might be worth taking. For exam- starting point is, by definition, the existing port- ple, Mesa County’s board is very interested in folio of services. For that same reason, radical having private and non-profit organizations par- innovation in service design or delivery method is ticipate fully in its budget process at some point less likely. in the future, so the offer approach makes sense for Mesa County. Step 4 Intended Result: Prepare discrete decision- units that produce a clear result. Think about eval- Programs. A program is a set of related activities uating these decision units against each other and intended to produce a desired result. not necessarily about evaluating departments Organizations that use the “program” method gainst each other. inventory the programs they offer and then com- pare those to the priority results. Programs are an established part of the public budgeting lexi- 5. Score Decision Units Against Priority con and some governments already use programs Results in their approach to financial management, so Once the organization has identified its priority thinking in terms of programs is not much of a results and more precisely defined what those results mean, it must develop a process to objec- tively evaluate how the program or offer achieves or influences the priority results. Scoring can be Program Inventory: A Quick Win approached in several ways. If the organization does not have a sense of the pro- grams it provides, then simply developing a fully costed The first variation to consider is if a program or (direct plus indirect costs) program inventory should offer will be scored against all the organization’s provide immediate benefits. A program inventory can be used to help decision-makers understand the full priority results or just the one it is most closely breadth of services provided and their costs, and might associated with. The cities of Lakeland, Walnut help the organization recognize immediate opportuni- Creek, and San Jose scored against all of the prior- ties for efficiency. Appendix 1 provides additional infor- ity results. The belief was that a program that mation on how to build a program inventory. influenced multiple results must be a higher prior-

GFOA Research and Consulting / www.gfoa.org 11 90 ity – every tax dollar spent on a program that if there was an anticipated increase in demand achieved multiple results was giving the taxpayer for the program or that program received fees or the “best bang for the buck.” Alternatively, organi- grant dollars to significantly cover the costs to zations like Mesa County, the City of Savannah, provide it. Finally, if the citizen had to rely solely Polk County, and Snohomish County matched on the government to provide the program or each program or offer with only one of the priority service and there was no other outside option results and evaluated it against its degree of influ- available, then a program was believed to be of a ence on that result. Under this scenario, guidelines slightly higher priority. should be established to help determine how to assign a program or offer to a priority area as well The next variation is how to actually assign as provide some sort of accommodation for those scores to programs or offers. One approach is to programs or offers that demonstrate important have owners of the programs or offers (e.g., effects across priority result areas. Both of these department staff) assign scores based on a self- approaches have been used successfully, so the assessment process. This approach engages the right choice depends on which approach resonates owners in the process and taps into their unique more with stakeholders. understanding of how the programs influence the priority results. Critical to this approach is a In addition to scoring the offers or programs quality control process that allows the owner’s against the priority results, some organizations peers in the organization (other departments) have included additional factors in the scoring and/or external stakeholders (citizens, elected process. Examples include mandates to provide officials, labor unions, business leaders, etc.) to the service, change in demand for the service, review the scoring. The peer review group chal- level of cost recovery for the service, and reliance lenges the owner to provide evidence to support on the local government to provide the service the scores assigned. A second approach to scor- (as opposed to community groups or the private ing establishes evaluation teams that are respon- sector). The governments believed that a pro- sible for scoring the programs or offers against gram should be evaluated more highly if there their ability to influence the priority results. was a mandate from another level of government, Owners submit their programs or offers for the

What about Capital Projects? For most organizations, outlays for capital projects and one-time initiatives are a significant part of their budget- ing process. A priority-driven budgeting process can be used to prioritize these major one-time expenditures in the same way it is used to evaluate ongoing programs and services. The starting point is a capital improvement plan (CIP) that includes all the potential capital projects from across the organization. Ideally, it should include not only major capital construction, capital improvement, or capital equipment purchases, but also significant one-time expenditures items such as major studies, comprehensive plan updates, and software upgrades that are planned for the next five years. In addition to the strategic results, other evaluation factors for capital projects might include:

• Is the project mandated by some other governmental agency? • Is it a continuation of an existing project that has already been approved? • Is it an integral component of the organizations Comprehensive Plan for future community growth? • Is it being fully or partially funded by another agency or private interest? • Is the project responding to an emergency situation or critical need of the organization?

When evaluated in this way, projects that are of a higher priority have assurance of funding in the next five-to- ten year period over those that are of a lower priority, especially when there are limited one-time resources available to fund them. This method also avoids funding a current-year project that is of a low priority instead of setting aside funds to ensure the successful completion of the higher-priority capital need in a future year.

GFOA Research and Consulting / www.gfoa.org 12 91 teams to review, and the teams score the pro- their belief in the relative influence that program grams against the results. The priority-driven or offer has on the priority results it has been budgeting process becomes more like a formal evaluated against. In other organizations, the purchasing process, where the departments are process can be implemented as a staff-only tool analogous to vendors and the evaluation teams that is used to develop a recommendation to the are like buyers. Evaluation teams could be made governing body. Snohomish County uses this up entirely of staff, with representation both approach, as its culture and board-staff relation from staff members who have specific expertise supports it. related to the result being evaluated and others who are outside of that particular discipline. An Regardless of which variations are selected, there alternative team composition would include both are three important points to establish. The first staff and citizens, to gain the unique perspectives is that to maintain the objectivity and trans- of both external and internal stakeholders. This parency of the process, programs or offers must second approach brings more perspectives into be evaluated against the priority results, as they the initial scoring and encourages cross-function- were defined collectively by stakeholders (see al teamwork via the evaluation teams. step 3). Secondly, scores must be based on the demonstrated and measurable influence the pro- grams or offers have on the results. Finally, the Scoring Support Services results of the scoring process will be provided as As mentioned earlier, a number of our research sub- recommendations to the elected officials, who jects established a priority result for “good gover- hold the final authority to make resource alloca- nance.” Those programs that provided internal services were scored against these governance results in a par- tion decisions. allel evaluation process. These governments believed that internal services were important, but were expect- ed to achieve different results than those programs or Step 5 Intended Result: Each decision unit (offer offers intended for citizens. or program) should have a score that indicates its relevance to the stated priorities.

Another consideration is the particular scoring 6. Compare Scores Between Offers or method to be used. For example, will evaluators Programs have to use a forced-ranking system where pro- It is a “moment of truth” in priority-driven budg- grams/offers are fit into a top-to-bottom ranking eting, when the scoring for the offers or programs or will each program be scored on its own merits, is compiled, revealing the top-to-bottom compar- with prioritization as a natural byproduct? Each ison of prioritized offers or programs. Knowing system has its advantages, but the important this, an organization must be sure that it has thing is to make sure the scoring rules are clear done everything possible up to this moment to to everyone and applied consistently. ensure that the final scores aren’t a surprise and that the final comparison of the offers or pro- The role of the elected governing board in this grams in priority order is logical and intuitive. step is another point of potential variation in the scoring. In some organizations, the board is heav- The City of San Jose engineered a peer review ily integrated into the process and participates in process through which the scores the depart- the scoring and evaluation step. They have the ments gave to their programs were evaluated, opportunity to question the scores that have discussed, questioned, and sometimes recom- been assigned by the owner or the evaluation mended for change. The city established a review team, ask for the evidence that supports that team for each of its priority results. The team score, and ultimately request that a score be first reviewed the strategy map to ensure that changed based on the evidence presented and each member of the team was grounded in the

GFOA Research and Consulting / www.gfoa.org 13 92 city’s specific definition of the result. Next, the ask them to decide which programs should be review teams were given a report that detailed cut or which ones should be preserved. They every program scored for the particular result framed the discussion very simply: Evaluate how under review. The teams met to discuss: our programs help us achieve our results, and to what degree. The outcome of prioritization was • whether they understood the programs they therefore expected and self-evident, based on the were reviewing; common understanding of the programs and how • whether they agreed with the score given by the programs influence results. the department (the departments scored their own programs); Stakeholders could be concerned that their • whether they required further testimony or favored programs might lose support in the evidence from the department to help them course of priority-driven budgeting. Even when a better understand the score given; and program director or a citizen who benefits from a • whether the score should stand, or if the particular program understands why that pro- team would recommend an increase or gram ranked low, they are not going to be decrease. pleased about it. Invite stakeholders from all sides, from within the organization and even the All programs were evaluated in this manner until community, to understand the process. Include a final recommendation was made on program stakeholders at various points in the process so scores. they might influence the outcome. Constantly communicate progress, throughout the process. The city invited the local business community, Program directors, stakeholders of a particular citizens representing their local neighborhood program, organizational leadership, and staff commissions, and labor leaders to review the might not enjoy seeing their program prioritized

San Jose framed the discussion very simply: Evaluate how our programs help us achieve our results, and to what degree.

scores. Walter Rossman, from San Jose’s City below other programs, but if they understand it, Manager’s Office, described their effort this way: if they’ve had a chance to influence the process, “The participants found the effort informative as and, most importantly, if they are aware of to what the city does; they found it engaging actions they might take to improve the priority with respect to hearing staff in the organization ranking of their program, the process will have a discuss how their programs influence the city’s great chance for success. results; and, most interesting, they found it fun.” Lastly, consider if the scoring of the programs or San Jose’s story is important because it demon- offers will be used only to decide where to make strated how stakeholders from various perspec- budget reductions. Organizations such as the tives and political persuasions can all productive- cities of Lakeland and Walnut Creek have used ly participate in the priority-driven budgeting prioritization not only to balance their budgets, process. San Jose didn’t ask these stakeholders to but also to understand how services that might come together and rank programs. They didn’t appear less relevant to the city government might

GFOA Research and Consulting / www.gfoa.org 14 93 be relevant to other community groups. These instance, the designer should think about ways groups might take responsibility for supporting priority result areas can share information during or preserving a service. There could be great the evaluation of programs or offers, and/or ways potential in engaging other community institu- to jointly fund programs or offers. tions – businesses, schools, churches, non-profits – about partnership opportunities. Exhibit 4: Drawing the Line Peter Block has focused much attention on this issue in his book, Community: The Structure of Belonging.12 Citing the way we sometimes unduly rely on government to meet the community’s needs, he highlights citizens’ experiences of tak- ing accountability for the results they hope to see achieved. This occurs when cohesion is built between local government, businesses, schools, social service organizations, and churches. A complete and successful priority-driven budget- ing process doesn’t conclude when the budgets for low-priority services are reduced – rather, it brings together otherwise fragmented institu- tions in society to find ways of providing services that may still be relevant to the community, even Then, the offers or programs can be ordered if they are less important to the priority results a according to their prioritization within a given local government seeks to achieve. priority result area and the budget staff draw a line where the cost of the most highly prioritized offers or programs is equal to the amount of rev- Step 6 Intended Result: The prioritized ranking of programs is a logical and well-understood product enue available (see Exhibit 4). The offers or pro- of a transparent process – no surprises. grams above the line are funded, and the ones that fall below the line are not. The board and staff will have discussions about the programs on 7. Allocate Resources either side of the line and about moving those Once the scoring is in place, resources can be allo- offers or programs up or down, redesigning them cated to the offers or programs. This can be done to make more space above the line (e.g., lowering in a number of ways. One method is to first allo- service levels), or even shifting resources among cate revenues to each priority result area based on priority results. Variations on the approach are historical patterns or by using the priority’s rela- possible – for example, there could be multiple tive weights, if weights were assigned. Allocating lines representing multiple levels of funding cer- resources to a priority result area can be contro- tainty. In the City of Redmond, Washington, versial because, as we will see, this allocation programs above a top line were categorized as determines the number of offers or programs that “definitely fund,” while programs in between the will be funded under that priority area (e.g., how top line and a bottom line were open to addition- many public safety programs will be funded). al scrutiny. There are no easy answers to this issue. As such, the designer of the process should look for ways Another method is to organize the offers or pro- to mitigate controversies associated with how grams into tiers of priority (e.g., quartiles) and much funding is allocated to one result versus then allocate reductions by tier. For example, pro- another and to prevent these allocations from grams in the first tier might not be reduced, while becoming new types of organizational silos. For programs in the lowest tier would see the largest

GFOA Research and Consulting / www.gfoa.org 15 94 reductions. The programs could be forced to reduction applied to any particular support serv- make assigned reductions, or each department ice was based on its priority relative to other could be given an aggregate total reduction target, support services. A couple of our participants based on the programs under its purview (with envisioned moving to a system wherein the cost the implication being that the department will of support services would be fully distributed to weight its reductions toward the lower-priority operating programs so support services would be programs, although it would have more flexibility affected according to the prioritization of the to decide the precise reduction approach than if operating services they support. the cuts were not done within the department). This tier approach generates discussion among Another question is how to handle restricted board and staff about how much money is spent monies (e.g., an enterprise fund). One option is on higher versus lower tier services in aggregate, to handle special purpose funds (where there are as well as on resource allocation strategies for restrictions on how the money can be used) sep- individual departments and programs. Exhibit 5 arately. For example, enterprise funds or court presents an example of the value this analysis can funds might be evaluated on a different track or provide. It shows the total amount of money one budgeted in a different way altogether. Another city had historically spent on its highest priority option is to rank programs or offers without programs (e.g., the top tier) versus the others. respect to funding source, but then allocate This city was spending significantly less on the resources with respect to funding source. top tier than it was spending on the second tier, Knowing the relative priority of all the offers or and less than it was spending on the third tier, as programs might generate valuable discussion, well. This raises interesting questions about even if there is no immediate impact on funding. spending patterns in the organization and builds For example, if a low-ranking offer or program is a compelling case for change. grant funded, is it still worth providing, especial- ly if that grant expires in the foreseeable future? Organizations also need to consider the funding Ideally, participants will become less fixated on of support services. Many of our research partici- funding sources, realizing that the government pants elected to fund support services based on has more flexibility than it might think. For historical costs, making some reduction that was example, if a low-priority service is funded by a consistent with the reduction the rest of the special earmarked tax, is there a way to reduce or organization was making. The magnitude of the eliminate that service and its tax, and increase a

