City of Steamboat Springs 2015 Budget Proposal

CITY OF STEAMBOAT SPRINGS
AGENDA
Regular Meeting NO. 2014-18
Tuesday, October 07, 2014

8:00 AM

MEETING LOCATION: Citizens Meeting Room, Centennial Hall;
124 10
th
Street, Steamboat Springs, CO

MEETING PROCEDURE: Comments from the Public are welcome at two different
times during the course of the meeting: 1) Comments no longer than three (3) minutes
on items not scheduled on the Agenda will be heard under Public Comment; and 2)
Comments no longer than three (3) minutes on all scheduled public hearing items will
be heard following the presentation by Staff or the Petitioner. Please wait until you are
recognized by the Council President.

With the exception of subjects brought up during Public Comment, on which no action
will be taken or a decision made, the City Council may take action on, and may make a
decision regarding, ANY item referred to in this agenda, including, without limitation, any
item referenced for review, update, report, or discussion. It is City Councils goal
to adjourn all meetings by 10:00 p.m.

CITY COUNCIL WILL MAKE NO DECISION NOR TAKE ACTION, EXCEPT TO DIRECT THE CITY
MANAGER. THOSE ADDRESSING CITY COUNCIL ARE REQUESTED TO IDENTIFY THEMSELVES
BY NAME AND ADDRESS. ALL COMMENTS SHALL NOT EXCEED THREE MINUTES.

ROLL CALL (8:00 AM)

MORNING SCHUEDULE:

A 15 MINUTE BREAK WILL BE PROVIDED HALFWAY THROUGH THE MORNING.

1. Presentation of the Proposed Budget; 8:00 - 8:30 (City
Manager/Director of Financial Services)

2. General Fund Operations Budget; 8:30 - 12:00.

LUNCH 12:00 - 1:00 PM

AFTERNOON SCHEDULE:

A 15 MINUTE BREAK WILL BE PROVIDED HALFWAY THROUGH THE AFTERNOON.

3. Capital Improvement Plan; 1:00 - 1:30

4. Enterprise Funds/Internal Service/Special Revenue; 1:30 - 3:00

5. Public Comment (or at end of meeting, whichever is earlier); 3:15 -
3:45

6. Review of Revisions & Amendments/Budget Wrap Up; 3:45 - 4:45

BY: JULIE FRANKLIN, CMC
CITY CLERK
October 7, 2014
Honorable President and City Council Members
City of Steamboat Springs
In accordance with Section 9.4 of the Steamboat Springs Home Rule Charter, as adopted
November 6, 1973, and in accordance with the current ordinances and policies as adopted by the
Steamboat Springs City Council, we present the proposed Budget for the 2015 calendar year. As
prepared and submitted, the 2015 Budget is intended to serve as a guide for the ensuing fiscal
year relative to community goals and accomplishments. It also serves as a description and
accounting of the resources necessary to achieve the intended service delivery levels, projects and
programs.
The 2015 budget was approached in accordance with the Financial Policies adopted by
City Council in 2013. This included budgeting sales tax at the expected level, using zero-based
budgeting, and budgeting for 5% of sales tax to go to reserves. Based on these financial policies
and our sales tax budget of $20,636,467 there should be $1,031,823 of sales tax going to
reserves. The proposed 2015 budget has approximately $482,600 returning to reserves from the
General Fund. Additionally, $1,500,000 of unassigned reserves resulting from 2013 completed
and audited operations will be transferred to the Capital Projects Fund Balance in the 2015 fiscal
year.
Over the last few years we have worked to return employees to a Range and Step pay
system. Last year we confirmed job descriptions and range appointments of the many professions
that work within the City. Then we used a 10 City comparison, adjusted for the various costs of
living, to establish our 12-Step Ranges within a solid market payroll range. This year we are
completing the fix of our base salaries by ensuring that every employee is paid for his/her
proficiency according to years of experience in the current position. Our plan presupposes that all
employees must meet expectations and that an employee meeting expectations annually will be at
the middle of his/her individual range within 6 years and will be an expert and at the top of the
range within 12 years. By moving all employees to their appropriate level of proficiency, we will
see an average 3.11% increase in salaries in the 2015 budget for all funds.
Additionally, with the return to a healthy economy in 2014 we added a much needed
stormwater team to our staff. For 2015, additional staff requests were considered and several are
warranted. In the next few paragraphs, I will walk through the different general fund divisions and
explain the net staff increases as well as operational increases and work goals.
AGENDA ITEM #1
1.1
CITY COUNCIL
City Council
2014 Projected Actual 2015 Budget %
Personnel 157,896 $ 162,574 $ 2.96%
Operations 84,635 $ 92,158 $ 8.89%
Contingency 10,000 $ 35,000 $ 250.00%
Community Support 1,119,641 $ 1,172,975 $ 4.76%
Total 1,372,172 $ 1,462,707 $ 6.60%
FTE 2014 Changes Net Difference
Elected Council Members 7.00 7.00 0.00
Councils budget is increasing 6.6% over 2014 for several reasons. Payroll has increased
to accommodate the CPI adjustment approved by voters. Community Support is increasing with
an increased investment in Summer Marketing, increasing it to $660,000, while removing the
previous years payments for Group Sales and Trade Shows. Additionally, we are applying for the
overall START stage of the USAPCC, which, if we are successful, will cost more to complete, so
we have increased our USAPCC payment to $50,000 from $35,000. If we do not get the overall
START position, we will not spend more than our normal $35,000. Also Councils contingency has
been returned to previous years budget of $35,000.
CITY MANAGER (Which includes the City Manager, Deputy City Manager, Clerks Office
and Intergovernmental Services)
City Manager (CM, Clerk, IGS)
Personnel 728,223 $ 766,643 $ 5.28%
Operations 379,494 $ 393,148 $ 3.60%
Contingency 218,000 $ 248,000 $ 13.76%
Total 1,325,717 $ 1,407,791 $ 6.19%
FTE 2014 Budgeted FTEs Changes Net Difference
Benefited Positions 8.10 8.40
Seasonal Positions 0.33 0.30 0.03
Deputy City Clerk (reduce hours) 0.10
Governnment Program Manager 0.80
Assistant to the City Manager 1.00
Grants/Public Relations Analyst (increase time) 0.10
City Manager Intern 0.90
Assistant to the City Manager 1.00 0.00
Increases here are 6.19%. Personnel costs include moving Casey Earp, Assistant to the
City Manager, from an interim Intern position to an exempt paid professional position. Similarly,
Winnie DelliQuadri is being reclassified from an hourly part time position to a full time, exempt,
Assistant to the City Manager, and the hours of the Grants/Public Relations Analyst are being
increased to reflect actual hours worked in recent years. Operating costs are increasing because
of the planned engagement of a community survey, while costs are decreasing in the marketing
and economic development areas.
1.2
In recent years, the Citys contingency has been taxed to cover unexpected costs. In 2013
it was used to roof the terminal building at Bob Adams field. In 2014, the wet weather caused
slides at both Howelsen Hill and Anthonys Circle. The contingency has been a valuable tool to
address those issues as they occurred. The request this year is to increase it by $30,000.
FINANCE
Finance
Personnel 762,013 $ 797,997 $ 4.72%
Operations 191,119 $ 212,153 $ 11.01%
Total 953,132 $ 1,010,150 $ 5.98%
Accounting Technician (non exempt) 0.90
Accountant (exempt) 1.00
0.10
Finance is expected to increase 5.98% over 2014 projected costs. Finance personnel costs
are increasing 4.7% over 2014s actual projected costs because in 2014 Finance had a vacancy in
a high level job for a few months. They expect to be and are budgeting to be staffed for the full
year in 2015. Operating costs are increasing to meet the rising costs of credit card fees. Now that
we are accepting sales tax filings on-line, payment by credit card is on the rise. Also, with the new
audit standards related to federal grant funding, we anticipate increased audit costs.
GENERAL SERVICES (Which includes Human Resources, Risk Management, Purchasing
and Contracting, Information Technology and GIS)
General Services (HR, IT, GIS, Facilities, P&C, RM)
Personnel 1,127,126 $ 1,298,324 $ 15.19%
Operations 1,657,017 $ 1,854,557 $ 11.92%
Total 2,784,143 $ 3,152,881 $ 13.24%
Seasonal Positions 0.35 0.35
Contracts and Risk Analyst (increase time) 0.10
Administrative Assistant (decrease time) 0.10
GIS Technician 0.90 0.90
General Services costs will increase 13.24%. Ranks of the IT/GIS department will increase
by .9 FTE with the addition of a GIS technician. Over the years, the Citys use of technology has
increased dramatically. In the last few years, weve added new Police software, new technology to
manage the car and body cameras used by Police, new Document Management software, new
Finance software, new City Council and Commission public transparency software, new Council
Chambers media software, and we have just purchased Viewpoint which will enable the City to
manage and control permitting in an organized fashion while keeping planning and engineering
data associated with specific parcels in the Citys GIS system for historic purposes. We realized a
1.3
need for a software engineer who could be the user liaison, thus ensuring best and full use of all
software, and who could program in SQL so that our many individual programs could communicate
back-of-house with each other. This technical integration avoids the need for humans to manually
move data from one program to another an often mistake-riddled process. Mary Schuette, who
has been managing our GIS technology, can provide that role for us, but she cannot do this and
continue to input GIS data. Therefore, the logical and least expensive solution is to add a GIS
technician to our staff who will grow in her GIS capabilities while manipulating the data as needed.
General Services personnel costs also grew by $72,000 to fund a Pay Plan Contingency in
the HR budget for city-wide use. Throughout the year, this Contingency will be tapped to reward
employees for out-of-the-ordinary accomplishments such as the successful completion of an
intensive project. The Pay Plan Contingency will be administered by the Citys Management Team
and it will take a vote of the majority of the team to make an award.
Operational increases for General Services include the engagement of an HR consultant, a
back-up generator and base station for GIS, increased costs related to annual maintenance as
new software products come out of their first year of warranty, and increased costs of
property/casualty insurance. General Services operational costs include staying on track with our
commitment, per City Councils Economic Development Policies, to eliminate deferred
maintenance within 15 years. In 2015, we mark the fourth year of that effort.
TRANSIT
Transit
Personnel 2,294,667 $ 2,305,702 $ 0.48%
Operations 794,498 $ 881,040 $ 10.89%
Total 3,089,165 $ 3,186,742 $ 3.16%
Seasonal increase for special event coverage 0.20 0.20
An increase of 3.16% is expected in transit over its anticipated spending in 2014. In years
past, transit has overspent its personnel budget by the equivalent of 4 seasonal FTE per year. The
winter of 2013/2014 seasonal costs exceeded budget by $126,000. This year, transit has
revamped its routes to cover the same areas it is covering now, but within its approved budget.
The winter routes under this new plan will require rider transfers which are virtually unused in our
current system. We will also expand the use of 20 minute waits beyond the current usage, but it
will use 4 FTE fewer seasonal staff which is the equivalent of 8,320 man hours. Last year proved
difficult for hiring qualified seasonal staff and getting them trained in time to manage our winter
driving. We suffered 9 driving accidents in the winter of 2013/14 compared to only one the
previous winter. The new routes are designed to require fewer seasonal drivers and relieve the
pressure to find and train seasonal staff. FTEs for transit will, however, formally increase by
0.20FTE to ensure that there are enough seasonal hours budgeted to cover special events.
Operational increases for transit are associated with purchasing vehicle parts due to
expiring warranties and with buying fuel to resell to the School District. The sale of fuel to the
School District began at the end of 2013 and is a growing project.
1.4
PUBLIC WORKS (Which includes engineering and streets)
Public Works ( Engr & Streets)
Personnel 1,720,091 $ 1,816,427 $ 5.60%
Operations 1,299,178 $ 1,445,491 $ 11.26%
Total 3,019,269 $ 3,261,918 $ 8.04%
Water Resource Manager (half time to Water Fund) 0.50
Community Development Engineer 1.00
Administrative Assistant (0.10 to Water Fund) 0.10 0.40
Public works increase over 2014 projected costs is 8.04%. Costs and FTE associated with
a portion of two employees time that is spent on water projects are being transferred to the Water
Fund. Engineering FTE will increase by 1.0 to allow the employment of a Community Development
Engineer. Over the last few years, City Engineering staff have attempted to prioritize their work
between development projects and city projects. This change would enable the City Engineer to
focus on city projects such as sidewalks, stormwater infrastructure and city streets, while we bring
in a seasoned engineer to guide our development projects. This position will be especially
valuable now, as we rework our Community Development Code, implement Viewpoint software
and enter into a new relationship with the Building Department. This position will not be conflicted
by projects that draw attention from development projects and should serve to improve our position
with the trades group and development group in the community.
Streets operational costs are increasing to purchase a used Dozer from the County. The
County generally loans us this piece of equipment to move snow in the winter, but they intend to
get rid of it in the next budget year. We have appreciated the loan through the years, and have
come to rely on the dozer to maintain off-site snow storage. We will purchase the dozer for
$50,000 and increase streets annual payment to fleet by $85,286 in order to pay for maintenance
for the dozer and start a sinking fund for a replacement scheduled for 2024. In addition, streets
plans to buy more scoria next year given that we depleted our supply in the last year, and they plan
to purchase new street signs to meet new reflectivity requirements.
PUBLIC SAFETY (Includes Fire and Police)
Public Safety (Police and Fire)
Police Personnel 3,133,188 $ 3,414,636 $ 8.98%
Police Operations 508,825 $ 482,229 $ 5.23%
Fire Personnel 2,508,179 $ 2,655,249 $ 5.86%
Fire Operations 724,612 $ 788,261 $ 8.78%
Total 6,874,804 $ 7,340,375 $ 6.77%
Shelter Technician (increased hours) 0.25 0.25
1.5
The total increase in Public Safety is 6.77%. Police personnel costs are increasing to
include a new shift differential wage adjustment expected to cost $25,000. An increase in pay of
$1/hour will be offered to each patrol officer or Sergeant who begins his/her assigned shift after
4pm. Shift differentials ensure that law enforcement officers have a small incentive to take a shift
that is disruptive to daily life. The busiest time for law enforcement is between 5pm and 2am, so
this helps fill those shifts. We have been successfully using shift differentials in transit and streets
for the past year.
Additionally, related to patrol salaries, when we compared salaries with Mountain States
Employers Council a few months ago, we determined that patrol salaries were still too low within
our City Ranges. This assumption was confirmed by an unusually high turnover for the department
this past year. Thus, police salaries were adjusted by about 5% on average in the fall of 2014 and
continue to show a higher average through 2015 when compared to the full 2014 projection.
Finally, the Police department will add 0.25FTE in 2015 to increase the half-time animal shelter
technician to three-quarter time.
Police operations are going to cost less in 2015 than in 2014 due to fewer equipment
purchases.
Fire operational costs are increasing due to increased overhead. Chief Joel Rae is
spending more time in the department, more computers are in use and weve seen an increase in
maintenance costs for the mountain fire station.
LEGAL AND MUNICIPAL COURT
Legal and Court
Personnel 240,413 $ 252,681 $ 5.10%
Operations 287,630 $ 288,400 $ 0.27%
Total 528,043 $ 541,081 $ 2.47%
Seasonal Positions 0.25 0.25 0.00
This division will see increases of only 2.4% in 2015.
1.6
PARKS, OPEN SPACE AND RECREATION
Parks, Open Space and Recreation
Personnel 2,417,687 $ 2,570,401 $ 6.32%
Operations 2,227,820 $ 2,373,873 $ 6.56%
Total 4,645,507 $ 4,944,274 $ 6.43%
Administrative and Staff Assistants 2.70
Office Coordinator 0.90
Recreation and Enterprise Services Manager 1.00
Parks, Open Space & Trails Manager 1.00
Marketing and Special Events Coordinator 1.00
Superintendent of Open Space/HH Ski Area 1.00
Maintenance Worker III 1.00
Ice Arena Seasonals 0.49
Take 5 positions to full time 0.44
Snowmaker 0.17
Parks Seasonal 0.22
Registration Specialist 0.23
Maintenance Worker 0.45 1.20
POSR will increase 6.43% over 2014 projected costs. POSR experienced a shift in
structure in 2014. Using its allotted FTEs, POSR restructured as two main divisions: Land Use
and Enterprises. While two positions were removed in order to make way for the hiring of two new
positions to serve this new POSR structure, there was a total added cost of $54,050 (increased
salary and benefits) since the new positions hold higher classifications than the removed positions.
The added cost buys POSR the expertise it needs to increase cost recovery in its enterprises; thus
the positions will pay for themselves.
Next year, POSR will be adding seasonal assistance; 0.45 FTEs to provide additional
landscape services related to our increased medians at the mountain and on Hwy 40, 0.17 FTEs to
ensure that there are always two snow groomers on Howelsen at any time for safety reasons, 0.22
FTEs to work our growing system of trails and 0.23 for registration help during the busy sign up
season.
POSR operational costs will increase to cover the expense of removing dead and
dangerous trees on Emerald Mountain, a project estimated to cost almost $90,000. Other one-
time costs include the purchase of a van that is usually leased for recreation programs and to place
a collar on the Spring Creek dam to buy us some time on repairs needed on this important water
holding. Since we lease the van annually, a business case was made to reduce costs over time
with a purchase. The Spring Creek dam must be ultimately repaired in order to protect an
important water right. This project is on the 6-year CIP for completion in 2016 and 2017.
1.7
PLANNING
Community Development
Personnel 486,957 $ 581,740 $ 19.46%
Operations 84,352 $ 118,850 $ 40.90%
Total 571,309 $ 700,590 $ 22.63%
Administrative Assistant (increase time) 0.10
Seasonal Staff Assistant 0.25
Planning Technician 1.00 0.85
Plannings expected increase over 2014 is 22.63%. The inclusion of a new position,
Planning Technician, accounts for the bulk of the personnel increases. The recodification and
reorganization of the Community Development Code is an urgent issue for the City. This effort will
address clarity, usability, consistency and coordination issues in the code with the goal of
improving the accessibility, predictability and responsiveness of the development review process.
During the fourth quarter of this year we will start that process with the hiring of a consultant to aid
the process, but it will also require much time from an experienced senior planner to be successful.
This focus and management of a one-time, but extensive project will take the planner away from
some development projects and place more work on the other planners who will also be required
to contribute to the project. To off-load some of their non-planning specific work, it is
recommended that we replace the Planning Technician position that was removed during the
economic downturn. Most of the planning technicians time will be involved in walk-in
conversations and liaison relations with the building department as well as routine processes, such
as SPO notifications. These are time intensive duties that are an inefficient use of time for the
planning professionals who will remain available for more complex customer service issues. This
position is seen as a useful and usual position within planning departments.
Operating cost increases in planning include $50,000 for the CDC consultant and $10,000
to complete a Colorado Certified Local Government Survey for historical purposes. This $60,000
of new costs is offset by $15,000 of costs that are not reappearing in plannings budget in 2015.
OTHER FUNDS
Community Housing Fund. The 2015 budget includes $80,000 as requested for
Yampa Valley Housing Authority operations and another $80,000 for approved but
still unused down payment assistance funds.
Water and Wastewater Funds. These funds have a few capital projects left to
complete under the last rate analysis and bonding. In 2015, it is expected the water
tank west of town near Bob Adams Field will be completed. Wastewater staff will
see no changes, and water salaries will be adjusted as half of Kelly Heaneys time is
moved to the water department.
Airport Fund. There are no major adjustments to the airport fund.
1.8
1.9