Exhibit 5: Spending by Priority Tier

1 $28,098,598

2 $54,486,269

3 $32,821,736

4 $26,560,418

$ (millions) $10 $20 $30 $40 $50 $60

GFOA Research and Consulting / www.gfoa.org 16 95 general tax by an analogous amount? As the gov- grams or offers, and innovation in the design of ernment becomes more proficient at expressing programs or offers. Although priority-driven the value it is creating for the community, it budgeting will identify which programs or offers should be better able to articulate these potential are best for achieving priority results, it does not trade-offs to the community. speak directly to the efficiency with which those programs or offers are delivered or to innovative Of course, no matter what method is selected to approaches to program delivery (although it allocate resources, remember that priority-driven might indirectly encourage these things). budgeting, like any budgeting process, is still a political process. As such, it will not and should not lead to “scientific” or “apolitical” allocation of Exhibit 6: Polk County Concept for resources – rather, it should change the tone of Key Performance Indicators budget discussions, from a focus on how money was spent last year to a focus on how the most Basic Needs value can be created for the public using the Priority: money that is available this year. People in Polk County who are at risk because of their health or economic status will get their basic needs met, and are as self-sufficient as possible. Step 7 Intended Result: Align resource allocation Indicators: consistent with the results of priority-driven scor- Poverty Level Improving ing. Homeless Popluation Maintaining

No Health Coverage Improving 8. Create Accountability for Results, Efficiency, and Innovation County versus State Improving The owners of the programs or offers being evalu- ated might over-promise or over-represent what they can do to accomplish the priority result. To As such, the designers of the process might need address this potential moral hazard, create meth- to consider specific techniques for ensuring pro- ods for making sure programs or offers deliver the gram efficiency. A proven model for improving results they were evaluated on. Many of our efficiency helps avoid cost-cutting techniques research participants anticipate using perform- that also cut productivity and degrade the results ance measures for this purpose. For example, a a program produces. For instance, a systematic program or offer might have to propose a standard method for reviewing and improving business of evidence or a metric to be evaluated against, so processes could be implemented along with pri- the organization can see if the desired result is ority-driven budgeting. One such method that being provided. Exhibit 6 is Polk County’s con- GFOA research has shown to be effective for local ceptual approach for connecting its priority result governments is “Lean” process review – a system areas to key performance indicators. However, for identifying and removing or reducing the non- none of the research participants have reached value added work that can be found in virtually what they would consider a completely satisfacto- any business process. You can learn more about ry state in this area. For those just starting out, the Lean at www.gfoaconsulting.org/lean. lesson is to understand where evidence is needed in your process design, but also to be patient with Business process improvement can also be incor- respect to when this part of priority-driven budg- porated into a more comprehensive approach to eting will be fully realized. reviewing program efficiency. Exhibit 7 (on the following page) provides a sample program Other issues to consider as part of the priority- review decision tree that is inspired by work driven budgeting design are the efficiency of pro- from the City of Toronto, Ontario. As the exhibit

GFOA Research and Consulting / www.gfoa.org 17 96 shows, a program is subjected to a series of tests process should consider how to encourage new to see if it is being provided efficiently. For exam- ways of structuring programs or offers to best ple, can the service be shared with other govern- achieve the government’s priority results. Some ments? Can greater cost recovery be achieved research argues that innovation is a “discipline, through fees or fund raising? Can the private sec- just like strategy, planning, or budgeting.”11 tor provide the service more efficiently? Can Lean Public managers who want to encourage innova- process improvement techniques be applied? tion will need to develop and institutionalize Exhibit 7 also shows how the review might be dedicated processes to generate ideas, select the linked to priority-driven budgeting – discre- best ones, implement them, and spread the bene- tionary services are subject to a relevance test fits throughout the organization. Along the way, that asks the above questions about each priority public managers will need to make use of a vari- program, while non-priority programs go ety of implementation strategies, including those through a divestment test. that rely on the organization’s own resources and those that seek to harness resources from out- Finally, innovation tends to be the exception side. Public managers will also have to create an rather than the rule in the public sector, so the organizational culture that is not just conducive designers of the priority-driven budgeting to innovation, but actively encourages and even

Exhibit 7: Sample Program Review Decision Tree

Service Level Test Mandate Test What level of service is Yes Is the program required? What do we mandatory? provide?

No Discretionary Services Divestment Test Program Relevance Test GFOA Sample (service exceeds mandate) Should this program be Is the the program a No Program delivered by another priority for the community? organization? Review Tree No Yes Yes Mandatory Services Government Role Test (service within mandate) Does government have Identify organization & Policy & Environment Context to be a direct provider? terms of transfer Do policies define acceptable levels Funder? Regulator? of subsidization? Assess impact & Are there changes in demand? abandon program Is there willingness to consider lower Revenue Generation Test service levels? Can the program be more self- sufficient? User fees? Sponsorships? Fundraising?

Lean Processing Test Outsourcing Test Community Co-Production Test Can the process be Does the program meet the criteria for Do opportunities exist for sharing redesigned to remove or outsourcing: Task can be specified in service with other governments, reduce non-value-added advance? Disappointing contractors partnering with NGOs, or using work? can be replaced? Government is citizen volunteers? concerned with ends over means?

Program Improvement Plan Analysis of current situation Analysis of options Recommendation

GFOA Research and Consulting / www.gfoa.org 18 97 demands it. The Public Innovator’s Playbook driven budgeting, outlined in the eight steps pre- describes one approach to encouraging innova- sented in this paper. A priority-driven budgeting tion in this kind of systematic way.12 process can be approached in several ways, so keep in mind the major levers and decision points to create a process that works best for Step 8 Intended Result: Make sure that those who received allocations are held accountable for pro- your culture and environment, and that embraces ducing the results that were promised. Find ways the concepts of democratic and substantive legit- to directly encourage efficiency and innovation. imacy. The governments that participated in this research show that there are opportunities to introduce flexibility in the process – but keep in Conclusion mind that with that flexibility comes risk, if Priority-driven budgeting represents a major changes are made that don’t embrace the basic shift from traditional budgeting methods. A clear principles of priority-driven budgeting. understanding of the priority-driven budgeting philosophy should be in place before proceeding Research what other organizations have done down this path, along with a strong level of sup- and ask them about their long-term success in port – especially from the CEO (whose role is shifting to the “new normal” in local government normally to propose the budget) and, ideally, the budgeting. Understand that priority-driven governing board (whose role is to adopt the budgeting is a process that will evolve and budget). Priority-driven budgeting is not a improve over time – don’t expect perfection in process that is brought in to fix a structural the first year. Engage outside help where needed deficit; instead, it becomes the way an organiza- to design the process, develop successful commu- tion approaches the resource allocation process. nication plans, incorporate citizen involvement, It brings with it an important cultural shift – and institute a process. Enjoy new conversations moving from a focus on spending to a focus on that were not possible before, and embrace the achieving results through the budget process. transparency in decision-making that accompa- Priority-driven budgeting should be perceived by nies the priority-driven budgeting process. As all stakeholders as a process that improves deci- your organization adapts to the new normal, the sion-making and changes the conversations process will guide decision-makers in making around what the organization does (programs resource allocations that fund the programs that and services), how effective it is in accomplishing are most highly valued by the organization and, its priority results, and how focused it is on allo- more importantly, by the citizens who depend on cating resources to achieve its results. those programs and services for their well being, The success of your process design rests on a comfort, and expected quality of life. clear understanding of the principles of priority-

GFOA Research and Consulting / www.gfoa.org 19 98 Appendix 1: understand and can be digested by the Building a Program Inventory average citizen (i.e., not too detailed). • Drawing distinctions between the results Introduction (that matter to citizens) provided by dif- Financial constraints have forced many govern- ferent programs. To achieve this, programs ments to take a hard look at the services they cannot to be too large or vague. offer. A fundamental step is to inventory all the • Beginning to show the true cost of doing service programs a government offers. A program business by describing what government inventory clarifies the breadth of services provid- does on a meaningful level, and then iden- ed and, ideally, highlights key characteristics of tifying costs for those programs. each program (e.g., the full cost of providing the • Laying the groundwork for priority-driven program and the level of revenues that program budgeting, where programs receive budget directly generates to support its operations). The allocations based on their contributions to inventory provides the basis for discussion about the government’s priority objectives. the services that should be provided. • Laying the groundwork for program review, where programs are subjected to Steps to Take efficiency tests to determine if the service 1. Define your objectives and goals for the pro- delivery method employed is optimal. gram inventory. Identifying a program is as 2. Decide what information the program inven- much art as it is science – an inescapable tory should contain, in addition to the basic amount of subjectivity is involved. Therefore, description of the program. Options to con- to make judgments as effectively as possible, sider include: make sure you are clear on why you are devel- • Full cost. The full cost of the program is its oping a program inventory. Some of the direct cost plus its indirect cost (overhead potential purposes are: charges). Full-cost accounting makes the • Understanding the complete scope of true cost of offering a service transparent, services government provides. which allows better planning and decision • Communicating the scope of services to making. It also helps show that the organ- the public in a format that is easy to ization is achieving the expected level of

Program Costing Tips Precise costs for each program might not be achievable without a great deal of work (or a new financial man- agement system). For purposes of priority-driven budgeting, accessible and widely used cost allocation methodologies allow for relatively accurate costing of each program is possible. If you have a formal cost allo- cation plan, this would be the best place to start assigning program costs. Otherwise, start with direct costs. Remove any one-time costs (e.g., capital) to make sure you are capturing only ongoing expenditures related to a given program. However, you can assign the operating and maintenance costs of the assets employed by a program to the direct costs, if doing so is logical and consistent with the way these costs are being handled for other programs.

Cost allocation plans may be the most cost effective way to produce a reliable overhead allocation figure. In the inventory document, displaying the overhead costs separately from the direct costs can provide flexibility to those who use the information.

In making the transition from department or division budgets to program costs, use an allocation method that is intuitive and therefore would enjoy legitimacy among the users of the costing system (e.g., the number of FTEs or percentage of employee time devoted to a program). Whatever the allocation methodology, the finance or budget staff needs to be able to prepare a reconciliation.

GFOA Research and Consulting / www.gfoa.org 20 99 cost recovery for a given service. Full cost- with verbs – programs are action-oriented. ing is especially important if the govern- For example, programs in a sheriff’s office ment envisions eventually going to a prior- might include crime investigations, deten- ity-driven budget process. tions, and court security. However, programs • Alignment with strategic goals. Knowing should not be described in terms of overly how programs contribute to priority goals detailed tasks. For instance, “supplying a enables organizations to develop more bailiff for court rooms” is a task within the strategic cutback strategies. court security program, not a program itself. • Service level. Describe the level of services provided to the public. If service is being 5. Find the right level of detail. A program is a provided at a premium level, perhaps serv- set of related activities intended to produce a ice levels can be lowered to reduce costs. desired result. When constructing a program • Mandate review. List and clearly define inventory, it can sometimes be challenging to any mandates a program is subject to. find the right level of detail. If a program is Then review the current service level too big or encompasses too much, it will not against the mandate requirements. provide sufficient information – that is, it will Perhaps the service level being provided is be very difficult to describe the precise value higher than what the mandate requires. the program creates for the public or to use • Demand changes. Is demand for a service program cost information in decision making. going up or down? If demand is going However, if program definitions are too small, down, perhaps the program can be cut decision makers can become overwhelmed back and resources shifted elsewhere. If with detail and be unable to see the big pic- demand is going up, steps can be taken to ture. In addition, tracking program costs for manage demand. For example, perhaps very small programs is generally not cost- means testing can be applied to a social effective. services program. • Support from program revenues. Describe Generally speaking, if a program equates to 10 the extent to which the program is sup- percent or more of the total expenditures of ported by its own user fees, grants, or the fund in which it is accounted for, then the intergovernmental revenues. Is there an program should probably be broken down opportunity to achieve greater coverage of into smaller pieces. And if a program equates the full costs of the program? to 1 percent or less of total expenditures, or to $100,000 or less, it is probably too small and 3. Develop forms and templates. Create tools should be combined with others. This is just a departments can use to describe their pro- guideline – there could be valid reasons for grams in a manner that is consistent and that going outside of these parameters. For exam- captures the information needed to fulfill the ple, a small program could be much more purpose of the inventory. Consider testing the important than its cost suggests. Here are forms and templates with one or two depart- some other points that have proven helpful in ments and then distributing them to a wider identifying programs: group. Also consider providing training and an official point of contact for questions. • A program is a group of people working together to deliver a discrete service to 4. Differentiate programs from functions. identifiable users. Departments or divisions (i.e., public health, • A program groups all tasks that a cus- courts, public works, sheriff) are often tomer of that program would receive and described as functions or nouns. These are does not break one program or service into not programs, which are more often described multiple items based on tasks.

GFOA Research and Consulting / www.gfoa.org 21 100 • As far as possible, a program is individual are combined with other existing programs. – a program with its own name, cus- • A program uses an existing name that is tomers, and staff team. Each program familiar to customers and staff, and/or it stands alone and is distinct from like pro- uses a name that could stand on its own grams in a similar service area. and would be understandable to the aver- • Programs that are handled by less than 1 FTE age reader.