SUMMARY
1
1.10
GENERAL
FUND
HOWELSEN HOWELSEN TENNIS CAPITAL ACCOM. TAXES
GENERAL SKI AREA RODEO ICE ARENA CENTER TOTAL PROJECTS CAPITAL
TOTAL REVENUES 28,596,628 $ 891,479 $ 181,696 $ 841,494 $ 189,289 $ 30,700,586 $ 4,226,101 $ 735,000 $
TOTAL EXPENDITURES 28,114,029 891,479 181,696 841,494 189,289 30,217,987 6,608,577 990,000
NET 482,599 $ - $ - $ - $ - $ 482,599 $ (2,382,476) $ (255,000) $
REVENUES
TAXES AND ASSESSMENTS 22,391,467 $ - $ - $ - $ - $ 22,391,467 $ 1,530,020 $ 735,000 $
LICENSES AND PERMITS 62,926 - - - - 62,926 - -
INTERGOVERNMENTAL REVENUE 2,282,002 - - - - 2,282,002 1,301,614 -
CHARGES FOR SERVICES 1,641,265 259,800 34,000 654,000 55,680 2,644,745 - -
FINES AND FORFEITS 163,500 - - - - 163,500 - -
OTHER REVENUE 730,417 - - - - 730,417 362,644 -
FINANCING - 1,500 200 - - 1,700 - -
TRANSFERS FROM OTHER FUNDS - 630,179 147,496 187,494 133,609 1,098,778 1,031,823 -
OVERHEAD 1,325,051 - - - - 1,325,051 - -
TOTAL REVENUES 28,596,628 $ 891,479 $ 181,696 $ 841,494 $ 189,289 $ 30,700,586 $ 4,226,101 $ 735,000 $
EXPENDITURES
PERSONNEL COSTS 15,855,851 $ 330,842 $ 90,320 $ 305,737 $ 39,624 $ 16,622,374 $ - $ - $
OPERATING EXPENSES 6,798,456 441,206 59,899 394,502 104,601 7,798,664 - 30,000
CONTINGENCY 283,000 - - - - 283,000 - -
EQUIPMENT 165,745 - - - - 165,745 - -
CAPITAL OUTLAY - - - - - - 6,608,577 960,000
COMMUNITY SUPPORT 1,426,681 - - - - 1,426,681 - -
OVERHEAD 374,818 117,864 31,477 113,180 26,187 663,526 - -
DEBT SERVICE 490,082 1,567 - 28,075 18,877 538,601 - -
TRANSFERS 2,719,396 - - - - 2,719,396 - -
TOTAL EXPENDITURES 28,114,029 $ 891,479 $ 181,696 $ 841,494 $ 189,289 $ 30,217,987 $ 6,608,577 $ 990,000 $
BEGINNING FUND BALANCE/RESERVES 12,958,042 $ 11,000,740 $ 414,361 $
ENDING FUND BALANCE/RESERVES 13,440,641 8,618,264 159,361
NET 482,599 $ (2,382,476) $ (255,000) $
TRANSFER OF GENERAL FUND RESERVES TO CAPITAL (1,500,000) 1,500,000
ENDING RESERVES AFTER TRANSFER TO CAPITAL 11,940,641 $ 10,118,264 $
2015 BUDGET SUMMARY BY FUND TYPE
GENERAL FUNDS GOVERNMENTAL
2
1.11
MUNICIPAL
SERVICES
COMMUNITY IRON FLEET
HOUSING HORSE WASTEWATER WATER AIRPORT GOLF TOTAL SERVICES TOTAL
2,000 $ 681,435 $ 3,765,500 $ 2,603,532 $ 1,663,634 $ 1,176,125 $ 45,553,913 $ 1,466,771 $ 47,020,684 $
160,760 670,781 4,871,502 2,965,183 1,758,751 1,244,924 49,488,465 1,463,343 50,951,808
(158,760) $ 10,654 $ (1,106,002) $ (361,651) $ (95,117) $ (68,799) $ (3,934,552) $ 3,428 $ (3,931,124) $
- $ - $ - $ - $ - $ - $ 24,656,487 $ - $ 24,656,487 $
- - - - - - 62,926 - 62,926
- - - - 400,500 - 3,984,116 - 3,984,116
- 190,000 3,741,000 2,546,000 1,151,089 1,170,500 11,443,334 1,396,271 12,839,605
- - - - - - 163,500 - 163,500
2,000 - 24,500 57,532 4,500 5,625 1,187,218 70,500 1,257,718
- - - - - - 1,700 - 1,700
- 491,435 - - 107,545 - 2,729,581 - 2,729,581
- - - - - - 1,325,051 - 1,325,051
2,000 $ 681,435 $ 3,765,500 $ 2,603,532 $ 1,663,634 $ 1,176,125 $ 45,553,913 $ 1,466,771 $ 47,020,684 $
- $ 66,306 $ 826,270 $ ` 292,462 $ 495,691 $ 18,303,103 $ 290,193 $ 18,593,296 $
80,760 91,392 776,145 571,159 802,083 555,438 10,705,641 551,911 11,257,552
- - - - - - 283,000 - 283,000
- - - - - 37,000 202,745 611,054 813,799
- - 1,902,355 1,627,000 435,185 - 11,533,117 - 11,533,117
80,000 - - - - - 1,506,681 - 1,506,681
- 36,335 276,761 131,632 101,072 115,725 1,325,051 - 1,325,051
- 476,748 1,089,971 635,392 127,949 41,070 2,909,731 - 2,909,731
- - - - - - 2,719,396 10,185 2,729,581
160,760 $ 670,781 $ 4,871,502 $ 2,965,183 $ 1,758,751 $ 1,244,924 $ 49,488,465 $ 1,463,343 $ 50,951,808 $
945,424 $ (16,202) $ 7,303,439 $ 5,431,851 $ 131,736 $ 1,456,067 $ 39,625,458 $ 3,063,938 $ 42,689,396 $
786,664 (5,548) 6,197,437 4,735,077 36,619 1,387,268 35,355,783 3,067,366 38,423,149
(158,760) $ 10,654 $ (1,106,002) $ (696,774) $ (95,117) $ (68,799) $ (4,269,675) $ 3,428 $ (4,266,247) $
2015 BUDGET SUMMARY BY FUND TYPE
INTERNAL SERV
FUND FUNDS ENTERPRISE FUNDS
3
1.12
2013 2014 2014 2015
ACTUAL ORIG. BUD. PROJECTED BUDGET
REVENUE SUMMARY
Municipal Services Revenue
Sales Tax 18,900,737 $ 18,750,000 $ 20,231,831 $ 20,636,467 $
Accommodation Tax 720,692 685,000 787,775 735,000
Use Tax 1,375,025 1,132,000 1,372,025 1,346,000
Excise Tax 473,180 362,100 500,000 510,000
Franchise Fees 1,337,781 1,402,000 1,402,000 1,354,020
Special Assessments 10,897 10,000 10,000 10,000
Other Taxes 64,850 70,000 58,800 65,000
Licenses and Permits 54,961 30,800 41,091 62,926
Intergovernmental revenues 4,959,556 5,570,586 6,534,190 3,984,116
Charges for Services 10,531,688 9,704,703 10,769,989 11,445,034
Fines and Forfeits 168,228 169,500 161,610 163,500
Other Revenues 1,711,291 1,309,265 1,245,504 1,187,218
Overhead from Funds & Departments 1,241,513 1,214,498 1,206,549 1,325,051
Operating Transfers 2,512,921 13,553,646 13,553,646 2,729,581
Total Municipal Services Revenue 44,063,321 53,964,098 57,875,010 45,553,913
Internal Service Funds Revenue
User Charges 1,375,683 1,276,370 1,310,000 1,396,271
Intergovernmental revenues - 160,000 228,500 -
Other Revenues 4,035 - 2,775 4,000
Cash from Sale of Assets 32,589 40,800 51,800 66,500
Total Internal Services Fund Revenue 1,412,307 1,477,170 1,593,075 1,466,771
TOTAL REVENUES 45,475,628 $ 55,441,268 $ 59,468,085 $ 47,020,684 $
REVENUE AND EXPENDITURE SUMMARY - ALL FUNDS
2015 BUDGET
4
1.13
2013 2014 2014 2015
REVENUE AND EXPENDITURE SUMMARY - ALL FUNDS
2015 BUDGET
EXPENDITURES BY TYPE
Municipal Services Expenditures
Personnel Costs 16,880,445 $ 17,623,577 $ 17,490,833 $ 18,638,226 $
Operating Expenses 9,039,704 9,521,885 9,763,518 10,705,641
Contingency - 228,000 228,000 283,000
Equipment 141,221 116,000 187,547 202,745
Capital Outlay 7,203,604 14,158,024 16,092,333 11,533,117
Overhead 1,241,513 1,214,498 1,206,549 1,325,051
Community Support 1,453,112 1,730,131 1,488,993 1,506,681
Debt Service 4,606,925 2,897,531 2,897,521 2,909,731
Transfers 2,416,921 13,553,646 13,553,646 2,719,396
Total Municipal Services Expenditures 42,983,444 61,043,292 62,908,940 49,823,588
Internal Service Fund Expenditures
Personnel Costs 283,057 273,418 269,145 290,193
Operating Expenses 515,667 515,358 515,458 551,911
Equipment 158,707 403,865 429,000 611,054
Transfers - - - 10,185
Total Internal Services Fund Expenditures 957,431 1,192,641 1,213,603 1,463,343
TOTAL EXPENDITURES 43,940,875 $ 62,235,933 $ 64,122,543 $ 51,286,931 $
EXPENDITURES BY FUNCTION
General Government 5,907,837 $ 6,282,329 $ 6,435,164 $ 7,033,529 $
Transportation Services 2,943,706 2,948,813 3,089,165 3,186,742
Public Works 2,731,844 3,043,961 3,019,269 3,261,918
Public Safety Services 6,837,623 7,028,948 6,874,804 7,340,375
Legal and Municipal Court 509,191 527,338 528,043 541,081
Parks and Recreation 4,442,459 4,465,125 4,597,010 4,895,755
Community Development 529,299 607,917 571,309 700,590
General Fund Debt Service 531,489 538,627 538,617 538,601
General Fund Transfers 2,304,601 13,553,646 13,553,646 2,719,396
Capital Projects 5,217,677 7,000,216 7,840,531 6,608,577
Accommodations Tax Capital 113,420 625,800 526,575 990,000
Water and Wastewater Utilities 5,403,271 10,946,722 10,706,534 8,171,808
Airport 1,742,790 1,445,636 2,625,477 1,758,751
Golf Course 3,016,941 1,242,822 1,179,992 1,244,924
Rehder Building Fund 11,092 7,949 - -
Community Housing 83,330 101,500 112,227 160,760
Iron Horse Fund 656,875 675,943 710,577 670,781
Total Municipal Services Expenditures 42,983,444 61,043,292 62,908,940 49,823,588
Internal Service Fund Expenditures
Fleet Services Fund 957,431 1,192,641 1,213,603 1,463,343
Total Internal Services Fund Expenditures 957,431 1,192,641 1,213,603 1,463,343
TOTAL EXPENDITURES 43,940,875 $ 62,235,933 $ 64,122,543 $ 51,286,931 $
NET COSTS
Municipal services 1,079,877 $ (7,079,194) $ (5,033,930) $ (4,269,675) $
Internal service fund 454,876 284,529 379,472 3,428
1,534,753 $ (6,794,665) $ (4,654,458) $ (4,266,247) $
5
1.14
2015 BUDGET SUMMARY
Personnel Costs
37.40%
Operating Expenses
21.49%
Contingency
0.57%
Equipment
0.41%
Capital Outlay
23.15%
Overhead
2.66%
Community Support
3.02%
Debt Service
5.84%
Transfers
5.46%
COMBINED EXPENDITURES - ALL FUNDS - NET OF INTERNAL SERVICE FUND
Sales Tax
45.30%
Accommodation Tax
1.61%
Use Tax
2.95%
Excise Tax
1.12%
Franchise Fees
2.97%
Special Assessments
0.02%
Other Taxes
0.14%
Licenses and
Permits
0.14%
Intergovernmental revenues
8.75%
Charges for Services
25.12%
Fines and Forfeits
0.36%
Other Revenues
2.62%
Overhead from Funds &
Departments
2.91%
Operating Transfers
5.99%
COMBINED REVENUES - ALL FUNDS - NET OF INTERNAL SERVICE FUND
6
1.15
2013 2014 2014 2015 %
ACTUAL ORIG. BUD. PROJECTED BUDGET INC/(DEC)
FUND BALANCE, JANUARY 1 18,586,525 $ 21,297,074 $ 21,297,074 $ 12,958,042 $ -39.16%
REVENUES 29,448,597 28,495,492 30,867,995 30,700,586 7.74%
TOTAL AVAILABLE 48,035,122 49,792,566 52,165,069 43,658,628 -12.32%
EXPENDITURES
Personnel Costs 15,138,471 15,668,495 15,576,440 16,622,374 6.09%
Operating Expenses 6,689,483 6,958,439 7,176,460 7,798,664 12.07%
Contingency - 228,000 228,000 283,000 24.12%
Equipment 141,220 114,700 151,102 165,745 44.50%
Community Support 1,371,112 1,350,131 1,398,096 1,426,681 5.67%
Overhead 561,673 584,666 584,666 663,526 13.49%
Debt Service 531,489 538,627 538,617 538,601 0.00%
Transfers 2,304,601 2,815,331 2,815,331 2,719,396 -3.41%
TOTAL EXPENDITURES 26,738,048 28,258,389 28,468,712 30,217,987 6.93%
FUND BALANCE, DECEMBER 31 21,297,074 $ 21,534,177 $ 23,696,357 $ 13,440,641 $ -37.58%
TRANSFER TO CAPITAL FUND (10,738,315) (10,738,315) (1,500,000)
ENDING FUND BALANCE 10,795,862 $ 12,958,042 $ 11,940,641 $
`
2015 BUDGET
GENERAL FUND