Examples of Program Inventories Sample Health and Environment Programs Sample Sherriff Programs Environmental Planning Traffic Air Quality Control Patrol Precincts Water Quality Emergency Management Ambulance Licensing Transportation EIP FoodNet Court Security Compliance & Community Safety Work Release Vital Statistics Inmate Food/Medical Service Immunization Grant Civil/Fugitive/Warrants Emergency Preparedness Response Records Non-grant Immunization Dispatch (Communications Center) Sexually Transmitted Disease (STD) Academy Food Protection Executive Cities Readiness Initiative Directed Operations (DOU) Zoonosis Critical Incident Response Cancer Control Initiative Radio Maintenance Communicable Disease Grants Coordinator Early Periodic Screening, Diagnosis and Treatment West Metro Drug Task Force Radon Crimes Against Children Health Care Program for Children with Special Needs Crimes Against Persons Women, Infants, and Children Victim Services Special Needs Nutrition Services Training and Recruiting Family Planning Patrol Administration Recreation Criminalistics Maternal & Child Health Block Grant Detentions Administration Prenatal Plus Crimes Against Property Housing & Institutions Special Investigations Adult Substance Abuse Counseling Support Fetal Alcohol Syndrome Laundry/Custodial Youth Substance Abuse Counseling Inmate Worker Program HIV Counseling & Testing School Resource Officers (SROs) Nurse Home Visitor Operations/Booking Specialized Women's Services Animal Control Tobacco Cessation Inmate Welfare Nutrition Services Evidence Adult Health Accreditation Home Visit/Maternity Crime Analysis International Travel Clinic Investigations Administration Heart Wise Grant Professional Standards Health Education Internal Affairs Healthy Wheat Ridge Staff Inspection Public Health Communications Volunteer Programs Home Visit/Children Community Relations

GFOA Research and Consulting / www.gfoa.org 22 101 Notes University Press, 1997). 1 The concept of incremental budgeting was 7 Diagram inspired by Eva Elmer and developed by Aaron Wildavlsky. See, for Christopher Morrill, “Budgeting for example: Aaron Wildavsky, The Politics of the Outcomes in Savannah,” Government Finance Budgetary Process (Boston: Little, Brown, 1964). Review, April 2010. 2 Robert Behn discusses the shortcomings of 8 Budgeting for outcomes was the subject of incremental budgeting in a cutback environ- The Price Of Government: Getting the Results We ment in the following article: Robert D. Behn, Need in an Age of Permanent Fiscal Crisis by David “Cutback Budgeting,” Journal of Policy Analysis Osborne and Peter Hutchinson (New York: and Management, Vol. 4, No. 2 (Winter, 1985). Basic Books, 2004). 3 Priority-driven budgeting is also known as 9 Robert S. Kaplan and David P. Norton, “budgeting for results” and “budgeting for Strategy Maps: Converting Intangible Assets into outcomes,” although the latter is used to Tangible Outcomes (Boston: Harvard Business describe a specific method of priority-driven Press, 2004). budgeting. 10 Peter Block, Community: The Structure of 4 Personal interviews were conducted with the Belonging (San Francisco: Berrett-Koehler managers who led priority-driven budgeting Publishers, 2008). at these entities. 11 William D. Eggers and Shalabh Kumar Singh, 5 Behn. The Public Innovator’s Playbook: Nurturing Bold 6 Mark Moore emphasizes that these two Ideas in Government (New York: Deloitte, sources of legitimacy are essential to making 2009). any big public policy change. Mark Moore, 12 Eggers and Singh. Creating Public Value (Boston: Harvard

GFOA Research and Consulting / www.gfoa.org 23 102

Prioritization Process History

103 BLANK PAGE

104 History of Prioritization Process in Longmont

During the 2009 City Council retreat, Council directed staff to implement the Budget Prioritization process. The process involved several steps that led up to a prioritized list and quartile ranking of City General Fund service that was intended to help guide staff and Council in the allocation of resources for the 2010 budget. The following information is the steps that the City went through in early 2009 in preparation for the 2010 budget process.

Definitions Results – The priorities of the City. Assumptions – The underlying processes, policies, and actions that support an Outcome. What we do as an organization that has a direct impact on the Outcomes and thus influences the Results. Outcomes – The primary factors or indicators that demonstrate the achievement of the Result.

Process Steps 1. Identify the Right Results The purpose of this step was to determine Citywide Results. The following five Results were used during the budget forums in 2008 and generally came out of the Focus on Longmont strategic planning process that was completed in 2005.

Economic Health Environmental Health Neighborhood Quality Community Safety Cultural, Learning, Recreation and Human Service Opportunities

Services that fall within these Results, the Direct Services, were prioritized against each other based on a relative score that will be determined in step 4.

Since the 2008 budget forums only focused on services that are provided directly to the public, internal service type services were not included. Because these services were included in the prioritization process, a 6th Result was added.

Effective and Efficient Governance

Services prioritized under this Result are those internal services that provide support to the majority of the organization. The services that fall within this Result were prioritized separately against each other based on a relative score that was determined in step 4.

2. Define the Results

105 This step determined the Outcomes for each Result by identifying the underlying Assumptions. Accurate prioritization requires a clear definition of the Result such that the cause and effect relationship can be identified and reflected in the scoring process (step 4).

The Outcomes and Assumptions were developed by a separate team for each Result. During a facilitated brainstorming process, the Results Team identified the Assumptions. The Assumptions were grouped based on commonalities. The groups of Assumptions led to the Outcomes. This information was then used to create a Results Map which was used in steps 3 and 4.

Once the Results Maps were complete they were reviewed by Advisory Boards, Commissions, Task Force members, and other key stakeholders most closely related to that Result. The public was encouraged to attend these meetings to provide any feedback as well. The Results Maps were updated with the feedback and then finalized by Council. Results Maps of the six Results are included as Appendix 1.

3. Value the Results In this step the community placed a relative value on the Results. With the Results Maps created in step 2 as supporting information, the public was asked to identify the value of each Result via a scoring method that required them to place relative weights based on the perceived importance of the Result to the community. The community scoring sheet Appendix 2 was distributed via LongmontLife, available in most City facilities, and available on‐line. The results are show below and were used to weight the program scores in step 4 Economic Health 26% Environmental Health 13% Neighborhood Quality 14% Community Safety 26% Cultural, Learning, Recreation and Human Service Opportunities 20%

At the same time steps 2 and 3 were being completed, departments and divisions identified and cost out individual programs and identified program revenues.

4. Score Programs Once the programs were identified, departments went through a process to score these programs based on how the program influences the Outcomes of each Result as identified in step 2. The relative value of the Results from step 3 was used to weight the scoring scale such that a program that meets the Result with the greatest value has the potential to achieve the highest score. Programs that accomplished more than one Result had the ability to obtain a higher score. Other basic program attributes such as legal mandates, capacity for revenue generation and demand for the service were also evaluated during the scoring process. Appendix 3 is an example of the program scoring sheets that were used during this process.

5. Peer Review

106 Peer Review teams comprised of employees not directly involved in the delivery of the service were created and charged with reviewing the program scoring for accuracy and validity. The Results Maps was the key source of information for the teams to adequately review the scoring. The review teams had the opportunity to request additional information or meet with the program provider during the review process.

6. Create Prioritization List and Quartile Ranking The services were then compiled into prioritization lists based on program score and quartile rankings developed. These prioritization lists reflect the relative values of City services relative to each other based on the influence on the Result(s) and were presented to City Council as part of the 2010 budget process. At that time Council chose not to utilize the results to assist in allocating resources in order to balance the 2010 budget.

Each year since this time staff has continued to update the costs of services and prioritization lists and quartile ranking using the Results Maps and program scoring from the 2010 process. Appendix 4 is the prioritization lists and quartile ranking from the 2013 budget process.

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108

Appendices

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110 APPENDIX 1

• Provide a development environment that encourages new business opportunities • Consider the economic/social/environmental impact of new development • New construction should rewarded if LEED certification is achieved to ensure energy efficiency • Provide incentives for new primary employers and encourage the existing ones to grow • Look at the big picture, what can we do for the future • Preserve a vital freestanding community identity that is self supporting • Develop green ways to develop economy • Expedite permitting and development review • Work harder to promote a more diverse employment environment rather than • Measure impact of development thru Quality of Life Benchmarks/sustainable indicators concentrating on just a few industries • Include ways to increase access to and frequency of transit • Effective marketing of City’s quality of life to attract new commerce/industry • Provide a wide range of jobs, housing, entertainment and educational opportunities • Preserve jobs as well as create new ones • Use best management practices when conducting comprehensive sustainable planning • Provide incentives for primary jobs • Ensure a sustainable community • Allow mixed use in more areas of the City • Creates programs and relationships with businesses Supports the full • Create/support business associations Provides comprehensive • Provide an adequate supply of land zoned for business/Industrial spectrum of employment planning strategies that focus • Plan for mixed use pedestrian activity nodes throughout City & housing opportunities on economic opportunities • Improve relations with regional governmental entities and a sustainable • Community Involvement • Differentiate Longmont by highlighting its historic base Revitalizes, redevelops community • Create a Central Business District that recognizes its potential & reinvests in the Economic as community center existing physical Health Supports all • Invest in public revitalization with goal to encourage private community business and redevelopment industry retention • Partner with the private sector to redevelop blighted areas Maintains a sustainable • Partner with schools to encourage families to choose Longmont • Expand entertainment and performances venues diverse tax base and • Provide true One stop shop development processing center that • Balance development against potential negative impacts revenue streams simplifies and supports private development • Ensure Longmont has a vibrant unique downtown • Aggressively market Longmont to large, higher paying businesses • Redevelop the Twin Peaks Mall • Maintain city services as close to current level as • Work to attract alternative energy companies and other green businesses • Encourage Downtown revitalization possible • Has a “business friendly” environment • Maintain sustainable tax base and revenue stream • Reduce if not eliminate retail leakage • City government should support local businesses • Has a vibrant cultural environment through purchasing local products • Provides incentives for business expansion • Create a diverse economic base, not dependant on or • Capture and capitalize on emerging economies and renewal energy influenced by large scale economic swings • Ensure that Longmont is attractive for businesses and people to locate here • Develop sufficient revenue to support natural systems • Identify tools and incentives to encourage redevelopment and reinvestment such as local wildlife habitat • Facilitates literacy for all residents

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112 APPENDIX 1

• Include in comprehensive master planning • Incorporate into land use code • Involve citizens in planning • Interagency coordination and cooperation • Provide adequate funding • Provide adequate staff resources • Educate citizens • Regulations support long term vision • Update, revise and enforce construction SOPs and design specs • Environmental impact / benefit analysis • Pursue and provide incentives to design and construct • Community / developer partnerships environmentally sound and compatible green infrastructure • Implement triple bottom line analysis • Infrastructure built to support LACP • Determine and maintain sustainable funding sources Preserves and • Standards and codes supporting environmental values will be • Develop and implement master plans enhances the natural adopted, effectively communicated and enforced • Take systems or integrated view to sustainable infrastructure environment • Involve citizens in planning • Involve citizens in planning efforts • Educate citizens Practices • Implement triple bottom line approach to infrastructure planning • Conservation and efficiency programs will be developed and Plans, designs and environmentally and design and construction funded maintains Environmental responsible • Best management practices to optimize useful life of existing sustainable conservation and • Consider triple bottom line when selecting and implementing infrastructure Health infrastructure re-use of resources programs (environment, social, economic) • Effective preventative maintenance practices implemented • Utilize best practices • Effectively implement new technologies that optimizes system • Programs will be evaluated in an integrated approach (I.E.P.) performance Builds regional and community • Regional partnerships will be leveraged • Focus on customer value partnerships in support of • Implement new technology environmental programs

• Staff and policy makers are productive partners in regional and community planning • Adequate staff and funding to provide education and outreach to community • An effective process for soliciting and incorporating public input is in place • Support from the City for recruiting and training volunteer groups • Priorities and programs are aligned with other local governments • Environmental priories are matched to public and community goals and values • A ongoing program to promote public / private partnerships • Staff is trained and educated in community involvement and outreach techniques • Communication methods that provide accurate and timely information are used • Longmont implements projects / programs that show leadership in regional environmental efforts (lead by example)

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114 APPENDIX 1 • Organizes neighborhoods and develops leaders to work within and across neighborhoods • Connects people with one another and fosters relationship building • Celebrates the diversity of all people, ideas and values, and promotes cultural understanding • Encourages and incents people to participate in revitalization and preservation • Provides bilingual services that help navigate systems efforts • Provides cultural, recreational, educational, and social opportunities for all residents • Protects cultural, historic and environmental resources • Engages all segments of the community in efforts to improve the quality of life within their neighborhoods • Assists with revitalization of declining neighborhoods • Ensures City programs and services are culturally competent and accessible to all • Provides resources to assist people with rehabilitation of their properties • Includes art in public parks/greenways • Maintains existing built and natural public infrastructure • Provides opportunities for all people to participate in government decisions, processes, and activities • Provides and maintains greenways, open space, and agricultural lands • Partners with community groups and organizations to provide services • Provides programs to assist with managing traffic, lowering crime, reducing • Connects people with services that help to meet their needs vandalism, and eradicating graffiti • Encourages a mix of housing to provide diversity within neighborhoods • Assist with the identification and mobilization of funding sources for • Promotes citizens participation and involvement in their neighborhoods preservation of historic properties • Builds neighborhood capacity to identify and solve problems and resolve conflict • Maintains and enhances streets, greenways, and parks to promote • Provides support for neighborhood events that foster relationship building and create a sense of active, clean, safe and livable spaces community Preserves and Facilitates inclusive neighborhoods • Plans and designs neighborhoods that provide physical opportunities to foster neighbor to revitalizes neighbor interactions neighborhoods & sustainable community building