7
AGENDA ITEM #2
2.1
2013 2014 2014 2015 %
TAXES AND ASSESSMENTS
Sales Tax 18,900,737 $ 18,750,000 $ 20,231,831 $ 20,636,467 $ 10.06%
Vehicle Use Tax 602,673 520,000 572,025 530,000 1.92%
Franchise Fees 1,126,707 1,200,000 1,200,000 1,150,000 -4.17%
Special Assessments 10,897 10,000 10,000 10,000 0.00%
Cigarette Tax 64,850 70,000 58,800 65,000 -7.14%
TOTAL TAXES AND ASSESSMENTS 20,705,864 20,550,000 22,072,656 22,391,467 8.96%
LICENSES AND PERMITS 54,961 30,800 41,091 62,926 104.31%
INTERGOVERNMENTAL
County Road & Bridge 255,732 250,000 235,910 250,000 0.00%
Mineral Lease 49,364 20,000 49,363 20,000 0.00%
Mineral Severance 221,072 20,000 388,828 20,000 0.00%
Highway Users Taxes 421,571 411,035 424,379 428,352 4.21%
Government Grants 819,801 612,932 751,437 669,359 9.21%
Additional Motor Vehicle Taxes 53,525 50,000 50,000 55,000 10.00%
Fire Protection Services 813,209 837,633 837,633 807,791 -3.56%
County Animal Shelter Charge 44,315 31,000 31,000 29,000 -6.45%
Other Intergovernmental 2,052 2,500 2,500 2,500 0.00%
TOTAL INTERGOVERNMENTAL 2,680,641 2,235,100 2,771,050 2,282,002 2.10%
CHARGES FOR SERVICES
Botanic Park Fees 6,615 7,000 12,000 7,500 7.14%
Park User Fees and Concessions 31,670 21,800 36,000 27,800 27.52%
Recreation Program Fees 461,850 468,950 511,459 506,515 8.01%
Community Center Fees 18,625 18,000 21,800 19,300 7.22%
Tax Management Fees 49,824 43,526 55,000 50,500 16.02%
Transit Fees 155,521 169,000 224,766 221,400 31.01%
Planning Fees 68,484 85,100 69,500 85,350 0.29%
Police Department Fees 51,557 31,350 55,071 44,100 40.67%
Animal Shelter Fees 50,878 48,400 46,100 46,000 -4.96%
Building permit Fees 121,396 120,000 130,000 127,000 5.83%
Howelsen Hill Ski Area Fees and Concessions 277,680 213,700 276,952 246,800 15.49%
Howelsen Hill Rodeo Fees and Concessions 44,709 26,000 29,300 34,000 30.77%
Howelsen Hill Ice Arena Fees and Concessions 606,796 625,500 637,200 654,000 4.56%
Tennis Center Fees and Concessions 33,843 55,680 55,680 55,680 0.00%
Emergency Medical Services 578,974 480,000 483,835 502,500 4.69%
Fire Deployment Fees - - - 18,000 N/A
Other Charges for Services 30 150 - - -100.00%
TOTAL CHARGES FOR SERVICE 2,558,451 2,414,156 2,644,663 2,646,445 9.62%
FINES AND FORFEITS 168,228 169,500 161,610 163,500 -3.54%
OTHER
Investment Income 33,795 42,000 32,456 31,700 -24.52%
Airport Loan Repayment - 112,320 112,320 112,320 0.00%
Contributions 182,124 171,008 214,978 202,097 18.18%
Voluntary Assessment 257,061 237,000 279,374 280,000 18.14%
Rental Income 33,766 26,200 22,411 19,900 -24.05%
Sales/Use Tax Fees, Interest & Penalties 71,110 48,500 50,500 47,000 -3.09%
Miscellaneous 185,650 53,200 67,127 37,400 -29.70%
TOTAL OTHER 763,506 690,228 779,166 730,417 5.82%
OVERHEAD FROM FUNDS & DEPARTMENTS 1,241,513 1,214,498 1,206,549 1,325,051 9.10%
TRANSFERS 1,275,432 1,191,210 1,191,210 1,098,778 -7.76%
TOTAL REVENUES 29,448,597 $ 28,495,492 $ 30,867,995 $ 30,700,586 $ 7.74%
2015 BUDGET
GENERAL FUND REVENUES BY SOURCE

8
2.2
2013 2014 2014 2015 %
STAFFING PLAN
FULL TIME EMPLOYEES
General Government 36.30 36.30 36.30 40.10
Transportation Services 31.90 31.90 31.90 31.90
Public Works 18.00 19.50 19.00 19.90
Public Safety Services 64.80 66.00 66.00 66.00
Legal and Municipal Court 2.80 2.80 2.80 2.80
Parks and Recreation 25.65 26.80 26.00 26.44
Community Development 5.90 5.80 5.80 6.90
TOTAL FULL TIME STAFF 185.35 189.10 187.80 194.04
PART TIME AND SEASONAL STAFF
General Government 2.88 3.18 3.18 0.38
Transportation Services 3.88 3.88 3.88 4.08
Public Works 2.79 3.79 3.79 3.79
Public Safety Services 5.27 5.50 5.50 5.75
Legal and Municipal Court 0.25 0.25 0.25 0.25
Parks and Recreation 18.79 17.44 18.44 19.00
Community Development 0.25 0.25 0.25 -
TOTAL PART TIME STAFF 34.11 34.29 35.29 33.25
Personnel Costs 15,138,471 $ 15,668,495 $ 15,576,440 $ 16,622,374 $ 6.09%
Contingency - 228,000 228,000 283,000 24.12%
Equipment 141,220 114,700 151,102 165,745 44.50%
Overhead 561,673 584,666 584,666 663,526 13.49%
Debt Service 531,489 538,627 538,617 538,601 0.00%
Transfers 2,304,601 13,553,646 13,553,646 2,719,396 -79.94%
TOTAL EXPENDITURES 26,738,048 $ 38,996,704 $ 39,207,027 $ 30,217,987 $ -22.51%
EXPENDITURES BY FUNCTION
General Government 5,907,837 $ 6,282,329 $ 6,435,164 $ 7,033,529 $ 11.96%
Transportation Services 2,943,706 2,948,813 3,089,165 3,186,742 8.07%
Public Works 2,731,844 3,043,961 3,019,269 3,261,918 7.16%
Public Safety Services 6,837,623 7,028,948 6,874,804 7,340,375 4.43%
Legal and Municipal Court 509,191 527,338 528,043 541,081 2.61%
Parks and Recreation 4,442,459 4,465,125 4,597,010 4,895,755 9.64%
Community Development 529,299 607,917 571,309 700,590 15.24%
Debt Service 531,489 538,627 538,617 538,601 0.00%
Transfers 2,304,601 13,553,646 13,553,646 2,719,396 -79.94%
2015 BUDGET
GENERAL FUND EXPENDITURES BY TYPE AND FUNCTION
9
2.3
GENERAL FUND
SALES TAX
65.57%
VEHICLE USE TAX
1.85%
FRANCHISE FEES
3.89%
SPECIAL ASSESSMENTS
0.03%
OTHER TAXES AND ASSESSMENTS
0.19%
LICENSES AND PERMITS
0.13%
INTERGOVERNMENTAL
REVENUE
8.97%
8.56%
FINES AND FORFEITS
0.52%
OTHER REVENUE
2.52%
OVERHEAD
3.91%
TRANSFERS FROM OTHER FUNDS
3.86%
REVENUES PER 2014 PROJECTED
SALES TAX
67.22%
VEHICLE USE TAX
1.73%
FRANCHISE FEES
3.75%
SPECIAL ASSESSMENTS
0.03%
OTHER TAXES AND ASSESSMENTS
0.21%
LICENSES AND PERMITS
0.20%
INTERGOVERNMENTAL REVENUE
7.43%
8.62%
FINES AND FORFEITS
0.53%
OTHER REVENUE
2.38%
OVERHEAD
4.32%
TRANSFERS FROM OTHER FUNDS
3.58%
REVENUES PER 2015 BUDGET

10
2.4
GENERAL FUND
PERSONNEL COSTS
39.73%
OPERATING EXPENSES
18.30%
EQUIPMENT
0.39%
COMMUNITY SUPPORT
3.57%
DEBT SERVICE
1.37%
TRANSFERS
34.57%
OVERHEAD
1.49% CONTINGENCY
0.58%
EXPENDITURES PER 2014 PROJECTED
PERSONNEL COSTS
55.00%
OPERATING EXPENSES
25.81%
EQUIPMENT
0.55%
COMMUNITY SUPPORT
4.72%
DEBT SERVICE
1.78%
TRANSFERS
9.00%
OVERHEAD
2.20%
CONTINGENCY
0.94%
EXPENDITURES PER 2015 BUDGET