• Promotes fair housing practices and provides fair housing Ensures a variety of education Neighborhood safe, quality housing Quality • Ensures the community has a mix of housing opportunities to options for all Plans and accommodate people of all income levels residents constructs quality • Plans streets systems that support all modes of travel • Ensures compliance with minimum housing construction and facilities, infrastructure • Designs and builds public infrastructure/facilities to minimize impacts on the maintenance standards Ensures compliance & natural amenities environment, ensure durability, minimize maintenance costs, conserve resources, and • Educates landlords and tenants and provides mediation services for with existing codes promote healthy landscapes conflict resolution • Locates and builds greenways to link schools, parks and other public infrastructure for optimum • Provides programs/services to ensure safe and decent housing for • Protects health and safety of citizens storm water maintenance, alternative transportation utilization, social interaction, and recreational all opportunity • Ensures minimum construction standards are met • Connects transient, homeless, and low income people with • Protects and interprets historical, environmental, and cultural spaces for public enjoyment and • Enforces codes, rules and regulations resources to ensure basic housing needs are met education • Educates residents regarding City codes, rules, • Provides prevention and intervention services/programs for • Ensures compliance with health, safety, and environmental regulations regulations and services individuals/families faced with critical housing needs • Utilizes active community environment principles to promote healthy lifestyles, social interaction, • Engages residents and facilitates neighborhood • Administers a variety of programs with funding sources to assist and sustainability problem solving low income residents achieve home ownership • Engages the public in the design of parks and greenways to address needs and create a sense of • Partners with residents to develop programs/solutions • Provide resources/assistance to rehabilitate existing housing for ownership to address neighborhood safety and social issues low income renters and/or homeowners • Addresses safety issues and reduces the impact of criminal activity through design techniques and • Responds quickly and appropriately to citizen features complaints of code violations • Maintains and enhances streets, greenways, and parks to promote active, clean, safe and livable • Provides programs/services to ensure safe and decent spaces housing for all • Addresses access and service barriers for individuals and neighborhoods • Assists with the preservation, repair and maintenance of existing housing stock • Provides Neighborhood Improvement Grants to encourage participation in the construction, maintenance and enjoyment of public spaces and activities that promote pride in neighborhoods • Provides access to funding that maintains and preserves local historic resources • Ensures and promotes quick removal of graffiti and trash 115 BLANK PAGE

116 APPENDIX 1 • Recover the community from large scale incidents • Work with restorative justice • Emergency Preparedness Plan (train) affecting community safety (vacant houses, • Victim services • Address needs of victims through advocacy and • Provide an emergency operation center unemployment, ripple effects) support services • Aid business recovery from fire and allow • Hazard mitigation, planning and many other partners • Traffic/drivers education safety, traffic, laws homeowners/tenants to remain after fire • Reduction of youth truancy evaluate community areas @risk • Elder outreach, education, crime prevention • Treatment for mental health issues • Alcohol/drug treatment for adults • Participate with/and partner for regional public • Employee education disaster response • Hazard mitigation id potential natural and man-made • Alcohol/drug treatment for youth safety agencies • Hazardous materials safe use education disasters (floods, wildfire, high winds, domestic • Community, business, individual reimbursement • Building codes adoption • Training for property management in crime terrorism, recession, depression) • Debris cleanup • Crime Prevention Through Environmental Design prevention • Decrease community healthcare costs due to definitive • Haz Mat clean up (CPTED) • Fire prevention/education youth management of medical events • Infrastructure recovery • Reduce property damage from fire emergencies due • GRIP gang education • Lower productivity loss secondary to major medical • Business recovery to early notification and installed suppression • First Aid education issues • Individual recovery systems • Citizen friendly policies • Community involvement • Environmental recovery • Write/re-development code • More volunteering opportunities for adults/youth/ • Accurate records • Decontamination of people, buildings • Decrease in casualties due to early notification families for police/fire • Mediation installed suppression systems, lack of • Bilingual services regarding safety obstacles for • Stay current on technology and training Enables and assists in • Proactive police and fire response • Respond to power problems Supports and assists evacuation (fire, • Safety training/planning recovery for community community and • Emergency medical response/ (downed lines, accidents, etc.) emergencies) • Cross training of police, fire, medical and victims government in Triage/EMS transport • Investigative pattern crimes • Evaluate new • Parental education on gangs/drugs/education/suicide/ preparation for economic factors • By quick response reduce fire loss • Rescue services mental health Responds to crime, threats of use/time to property • Response team disorder and other Community • Investigate crimes • Patrol neighborhood beats emergencies and Safety • Fire suppression Prevents crime, • Haz-Mat response to disasters • Proactive crime prevention • Haz-Mat code enforcement • Animal control emergencies disorder and other • Fire prevention • Alarm response • Investigate & process crime • Reduce pain and discomfort emergencies and • Prevent arson through • Wildland fire prevention/response scenes: property, sex abuse • Increase survival from life Enforces laws and disasters investigation and prosecution • Inspect liquor establishments • Code enforcement violations/staff threatening events administers justice • Hazmat safety/code enforcement • Adequate number of School Resource to respond to call volume • Fees for false (verified) 9-1-1 calls • Proactive patrol (car, foot, bicycle) Officers (SRO) present in schools • Mental health holds both cell and landline • Enforcement of traffic codes • Case management and • Fire and building code enforcement • Inspect and maintain standards for fire • Technical rescue (USAR) • Prevent, respond, prepare, recover & laws/issue traffic summons supervision • Fire sprinklers in residential buildings prevention in public and private • Resolve neighbor disputes from fires, medical emergencies • Traffic safety • Sex offender management and homes • Neighborhood watch programs • Intervention/Suppression gang and other emergencies natural and • Processing fines/tickets • Arrest criminals • Staffing for code enforcement - quality • Control/prevent gang violence activity and violence man-made • Alcohol and drug abuse • Fraud of life issues (noise, public nuisances) • Increase patrols in all neighborhoods • Investigate and report graffiti • Dispatch services E 9-1-1 reduction • Investigate persons crimes • Multi-housing crime free programs • Add crosswalks on Main Street • Gather, analyze and disseminate • Fugitive operations for high risk • Detain/apprehend/adjudicate • Illegal to carry graffiti • NGLA neighborhood support • Park safety intelligence information suspects • Utilize K-9's (search, arrest) implements • Statistical research and crime analysis • Reduce number of unkempt rental and • Man made/natural disaster • Police patrol • Fire cause investigation • Forensic investigation • Inspections (field) empty properties response - ESF14 after the event - • Respond to and investigate • Utilize police bicycle patrol • DUI enforcement • Welfare checks • Engage: youth in planning for public aftermath response - create a team emergencies • Inspect liquor establishments • Continued support for • Mandatory rental housing inspections safety • SWAT • 911 calls dispatch • Investigate drug/vice crimes restorative justice (safe living conditions for all residents) • Graffiti prevention • Reduce environmental damage • Crime lab • Investigate economic crimes • Probation services • Warning signs for public safety on • Mediation from fire haz-mat, etc. • Volunteer policing • Criminal investigation • Municipal courts electrical equipment • Good lighting buildings/parks/streets • Community policing • Fire stations/services • Mediation • Regulate traffic flow • Street lighting for community safety • Cybercrime investigations 117 BLANK PAGE

118 • Help people develop skills so they can be successful in their lives and the community is strengthened APPENDIX 1 • Connect people with community and educational resources • Provide information and assistance • Provide quality facilities and natural amenities that support a • Identify and address gaps in services • Provide opportunities for cross-cultural variety of passive and active activities • Assist people in meeting their basic needs awareness, celebration, exchange and • Create safe and innovative public spaces for community • Help people navigate the service delivery system understanding enjoyment and interaction • Provide prevention and early intervention services to address issues and risk factors before • Ensure that City services and interactions are • Invest in and preserve natural environment for future generations they develop into more significant human problems culturally competent • Provide venues for artistic expression and enjoyment • Empower people in their own individual development • Ensure that all community members have • Increase awareness about and provide opportunities to interact • Consider whole person and family system interventions equal access to information, resources and with natural environment • Lack of income does not mean lack of choices services • Highlight inherent cultural qualities of a public space or site • Ensure opportunities for ongoing job skill development and re-training • Create opportunities for all to feel included and welcomed in the community • Maintain facilities to ensure a clean, safe and high quality • Remove barriers so people can easily access resource and services • Create opportunities for people to work experience for all • Provide direct and indirect support for non-profit organizations together and build relationships with one • Provide community centers and outlets for kids and adults to another enjoy recreation and leisure activities within their neighborhoods, Promotes as well as throughout the community • Ensures that all voices are heard and interests opportunities for considered • Provide safe havens for community youth Develops and maintains self-sufficiency so

• Acquire and preserve open space to ensure long-term beauty and safe and accessible built that all people Values diversity a unique community and natural facilities that support flourish and fosters inclusivity a variety of programs and so that everyone is activities enriched and is part • Provide a variety of education resources and

Cultural, Learning, of the community opportunities for lifelong learners in a meaningful, Encourages and provides Recreation, Human relevant, competent, and accessible manner opportunities for people to Service Opportunities Provides and sustains • Provide informal learning opportunities achieve physical, creative, lifelong learning • Connect people with resources and information • Help people work, play and live to their fullest social and emotional Promotes civic engagement opportunities for all that support formal education • Provide environments where positive behaviors can replace negative wellness • Ensure equal access to information technology behaviors and community stewardship through partnerships, volunteerism, • Promote opportunities that facilitate inquiry, • Ensure that programs are available to all ages, incomes, cultures and curiosity, awareness and self-expression resource development, and services abilities • Promote appreciation of natural resources

• Promote health and wellness • Preserve our history for future generations • Strengthen sense of community and belonging • Help people meet their social and emotional needs • Promote literacy • Ensure equal access to services, information and resources • Provide opportunities for creative expression • Help people of all ages to acquire education, • Create opportunities for volunteerism and hands-on engagement • Provide opportunities that promote increased physical activity and healthy experiences and skills to be successful throughout choices • Create opportunities for individual and community capacity-building their entire lives • Promote individual development and teamwork • Promote community leadership and empowerment • Provide early childhood education experiences so • Provide opportunities for people to experience arts and culture • Strengthen civic identity and pride that all children are ready to learn when they enter • Connect people of all ages, abilities, socioeconomic status and cultures school with the community and each other • Broaden views of the outside world for better • Build and sustain partnerships with all segments of the community understanding • Preserve and interpret our heritage, cultural and community assets for • Create partnerships with formal and informal future generations education providers • Provide opportunities for involvement in all aspects of government • Promote open and authentic two-way communication • Empower people to resolve issues with one another • Embrace the idea that a community is more than its infrastructure 119 BLANK PAGE

120 • Draft and approve city contracts • Provide service systems to protect data and citizens • Provide comprehensive performance measure • Internal & external communication • Post meeting notices • Comply with laws in claims administration and information system • Create a collaborative teamwork culture • Review city ordinancesAPPENDIX to answer citizens 1 questions negotiation • Maximize use of technology & plan for changes in • Maintain accurate records for the city • Inform employees of goals & policies • Solve problems for/with residents technology • Regulatory compliance for fleet operations • Provide staffing and space needs studies consistent • Provide opportunities for human response to needs • Consider customers as partners and allow for review • Prosecute violations of city ordinances • Maintain back-up data and disaster recovery system with industry standards or inquiries steps by internal customers & site • Compliance with OSHA Fed regs • Provide internet access for staff • Ensure citizens & employees have access to • Provide advice and training to city staff regarding • Use technology to create or increase transparency/ • Provide remote access via phone and computers information their operations • Comply with federal, state laws and city code/ accessibility charter • Electronic records • Use multiple forms of media to provide info to staff • Advertise employment opportunities & recruit for • Maintain informative website • Resolve issues and complaints promptly and • Maintain database on Contracts and public boards and commission members • Manage and execute employee transactions within the law • Provide information on back of utility bill • Be responsive to citizen and employee inquiries • Provide media relations • Insure city staff have access to information and data • Assure sales/use tax compliance • Standardize processes/programs • Provide education to tax-filers • Provide communication tools & creative assistance • Provide information to citizens via ACIS system to employees to market department services • Enforce city code and admin regulations • Provide timely accurate financial reporting • Provide information through multi-media • Utilize web trabsactions • Educate employees about city council initiatives • Compliance for financial & accounting matters • Establish concise information & program guidelines • Provide phone support and ACD call routing • Provide adequate storage for critical information • Provide opportunities for employees to • Security of customers pertinent data • Provide expert assistance for infrequent tasks • Provide community involvement resources • Provide info on progress of projects communicate with each other • Oversight of business licensing • Provide & maintain technology resources & • Outreach opportunities to vendors • Provide and maintain applications to support all city • Engage customers in meaningful processes to get • Compliance w/Colorado governmental immunity computer support • Streamline citywide processes to ensure consistency their feedback & involve them in decisions act processes and accessibility • Support for public outreach • Cascade information to employees clearly & often • Stewards of public process