11
2.5
2013 2014 2014 2015 %
STAFFING PLAN
FULL TIME EMPLOYEES
City Council - Elected Positions 7.00 7.00 7.00 7.00
City Manager's Office 5.60 5.60 5.50 8.40
Financial Services 10.30 10.30 10.40 10.40
General Services 13.40 13.40 13.40 14.30
City Manager's Office 2.53 2.83 2.83 0.03
General Services 0.35 0.35 0.35 0.35
REVENUE SUMMARY
Licenses and Permits 54,961 $ 30,800 $ 41,091 $ 62,926 $ 104.31%
Charges for Services 60,113 47,026 60,500 55,500 18.02%
Fines & Forfeits 44,230 30,000 30,000 28,000 -6.67%
Other Revenue 16,591 15,000 15,000 14,000 -6.67%
TOTAL REVENUES 175,895 122,826 146,591 160,426 30.61%
EXPENDITURES BY CATEGORY
Personnel Costs 2,647,946 2,723,252 2,775,258 3,025,538 11.10%
Contingency - 228,000 228,000 283,000 24.12%
Equipment 1,581 - 12,889 - N/A
NET COST 5,731,942 $ 6,159,503 $ 6,288,573 $ 6,873,103 $ 11.59%
EXPENDITURES BY DEPARTMENT
City Council 213,395 $ 252,232 $ 252,531 $ 289,732 $ 14.87%
City Manager's Office 987,151 1,245,745 1,325,717 1,407,791 13.01%
Financial Services 907,684 974,343 953,132 1,010,150 3.67%
General Services 2,710,106 2,702,034 2,784,143 3,152,881 16.69%
TOTAL EXPENDITURES 5,907,837 $ 6,282,329 $ 6,435,164 $ 7,033,529 $ 11.96%
2015 BUDGET
GENERAL GOVERNMENT SUMMARY
12
2.6
CITY COUNCIL SUMMARY 2013 2014 2014 2015 %
STAFFING PLAN
FULL TIME EMPLOYEES
Elected Council Members 7.00 7.00 7.00 7.00
Personnel Costs 138,237 $ 158,076 $ 157,896 $ 162,574 $ 2.85%
Operating Expenses 75,158 84,156 84,635 92,158 9.51%
Contingency - 10,000 10,000 35,000 250.00%
2015 BUDGET
13
2.7
DEPARTMENTCity Council
DIVISION: N/A
SUBDIVISION: N/A
PROGRAMS: City Council Operations
2013 2014 2014 2015 %
Personnel Costs 138,237 $ 158,076 $ 157,896 $ 162,574 $ 2.85%
Contingency - 10,000 10,000 35,000 250.00%
TOTAL EXPENDITURES 213,395 $ 252,232 $ 252,531 $ 289,732 $ 14.87%
2013 2014 2014 2015
STAFFING PLAN
FULL TIME EMPLOYEES
Elected Council Members 7.00 7.00 7.00 7.00
2015 BUDGET
14
2.8
DEPARTMENT: City Council
DIVISION: N/A
SUBDIVISION: N/A
PROGRAMS: Community Support
2013 2014 2014 2015 %
Subsidies by Recipient
Chamber Group Sales - $ - $ 21,666 $ - $ N/A
Chamber Summer Marketing 600,000 600,000 600,000 660,000 10.00%
Chamber Special Events Development 100,000 100,000 100,000 100,000 0.00%
Chamber Tradeshow Marketing 25,000 15,000 15,000 - -100.00%
USA Pro Cycling Challenge 35,000 30,000 - 50,000 66.67%
Olympic Support - - 20,000 - N/A
COALITIONS:
Community Support Coalitions 329,500 362,975 362,975 362,975 0.00%
1,089,500 $ 1,107,975 $ 1,119,641 $ 1,172,975 $ 5.87%
2015 BUDGET
15
2.9
CITY MANAGER SUMMARY 2013 2014 2014 2015 %
STAFFING PLAN
FULL TIME EMPLOYEES
City Manager 1.00 1.00 1.00 1.00
Executive Assistant 0.90 0.90 0.90 0.90
Assistant to the City Manager - - - 2.00
City Clerk 1.00 1.00 1.00 1.00
Deputy City Clerk 1.00 1.00 0.90 0.90
Clerk's Office Staff Assistant 1.70 1.70 1.70 1.70
Grants/Public Relations Specialist - - - 0.90
Government Programs Manager 0.80 0.80 0.80 -
Executive Intern 0.90 0.90 0.90 -
Staff Assistant III 0.80 0.80 0.80 -
Staff Assistant II 0.03 0.33 0.33 0.03
Personnel Costs 660,874 $ 692,633 $ 728,223 $ 766,643 $ 10.69%
Community Support 192,493 191,500 229,800 201,800 5.38%
Contingency - 218,000 218,000 248,000 13.76%
Equipment 1,581 - - - N/A
TOTAL EXPENDITURES 987,151 $ 1,245,745 $ 1,325,717 $ 1,407,791 $ 13.01%
EXPENDITURES BY PROGRAM
City Manager's Office 495,720 $ 695,205 $ 745,057 $ 755,717 $ 8.70%
Economic Dev/Assist to the City Mgr 34,346 45,213 69,769 91,139 101.58%
City Clerk's Office 276,421 321,610 298,249 331,209 2.98%
Intergovernmental Svcs/Assit to City Mgr 180,665 183,717 212,642 229,726 25.04%
2015 BUDGET
16
2.10
DEPARTMENTCity Manager
DIVISION: N/A
SUBDIVISION: N/A
PROGRAMS: City Manager's Office
2013 2014 2014 2015 %
Personnel Costs 253,754 $ 249,542 $ 256,368 $ 249,542 $ 0.00%
Economic Development Incentives 96,275 100,000 117,425 95,000 -5.00%
Contingency - 218,000 218,000 248,000 13.76%
2013 2014 2014 2015
STAFFING PLAN
FULL TIME EMPLOYEES
City Manager 1.00 1.00 1.00 1.00
Executive Assistant 0.90 0.90 0.90 0.90
2015 BUDGET
17
2.11
DIVISION: Economic Development/Assistant to the City Manager
SUBDIVISION: N/A
PROGRAMS: Economic Development/Assistant to the City Manager
2013 2014 2014 2015 %
Personnel Costs 29,450 $ 37,838 $ 66,219 $ 84,464 $ 123.23%
Operating Expenses 4,896 7,375 3,550 6,675 -9.49%
2013 2014 2014 2015
STAFFING PLAN
FULL TIME EMPLOYEES
TOTAL FULL TIME STAFF - - - 1.00
Executive Intern 0.90 0.90 0.90 -
TOTAL SEASONAL STAFF 0.90 0.90 0.90 -
2015 BUDGET
18
2.12
DIVISION: City Clerk
SUBDIVISION: N/A
PROGRAMS: City Clerk Administration Legislation and Meeting Support
Licensing and Permits Records Management
2013 2014 2014 2015 %
REVENUE SUMMARY
Licenses and Permits 54,961 $ 30,800 $ 41,091 $ 62,926 $ 104.31%
TOTAL REVENUE 54,961 30,800 41,091 62,926 104.31%
Personnel Costs 240,348 265,736 266,119 265,765 0.01%
TOTAL EXPENDITURES 276,421 321,610 298,249 331,209 2.98%
NET COST 221,460 $ 290,810 $ 257,158 $ 268,283 $ -7.75%
2013 2014 2014 2015
STAFFING PLAN
FULL TIME EMPLOYEES
City Clerk 1.00 1.00 1.00 1.00
Deputy City Clerk 1.00 1.00 0.90 0.90
Staff Assistant 1.70 1.70 1.70 1.70
Staff Assistant I - 0.30 0.30 -
2015 BUDGET
19
2.13
DIVISION: Intergovernmental Services/Assistant to the City Manager
SUBDIVISION: N/A
PROGRAMS: Intergovernmental Services/Assistant to the City Manager
2013 2014 2014 2015 %
Personnel Costs 137,322 $ 139,517 $ 139,517 $ 166,872 $ 19.61%
2013 2014 2014 2015
STAFFING PLAN
FULL TIME EMPLOYEES
Grants/Public Relations Specialist - - - 0.90
Government Programs Manager 0.80 0.80 0.80 -
Staff Assistant III 0.80 0.80 0.80 -
TOTAL PART TIME STAFF 1.60 1.60 1.60 -
2015 BUDGET
20
2.14
GENERAL SERVICES SUMMARY 2013 2014 2014 2015 %
STAFFING PLAN
FULL TIME EMPLOYEES
Director of General Services 1.00 1.00 1.00 1.00
Human Resources Specialist 1.00 1.00 1.00 1.00
Contracts/Risk Analyst 0.90 0.90 0.90 1.00
Information Systems Manager 1.00 1.00 1.00 1.00
Information Systems Engineer 2.00 2.00 2.00 2.00
Information Systems Specialist 0.90 0.90 - -
Information Systems Technician - - 0.90 0.90
Information Systems Analyst 0.90 0.90 0.90 0.90
GIS Manager/Database Administrator - - 1.00 1.00
GIS Technician - - - 0.90
GIS Coordinator 1.00 1.00 - -
Administrative Assistant 0.90 0.90 0.90 0.80
Manager, Facilities 1.00 1.00 1.00 1.00
Supervisor, Facilities Maint. 0.90 0.90 0.90 0.90
Crew leader 1.00 1.00 - -
Maintenance Worker II 0.90 0.90 - -
Maintenance Worker, Senior - - 1.90 1.90
Maintenance Worker I 0.35 0.35 0.35 0.35
Personnel Costs 1,102,902 $ 1,105,370 $ 1,127,126 $ 1,298,324 $ 17.46%
Equipment - - 12,889 - N/A
EXPENDITURES BY DIVISION
Risk Management 395,119 $ 393,824 $ 425,423 $ 444,624 $ 12.90%
Human Resources 242,333 256,931 312,765 405,406 57.79%
Procurement/Contracting 206,716 214,425 207,474 206,770 -3.57%
Information Technology 737,981 715,896 732,003 904,613 26.36%
GIS Services 82,706 92,588 95,381 116,106 25.40%
Facilities Maintenance 1,045,250 1,028,370 1,011,097 1,075,362 4.57%
2015 BUDGET
21
2.15
DEPARTMENTGeneral Services
DIVISION: Human Resources
SUBDIVISION: N/A
PROGRAMS: Human Resource Administration
Employee Recruitment
Benefits Administration
Personnel Regulations Administration
2013 2014 2014 2015 %
Personnel Costs 176,514 $ 206,651 $ 213,613 $ 295,616 $ 43.05%
2013 2014 2014 2015
STAFFING PLAN
FULL TIME EMPLOYEES
Director of General Services 1.00 1.00 1.00 1.00
Human Resources Specialist 1.00 1.00 1.00 1.00
Staff Assistant III 0.15 0.15 0.15 0.15
2015 BUDGET
22
2.16
DIVISION: N/A
SUBDIVISION: N/A
PROGRAMS: Risk Management
2013 2014 2014 2015 %
Personnel Costs 57,789 $ 33,210 $ 35,247 $ 37,360 $ 12.50%
2013 2014 2014 2015
STAFFING PLAN
FULL TIME EMPLOYEES
2015 BUDGET
23
2.17
DIVISION: N/A
SUBDIVISION: N/A
PROGRAMS: GIS Services
2013 2014 2014 2015 %
Personnel Costs 74,869 $ 86,608 $ 90,581 $ 72,141 $ -16.70%
2013 2014 2014 2015
STAFFING PLAN
FULL TIME EMPLOYEES
GIS Manager/Database Administrator - - 1.00 0.20
GIS Coordinator 1.00 1.00 - -
GIS Technician - - - 0.90
2015 BUDGET
24
2.18
DIVISION: N/A
SUBDIVISION: N/A
PROGRAMS: Information Technology
2013 2014 2014 2015 %
Personnel Costs 418,934 $ 408,544 $ 415,681 $ 497,110 $ 21.68%
2013 2014 2014 2015
STAFFING PLAN
FULL TIME EMPLOYEES
Information Systems Manager 1.00 1.00 1.00 1.00
Information Systems Engineer 2.00 2.00 2.00 2.00
GIS Manager/Database Administrator - - - 0.80
Information Systems Specialist 0.90 0.90 - -
Information Systems Technician - - 0.90 0.90
Information Systems Analyst 0.90 0.90 0.90 0.90
2015 BUDGET
25
2.19
DIVISION: N/A
SUBDIVISION: N/A
PROGRAMS: Procurement/Contracting
2013 2014 2014 2015 %
Personnel Costs 84,480 $ 75,342 $ 75,689 $ 75,172 $ -0.23%
TOTAL EXPENDITURES 206,716 $ 214,425 $ 207,474 $ 206,770 $ -3.57%
2013 2014 2014 2015
STAFFING PLAN
FULL TIME EMPLOYEES
2015 BUDGET
26
2.20
DEPARTMENT General Services
DIVISION: N/A
SUBDIVISION: N/A
PROGRAMS: Facilities Maintenance
2013 2014 2014 2015 %
Personnel Costs 290,315 $ 295,015 $ 296,315 $ 320,925 $ 8.78%
2013 2014 2014 2015
STAFFING PLAN
FULL TIME EMPLOYEES
Manager, Facilities 1.00 1.00 1.00 1.00
Supervisor, Facilities Maint. 0.90 0.90 0.90 0.90
Crew leader 1.00 1.00 - -
Maintenance Worker, Senior - - 1.90 1.90
Maintenance Worker II 0.90 0.90 - -
2015 BUDGET
27
2.21
FINANCE DEPARTMENT SUMMARY 2013 2014 2014 2015 %
STAFFING PLAN
FULL TIME EMPLOYEES
Director of Financial Services 1.00 1.00 1.00 1.00
Budget & Tax Supervisor 1.00 1.00 1.00 1.00
Controller 1.00 1.00 1.00 1.00
Sales/Use Tax Auditor 1.80 1.80 1.80 1.80
Grant Accountant 1.00 1.00 1.00 1.00
Accountant - - 1.00 1.00
Accounting Technician 2.70 2.70 1.80 1.80
Account Clerk 0.90 0.90 0.90 0.90
REVENUE SUMMARY
Charges for Services 60,113 $ 47,026 $ 60,500 $ 55,500 $ 18.02%
Fines & Forfeits 44,230 30,000 30,000 28,000 -6.67%
Other Revenue 16,591 15,000 15,000 14,000 -6.67%
TOTAL REVENUES 120,934 92,026 105,500 97,500 5.95%
Personnel Costs 745,933 767,173 762,013 797,997 4.02%
Community Support 17,800 22,000 20,000 20,000 -9.09%
TOTAL EXPENDITURES 907,684 974,343 953,132 1,010,150 3.67%
NET COST 786,750 $ 882,317 $ 847,632 $ 912,650 $ 3.44%
Financial Services Administration 185,790 $ 221,190 $ 216,245 $ 195,866 $ -11.45%
Accounting 471,975 506,660 492,592 529,112 4.43%
Budget & Tax 249,919 246,493 244,295 285,172 15.69%
TOTAL EXPENDITURES 907,684 $ 974,343 $ 953,132 $ 1,010,150 $ 3.67%
2015 BUDGET
28
2.22
DEPARTMENTFinancial Services
DIVISION: N/A
SUBDIVISION: N/A
PROGRAMS: Financial Services Administration
2013 2014 2014 2015 %
Personnel Costs 180,547 $ 213,240 $ 209,195 $ 190,666 $ -10.59%
2013 2014 2014 2015
STAFFING PLAN
FULL TIME EMPLOYEES
Director of Financial Services 1.00 1.00 1.00 1.00
Budget & Tax Supervisor 1.00 1.00 1.00 -
2015 BUDGET
29
2.23
DEPARTMENTFinancial Services
DIVISION: Accounting
SUBDIVISION: N/A
PROGRAMS: Payroll
Accounts Payable
Financial Reporting
Grant Accounting
2013 2014 2014 2015 %
Personnel Costs 341,084 $ 337,160 $ 335,852 $ 355,674 $ 5.49%
2013 2014 2014 2015
STAFFING PLAN
FULL TIME EMPLOYEES
Controller 1.00 1.00 1.00 1.00
Grant Accountant 1.00 1.00 1.00 1.00
Accountant - - 1.00 1.00
Accounting Technician 2.70 2.70 1.80 1.80
2015 BUDGET
30
2.24
DEPARTMENT Financial Services
DIVISION: Budget & Tax
SUBDIVISION: N/A
PROGRAMS: Audits
Sales Tax Collection
Use Tax Reconciliations
Budget
2013 2014 2014 2015 %
REVENUE SUMMARY
Taxes & Assessments (Audit Recovery) 39,883 $ 30,000 $ 44,014 $ 30,000 $ 0.00%
Fines & Forfeits 44,230 30,000 30,000 28,000 -6.67%
Other Revenue 16,591 15,000 15,000 14,000 -6.67%
TOTAL REVENUE 160,817 122,026 149,514 127,500 4.49%
Personnel Costs 224,302 216,773 216,966 251,657 16.09%
Community Support 17,800 22,000 20,000 20,000 -9.09%
NET COST 89,102 $ 124,467 $ 94,781 $ 157,672 $ 26.68%
2013 2014 2014 2015
STAFFING PLAN
FULL TIME EMPLOYEES
Budget and Tax Supervisor - - - 1.00
Account Clerk 0.90 0.90 0.90 0.90
Sales/Use Tax Auditor 1.80 1.80 1.80 1.80
2015 BUDGET
31
2.25
2013 2014 2014 2015 %
STAFFING PLAN
FULL TIME EMPLOYEES
Public Works Engineering 4.50 5.00 4.50 5.45
Streets 13.50 14.50 14.50 14.45
Public Works Engineering - 0.50 0.50 0.50
Streets 2.79 3.29 3.29 3.29
Personnel Costs 1,548,493 $ 1,762,980 $ 1,720,091 $ 1,816,427 $ 3.03%
Equipment 21,094 20,000 33,000 54,200 171.00%
Public Works Engineering 414,083 $ 550,569 $ 553,228 $ 623,941 $ 13.33%
Streets 2,317,760 2,493,392 2,466,041 2,637,977 5.80%
2015 BUDGET
PUBLIC WORKS DEPARTMENT SUMMARY
32
2.26
DEPARTMENTPublic Works
DIVISION: N/A
SUBDIVISION: N/A
PROGRAMS: Engineering
2013 2014 2014 2015 %
Personnel Costs 380,796 $ 504,416 $ 453,743 $ 562,164 $ 11.45%
Equipment - - - 4,200 N/A
2013 2014 2014 2015
STAFFING PLAN
FULL TIME EMPLOYEES
Public Works Director 1.00 1.00 1.00 1.00
City Engineer 1.00 1.00 1.00 1.00
Community Development Engineer - - - 1.00
Water Resources Manager - - 0.50 0.50
Civil Engineer - 1.50 1.00 1.00
Staff Engineer II 1.00 - - -
Staff Engineer 1.00 1.00 0.50 0.50
Construction Services Foreman - 0.50 0.50 0.50
TOTAL PART TIME STAFF - 0.50 0.50 0.50
2015 BUDGET
33
2.27
DEPARTMENT Public Works
DIVISION: Streets
SUBDIVISION: General Services
PROGRAMS: Streets Administration
Snow Removal
Pavement Management
Traffic Control
Storm Water Management
General Services
2013 2014 2014 2015 %
STAFFING PLAN
FULL TIME EMPLOYEES
Street Superintendent 1.00 1.00 1.00 1.00
Street Supervisor (Asst Street Superintendent) 1.00 1.00 1.00 1.00
Streets Foreman (Crew Leader) 2.00 2.00 2.00 2.00
Administrative Assistant (Staff Asst III) 0.50 0.50 0.50 0.45
Equipment Operator 9.00 10.00 10.00 10.00
Personnel Costs 1,167,698 $ 1,258,564 $ 1,266,348 $ 1,254,263 $ -0.34%
Equipment 21,094 20,000 33,000 50,000 150.00%
EXPENDITURES BY CATEGORY BY DIVISION
Streets Administration
Personnel Costs 208,784 $ 234,491 $ 240,554 $ 214,737 $ -8.42%
293,376 876,678 883,021 944,610 7.75%
Snow Removal
Personnel Costs 395,850 495,779 475,530 481,843 -2.81%
Equipment 21,094 20,000 20,000 50,000 150.00%
677,311 643,779 623,530 683,843 6.22%
Pavement Management
Personnel Costs 175,075 100,553 107,508 101,573 1.01%
272,452 142,953 149,908 143,973 0.71%
Traffic Control
Personnel Costs 74,300 90,817 96,465 90,723 -0.10%
197,357 159,117 149,265 166,223 4.47%
Storm Water Management
Personnel Costs 31,189 61,682 66,021 83,724 35.73%
160,752 164,682 151,021 186,724 13.38%
General Services
Personnel Costs 282,500 275,242 280,270 281,663 2.33%
716,513 506,183 509,296 512,604 1.27%
2015 BUDGET
34
2.28
DIVISION: Streets
SUBDIVISION: General Services
PROGRAMS: Street Sweeping
Special Events
Street Clean Up
Other General Services
2013 2014 2014 2015 %
Personnel Costs 282,500 $ 275,242 $ 280,270 $ 281,663 $ 2.33%
2013 2014 2014 2015
STAFFING PLAN
FULL TIME EMPLOYEES
2015 BUDGET
35
2.29
DIVISION: Streets
SUBDIVISION: N/A
PROGRAMS: Streets Administration
2013 2014 2014 2015 %
Personnel Costs 208,784 $ 234,491 $ 240,554 $ 214,737 $ -8.42%
2013 2014 2014 2015
STAFFING PLAN
FULL TIME EMPLOYEES
Street Superintendent 1.00 1.00 1.00 1.00
Streets Supervisor (Asst Street Superintendent) 1.00 1.00 1.00 1.00
2015 BUDGET
36
2.30
DIVISION: Streets
SUBDIVISION: Snow Removal
PROGRAMS: Snow Maintenance
Parking Lot Snow Removal
Downtown Snow Removal
2013 2014 2014 2015 %
Personnel Costs 395,850 $ 495,779 $ 475,530 $ 481,843 $ -2.81%
Equipment 21,094 20,000 20,000 50,000 150.00%
2013 2014 2014 2015
STAFFING PLAN
FULL TIME EMPLOYEES
2015 BUDGET
37
2.31
DIVISION: Streets
SUBDIVISION: N/A
PROGRAMS: Pavement Management
2013 2014 2014 2015 %
Personnel Costs 175,075 $ 100,553 $ 107,508 $ 101,573 $ 1.01%
2013 2014 2014 2015
STAFFING PLAN
FULL TIME EMPLOYEES
2015 BUDGET
38
2.32
DIVISION: Streets
SUBDIVISION: Traffic Control
PROGRAMS: Signage
Striping
Other Traffic Control
2013 2014 2014 2015 %
Personnel Costs 74,300 $ 90,817 $ 96,465 $ 90,723 $ -0.10%
2013 2014 2014 2015
STAFFING PLAN
FULL TIME EMPLOYEES
`
2015 BUDGET
39
2.33
DEPARTMENTPublic Works
DIVISION: Streets
SUBDIVISION: Storm Water Management
PROGRAMS: Ditch Maintenance
Catch Basin Maintenance
2013 2014 2014 2015 %
Personnel Costs 31,189 $ 61,682 $ 66,021 $ 83,724 $ 35.73%
2013 2014 2014 2015
STAFFING PLAN
FULL TIME EMPLOYEES
Streets Foreman (Crew Leader) 0.42 - - -
2015 BUDGET
40
2.34
DEPARTMENT Transportation Services
DIVISION: Transit
SUBDIVISION: N/A
PROGRAMS: Transportation Administration
Regional Bus Service
Local Bus Service
2013 2014 2014 2015 %
STAFFING PLAN
FULL TIME EMPLOYEES
Transit Manager 1.00 1.00 1.00 1.00
Transit Operations Supervisor - 1.00 1.00 1.00
Supervisor, Transit Maint. 1.00 1.00 1.00 1.00
Transit, Mechanic 3.00 3.00 3.00 3.00
Transit Supervisor/Dispatcher 3.00 3.00 3.00 3.00
Safety/Training Specialist 1.00 1.00 1.00 1.00
Dispatch/Driver 1.00 - - -
Bus Driver 21.00 21.00 21.00 21.00
Bus Driver 3.61 3.61 3.61 3.81
Bus Detailer 0.27 0.27 0.27 0.27
REVENUE SUMMARY
Intergovernmental 567,408 537,730 562,570 537,290 -0.08%
Contributions 55,000 54,000 45,800 45,000 -16.67%
TOTAL REVENUES 722,929 706,730 787,336 758,690 7.35%
Personnel Costs 2,210,678 2,193,126 2,294,667 2,305,702 5.13%
NET COSTS 2,220,778 $ 2,242,083 $ 2,301,829 $ 2,428,052 $ 8.29%
Transportation Administration
Personnel Costs 116,017 $ 173,627 $ 158,916 $ 179,671 $ 3.48%
141,769 194,705 197,411 201,404 3.44%
Regional Bus Service
Personnel Costs 135,556 162,775 157,239 174,417 7.15%
214,607 253,826 234,591 270,477 6.56%
Local Bus Service
Personnel Costs 1,959,105 1,856,724 1,978,512 1,951,614 5.11%
2,587,330 2,500,282 2,657,163 2,714,861 8.58%
2015 BUDGET
TRANSPORTATION SERVICES
41
2.35
DIVISION: N/A
SUBDIVISION: N/A
PROGRAMS: Transit Administration
2013 2014 2014 2015 %
REVENUE SUMMARY
Charges for Services 2,781 $ - $ - $ - $ N/A
TOTAL REVENUES 2,781 - - - N/A
Personnel Costs 116,017 173,627 158,916 179,671 3.48%
NET COSTS 138,988 $ 194,705 $ 197,411 $ 201,404 $ 3.44%
2013 2014 2014 2015
STAFFING PLAN
FULL TIME EMPLOYEES
Dispatcher/Bus Driver 0.05 - - -
Mechanic, Transit 0.06 0.06 0.06 0.06
Supervisor, Transit Maint 0.12 0.12 0.12 0.12
2015 BUDGET
42
2.36
DIVISION: N/A
SUBDIVISION: N/A
PROGRAMS: Regional Bus Service
2013 2014 2014 2015 %
REVENUE SUMMARY
Contributions 55,000 $ 54,000 $ 45,800 $ 45,000 $ -16.67%
TOTAL REVENUES 149,750 159,000 154,766 153,400 -3.52%
Personnel Costs 135,556 162,775 157,239 174,417 7.15%
NET COSTS 64,857 $ 94,826 $ 79,825 $ 117,077 $ 23.47%
2013 2014 2014 2015
STAFFING PLAN
FULL TIME EMPLOYEES
Supervisor, Transit Maint. (Transit Fleet Foreman) 0.05 0.05 0.05 0.05
Dispatcher/Bus Driver 0.03 - - -
Bus Driver 1.70 1.70 1.70 1.70
Transit, Mechanic 0.20 0.20 0.20 0.20
Bus Driver 0.14 0.14 0.14 0.14
Bus Detailer 0.04 0.04 0.04 0.04
2015 BUDGET
43
2.37
DIVISION: Local Bus Service
SUBDIVISION: N/A
PROGRAMS: Main Line Purple Line
Yellow Line Hilltop Connector Route
PARA Transit
2013 2014 2014 2015 %
REVENUE SUMMARY
Intergovernmental 567,408 537,730 562,570 537,290 -0.08%
TOTAL REVENUES 570,397 547,730 632,570 605,290 10.51%
Personnel Costs 1,959,105 1,856,724 1,978,512 1,951,614 5.11%
NET COSTS 2,016,933 $ 1,952,552 $ 2,024,593 $ 2,109,571 $ 8.04%
2013 2014 2014 2015
STAFFING PLAN
FULL TIME EMPLOYEES
Supervisor, Transit Maint. (Transit Fleet Foreman) 0.83 0.83 0.83 0.83
Bus Driver 19.30 19.30 19.30 19.30
Dispatch/Driver 0.92 - - -
Transit, Mechanic (Mechanic II) 2.74 2.74 2.74 2.74
Bus Driver 3.47 3.47 3.47 3.67
Bus Detailer 0.23 0.23 0.23 0.23
2015 BUDGET
44
2.38
2013 2014 2014 2015 %
STAFFING PLAN
FULL TIME EMPLOYEES
Police Administration 4.00 4.00 4.00 4.00
Records Management 4.37 4.70 4.70 4.70
Police Patrol 19.00 19.00 19.00 19.00
Investigations 4.13 4.30 4.30 4.30
Animal Control 2.70 3.00 3.00 3.00
Community Services/Parking Management 2.70 3.00 3.00 3.00
Fire Administration 1.00 1.00 1.00 1.00
Fire Prevention and Inspection 1.90 2.00 2.00 2.00
Emergency Medical Services - - - 14.25
Fire Suppression 25.00 25.00 25.00 10.75
Animal Control 0.50 0.50 0.50 0.75
Community Services/Parking Management 0.77 1.00 1.00 1.00
Emergency Medical Services - - - 2.28
Fire Suppression 4.00 4.00 4.00 1.72
REVENUE SUMMARY
Intergovernmental 894,202 $ 893,785 $ 903,397 $ 958,810 $ 7.28%
Licenses & Permits 7,366 7,000 9,100 7,500 7.14%
Fines & Forfeits 35,196 34,000 34,000 33,500 -1.47%
Other Revenue 2,052 2,500 2,500 2,500 0.00%
TOTAL REVENUES 1,596,039 1,488,685 1,499,832 1,593,310 7.03%
Personnel Costs 5,735,714 5,824,235 5,641,367 6,069,885 4.22%
Equipment 71,217 78,000 78,000 56,745 -27.25%
Fire Department Overhead 256,255 313,839 313,839 374,818 19.43%
NET COSTS 5,241,584 $ 5,540,263 $ 5,374,972 $ 5,747,065 $ 3.73%
EXPENDITURES BY Division
Police Department 3,576,531 $ 3,696,577 $ 3,642,013 $ 3,896,865 $ 5.42%
Fire Department 3,261,092 3,332,371 3,232,791 3,443,510 3.34%
2015 BUDGET
PUBLIC SAFETY SERVICES
45
2.39
POLICE SERVICES SUMMARY 2013 2014 2014 2015 %
STAFFING PLAN
FULL TIME EMPLOYEES
Public Safety Director 1.00 1.00 1.00 1.00
Manager, Police Records 1.00 1.00 1.00 1.00
Deputy Police Chief 1.00 1.00 1.00 1.00
Police Captain 1.00 1.00 1.00 1.00
Records Supervisor 1.00 1.00 1.00 1.00
Records Technician I 3.60 4.00 4.00 4.00
Sergeant 4.00 4.00 4.00 4.00
Police Officer 13.00 13.00 13.00 13.00
Training Coordinator 1.00 1.00 1.00 1.00
School Res/Comm Pol Coord 1.00 1.00 1.00 1.00
Detective 3.00 3.00 3.00 3.00
Evidence Specialist 0.90 1.00 1.00 1.00
Supervisor, Animal Control 0.90 1.00 1.00 1.00
Animal Control Officer 0.90 1.00 1.00 1.00
Animal Shelter Technician 0.90 1.00 1.00 1.00
Community Services Supervisor 0.90 1.00 1.00 1.00
Community Services Officer 0.90 1.00 1.00 1.00
Code Enforcement Officer 0.90 1.00 1.00 1.00
REVENUE SUMMARY
Intergovernmental 53,437 $ 31,000 $ 37,799 $ 29,000 $ -6.45%
Charges for Services 43,512 41,400 37,000 38,500 -7.00%
Fines & Forfeits 35,196 34,000 34,000 33,500 -1.47%
TOTAL REVENUES 139,511 113,400 117,899 108,500 -4.32%
Personnel Costs 3,093,091 3,232,426 3,133,188 3,414,636 5.64%
NET COSTS 3,437,020 $ 3,583,177 $ 3,524,114 $ 3,788,365 $ 5.73%
Police Administration 587,276 $ 618,994 $ 607,301 $ 617,333 $ -0.27%
Records Management 297,000 303,827 312,088 314,634 3.56%
Police Patrol 1,833,482 1,840,724 1,843,214 2,023,096 9.91%
Investigations 373,124 417,240 393,842 411,633 -1.34%
Animal Control 213,367 228,236 229,436 263,667 15.52%
Community Services/Parking Enforcement 251,965 275,556 244,132 253,002 -8.18%
Municipal Violation Surcharge-Police 20,317 12,000 12,000 13,500 12.50%
2015 BUDGET
46
2.40
DEPARTMENTPolice Services
DIVISION: Police Department
SUBDIVISION: N/A
PROGRAMS: Police Administration
2013 2014 2014 2015 %
Personnel Costs 456,982 $ 481,215 $ 462,217 $ 489,896 $ 1.80%
2013 2014 2014 2015
STAFFING PLAN
FULL TIME EMPLOYEES
Director of Public Safety 1.00 1.00 1.00 1.00
Manager, Police Records 1.00 1.00 1.00 1.00
Deputy Police Chief 1.00 1.00 1.00 1.00
Police Captain 1.00 1.00 1.00 1.00
2015 BUDGET
47
2.41
DEPARTMENT Police Services
SUBDIVISION: N/A
PROGRAMS: Records Management
2013 2014 2014 2015 %
Personnel Costs 291,477 $ 299,152 $ 307,413 $ 309,909 $ 3.60%
2013 2014 2014 2015
STAFFING PLAN
FULL TIME EMPLOYEES
Supervisor, Police Records (Records Supervisor) 1.00 1.00 1.00 1.00
Records Technician 3.37 3.70 3.70 3.70
2015 BUDGET
48
2.42
SUBDIVISION: Police Patrol
PROGRAMS: School Resource Officer
Other Patrol
2013 2014 2014 2015 %
REVENUE SUMMARY
Intergovernmental 9,122 $ - $ 6,799 $ - $ N/A
Charges for Service 51,557 31,350 55,071 44,100 40.67%
TOTAL REVENUES 60,679 31,350 61,870 44,100 40.67%
Personnel Costs 1,594,570 1,633,407 1,601,860 1,771,754 8.47%
NET COSTS 1,772,803 $ 1,809,374 $ 1,781,344 $ 1,978,996 $ 9.37%
2013 2014 2014 2015
STAFFING PLAN
FULL TIME EMPLOYEES
Sergeant 4.00 4.00 4.00 4.00
Training Coordinator 1.00 1.00 1.00 1.00
Police Officer 13.00 13.00 13.00 13.00
School Res/Comm Pol Coord 1.00 1.00 1.00 1.00