• Streamline application process & facilitate code compliance • Provide legal advice to mitigate liability for city & employees • Review of contracts for insurance requirements • Meet critical deadlines Provides secure, accurate, accessible • Appropriate Records management Ensures compliance with information • Plan review legal requirements & best • Provide accurate billing • Evaluate & implement outsourcing practices Facilitates effective • Assist with grant applications • Decisions based on solid business plans two-way • Draft contracts to protect city's interest communication and • Participate in cooperative & government purchasing groups Ensures employees are Efficient and engagement • Use regional, online bidding system available & supported so • Facilitate open bid/proposal evaluation processes they can provide high Effective • Standardize customer purchasing process green practices • Ensure a smooth on-boarding process • Providing info, resources, quality services & Governance • Administer P-Card program • Maintain healthy retirement systems training, admin support to Council resources Provides fiscal • Debrief vendors on purchasing process • Educate employees on retirement • Provide facilitation services to transparency, • Assure city complies with purchasing & procurement policies Council, Leadership Team and staff Efficiently and effectively planning & pension alternatives accountability and • Assist with purchasing equipment and services • Hire & retain the best talent • Provide and support IT systems and manages & maintains physical, • Maximize cash management and the use of city dollars services equity • Job audit and analysis to reflect market human & capital resources • Maximize investment earnings while protecting investment and maintaining • Workplace safety & Wellness • Ensure fair and inclusive hiring practices liquidity programs • Maintain sound secure financial & investment policies/practices • Ensure fair and equitable treatment • Establish city-wide award contracts • Create the best work environment • Collect dollars for cost of service providing a variety of payment options • Electronic requisitioning system • Collects sales and use tax and report to public • Create and support life balance • Staff training & cross training to • Analyze fleet size and usage • Create a diverse work group with maximize resources • Safe, liquid investments with • Standardize equipment • Help enforce codes & policies opportunity for success • recognize employee achievements, reasonable ROI specifications and purchasing • Provide a clear focus on people-the human element • Competitive pay and valued benefits creativity & excellent service • Budget process & management • Plan for infrastructure • Maintain cost effective custodial service • Advise city council and boards and • Provide leadership & strategic planning • Funding for capital needs improvements • Ensure fleet operations are efficient commissions • Provide employee support systems • Efficient operations & • Research & implement new • Fund outside services to partner in providing "community" services • Draft and approve ordinances, • Provide support services to direct service maintenance of assets technology • Analyze revenue options & maximize city's revenue resolutions & IGA's providers • Systematic scheduled • Maintain, support & replace Forecast and analysis of revenues and expenses replacements of core assets equipment • • Prosecute and defend lawsuits involving • Customer focused & Mission-Driven • Coordinate budget and CIP process city services • Design energy efficiency & • Provide usable buildings & • Share vital information w/employees green build concepts into preserve city assets • Develop fiscal plans for effective use and allocation of city resources • Assist with contracts & purchasing & projects • Keep Fleet downtime to a minimum provide knowledge of products • Repair/replace/and PM of core • Develop appropriate performance measures Long Term focus on sustainable • Collaborate with City staff to meet their • Be open to change • systems • Utilize best practices services preventative maintenance non- needs • Centralize or de-centralize services as • • Provide standard and adhoc reporting tools to enhance governance • Risk assessment of city facilities core operating systems Provide financial expertise and analysis to user depts. • Coordinate city-wide initiatives appropriate & work process • • effective project management & Provide accountability, transparency and integrity in financial systems, records and • Administer Boards & Commissions to • Promote Interdepartmental coordination • Provide resources for a safe coordination • ensure and encourage public • Manage organizational risk & safety work environment reporting participation • Wellness & employee assistance • Leverage employee talent & capacity Investigate injuries & accidents • Provide timely and accurate financial information and efficient financial operations • Coordinate City Council workplan and • programs events • Establish standards & regulations for • Pursue restitution for damages • Safety education & new skills employees • Provide clear and concise reporting in to city property training elections • Promote diversity • Purchasing all lines of insurance • Support for hiring process • Track legislation and lobby state and to protect city assets federal reps • Provide vehicle and fleet operations 121 BLANK PAGE

122 APPENDIX 2

Building Longmont’s Budget in Challenging Economic Times

City of Longmont FISCAL Valuing the Results of Government FITNESS For several years now, the Longmont City Council and staff have been faced with Directions: The results that our City government strives to achieve are identified in the table below. As a community the challenge of providing quality municipal services to our residents within a difficultmember, (to your job say is to help the the City least) understand clearly the results that you value most. For this exercise, you are to imagine having $100 to invest in achieving the City’s results. Where would you invest your money? You can distribute the funds evenly to all results, or you can invest all of your money in one single result, or you can invest your money toward the achievement economic environment. As is obvious from the news every day, available revenues toof sustain various results emphasizing those that are most important to you. Spend the $100 until it’s gone by writing in the amount you intend to invest in each result in the box labeled “Dollars.” This information will help us align city funding for services City services are not keeping pace with the increasing costs to provide those services.and Staff programs withinhas the Cityworked budget to the priorities identified by the community. Make sure the sum of all dollars allocated total $100. The information below is required so that we can contact you should hard to shave operating budgets as much as possible while limiting the impact on servicesyour amounts not that total $100 andour so we can keep you informed about the process going forward. We will keep your information confidential. Valuing sheets that do not provide contact information will not be included in this step of the process. residents have come to expect from their local government. Name ______Address ______Phone ______Email ______As we approach 2010 and beyond, our economic challenges will be even City of Longmont Results for Programs Provided to the Community greater. We are faced with the possibility of a need to reduce or result result summary eliminate some of the programs and services that we have previously Provides comprehensive planning strategies that focus on economic opportunities and a sustainable Dollars Economic community. Revitalizes, redevelops and reinvests in the existing physical community. Supports all Health business and industry retention, expansion and development. Maintains a sustainable diverse tax base offered to the community. and revenue stream. Supports the full spectrum of employment and housing opportunities. $ Environmental Plans, designs and maintains sustainable infrastructure. Preserves and enhances the natural Health environment. Practices environmentally responsible conservation and re-use of resources. Builds regional and community partnerships in support of environmental programs. $ Preserves and revitalizes neighborhoods. Facilitates inclusive neighborhoods and sustainable Neighborhood community building. Plans and constructs quality facilities, infrastructure and natural amenities. Quality Ensures compliance with existing codes. Ensures neighborhoods have a variety of safe, quality housing We need your help! options for all residents. $ Community Supports and assists community and government in preparation for threats. Prevents crime, disorder and Safety other emergencies and disasters. Enforces laws and administers justice. Responds to crime, disorder The Longmont City Council directed staff to implement a prioritization and other emergencies and disasters. Enables and assists in recovery for community and victims. $ process for the 2010 Budget. The City Council has identified the Cultural, Values diversity and fosters inclusivity so that everyone is enriched and part of the community. Learning, Promotes civic engagement and community stewardship through partnerships, volunteerism, resource Recreation and development and services. Provides and sustains lifelong learning opportunities for all. Develops citywide results in the table on the other side of this sheet that will be the Human Service and maintains safe and accessible built and natural facilities that support a variety of programs and Opportunities activities. Encourages and provides opportunities for people to achieve physical, creative, social and basis for developing the prioritized list of General Fund services. emotional wellness. Promotes opportunities for self-sufficiency so that all people flourish. $

We need your assistance in placing a value on these results. Make sure your total equals $100.00. $100.00 Please take a moment to fill out the form and return it to us by either mailing it to City of Longmont Finance Department, 350 Kimbark Street, Longmont CO 80501 or by dropping it off at the Civic Center (you may either leave it at the information desk or place it in the Utility Billing drop box across the street.) You may choose to complete an electronic version of this form on the City’s website at www.ci.longmont.co.us/finance/budget/index.htm. To assist you in further understanding these results, we have created Results Maps that provide definitions of each of the citywide results. These maps, as well as a more detailed explanation of the process, are available on the City’s website, at any City facility or by contacting Tammy Bality at 303-651-8622. This information must be completed and returned to the City no later than May 29, 2009.

Your Feedback will Strengthen our Budget

123 APPENDIX 2 FISCAL City of Longmont Valuing the Results of Government FITNESS

Directions: The results that our City government strives to achieve are identified in the table below. As a community member, your job is to help the City understand clearly the results that you value most. For this exercise, you are to imagine having $100 to invest in achieving the City’s results. Where would you invest your money? You can distribute the funds evenly to all results, or you can invest all of your money in one single result, or you can invest your money toward the achievement of various results emphasizing those that are most important to you. Spend the $100 until it’s gone by writing in the amount you intend to invest in each result in the box labeled “Dollars.” This information will help us align city funding with the priorities identified by the community. Make sure the sum of all dollars allocated total $100. The information below is required so that we can contact you should your amounts not total $100 and so we can keep you informed about the process going forward. We will keep your information confidential. Valuing sheets that do not provide contact information will not be included in this step of the process.

Name______Address______Phone______Email______

City of Longmont Results for Programs Provided to the Community

Result Result Summary Dollars

Provides comprehensive planning strategies that focus on economic opportunities and a sustainable Economic community. Revitalizes, redevelops and reinvests in the existing physical community. Supports all Health business and industry retention, expansion and development. Maintains a sustainable diverse tax base and revenue stream. Supports the full spectrum of employment and housing opportunities.

Plans, designs and maintains sustainable infrastructure. Preserves and enhances the natural Environmental environment. Practices environmentally responsible conservation and re-use of resources. Health Builds regional and community partnerships in support of environmental programs.

Preserves and revitalizes neighborhoods. Facilitates inclusive neighborhoods and sustainable Neighborhood community building. Plans and constructs quality facilities, infrastructure and natural amenities. Quality Ensures compliance with existing codes. Ensures neighborhoods have a variety of safe, quality housing options for all residents.

Supports and assists community and government in preparation for threats. Prevents crime, disorder and Community other emergencies and disasters. Enforces laws and administers justice. Responds to crime, disorder Safety and other emergencies and disasters. Enables and assists in recovery for community and victims.

Values diversity and fosters inclusivity so that everyone is enriched and part of the community. Cultural, Promotes civic engagement and community stewardship through partnerships, volunteerism, resource Learning, development and services. Provides and sustains lifelong learning opportunities for all. Develops Recreation and and maintains safe and accessible built and natural facilities that support a variety of programs and Human Service activities. Encourages and provides opportunities for people to achieve physical, creative, social and Opportunities emotional wellness. Promotes opportunities for self-sufficiency so that all people flourish.

Make sure your total equals $100.00. $100.00

124 APPENDIX 3

Program Scoring Sheet - Services Provided Directly to the Community Directions: Every service/program you identified during the costing of services exercise will need to be scored using this template. Evaluation Criteria Basic Program Attributes Community Results Cultural, Program Learning, Mandate Sustained Demand Recreation and to Provide by direct for Economic Environmental Neighborhood Community Human Service Service user fees service Health Health Quality Safety Opportunities

Scale of 0 to 4 points

% scale 0 = program has no influence on achieving the Result 1 = program has some influence though minimal on achieving the Result percentage OR influences 1% to 49% of the Outcomes recovered by Scale of 2 = program more than minimally influences the Result revenues -2 to 2 OR influences 50% - 74% of the Outcomes 10 = 100% 3 = program has a strong influence on the Result 0-10 scale 5= 50% % change OR influences 75% - 99% of the Outcomes 0 = 0% in demand 4 = program is essential to achieving the Result (it cannot be achieved without the See scale and anything See scale program) to left in-between to left OR influences 100% of the Outcomes Program Total Dept Div Description Score Score Score Score Score Score Score Score Score 0 0 0 0

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126 APPENDIX 4 2012 Direct Services Prioritization List Net Ongoing Program Program Cost/ Total Quartile Department Division Program Description Score FTE Cost Revenue (Surplus) Costs Quartile 1 26,171,341 Public Safety OEM Community Emergency and Disaster Preparedness 65.7 1.000 87,089 0 87,089 Finance Safety Community Emergency and Disaster Preparedness 80.7 0.204 10,513 7,607 2,906 Finance Safety Hazardous Materials Prevention and Response 65.2 0.170 23,107 9,701 13,406 Fire Fire Supt/Hazmat Hazardous Materials Prevention and Response 80.2 0.000 100,984 29,899 71,085 Fire Fire Supt/Prevention Hazardous Materials Prevention and Response 95.2 0.750 83,324 0 83,324 Public Works and Natural Resources Parks Development Review 57.4 0.015 3,056 2,193 863 Police Communications Communications Center Emergency Calls for Service 55.6 8.670 638,644 30,000 608,644 Economic Development Planning/Development Services Development Services 54.8 3.288 338,414 221,334 117,080 Municipal Court Municipal Court Municipal Court 54.3 3.938 442,236 442,236 0 Police Office Public Safety Department Leadership and Supervision 53.5 2.450 367,489 0 367,489 Public Works and Natural Resources Parks Fully Landscaped Arterials and Secondary Greenways 52.3 2.545 292,072 119,699 172,373 Fire Fire Suppression Fire Response and Suppression 51.8 2.880 549,539 0 549,539 Economic Development Planning/Development Services Code Amendments 49.5 0.588 67,824 0 67,824 Police Special Operations School Resource Officer Unit-Intervention and Prevention 48.5 2.583 297,133 127,388 169,745 Municipal Court Probation Supervision and Monitoring 48.2 1.390 107,287 107,287 0 Economic Development Planning/Development Services Comprehensive Planning 48.1 0.675 75,629 76,587 (958) Public Works and Natural Resources Parks Native Primary Greenways, District Parks, Dryland Areas 47.7 7.400 309,102 1,842 307,260 Public Works and Natural Resources Parks Right-of-Way Contracted Services 47.7 0.126 59,181 859 58,322 Fire Wildland Wildland Fire Response 47.3 26,191 0 26,191 Police Detectives Special Enforcement Unit 47.1 5.000 670,480 0 670,480 Economic Development Economic Development Director Urban Renewal 46.9 0.150 24,947 1,092 23,855 Econ Vitality Econ Vitality Urban Renewal 58.3 1.000 119,912 0 119,912 Finance Finance Administration Urban Renewal 69.7 0.000 293 161 132 Economic Development Building Inspection Building Inspections 46.2 2.850 260,150 186,698 73,452 Economic Development Building Inspection Plan Reviews 46.2 2.050 192,498 177,208 15,290 Police Patrol Patrol Routine Calls for Service 45.9 29.000 3,233,441 0 3,233,441 Police Patrol Patrol Emergency Calls for Service 45.7 22.500 2,402,115 52,500 2,349,615 Economic Development Economic Development Director Redevelopment and Special Projects 44.8 0.100 16,548 725 15,823 Finance Finance Administration Redevelopment and Special Projects 59.8 0.040 7,178 3,936 3,242 Fire Fire Suppression Fire Emergency Alarm Response 44.4 5.760 647,814 0 647,814 Public Works and Natural Resources Parks Union Reservoir Maintenance 44.3 0.475 135,170 60,000 75,170 Police Detectives Cyber Crimes 44.1 0.050 6,871 0 6,871 Police Detectives Longmont Ending Violence Initiative 44.1 0.200 23,938 0 23,938 Police Detectives Persons Crimes 44.1 9.500 1,024,775 0 1,024,775 Police Detectives Property Crimes 44.1 9.550 1,031,646 0 1,031,646 Public Works and Natural Resources Parks Parks Development Capital Project Management 44.1 1.450 152,145 0 152,145 Police Special Operations School Resource Officer Unit-Safety and Enforcement 43.7 2.583 298,941 0 298,941 Public Works and Natural Resources Parks Parks Maintenance Tree Care and Landscaping 43.2 2.435 295,520 104,739 190,781 Police Patrol Jail, Court Officer, and Sex Offender Registration 43.1 0.850 91,668 10,000 81,668 Police Patrol Crime Free Multi Housing 43.0 96,048 0 96,048 Police Patrol Proactive Patrol 42.7 23.600 2,508,838 0 2,508,838 Public Works and Natural Resources Parks Graffiti Eradication and Removal 42.4 0.731 86,213 849 85,364 Public Works and Natural Resources Parks Community Special Events 42.3 0.255 69,284 11,091 58,193 Community Services Code Enforcement Dangerous Buildings and Building Codes Enforcement 42.0 0.430 43,174 0 43,174 Community Services Code Enforcement Health and Safety Codes Enforcement 41.4 0.682 119,084 20,000 99,084 Fire Fire Suppression EMS Response 41.2 50.400 5,669,131 30,000 5,639,131 Economic Development Economic Vitality Business Improvement Grant 41.0 0.213 33,153 33,153 Economic Development Economic Vitality Business Start Up Grant 41.0 0.300 85,989 0 85,989 Public Works and Natural Resources Parks Union Reservoir Education 40.9 0.065 7,738 0 7,738 Community Services Comm and Neigh Relations Conflict Resolution Facilitation Community Involvement 40.6 0.879 70,258 0 70,258 Public Works and Natural Resources Parks Development, Inspection, Locates, CIP Construction 40.2 0.120 18,242 109 18,133 Police Special Operations Animal Control-Safety and Enforcement 40.1 4.158 335,512 0 335,512 Fire Fire Prevention Services Prevention, New Construction 40.0 0.700 82,181 73,095 9,086 Community Services Comm and Neigh Relations Neighborhood Group Leaders Association 39.9 0.243 26,555 0 26,555 City Attorney City Attorney Prosecute Liquor Licensing / Liquor Authority 39.8 0.050 6,501 1,921 4,580 Municipal Court Municipal Court Prosecute Liquor Licensing / Liquor Authority 54.9 0.031 4,608 4,608 0 127 APPENDIX 4 Net Ongoing Program Program Cost/ Total Quartile Department Division Program Description Score FTE Cost Revenue (Surplus) Costs Public Works and Natural Resources Parks Union Reservoir Park Patrol 39.7 1.700 66,158 60,000 6,158 Police Communications Communications Center Non-emergency Calls for Service 39.4 11.140 814,248 0 814,248 Economic Development Planning/Development Services Council and Board Support 39.2 0.775 87,443 0 87,443 Public Works and Natural Resources Parks Right-of-Way Irrigation and Central Control 39.2 1.369 147,823 118,838 28,985 Community Services Comm and Neigh Relations Neighborhood Revitalization 38.5 0.332 31,763 0 31,763 Police Office Public Safety Crime Prevention Services 38.1 0.200 32,291 535 31,756 Police Office Public Safety Police Volunteer Services 38.1 0.200 37,989 0 37,989 Economic Development Director Department Leadership and Supervision 38.1 1.700 189,085 138,035 51,050 Community Services Code Enforcement Substandard Housing Enforcement 38.0 0.802 71,620 0 71,620 Public Works and Natural Resources Parks Parks Maintenance Turf Care 37.8 1.025 148,029 49,820 98,209 Municipal Court Municipal Court Supervised Community Service Work Program 37.2 0.006 420 420 0 Municipal Court Probation Supervised Community Service Work Program 52.2 0.676 45,062 45,062 0 Public Works and Natural Resources Parks Maintenance/Repair of Sports Facilities and Playgrounds 36.6 1.708 215,538 3,457 212,081 Police Special Operations Traffic Unit - Reactive Services 36.3 3.589 316,382 122,500 193,882 Public Works and Natural Resources Parks Parks Maintenance Mowing 36.2 1.642 190,117 50,495 139,622 Quartile 2 7,797,410 Police Special Operations Traffic Unit - Proactive Services 36.0 3.589 360,168 0 360,168 Public Works and Natural Resources Parks Parks Resources Park Patrol 35.9 0.160 15,144 0 15,144 Public Works and Natural Resources Parks Parks Maintenance Irrigation 35.6 2.389 267,043 104,283 162,760 Fire Rescue and USAR Rescue and Urban Search and Rescue Team 35.5 36,535 0 36,535 Public Works and Natural Resources Parks Mosquito Control 35.5 40,240 0 40,240 Police Special Operations SWAT Team 35.4 0.058 208,189 0 208,189 Police Special Operations SWAT Team - Bomb Squad 35.4 0.056 32,238 0 32,238 Fire Fire Training and Personnel Emergency Medical Services 35.2 1.200 275,020 0 275,020 Public Works and Natural Resources Parks Forestry Tree Planting 35.2 0.313 89,062 0 89,062 Police Special Operations Traffic Unit - Coactive Services 34.7 1.988 205,870 0 205,870 Municipal Court Probation Pre-sentence Investigations 34.6 1.350 104,590 104,590 0 Public Works and Natural Resources Parks Wildlife Management 34.5 0.035 31,651 0 31,651 Community Services Comm and Neigh Relations Conflict Resolution Facilitation 34.4 0.141 14,675 0 14,675 Police Patrol K-9 Program 34.4 1.000 148,204 0 148,204 Public Works and Natural Resources Parks Supervision of non-General Fund Divisions 34.3 0.050 4,581 1,823 2,758 Public Works and Natural Resources Parks Municipal Grounds - Landscape Maintenance 34.2 0.475 49,244 31,356 17,888 Police Operations Support Property / Evidence 33.7 2.100 208,869 0 208,869 Public Works and Natural Resources Parks Forestry Contracted Maintenance 33.7 0.303 70,554 0 70,554 Public Works and Natural Resources Parks Forestry Tree Care 33.7 1.233 174,055 0 174,055 Police Records Crime Analysis 33.7 1.250 106,605 0 106,605 Finance Finance Administration LDDA Financial Support 33.6 0.100 17,792 9,756 8,036 Police Detectives Victim Services 33.5 0.200 24,228 0 24,228 Public Works and Natural Resources Parks Parks Trash Pickup 33.3 1.309 178,369 178,369 0 Economic Development Director Incentive Program Administration 33.1 0.050 8,398 368 8,030 Police Records Records Management 32.7 10.250 601,183 47,000 554,183 Police Office Public Safety Police & Fire Systems/Planning/Policy Analyst 32.6 0.500 47,957 0 47,957 City Clerk City Clerk Liquor Licensing and Inspections 32.4 0.538 53,027 48,927 4,100 Economic Development Building Inspection Liquor Licensing and Inspections 47.5 0.200 18,050 0 18,050 Public Works and Natural Resources Parks Parks Resource Management Education 32.4 0.080 9,146 0 9,146 Public Works and Natural Resources Parks Union Reservoir Camping Operations 32.4 0.805 87,956 60,000 27,956 Community Services Administration Department Leadership and Supervision 31.9 1.350 187,188 0 187,188 Community Services Comm and Neigh Relations Resource Referral Education 31.8 0.735 54,422 0 54,422 Public Works and Natural Resources Parks Municipal Grounds - Irrigation 31.8 0.450 41,020 6,544 34,476 Police Special Operations Animal Control - Education & Pet Licensing 31.8 0.508 51,400 0 51,400 Economic Development Building Inspection Permit Issuance 31.6 1.975 143,721 35,556 108,165 Fire Fire Suppression Community Service Assists 31.1 7.200 812,847 0 812,847 Police Operations Support Humane Society Contract 31.0 0.030 147,376 0 147,376 Police Special Operations Supervision of Gang and Crime Suppression Unit 31.0 0.166 41,375 0 41,375 Public Works and Natural Resources Parks Municipal Grounds -Snow Removal 31.0 0.113 16,485 2,630 13,855 Police Police and Fire Shared Longmont Emergency Unit (LEU) 30.4 0.030 31,250 0 31,250 Police Special Operations SWAT Team - Tactical Medic Services 30.0 0.056 37,219 0 37,219 Economic Development Economic Vitality LAVA 30.0 0.060 9,154 0 9,154 Economic Development Economic Vitality Small Business Lending Program 30.0 0.133 19,455 0 19,455 128 APPENDIX 4 Net Ongoing Program Program Cost/ Total Quartile Department Division Program Description Score FTE Cost Revenue (Surplus) Costs Economic Development Economic Vitality Tourism Grants 30.0 0.075 13,206 0 13,206 Public Works and Natural Resources Parks Forestry Safety Response 29.9 0.640 138,519 0 138,519 Economic Development Building Inspection Housing Inspections 29.8 0.300 29,810 0 29,810 Public Works and Natural Resources Parks Park Facility Maintenance & Repair 29.8 3.592 505,588 8,108 497,480 Community Services Recreation Rhythm on the River 29.8 0.180 104,778 44,426 60,352 City Manager Mayor and Council Restorative Justice (LCJP) Contract 29.8 180,000 0 180,000 Public Works and Natural Resources Parks Union Reservoir Gate Operations 29.7 0.450 142,853 60,000 82,853 Public Works and Natural Resources Parks Municipal Grounds - Facility Maintenance 29.5 0.213 26,885 27,789 (904) Community Services Comm and Neigh Relations Neighborhood Improvement Grant 29.0 0.037 5,041 0 5,041 Community Services Recreation Ice Rink Operations 28.9 0.100 133,656 140,675 (7,019) Community Services Code Enforcement Land Development Codes 28.6 0.642 75,543 0 75,543 Community Services Recreation Youth Volleyball 28.2 0.105 14,934 15,066 (132) Public Works and Natural Resources Parks Parks Development and Improvement Grant Administration 28.0 0.035 5,182 0 5,182 Municipal Court Municipal Court Court Ordered Education 28.0 0.012 25,972 25,972 0 City Clerk City Clerk Business Licensing,Permitting, and Regulation 27.9 0.600 53,746 26,092 27,654 Community Services Code Enforcement Business Licensing,Permitting, and Regulation 39.8 0.020 2,429 0 2,429 Community Services Recreation Youth Tennis Lessons 27.9 0.050 11,236 10,546 690 City Manager Mayor and Council Regional Air Quality Council Contract 27.9 11,000 0 11,000 Community Services Comm and Neigh Relations Neighborhood Leadership & HOA Training 27.6 0.128 19,152 0 19,152 Economic Development Planning/Development Services LDDA Support-Façade Program 27.6 0.250 33,525 0 33,525 Public Works and Natural Resources Parks Parks Maintenance Snow