19.00 19.00 19.00 19.00
2015 BUDGET
49
2.43
SUBDIVISION: N/A
PROGRAMS: Investigations
2013 2014 2014 2015 %
Personnel Costs 343,310 $ 372,412 $ 344,148 $ 378,480 $ 1.63%
2013 2014 2014 2015
STAFFING PLAN
FULL TIME EMPLOYEES
Evidence Specialist 0.90 1.00 1.00 1.00
Police Records Technician 0.23 0.30 0.30 0.30
Detective 3.00 3.00 3.00 3.00
2015 BUDGET
50
2.44
SUBDIVISION: Animal Control
PROGRAMS: Animal Control Center Operations
Field Services
Crematorium Operations
2013 2014 2014 2015 %
REVENUE SUMMARY
Intergovernmental 44,315 $ 31,000 $ 31,000 $ 29,000 $ -6.45%
Charges for Services 43,512 41,400 37,000 38,500 -7.00%
Fines & Forfeits 19,672 22,000 22,000 20,000 -9.09%
TOTAL REVENUES 114,865 101,400 99,100 95,000 -6.31%
Personnel Costs 171,379 192,959 194,554 227,530 17.92%
NET COSTS 98,502 $ 126,836 $ 130,336 $ 168,667 $ 32.98%
2013 2014 2014 2015
STAFFING PLAN
FULL TIME EMPLOYEES
Supervisor, Animal Control 0.90 1.00 1.00 1.00
Animal Control Officer 0.90 1.00 1.00 1.00
2015 BUDGET
51
2.45
SUBDIVISION: Community Services/Code Enforcement
PROGRAMS: Special Events
Other Community Services
2013 2014 2014 2015 %
Personnel Costs 235,373 $ 253,281 $ 222,996 $ 237,067 $ -6.40%
2013 2014 2014 2015
STAFFING PLAN
FULL TIME EMPLOYEES
Community Services Supervisor 0.90 1.00 1.00 1.00
2015 BUDGET
52
2.46
SUBDIVISION: Municipal Violation Surcharge-Police
PROGRAMS: Training
2013 2014 2014 2015 %
REVENUE SUMMARY
Fines & Forfeits 15,524 $ 12,000 $ 12,000 $ 13,500 $ 12.50%
TOTAL REVENUES 15,524 12,000 12,000 13,500 12.50%
NET COSTS 4,793 $ - $ - $ - $ N/A
2015 BUDGET
53
2.47
FIRE SERVICES SUMMARY 2013 2014 2014 2015 %
STAFFING PLAN
FULL TIME EMPLOYEES
Fire Chief 1.00 1.00 1.00 1.00
Fire Marshal 1.00 1.00 1.00 1.00
Firefighter Training Captain 1.00 1.00 1.00 1.00
Firefighter Captain 3.00 3.00 3.00 3.00
Fire Engineer - 3.00 3.00 3.00
Firefighter/EMT-P 6.00 7.00 7.00 8.00
Firefighter/EMT-B 13.00 8.00 8.00 7.00
Firefighter II/EMT-Plan Reviewer 2.00 3.00 3.00 3.00
Firefighter /EMT-B 1.50 2.00 2.00 2.00
Firefighter Reserves 1.50 1.50 1.50 1.50
REVENUE SUMMARY
Intergovernmental 840,765 $ 862,785 $ 865,598 $ 929,810 $ 7.77%
Other Revenue 2,052 2,500 2,500 2,500 0.00%
TOTAL REVENUES 1,456,528 1,375,285 1,381,933 1,484,810 7.96%
Personnel Costs 2,642,623 2,591,809 2,508,179 2,655,249 2.45%
Equipment 71,217 78,000 78,000 52,745 -32.38%
Overhead 256,255 313,839 313,839 374,818 19.43%
NET COSTS 1,804,564 $ 1,957,086 $ 1,850,858 $ 1,958,700 $ 0.08%
Fire Services Administration 124,162 $ 135,471 $ 133,989 $ 135,855 $ 0.28%
Fire Prevention 132,608 127,600 129,225 128,802 0.94%
Fire Safety & Education 1,916 - - - N/A
Emergency Medical Services - - - 1,399,176
Fire Suppression 3,002,406 3,069,300 2,969,577 1,779,677 -42.02%
2015 BUDGET
54
2.48
DEPARTMENTFire Services
DIVISION: Fire Department
SUBDIVISION: N/A
PROGRAMS: Fire Services Administration
2013 2014 2014 2015 %
Personnel Costs 116,038 $ 127,991 $ 126,089 $ 127,215 $ -0.61%
2013 2014 2014 2015
STAFFING PLAN
FULL TIME EMPLOYEES
Fire Chief 1.00 1.00 1.00 1.00
2015 BUDGET
55
2.49
SUBDIVISION: Fire Prevention
PROGRAMS: New Construction Review Uniform Fire Code & Standards
Existing Building Inspections Arson/Fire Investigations
Development Permit Reviews Computer/Education Division
Wildland/Urban Interface Program Suppression Services Support
2013 2014 2014 2015 %
Personnel Costs 110,877 $ 105,947 $ 108,447 $ 106,252 $ 0.29%
2013 2014 2014 2015
STAFFING PLAN
FULL TIME EMPLOYEES
Fire Marshal 1.00 1.00 1.00 1.00
2015 BUDGET
56
2.50
SUBDIVISION: Fire Safety & Education
PROGRAMS: Reserves Support
Community Education
2013 2014 2014 2015 %
Operating Expenses 1,916 $ - $ - $ - $ N/A
TOTAL EXPENDITURES 1,916 $ - $ - $ - $ N/A
2015 BUDGET
57
2.51
SUBDIVISION: N/A
PROGRAMS: Fire Suppression and Emergency Medical Services 2013-2014
2013 2014 2014 2015 %
Personnel Costs 2,415,708 $ 2,357,871 $ 2,273,643 $ 1,187,846 $ -49.62%
Equipment 70,163 78,000 78,000 47,045 -39.69%
Overhead 256,255 313,839 313,839 374,818 19.43%
2013 2014 2014 2015
STAFFING PLAN
FULL TIME EMPLOYEES
Firefighter Training Captain 1.00 1.00 1.00 0.43
Firefighter Captain 3.00 3.00 3.00 1.29
Fire Engineer - 3.00 3.00 1.29
Firefighter II/EMT-Plan Reviewer 2.00 3.00 3.00 1.29
Firefighter Reserves 1.50 1.50 1.50 0.65
Note: Moved EMS to new Division in 2015
2015 BUDGET
58
2.52
SUBDIVISION: N/A
PROGRAMS: Emergency Medical Services
2013 2014 2014 2015 %
Personnel Costs - $ - $ - $ 1,233,936 $ N/A
Operating Expenses - - - 159,540 N/A
TOTAL EXPENDITURES - $ - $ - $ 1,399,176 $ N/A
2013 2014 2014 2015
STAFFING PLAN
FULL TIME EMPLOYEES
Firefighter Training Captain - - - 0.57
Firefighter Captain - - - 1.71
Fire Engineer - - - 1.71
Firefighter/EMT-P - - - 4.56
Firefighter/EMT-B - - - 3.99
Firefighter II/EMT-Plan Reviewer - - - 1.71
Firefighter/EMT-B - - - 1.14
Firefighter/EMT-P - - - 0.29
Firefighter Reserves - - - 0.86
TOTAL PART TIME STAFF - - - 2.28
Note: New Division in 2015 - separated out from Fire Suppression
2015 BUDGET
59
2.53
2013 2014 2014 2015 %
STAFFING PLAN
FULL TIME EMPLOYEES
Staff Attorney 1.00 1.00 1.00 1.00
Legal Assistant 0.90 0.90 0.90 0.90
Municipal Court Administrator 0.90 0.90 0.90 0.90
Personnel Costs 232,760 $ 241,403 $ 240,413 $ 252,681 $ 4.67%
Legal Services 378,582 $ 393,676 $ 393,676 $ 402,961 $ 2.36%
Municipal Court 130,609 133,662 134,367 138,120 3.34%
2015 BUDGET
LEGAL AND MUNICIPAL COURT
60
2.54
DEPARTMENTLegal and Municipal Court
DIVISION: N/A
SUBDIVISION: N/A
PROGRAMS: Municipal Court
2013 2014 2014 2015 %
Personnel Costs 58,697 $ 63,027 $ 62,037 $ 65,020 $ 3.16%
2013 2014 2014 2015
STAFFING PLAN
FULL TIME EMPLOYEES
Municipal Court Administrator 0.90 0.90 0.90 0.90
2015 BUDGET
61
2.55
DEPARTMENTLegal and Municipal Court
DIVISION: Legal Services
SUBDIVISION: N/A
PROGRAMS: Departmental Support
Council Support
Litigation
2013 2014 2014 2015 %
Personnel Costs 174,063 $ 178,376 $ 178,376 $ 187,661 $ 5.21%
2013 2014 2014 2015
STAFFING PLAN
FULL TIME EMPLOYEES
Staff Attorney 1.00 1.00 1.00 1.00
Legal Assistant 0.90 0.90 0.90 0.90
2015 BUDGET
62
2.56
2013 2014 2014 2015 %
STAFFING PLAN
FULL TIME EMPLOYEES
Director of Parks, Open Space and Recreation 1.00 1.00 1.00 1.00
Office Coordinator - - 0.90 1.00
Recreation & Enterprise Services Manager - - 1.00 1.00
Parks, Open Space & Trails Manager - - 1.00 1.00
Registration Specialist 0.90 0.90 0.90 0.90
Marketing& Special Events Coordinator - - 1.00 1.00
Recreation Supervisor 1.00 1.00 1.00 1.00
Recreation Coordinator 2.60 2.70 1.80 1.80
Youth Program Specialist 0.90 0.90 0.90 0.90
Recreation Program Specialist - 0.90 0.90 1.00
Parks, Open Space & Trails Supervisor 1.00 1.00 1.00 1.00
Crew Leader 3.60 3.82 3.82 3.90
Maintenance Worker 4.50 5.94 4.94 4.94
Mechanic, Lifts/Snowmaking 0.90 1.00 1.00 1.00
Mechanic, Fleet 0.90 1.00 1.00 1.00
Superintendent, Open Space / HH (Supervisor) 1.00 1.00 - -
Howelsen Hill Supervisor 0.95 1.00 1.00 1.00
Ice Arena Superintendent 1.00 1.00 1.00 1.00
Ice Arena Coordinator 0.90 - 0.90 1.00
Recreation Worker V 0.90 - - -
Administrative Assistant (Staff Assistant III) 0.90 0.90 - -
Staff Assistant 1.80 1.80 - -
Registration Specialist - - - 0.23
Recreation Coordinator - - - -
Recreation Worker VI 0.19 0.19 0.19 0.19
Recreation Worker V 1.60 1.18 1.93 1.42
Recreation Worker IV 0.75 0.75 0.75 0.75
Recreation Worker III 4.05 2.78 2.78 2.79
Recreation Worker II 0.05 0.05 0.05 0.05
Recreation Worker I 1.00 1.00 1.00 1.00
Softball Umpires - 0.17 0.17 0.17
Soccer Referees - 0.11 0.11 0.11
Youth Football Referees - 0.03 0.03 0.03
Dodge Ball Referees - 0.03 0.03 0.03
Crew Leader 0.62 0.62 0.62 0.62
Maintenance Worker II 0.64 0.64 0.64 0.64
Parks Worker II 3.85 3.85 3.85 1.14
Parks Worker I 3.34 3.34 3.34 6.55
Lift Operators 0.67 0.67 0.67 0.67
Crew Leader/Safety Coordinator 0.35 0.35 0.35 0.35
Maint. Worker II/Thiokol Operator 0.29 0.29 0.29 -
Ski Patrol II 0.12 0.12 0.12 0.12
Ski Patrol I 0.27 0.27 0.27 0.27
Snowmaker 0.55 0.55 0.55 0.72
Recreation Instructor 0.12 0.12 0.12 0.12
Lead Skate Instructor - - 0.25 0.25
2015 BUDGET
PARKS, OPEN SPACE AND RECREATIONAL SERVICES
63
2.57
2013 2014 2014 2015 %
2015 BUDGET
PARKS, OPEN SPACE AND RECREATIONAL SERVICES
REVENUE SUMMARY
Intergovernmental 55,840 $ 40,000 $ 79,857 $ - $ -100.00%
Charges for Services 1,519,097 1,443,030 1,624,337 1,568,195 8.67%
Contributions 131,436 147,008 158,458 172,097 17.07%
Other Revenue 3,118 1,100 1,226 1,500 22.35%
Fines & Forfeits 2,280 2,000 1,800 2,000 0.00%
Transfers 1,163,112 1,191,210 1,191,210 1,098,778 -7.76%
TOTAL REVENUES 2,874,883 2,824,348 3,056,888 2,842,570 0.65%
Personnel Costs 2,311,542 2,418,043 2,417,687 2,570,401 6.30%
Community Support 42,906 - - - N/A
Equipment 47,328 16,700 27,213 54,800 101.37%
Overhead 305,418 270,827 270,827 288,708 6.60%
Debt Service 47,291 48,507 48,497 48,519 0.05%
NET COSTS 1,614,867 $ 1,689,284 $ 1,588,619 $ 2,101,704 $ 24.41%
Parks, Open Space and Rec. Administration 324,220 $ 181,889 $ 233,647 $ 485,747 $ 167.06%
Marketing - - - 114,990 N/A
Recreation Programs 705,485 755,531 836,271 697,532 -7.68%
Parks 1,032,173 1,105,821 1,080,326 1,104,969 -0.08%
Botanic Park 120,487 144,008 143,736 168,597 17.07%
Trails & Open Space 211,067 202,456 230,494 268,481 32.61%
Howelsen Hill Ski Area 915,518 928,041 919,025 891,479 -3.94%
Rodeo 179,319 192,950 184,956 181,696 -5.83%
Howelsen Ice Arena 830,642 773,206 795,662 841,494 8.83%
Tennis Center 170,839 229,730 221,390 189,289 -17.60%
64
2.58
DEPARTMENT: Parks, Open Space & Recreational Services
DIVISION: N/A
SUBDIVISION: N/A
PROGRAMS: Parks, Open Space & Recreation Administration
2013 2014 2014 2015 %
Personnel Costs 265,278 $ 166,889 $ 218,498 $ 468,097 $ 180.48%
Community Support 42,906 - - - N/A
Equipment 711 500 500 500 0.00%
2013 2014 2014 2015
STAFFING PLAN
FULL TIME EMPLOYEES
Director of Parks, Open Space and Recreation 1.00 1.00 1.00 1.00
Administrative Assistant (Staff Asst III) 0.90 0.90 - -
Office Coordinator - - 0.90 1.00
Recreation & Enterprise Services Manager - - 1.00 1.00
Parks, Open Space & Trails Manager - - 1.00 1.00
Registration Specialist - - 0.90 0.90
Registration Specialist - - - 0.23
TOTAL PART TIME STAFF - - - 0.23
2015 BUDGET
65
2.59
DIVISION: N/A
SUBDIVISION: N/A
PROGRAMS: Parks, Open Space & Recreation Marketing
2013 2014 2014 2015 %
Personnel Costs - $ - $ - $ 65,040 $ N/A
Operating Expenses - - - 47,850 N/A
Community Support - - - - N/A
TOTAL EXPENDITURES - $ - $ - $ 114,990 $ N/A
2013 2014 2014 2015
STAFFING PLAN
FULL TIME EMPLOYEES
Marketing & Special Events Coordinator - - 1.00 1.00
TOTAL FULL TIME STAFF - - 1.00 1.00
2015 BUDGET
66
2.60
DIVISION: Recreation Programs
SUBDIVISION: N/A
PROGRAMS: Recreation Programs
2013 2014 2014 2015 %
REVENUE SUMMARY
Intergovernmental 55,840 $ 40,000 $ 79,857 $ - $ -100.00%
Contributions 10,122 10,000 10,750 11,000 10.00%
Other Revenue (114) 1,100 118 - -100.00%
TOTAL REVENUES 527,812 518,950 602,066 517,515 -0.28%
Personnel Costs 521,938 568,053 588,755 484,310 -14.74%
TOTAL EXPENDITURES 705,485 755,531 836,271 697,532 -7.68%
NET COSTS 177,673 $ 236,581 $ 234,205 $ 180,017 $ -23.91%
2013 2014 2014 2015
STAFFING PLAN
FULL TIME EMPLOYEES
Recreation Supervisor 0.99 1.00 1.00 1.00
Recreation Coordinator 2.43 2.70 1.80 1.80
Youth Program Specialist 0.90 0.90 0.90 0.90
Recreation Program Specialist - 0.90 0.90 1.00
Registration Specialist 0.90 0.90 - -
Recreation Worker VI 0.19 0.19 0.19 0.19
Recreation Worker IV 0.75 0.75 0.75 0.75
Recreation Worker III 3.55 2.78 2.78 2.79
Recreation Worker II 0.05 0.05 0.05 0.05
Recreation Worker I 1.00 1.00 1.00 1.00
Softball Umpires - 0.17 0.17 0.17
Soccer Referees - 0.11 0.11 0.11
Youth Football Referees - 0.03 0.03 0.03
Dodge Ball Referees - 0.03 0.03 0.03
2015 BUDGET
67
2.61
DIVISION: Parks
SUBDIVISION: N/A
PROGRAMS: Parks Administration Soccer Fields
Ball Fields Parks
Medians
2013 2014 2014 2015 %