Removal 27.3 0.745 78,031 1,251 76,780 Public Works and Natural Resources Parks ROW- Snow Removal 27.3 0.365 38,780 231 38,549 Community Services Recreation Skyhawks Camps 27.2 0.026 11,942 12,053 (111) Community Services Comm and Neigh Relations Cultural Competency Translations 27.2 0.357 23,556 0 23,556 Police Operations Support Police Personnel Support 27.2 3.010 521,966 0 521,966 Police Operations Support Professional Standards 27.2 1.050 131,490 0 131,490 Fire Fire Suppression Ops - Prevention/Inspections - Existing 26.9 2.880 323,494 0 323,494 Economic Development Building Inspection Elevator Inspections 26.7 0.225 53,540 39,900 13,640 Quartile 3 6,014,261 Community Services Recreation Summer Day Camp 26.5 0.661 190,381 169,399 20,982 Community Services Recreation Youth Basketball Camps 26.3 0.010 3,818 4,520 (702) Police Operations Support Police Training 26.2 0.945 282,316 0 282,316 Fire Fire Prevention Services Support for Existing Building Inspections 26.1 0.840 95,952 0 95,952 Community Services Recreation Youth Archery 25.8 0.010 2,498 2,260 238 Community Services Recreation Rec Center Fitness 25.5 1.345 263,844 329,337 (65,493) Community Services Recreation Rec Center Gym 25.5 0.768 131,206 166,318 (35,112) Community Services Recreation Rec Center Weight Room 25.5 0.422 109,337 163,448 (54,111) Community Services Recreation Youth Basketball 25.4 0.148 37,419 36,158 1,261 Community Services Museum Art in Public Places 25.4 0.070 6,331 0 6,331 Police Communications Public Works Calls for service 25.3 0.190 13,508 2,933 10,575 Community Services Recreation Rec Center Aquatics 25.3 3.627 725,976 823,463 (97,487) Fire Fire Prevention Services Prevention, Target Hazards 25.1 0.640 75,008 0 75,008 Community Services Recreation Youth Baseball and T-Ball 24.7 0.001 2,489 2,260 229 City Manager Mayor and Council LSO Auditorium Support 24.7 20,000 0 20,000 Economic Development Economic Vitality Business Assistance 24.4 0.625 189,822 0 189,822 Police Office Public Safety False Alarm Services 24.1 0.600 52,437 55,000 (2,563) Community Services Recreation CARA Track/Cross Country 24.0 0.015 9,434 7,533 1,901 Community Services Administration Affordable Housing-Rental Housing Programs 24.0 36,343 0 36,343 Community Services Administration Community Collaboration Special Projects 23.9 0.350 52,803 0 52,803 Police Special Operations Report Taker Unit 23.8 4.016 253,414 1,800 251,614 Community Services Recreation General program Rentals 23.7 0.515 58,231 97,800 (39,569) Community Services Recreation Longs Peak Middle School 23.7 0.325 44,810 0 44,810 Economic Development Building Inspection Contractor Licensing 23.5 0.375 26,746 110,000 (83,254) Community Services Museum Exhibits 23.1 2.030 203,005 21,000 182,005 Community Services Recreation Youth Fast Pitch Softball 22.9 0.035 12,197 12,053 144 Police Operations Support Greenwood Wildlife Contract 22.8 0.030 26,956 0 26,956 Community Services Youth Services Community Problem Solving 22.8 1.740 139,905 0 139,905 Community Services Museum Public Events and Programs 22.8 1.470 137,417 0 137,417 Community Services Recreation Triathlon 22.7 0.000 17,468 25,850 (8,382) 129 APPENDIX 4 Net Ongoing Program Program Cost/ Total Quartile Department Division Program Description Score FTE Cost Revenue (Surplus) Costs Community Services Recreation Heritage Middle School 22.7 0.325 39,218 0 39,218 Community Services Youth Services Community Collaboration 22.7 0.100 22,597 0 22,597 Community Services Recreation Special needs programs 22.7 0.100 45,533 17,098 28,435 Community Services Recreation Turkey Trot 22.5 0.000 22,771 23,650 (879) Community Services Recreation CARA Tennis 22.4 0.015 10,706 4,520 6,186 Community Services Recreation General Fitness 22.4 0.190 28,786 24,912 3,874 Economic Development Planning/Development Services Historic Preservation 22.3 0.375 44,334 0 44,334 Economic Development Economic Vitality Longmont Economic Gardening Initiative (LEGI) 22.2 0.300 103,177 2,000 101,177 Community Services Comm and Neigh Relations Cultural Competency 22.1 0.478 37,753 0 37,753 Community Services Recreation Youth Indoor Soccer 22.1 0.008 2,037 2,260 (223) Community Services Recreation In-Line Hockey 22.0 0.005 1,631 1,507 124 Community Services Recreation Speed and Agility Clinics 22.0 0.012 5,699 6,026 (327) Community Services Code Enforcement Streets, Sidewalks, Public Places, NPDES 22.0 0.578 66,218 0 66,218 Public Works and Natural Resources Parks Forestry Education 21.9 0.163 22,934 0 22,934 Community Services Recreation Intramural Lacrosse 21.8 0.075 9,165 0 9,165 Community Services Recreation Intramural Soccer 21.8 0.205 23,828 0 23,828 Non-Departmental City Manager Channel 8 Cable Trust Contract 21.8 0.000 195,000 195,000 0 Municipal Court Probation Restitution recovery and distribution to crime victims 21.8 0.090 7,031 7,031 0 Community Services Recreation American Red Cross Classes 21.6 0.613 71,838 43,440 28,398 Community Services Recreation Field and Tournament Rentals 21.5 0.380 117,237 95,737 21,500 Community Services Recreation Adult Basketball 21.4 0.095 21,961 22,599 (638) City Attorney City Attorney General Prosecution 39.8 1.750 170,869 50,486 120,383 Community Services Recreation Rec Center Programs 21.1 0.178 33,698 16,190 17,508 Fire Fire Prevention Services Fire Cause Investigation 21.1 0.030 24,594 0 24,594 Community Services Code Enforcement Education, Outreach and Citizen contacts 21.1 0.086 7,419 0 7,419 Police Operations Support Mental Health Contract 21.0 0.030 2,096 0 2,096 Community Services Recreation Adult Soccer 20.5 0.064 11,929 10,546 1,383 Community Services Recreation Adult Softball 20.5 0.303 161,479 144,631 16,848 Police Special Operations Report Taker Unit - Fingerprinting Service 20.4 35,505 0 35,505 Community Services Recreation Holiday Parade 20.3 0.102 28,893 5,500 23,393 Economic Development Planning/Development Services Data Generation and Reporting 20.1 0.400 36,724 1,200 35,524 Community Services Recreation General Rec programs - Contracted Programs 20.1 1.402 295,888 169,399 126,489 Fire Fire Suppression Ops - Maintenance 20.0 2.880 439,027 46,617 392,410 Fire Fire Support Services Ops - Maintenance 20.0 1.490 211,023 0 211,023 Community Services Museum Visitor and Community Services 20.0 0.660 100,341 0 100,341 Economic Development Planning/Development Services Floor Duty 19.9 0.850 84,955 0 84,955 City Manager Mayor and Council LDDA Lights and Events 19.8 75,599 0 75,599 Fire Fire Prevention Services Community Safety Education 19.0 0.865 84,109 6,000 78,109 Community Services Recreation Adult Flag Football 18.9 0.008 5,068 4,520 548 Community Services Administration Affordable Housing-Home Buyer Programs 18.8 45,360 0 45,360 Community Services Administration Affordable Housing-Homeownership Programs 18.6 39,160 0 39,160 Quartile 4 7,648,752 Community Services Administration Housing/Human Services Adv Board/HSA Funding 18.4 0.250 1,009,850 0 1,009,850 Economic Development Economic Vitality Small Business Development Center Contract 18.3 0.060 18,413 0 18,413 Community Services Recreation Lap and Open Swim 18.0 1.500 389,394 249,780 139,614 Economic Development Economic Vitality LAEC Contract 17.9 0.060 62,388 0 62,388 Economic Development Economic Vitality Marketing 17.9 0.175 43,189 0 43,189 Community Services Recreation Rec Center Climbing Wall 17.9 0.138 59,733 29,510 30,223 Community Services Recreation General Recreation Classes 17.9 0.455 62,534 39,859 22,675 Community Services Recreation Halloween Parade 17.9 0.003 791 0 791 Community Services Recreation Aquatics Special Events 17.8 0.590 60,649 5,430 55,219 Community Services Recreation Small Wonders Preschool 17.7 0.476 119,565 94,664 24,901 Community Services Recreation Aquatics Fitness 17.6 0.267 42,468 32,580 9,888 Community Services Recreation Adult Tennis Lessons 17.6 0.010 1,790 2,260 (470) Community Services Recreation Outdoor Rec Contracted 17.2 0.000 642 5,500 (4,858) Community Services Senior Services Senior Caregivers Counseling and Education 17.2 0.000 35,686 0 35,686 Community Services Senior Services Senior Mental Health 17.2 0.675 61,247 0 61,247 Economic Development Planning/Development Services Intergovernmental Activities 17.2 0.475 70,946 0 70,946 Community Services Recreation Concerts in the Park 17.0 0.015 10,925 0 10,925 130 APPENDIX 4 Net Ongoing Program Program Cost/ Total Quartile Department Division Program Description Score FTE Cost Revenue (Surplus) Costs Community Services Comm and Neigh Relations Discover Neighbor Discover Home 16.7 0.024 10,298 0 10,298 Community Services Library Adult Collection 16.5 5.166 948,319 13,530 934,789 Community Services Library Children's and Teen Collection 16.5 2.953 315,671 6,970 308,701 Community Services Youth Services Youth Development 16.4 1.910 192,358 0 192,358 Community Services Library Adult Computer Lab 16.3 1.185 116,053 0 116,053 Community Services Library Adult Programs 16.3 0.041 15,823 0 15,823 Community Services Library Adult Reference Assistance 16.3 0.762 428,508 0 428,508 Community Services Library Children's and Teen Programs 16.3 1.062 83,484 0 83,484 Community Services Library Children's and Teen Reference Assistance 16.3 2.304 185,814 0 185,814 Community Services Recreation Summer Program - The Spot 16.2 0.170 24,608 0 24,608 Fire Fire Prevention Services Juvenile Fire Setter Intervention 16.1 0.145 12,015 0 12,015 Fire Fire Training and Personnel Fire Training and Personnel 16.1 0.600 124,429 0 124,429 Community Services Recreation Swim Lessons 15.8 1.902 265,799 168,330 97,469 Community Services Comm and Neigh Relations Neighborhood Activity Grants 15.7 0.055 14,351 0 14,351 Community Services Recreation Birthday Parties and Rentals 15.6 0.417 37,889 21,720 16,169 Community Services Comm and Neigh Relations Cultural Competency Cultural Event Grants 15.6 0.158 16,694 0 16,694 Community Services Senior Services Senior Center Management 15.5 2.430 220,420 13,575 206,845 Community Services Recreation City Youth Aquatic Teams 15.3 0.211 33,102 21,720 11,382 Community Services Recreation Rec Center Babysitting 15.2 0.273 74,669 28,720 45,949 Community Services Museum Artifact Collections Preservation and Access 14.7 1.360 111,586 0 111,586 Community Services Senior Services Senior Basic Needs 14.7 0.990 78,065 0 78,065 City Manager Mayor and Council Sister Cities Contract 14.6 0.000 27,734 0 27,734 City Manager Mayor and Council Longmont Council for the Arts Contract 14.6 0.000 10,000 0 10,000 Community Services Comm and Neigh Relations Community Relations Special Projects 13.9 0.196 16,011 0 16,011 Community Services Administration Affordable Housing-Homeless Assistance Programs 13.8 0.000 11,931 0 11,931 Police Information Technology Information Technology 13.6 2.500 366,397 0 366,397 Community Services Library Circulation of Library Materials 13.5 12.488 688,674 100,000 588,674 Community Services Youth Services Counseling 12.9 1.220 104,441 0 104,441 Community Services Recreation Sunset Pool concessions 12.6 0.044 21,571 26,000 (4,429) Community Services Recreation Clark Park concessions 12.0 0.024 11,929 14,000 (2,071) Community Services Library Adult Out Reach 11.9 0.138 25,332 0 25,332 Community Services Library Children's and Teen Computer Lab 11.9 0.476 36,216 0 36,216 Community Services Library Interlibrary Loan 11.9 0.114 150,391 0 150,391 Community Services Museum Archives Preservation and Access 11.9 0.410 37,375 0 37,375 Community Services Senior Services Senior Caregivers Information and Assistance 11.9 0.000 35,686 0 35,686 Community Services Senior Services Senior Drop in activities 11.9 0.495 42,802 0 42,802 Community Services Senior Services Senior Leisure and lifelong learning 11.9 0.495 42,802 0 42,802 Community Services Youth Services Early Education 11.9 0.260 57,177 0 57,177 Community Services Youth Services Family Success 11.9 0.690 60,607 0 60,607 Community Services Youth Services Intervention 11.2 0.040 97,174 0 97,174 Community Services Recreation Sandstone Ranch I, II and Union Reservoir concessions 11.1 0.080 40,288 34,000 6,288 Community Services Senior Services Senior Physical Health 10.9 0.675 61,247 0 61,247 Community Services Senior Services Senior Volunteer Involvement 10.9 0.510 44,099 0 44,099 Community Services Recreation Garden Acres concessions 10.7 0.116 57,269 40,918 16,351 Community Services Youth Services Genesis 10.2 0.040 34,112 0 34,112 City Manager Mayor and Council Longmont Symphony (LSO) 4th of July Concert Contract 10.1 0.000 10,000 0 10,000 Community Services Library Children's and Teen Outreach 9.9 0.702 50,452 0 50,452 Community Services Recreation Recreation Center Concessions 9.6 0.136 65,444 41,000 24,444 Community Services Administration Callahan House 9.5 0.050 22,255 0 22,255 Economic Development Building Inspection Board Support 6.7 0.525 45,852 1,675 44,177 Fire Fire Prevention Services July 4 Fireworks Display 5.7 0.040 4,683 0 4,683 Municipal Court Municipal Court Weddings 3.6 0.013 1,324 1,322 2 Community Services Library Meeting Rooms 2.6 0.140 7,312 0 7,312

131 APPENDIX 4

2012 Direct Services $‐ $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 $30,000,000

1 $26,171,341

2 $7,797,410

3 $6,014,261 Quartile Ranking (1=highest priority, priority) 4=lowest priority, (1=highest Quartile Ranking

4 $7,648,752

132 Governance Prioritization List APPENDIX 4 Net Ongoing Total Program Program Cost/ Quartile Department Division Program Description Score FTE Cost Revenue (Surplus) Costs Quartile 1 4,210,647 City Manager Mayor and Council City Council 91.5 7.000 121,499 33,481 88,018 City Clerk City Clerk's Office Council Meeting Administration 91.2 0.718 102,209 30,698 71,511 City Manager City Manager's Office Council Meeting Administration 91.2 0.360 44,193 12,991 31,202 City Clerk City Clerk's Office Elections 89.6 0.315 104,203 0 104,203 City Clerk City Clerk's Office Central Records Administration 89.2 0.647 123,332 37,242 86,090 City Manager City Manager's Office City Management 89.1 0.990 185,940 54,659 131,281 City Attorney City Attorney Legal Advice and Support 88.9 1.595 194,593 107,583 87,010 Finance and Support Services Administration Budget Development 88.8 0.550 77,638 42,572 35,066 Finance and Support Services Budget Budget Development 88.8 0.663 79,046 45,353 33,693 Finance and Support Services Purchasing Purchasing Services 87.8 2.995 254,281 158,299 95,982 Finance and Support Services Enterprise Technology Services Applications SQL Systems Support 83.5 0.394 38,773 17,561 21,212 Finance and Support Services Enterprise Technology Services Applications IBM Systems Support 83.5 0.197 25,250 7,644 17,606 Finance and Support Services Enterprise Technology Services Applications Disaster Recovery - IBM Systems 83.5 0.139 16,690 11,529 5,161 Finance and Support Services Enterprise Technology Services Applications Existing Application Support and Maintenance 83.2 4.359 510,011 228,027 281,984 Finance and Support Services Enterprise Technology Services Operations Server Maintenance 82.9 0.670 179,846 81,259 98,587 Finance and Support Services Enterprise Technology Services Applications New Application Development 82.5 2.889 324,411 146,712 177,699 Finance and Support Services Human Resources Benefits Administration 81.9 1.300 142,761 51,513 91,248 Finance and Support Services Human Resources Compensation Administration 81.8 1.050 112,934 40,750 72,184 Finance and Support Services Utility Billing Calculate and Produce Monthly Utility Bills 73.5 2.324 513,815 383,582 130,233 Finance and Support Services Utility Billing Utilities Connect, Disconnect and Billing Work 72.5 4.315 291,271 587,444 (296,173) Finance and Support Services Human Resources Human Resources Regulatory Compliance 72.3 1.150 114,772 41,413 73,359 Finance and Support Services Budget CIP Development 71.5 0.132 16,278 9,339 6,939 Finance and Support Services Accounting Payroll Processing 71.0 0.950 120,675 72,987 47,688 Finance and Support Services Administration Pension Administration 70.9 0.520 54,939 30,125 24,814 City Attorney City Attorney Contract Review 67.5 1.320 153,267 45,285 107,982 City Attorney City Attorney Ordinance Preparation and Review 67.3 0.930 102,597 30,314 72,283 City Clerk City Clerk's Office Longmont Fair Campaign Practices Act Administration 67.3 0.035 5,867 0 5,867 City Attorney CA Collective Bargaining 66.5 0.090 34,991 0 34,991 Finance and Support Services Human Resources Collective Bargaining 66.5 0.500 53,425 0 53,425 Police Director Collective Bargaining 66.5 0.050 10,115 0 10,115 Finance and Support Services Budget Miscellaneous Analysis and Support 64.5 0.458 47,524 27,267 20,257 City Clerk City Clerk's Office Citywide Records Support 64.2 0.338 33,646 10,105 23,541 City Attorney CA Council Administrative Support 64.1 0.115 19,855 5,866 13,989 Quartile 2 3,056,767 City Clerk City Clerk's Office Council Administrative Support 64.1 0.090 13,995 4,203 9,792 City Manager City Manager's Office Council Administrative Support 64.1 0.420 57,009 16,758 40,251 Mayor & City Council MCC Council Administrative Support 64.1 0.000 105,572 29,092 76,480 Finance and Support Services Enterprise Technology Services Applications Web Support 64.0 1.367 137,896 62,782 75,114 Finance and Support Services Enterprise Technology Services Operations Data Storage 64.0 0.356 92,550 41,817 50,733 Finance and Support Services Enterprise Technology Services Operations Security and Firewall Services 64.0 0.688 106,345 48,050 58,295 Finance and Support Services Enterprise Technology Services Operations Disaster Recovery - Windows Systems 64.0 0.230 93,029 42,033 50,996 City Manager City Manager's Office Citywide Support 63.3 0.490 85,999 25,280 60,719 Non-Departmental/FSS City Manager's Office Citywide Support 63.3 0.490 19,552 0 19,552 City Clerk City Clerk's Office Citywide Support 63.3 0.227 32,658 9,809 22,849 Mayor & City Council MCC Citywide Support 63.3 0.000 80,512 22,187 58,325 City Manager City Manager's Office Performance Measures 63.3 0.030 3,439 1,011 2,428 Non-Departmental/FSS City Manager's Office Performance Measures 63.3 0.000 5,550 0 5,550 Finance and Support Services Budget Performance Measures 63.3 0.033 3,844 2,205 1,639 Finance and Support Services Enterprise Technology Services Telephone Local Calls and Reoccurring Costs 63.3 0.110 156,616 60,918 95,698 Finance and Support Services Enterprise Technology Services Applications GIS System Support 63.0 1.056 102,401 45,369 57,032 Finance and Support Services Enterprise Technology Services Applications Lotus Notes Email Support 63.0 0.571 94,358 40,179 54,179 Finance and Support Services Enterprise Technology Services Operations Network Services 63.0 1.838 274,478 124,017 150,461 Finance and Support Services Human Resources Employee Relations 62.3 1.400 135,741 48,980 86,761 Finance and Support Services Human Resources Staffing and Recruitment 61.3 1.150 197,018 71,091 125,927 133 APPENDIXNet 4 Ongoing Total Program Program Cost/ Quartile Department Division Program Description Score FTE Cost Revenue (Surplus) Costs Finance and Support Services Accounting Compliance (IRS, State, etc) 60.0 1.030 90,387 54,668 35,719 Finance and Support Services Treasury Investment Portfolio Management 56.0 0.140 14,905 13,342 1,563 Finance and Support Services Sales Tax Sales Tax Compliance 55.0 2.063 165,147 75,557 89,590 Finance and Support Services Management Mgmt. Loss Control - Claims 54.9 1.176 121,936 112,925 9,011 Finance and Support Services Utility Billing Utility Payments, Arrangements and Collections 54.0 5.881 431,778 322,338 109,440 Finance and Support Services Sales Tax Sales Tax Licensing 54.0 0.452 28,632 38,499 (9,867) Finance and Support Services Administration Financial Reporting 53.3 0.140 14,926 8,185 6,741 Finance and Support Services Accounting Financial Reporting 53.3 0.560 71,191 43,085 28,106 Finance and Support Services Accounting Misc Accounts Receivable Processing 52.8 0.400 49,430 29,896 19,534 Finance and Support Services Accounting Audit Preparation and Management 51.4 0.525 131,644 79,621 52,023 Economic Develop Planning/Development Services Transportation Planning Regional Coordination 51.0 0.825 88,089 88,089 0 Finance and Support Services Purchasing Purchasing Card Program 50.5 0.460 28,773 68,318 (39,545) Finance and Support Services Accounting Purchasing Card Program 50.5 0.200 21,367 12,923 8,444 Quartile 3 2,098,953 City Clerk City Clerk's Office Boards and Commissions Recruitment 50.4 0.464 44,761 13,444 31,317 Finance and Support Services Accounting Accounts Payable Processing 50.3 1.275 146,855 88,821 58,034 Finance and Support Services Print Shop Two-Color Printing 50.0 0.640 66,972 66,072 900 Public Works and Natural Resources Facilities Maintenance Municipal Bldgs Preventive Mtce Services 50.0 1.960 259,733 102,019 157,714 Finance and Support Services Print Shop Single Color Printing 50.0 0.350 43,260 43,260 0 Finance and Support Services Safety Loss Prevention - Safety 50.0 0.816 99,718 216,212 (116,494) Finance and Support Services Risk Management Risk Management - Administration 48.9 1.434 122,255 51,327 70,928 City Attorney City Attorney Collections 48.0 0.060 7,652 2,261 5,391 Finance and Support Services Purchasing Contract Administration 47.7 1.770 131,087 81,606 49,481 Finance and Support Services Sales Tax Processing Returns 47.4 0.575 39,098 14,337 24,761 Public Works and Natural Resources Facilities Operations Municipal Bldg Fire Safety Inspections/Monitoring 47.1 0.300 87,849 13,355 74,494 Finance and Support Services Print Shop Color Copying 47.0 0.220 29,174 29,174 0 City Manager City Manager's Office Public Information - Print Media 46.3 0.450 181,847 53,456 128,391 Finance and Support Services Print Shop Black and White Copying 46.0 0.790 74,820 74,820 0 Finance and Support Services Purchasing Vendor Outreach 45.7 0.155 13,631 8,486 5,145 City Manager City Manager's Office Public Information - Events 45.6 0.100 30,779 8,854 21,925 Finance and Support Services Accounting Internal Audit and Asset Safeguarding 45.3 1.260 128,176 77,523 50,653 Finance and Support Services Budget Additional Appropriations and CIP Amendments 45.0 0.215 20,052 11,505 8,547 Finance and Support Services Purchasing Cell Phones and Pagers 44.7 0.120 9,641 6,002 3,639 Finance and Support Services Enterprise Technology Services Operations Remote Access 44.5 0.308 46,304 20,921 25,383 Finance and Support Services Enterprise Technology Services Operations Internet Services/WiFi 44.5 0.288 52,982 23,939 29,043 City Manager City Manager's Office Public Information - Electronic 44.4 0.400 45,608 13,407 32,201 Finance and Support Services Enterprise Technology Services Telephone Telephone System Maintenance 43.8 0.220 33,118 12,882 20,236 Finance and Support Services Enterprise Technology Services Telephone Telephone Infrastructure 43.8 0.120 62,262 24,218 38,044 Finance and Support Services Enterprise Technology Services Telephone Long Distance Calls 43.8 0.060 13,429 5,223 8,206 Finance and Support Services Enterprise Technology Services Telephone Cable TV, IP Camera and Network Support 43.7 0.365 34,175 13,293 20,882 Finance and Support Services Risk Management Crime Prevention Through Environmental Design 43.7 0.010 1,275 0 1,275 Public Works and Natural Resources Facilities Operations Custodial Hourly Contracted Maintenance 43.6 0.050 35,676 5,424 30,252 Public Works and Natural Resources Facilities Operations Custodial Yearly Contracted Maintenance 43.6 0.050 79,902 12,147 67,755 Finance and Support Services Enterprise Technology Services Operations Printer Services and Support 43.5 0.288 39,258 17,738 21,520 Public Works and Natural Resources Facilities Operations Municipal Buildings Security Maintenance 43.5 0.140 44,343 6,741 37,602 Finance and Support Services Administration Department Leadership and Supervision 43.4 0.310 57,210 31,371 25,839 Finance and Support Services Administration Other Finance Support Programs 43.4 0.140 16,051 8,801 7,250 Quartile 4 4,271,294 Finance and Support Services Administration Debt Management and Capital Funding 43.4 0.030 8,003 4,388 3,615 City Clerk City Clerk's Office Legislative Affairs 43.3 0.030 4,772 1,433 3,339 City Manager's Office City Manager's Office Legislative Affairs 43.3 0.150 17,194 5,054 12,140 City Manager City Manager's Office Customer Request Tracking 43.2 0.420 40,831 12,003 28,828 Public Works and Natural Resources Facilities Maintenance Municipal Bldgs Repair Request Mtce Services 43.2 4.020 482,907 189,678 293,229 Public Works and Natural Resources Facilities Maintenance Municipal Buildings Utilities/lease payments 43.1 0.010 937,216 368,124 569,092 Public Works and Natural Resources Facilities Operations Custodial Deep Cleaning and Light Maintenance 43.1 0.300 82,142 12,488 69,654 City Manager City Manager's Office Public Information - Media Relations 43.0 0.190 22,736 6,684 16,052 134 APPENDIXNet 4 Ongoing Total Program Program Cost/ Quartile Department Division Program Description Score FTE Cost Revenue (Surplus) Costs Finance and Support Services Human Resources Organizational Development 42.8 1.450 196,781 71,005 125,776 Public Works and Natural Resources Facilities Operations Custodial Maintenance 42.8 17.900 957,092 145,502 811,590 Finance and Support Services Enterprise Technology Services Telephone Automatic Call Distribution Support 42.7 0.220 60,784 23,643 37,141 Finance and Support Services Enterprise Technology Services Telephone Language Line 41.7 0.005 15,758 6,129 9,629 Public Works and Natural Resources Facilities Operations Custodial Support of Special Events 41.6 1.010 43,894 6,673 37,221 Finance and Support Services Enterprise Technology Services Operations Desktop Services and Support 41.5 3.014 414,719 187,382 227,337 City Attorney City Attorney Department Leadership and Supervision 41.0 1.050 152,104 44,942 107,162 City Attorney City Attorney City Litigation Defense 37.5 0.470 56,732 26,762 29,970 Finance and Support Services Treasury Cash Remittance Processing 36.8 2.240 141,671 128,011 13,660 Finance and Support Services Parking Enforce Downtown Parking Enforcement 34.5 0.700 41,582 41,582 0 City Attorney City Attorney Bankruptcy Monitoring and Defense 30.5 0.070 9,140 2,701 6,439 Finance and Support Services Treasury Banking and Cash Management 30.5 0.120 12,156 10,881 1,275 Finance and Support Services Parking Enforce Managing Parking Issues within the City 30.5 0.590 36,829 36,829 0 Finance and Support Services Mailroom Deliver Packages to Council/Boards/Commissions 27.5 0.020 1,180 385 795 Finance and Support Services Parking Enforce Support Handicap Parking Patrol 27.5 0.050 11,328 11,328 0 Public Works and Natural Resources Facilities Maintenance St. John's Parking Lease 24.8 0.010 30,129 11,834 18,295 Finance and Support Services Wellness Employee Wellness Program 24.3 0.940 121,164 50,869 70,295 Finance and Support Services Mailroom Mail Pick-up and Delivery 24.1 1.120 59,337 19,350 39,987 Finance and Support Services Sales Tax Sales/Use Tax Reporting 23.9 0.610 55,183 20,235 34,948 Non-Departmental City Manager Employee Leave, Senior Refunds & Bad Debt 23.5 173,600 0 173,600 Finance and Support Services Information Desk Information Desk/Human Phone Contact 22.5 1.001 44,093 18,997 25,096 Finance and Support Services Information Desk Information Desk/Human Walkup Inquiries 22.4 0.299 12,997 5,599 7,398 Non-Departmental City Manager's Office Employee Recognition Program 20.0 0.000 12,550 0 12,550 Finance and Support Services Fin Administration Employee Recognition Program 20.0 0.100 7,090 3,888 3,202 Non-Departmental City Manager Employee Activities 18.5 7,600 0 7,600

135 APPENDIX 4

2012 Governance Services $‐ $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 $3,500,000 $4,000,000 $4,500,000

1 $4,210,647

2 $3,056,767

3 $2,098,953 Quartile Ranking(1=highest priority, 4=lowestpriority)

4 $4,271,294

136