REVENUE SUMMARY
TOTAL REVENUES 31,670 21,800 36,000 27,800 27.52%
Personnel Costs 593,977 648,857 622,292 616,534 -0.93%
Equipment 8,506 16,200 22,395 25,200 55.56%
TOTAL EXPENDITURES 1,032,173 1,105,821 1,080,326 1,104,969 -0.08%
NET COSTS 1,000,503 $ 1,084,021 $ 1,044,326 $ 1,077,169 $ -0.63%
2013 2014 2014 2015
STAFFING PLAN
FULL TIME EMPLOYEES
Crew Leader 2.57 2.68 2.68 2.77
Mechanic, Fleet 0.64 0.71 0.71 0.71
Recreation Coordinator 0.17 - - -
Recreation Supervisor 0.01 - - -
Parks Worker II 2.71 2.71 2.71 -
Parks Worker I 2.04 2.04 2.04 5.25
Maint Worker II 0.31 0.31 0.31 0.31
2015 BUDGET
68
2.62
DIVISION: Trails & Open Space
SUBDIVISION: N/A
PROGRAMS: Trails & Open Space
2013 2014 2014 2015 %
REVENUE SUMMARY
TOTAL REVENUES 37,258 15,500 24,525 22,700 46.45%
Personnel Costs 98,225 102,661 97,983 56,782 -44.69%
NET COSTS 173,809 $ 186,956 $ 205,969 $ 245,781 $ 31.46%
2013 2014 2014 2015
STAFFING PLAN
FULL TIME EMPLOYEES
Superintendent, Open Space/HH (Supervisor) 0.50 0.50 - -
Howelsen Hill Supervisor 0.45 0.50 0.50 0.50
Parks Worker I 0.25 0.25 0.25 0.25
2015 BUDGET
69
2.63
DIVISION: Botanic Park
SUBDIVISION: N/A
PROGRAMS: Botanic Park
2013 2014 2014 2015 %
REVENUE SUMMARY
Contributions - Botanic Park 121,314 137,008 147,708 161,097 17.58%
TOTAL REVENUES 127,929 144,008 159,708 168,597 17.07%
Personnel Costs 85,353 100,031 85,779 113,115 13.08%
(7,442) $ - $ (15,972) $ - $ N/A
2013 2014 2014 2015
STAFFING PLAN
Crew Leader 0.62 0.62 0.62 0.62
Parks Worker II 1.00 1.00 1.00 1.00
Parks Worker I 1.05 1.05 1.05 1.05
2015 BUDGET
70
2.64
2013 2014 2014 2015 %
STAFFING PLAN
FULL TIME EMPLOYEES
Supervisor, Howelsen Hill 0.30 0.30 0.30 0.30
Crew Leader 0.52 0.58 0.58 0.58
Mechanic - Fleet 0.17 0.19 0.19 0.19
Lift operators 0.67 0.67 0.67 0.67
Crew leader/Safety Coordinator 0.35 0.35 0.35 0.35
Maint. Worker II/Thiokol Operator 0.29 0.29 0.29 -
Maintenance Worker I - - - 0.45
Ski Patrol II 0.12 0.12 0.12 0.12
Ski Patrol I 0.27 0.27 0.27 0.27
Snowmaker 0.55 0.55 0.55 0.72
REVENUE SUMMARY
Investment Income 3,232 - 1,108 1,500 N/A
Transfers 751,916 704,341 704,341 630,179 -10.53%
TOTAL REVENUES 1,051,158 928,041 997,401 891,479 -3.94%
Personnel Costs 344,500 379,590 364,723 330,842 -12.84%
Equipment 10,836 - 4,318 - N/A
Overhead 159,802 113,456 113,456 117,864 3.89%
Debt Service 1,556 1,555 1,555 1,567 0.77%
NET COSTS (135,640) $ - $ (78,376) $ - $ N/A
HOWELSEN HILL SKI AREA
2015 BUDGET
71
2.65
2013 2014 2014 2015 %
STAFFING PLAN
FULL TIME EMPLOYEES
Supervisor, Howelsen Hill 0.20 0.20 0.20 0.20
Crew Leader 0.38 0.42 0.42 0.42
Mechanic - Fleet 0.05 0.06 0.06 0.06
REVENUE SUMMARY
Transfers 177,900 166,950 166,950 147,496 -11.65%
TOTAL REVENUES 222,787 192,950 222,589 181,696 -5.83%
Personnel Costs 86,513 111,313 106,142 90,320 -18.86%
Overhead 29,220 23,020 23,020 31,477 36.74%
NET COSTS (43,469) $ - $ (37,633) $ - $ N/A
RODEO
2015 BUDGET
72
2.66
2013 2014 2014 2015 %
STAFFING PLAN
FULL TIME EMPLOYEES
Ice Arena Superintendent 1.00 1.00 1.00 1.00
Ice Arena Coordinator 0.90 - 0.90 1.00
Recreation Worker V 0.90 - - -
Recreation Instructor 0.12 0.12 0.12 0.12
Lead Skate Instructor - - 0.25 0.25
Recreation Worker III 0.50 - - -
REVENUE SUMMARY
Transfers 101,583 145,869 145,869 187,494 28.54%
TOTAL REVENUES 708,379 771,369 783,069 841,494 9.09%
Personnel Costs 291,763 298,098 300,220 305,737 2.56%
Overhead 86,359 99,623 99,623 113,180 13.61%
Debt Service 27,348 28,075 28,075 28,075 0.00%
NET COSTS 122,264 $ 1,837 $ 12,593 $ - $ -100.00%
HOWELSEN ICE ARENA
2015 BUDGET
73
2.67
2013 2014 2014 2015 %
STAFFING PLAN
FULL TIME EMPLOYEES
Crew Leader 0.13 0.14 0.14 0.13
Mechanic, Fleet 0.04 0.04 0.04 0.04
Parks Worker II 0.14 0.14 0.14 0.14
REVENUE SUMMARY
Transfers 131,713 174,050 174,050 133,609 -23.24%
TOTAL REVENUES 165,610 229,730 229,730 189,289 -17.60%
Personnel Costs 23,995 42,551 33,295 39,624 -6.88%
Overhead 30,037 34,728 34,728 26,187 -24.59%
Debt Service 18,387 18,877 18,867 18,877 0.00%
NET COSTS 5,228 $ - $ (8,340) $ - $ N/A
TENNIS CENTER
2015 BUDGET
74
2.68
DIVISION: Municipal Violation Surcharge
SUBDIVISION: N/A
PROGRAMS: Fenced Dog Park
2013 2014 2014 2015 %
REVENUE SUMMARY
Fines & Forfeits 2,280 $ 2,000 $ 1,800 $ 2,000 $ 0.00%
TOTAL REVENUES 2,280 2,000 1,800 2,000 0.00%
Capital Projects - - - - N/A
TOTAL EXPENDITURES - - - - N/A
(2,280) $ (2,000) $ (1,800) $ (2,000) $ 0.00%
2015 BUDGET
75
2.69
2013 2014 2014 2015 %
STAFFING PLAN
FULL TIME EMPLOYEES
Director of Comm Dev Services 1.00 1.00 1.00 1.00
Senior Planner 1.00 1.00 1.00 1.00
Principal Planner 1.00 1.00 1.00 1.00
Planner 1.00 1.00 1.00 1.00
Planning Technician - - - 1.00
Administrative Assistant (Staff Assistant III) 1.00 0.90 0.90 1.00
Staff Assistant II - - - -
Staff Assistant I 0.25 0.25 0.25 -
REVENUE SUMMARY
Licenses and Permits 4,925 5,000 4,500 5,000 0.00%
TOTAL REVENUES 155,143 175,100 169,500 180,350 3.00%
Personnel Costs 451,336 505,456 486,957 581,740 15.09%
NET COSTS 374,156 $ 432,817 $ 401,809 $ 520,240 $ 20.20%
Planning Services 498,360 $ 558,118 $ 542,591 $ 656,140 $ 17.56%
Historic Preservation 30,939 49,799 28,718 44,450 -10.74%
2015 BUDGET
COMMUNITY DEVELOPMENT
76
2.70
DEPARTMENT Community Development
DIVISION: Planning
SUBDIVISION: N/A
PROGRAMS: Planning Administration Building Permits & Code Enforcement
Development Review/Current Planning Planner of the Day
Future Planning Affordable Housing
2013 2014 2014 2015 %
REVENUE SUMMARY
Licenses and Permits 4,925 5,000 4,500 5,000 0.00%
TOTAL REVENUES 155,143 175,100 169,500 180,350 3.00%
Personnel Costs 444,891 495,892 479,494 574,445 15.84%
NET COSTS 343,217 $ 383,018 $ 373,091 $ 475,790 $ 24.22%
2013 2014 2014 2015
STAFFING PLAN
FULL TIME EMPLOYEES
Director of Comm Dev Services 1.00 1.00 1.00 1.00
Senior Planner 1.00 1.00 1.00 1.00
Principal Planner 1.00 1.00 1.00 1.00
Planner 1.00 1.00 1.00 1.00
Planning Technician - - - 1.00
Staff Assistant I 0.25 0.25 0.25 -
2015 BUDGET
77
2.71
DEPARTMENTCommunity Development
DIVISION: Historic Preservation
SUBDIVISION: N/A
PROGRAMS: N/A
2013 2014 2014 2015 %
Personnel Costs 6,445 $ 9,564 $ 7,463 $ 7,295 $ -23.72%
2015 BUDGET
78
2.72
DEPARTMENT: Debt Service
DIVISION: N/A
SUBDIVISION: N/A
PROGRAMS: N/A
2013 2014 2014 2015 %
Principal 357,950 $ 375,700 $ 375,700 $ 387,572 $ 3.16%
Interest 124,248 114,420 114,420 102,510 -10.41%
Debt Service Fees 2,000 - - - N/A
BUDGET COMMENTARY:
Scheduled payments of interest and principal are as follows:
Principal Interest Total
2010 Certificates of Participation 345,000 $ 92,725 $ 437,725 $
Energy Improvement Lease 42,572 9,785 52,357
387,572 $ 102,510 $ 490,082 $
2015 BUDGET
79
2.73
DEPARTMENT: Transfers
DIVISION: N/A
SUBDIVISION: N/A
PROGRAMS: N/A
2013 2014 2014 2015 %
Transfers to other funds 2,304,601 $ 13,553,646 $ 13,553,646 $ 2,719,396 $ -79.94%
TRANSFERS BY FUND
Transfers to other funds are as follows:
OPERATING TRANSFERS Total
Transfer to Howelsen Ski Area 630,179 $
Transfer to Rodeo 147,496
Transfer to Ice Arena 187,494
Transfer to Tennis Center 133,609
Transfer to Capital Projects Fund 1,031,823
Transfer to Iron Horse Fund 491,435
Transfer to Airport Fund 97,360
Total Operating Transfers 2,719,396 $
2015 BUDGET
80
2.74
2013 2014 2014 2015 %
FUND BALANCE, JANUARY 1 4,008,492 $ 2,790,105 $ 2,790,105 $ 11,000,740 $ 294.28%
REVENUES
Building Use Tax 772,352 612,000 800,000 816,000 33.33%
Excise Tax 473,180 362,100 500,000 510,000 40.85%
Franchise Fees - Undergrounding 211,074 202,000 202,000 204,020 1.00%
Government Grants 1,961,788 2,903,377 2,342,064 1,181,614 -59.30%
State Lottery Apportionment 128,933 110,000 120,000 120,000 9.09%
Other Intergovernmental Revenue 166,045 25,998 - - -100.00%
Contributions 66,248 137,748 193,787 362,644 163.27%
Other 6,134 - 155,000 - N/A
Transfers 213,536 11,738,315 11,738,315 1,031,823 -91.21%
-
TOTAL REVENUES 3,999,290 16,091,538 16,051,166 4,226,101 -73.74%
TOTAL AVAILABLE 8,007,782 18,881,643 18,841,271 15,226,841 -19.36%
EXPENDITURES
Accounting/Finance Software 16,464 - 66,414 - N/A
Animal Shelter Upgrades - - - 146,000 N/A
Ball Field Improvements - - 270,000 N/A
Barn Village 40,770 - 12,893 - N/A
Bear River Park Restroom - - - 75,000 N/A
Building Department Software - 150,000 150,000 - N/A
Bus Shelter Improvements 17,223 - 202,723 - N/A
Butterfly Building Renovations - 150,000 13,258 114,322 -23.79%
Casey's Pond Drainage Improvements - - 50,000 - N/A
Casey's Pond & Fish Creek Trail 2,633 - 154,924 - N/A
Casey's Pond Trail Construction 81,820 - 211,549 - N/A
Centennial Hall Server & AV Room Climate 62,194 112,800 38,000 74,800 -33.69%
City Facility Fiber Connectivity 191,145 60,000 100,000 - -100.00%
Citizens Hall AV Equipment Upgrades 53,306 22,000 22,000 - -100.00%
Central Park Drive Reconstruction 2,230 - 70,433 1,140,000 N/A
City Parking Lot Pavement Maintenance 59,027 75,000 75,000 100,000 33.33%
Community Entryways (medians) 533,494 - - - N/A
Computer Equipment Upgrades 109,441 154,550 154,550 186,000 20.35%
Computer, Copiers & Printer Replacement 5,750 - - - N/A
Core Trail 9th Street Bridge Decking - - - 90,000 N/A
Documents Management System 3,758 - 48,217 - N/A
Depot Rehab and Restoration 7,346 259,161 259,161 - N/A
Drainage Culvert - 6th & Pine 137,441 - 1,849 - N/A
Emerald Park Access 2,197 1,430,000 1,627,803 500,000 -65.03%
Fire/EMS Ambulance Replacement 160,633 - - 180,000 N/A
Fire/EMS Equipment 29,922 - - - N/A
Fire Trucks 477,942 100,000 - - -100.00%
Fire Engines - - 626,417 - N/A
Fish Creek Trail - - 212,500 - N/A
General Paving Program 707,008 700,000 700,000 700,000 0.00%
Horizons Pass Through Grant 233,842 - - N/A
Howelsen Hill Electrical Improvements 3,808 100,000 133,824 - N/A
Igloo Modular - - - 40,000 N/A
Internet Crimes 7,467 - - - N/A
License Plate Reader - - - 50,000 N/A
Northwest CO Broadband Project 128,177 - 21,822 - N/A
Park Playground Equipment - - - 87,000 N/A
Pedestrian Bicycle & Transit Facilities 114,411 50,000 121,200 106,000 112.00%
Pedestrian/Bicycle Base Area Connections - - 97,644 - N/A
Phone System Upgrade - - - 120,000 N/A
Pine Grove/US 40 Intersection Improvements - 820,000 - - N/A
Police Facility - 300,000 300,000 300,000 0.00%
Raw Water Irrigation Systems for Parks 3,142 - 31,858 50,000 N/A
Rehder/SAM Renovations - - - 100,000 N/A
Retaining Wall - 5th & Yampa - - 80,710 - N/A
Rodeo Grounds Infrastructure Repair - 250,000 250,000 200,000 -20.00%
CAPITAL PROJECTS FUND
2015 BUDGET
81
AGENDA ITEM #3
3.1
2013 2014 2014 2015 %
2015 BUDGET
Skate Park Access (Lagoon Court) 233,752 $ - $ - $ - $ N/A
Snake Island Property - - 6,000 84,000 N/A
Core Trail - Legacy 3,588 - - - N/A
Steamboat Blvd./Mt. Werner Road - - 1,600 - N/A
Storm Water System Improvements 10,076 - 47,000 400,000 N/A
Tennis Clay Court Resurfacing 15,270 - - 93,000 N/A
Third & Lincoln Intersection 57,635 - - - N/A
Transit Radio GPS System in Busses - - 82,104 93,750 N/A
Transit Coach Replacement 1,350,335 663,705 1,569,170 663,705 0.00%
Transit Concrete Replacement-SST Lot 95,653 - - - N/A
Transit System Improvements - 160,000 160,000 160,000 0.00%
US 40 Intersections - RAMP - 1,443,000 - - N/A
US 40 South Corridor Access Control Plan - - - 185,000 N/A
Utility Undergrounding 2,580 - 1,470 300,000 N/A
Walton Creek Park & Ride Pavement 2,131 - - - N/A
Yampa River Restoration 174,775 - 138,438 - N/A
Transfers 64,837 - - - N/A
FUND BALANCE, DECEMBER 31 2,790,105 $ 11,881,427 $ 11,000,740 $ 8,618,264 $ -27.46%
TRANSFER FROM GENERAL FUND 1,500,000
ENDING FUND RESERVE BALANCE 10,118,264 $
82
3.2
Building Use Tax
4.97%
Excise Tax
3.12% Franchise Fees - Undergrounding
1.26%
Government Grants
14.59%
State Lottery
0.75%
Contributions
1.21%
Other Intergovernmental
0.00%
Other
0.97%
Transfers
73.13%
Building Use Tax
19.31%
Excise Tax
12.07%
Franchise Fees - Undergrounding
4.83%
Government Grants
27.96%
State Lottery
2.84%
Contributions
8.58%
Other Intergovernmental
0.00%
Other
0.00%
Transfers
24.41%
83
3.3

84
3.4
DESCRIPTION City Cost
Outside
Revenue
Total
Expense City Cost
Outside
Revenue
Total
Expense City Cost
Outside
Revenue
Total
Expense City Cost
Outside
Revenue
Total
Expense City Cost
Outside
Revenue
Total
Expense City Cost
Outside
Revenue
Total
Expense City Cost
Outside
Revenue
Total
Expense City Cost
Outside
Revenue
Total
Expense
CITY CLERK
Documents Management System 48,217 $ - $ 48,217 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 48,217 $ - $ 48,217 $
FACILITIES
Centennial Hall Server & AV Room Climate Control 38,000 - 38,000 74,800 - 74,800 - - - - - - - - - - - - - - - 112,800 - 112,800
Legacy Ranch Renovation - - - - - - - - - - - - 60,000 120,000 180,000 - - - - - - 60,000 120,000 180,000
Steamboat Springs Depot Rehabilitation 30,000 229,161 259,161 - - - - - - - - - - - - - - - - - - 30,000 229,161 259,161
Police Station 300,000 - 300,000 300,000 300,000 7,382,000 2,000,000 9,382,000 - - - - - - - - - - - - 7,982,000 2,000,000 9,982,000
Old Chamber (Butterfly) Building Renovations 3,328 9,930 13,258 36,672 77,650 114,322 - - - - - - - - - - - - - - - 40,000 87,580 127,580
Igloo Modular - - - 40,000 - 40,000 260,000 - 260,000 - - - - - - - - - - - - 300,000 - 300,000
Bear River Park Restroom - - - 75,000 - 75,000 - - - - - - - - - - - - - - - 75,000 - 75,000
Animal Shelter Upgrades - - - 146,000 - 146,000 - - - - - - - - - - - - - - - 146,000 - 146,000
Rehder/SAMrenovations - - - 50,000 50,000 100,000 137,500 137,500 275,000 - - - - - - - - - - - - 187,500 187,500 375,000
Elkins House Remodel - - - - - - - - - - - - 150,000 - 150,000 - - - - - - 150,000 - 150,000
FINANCIAL SERVICES
Accounting/Finance Software 66,414 - 66,414 - - - - - - - - - - - - - - - - - - 66,414 - 66,414
COMPUTER SERVICES
Computer Equipment Replacement & Upgrade 154,550 - 154,550 186,000 - 186,000 100,000 - 100,000 150,000 - 150,000 100,000 - 100,000 100,000 - 100,000 - - - 790,550 - 790,550
Building Department Software 150,000 - 150,000 - - - - - - - - - - - - - - - - - - 150,000 - 150,000
Phone System Upgrade - - - 120,000 - 120,000 - - - - - - - - - - - - - - - 120,000 - 120,000
Broadband Project 21,822 - 21,822 - - - - - - - - - - - - - - - - - - 21,822 - 21,822
Citizen's Hall AV Equipment Upgrades 22,000 - 22,000 - - - - - - - - - - - - - - - - - - 22,000 - 22,000
City Facility Fiber Connectivity 100,000 - 100,000 - - - - - - - - - - - - 150,000 - 150,000 - - - 250,000 - 250,000
Subtotal 934,331 239,091 1,173,422 1,028,472 127,650 1,156,122 7,879,500 2,137,500 10,017,000 150,000 - 150,000 310,000 120,000 430,000 250,000 - 250,000 - - - 10,552,303 $ 2,624,241 $ 13,176,544 $
PUBLIC WORKS:
Retaining Wall - 5th & Yampa 80,710 - 80,710 - - - - - - - - - - - - - - - - - - 80,710 $ - $ 80,710 $
Barn Village 12,893 12,893 - - - - - - 12,893 - 12,893
Drainage Culvert - 6th & Pine 1,849 - 1,849 - - - - - - - - - - - - - - - - - - 1,849 - 1,849
Casey's Pond Trail 42,565 168,984 211,549 - - - - - - - - - - - - - - - - - - 42,565 168,984 211,549
Casey's Pond Drainage Improvements - 50,000 50,000 - - - - - - - - - - - - - - - - - - - 50,000 50,000
Casey's Pond/Fish Creek Trail 55,002 99,922 154,924 - - - - - - - - - - - - - - - - - - 55,002 99,922 154,924
Fish Creek Trail 42,500 170,000 212,500 - - - - - - - - - - - - - - - - - - 42,500 170,000 212,500
Master Transportation Plan - - - - - - - - - - - - 150,000 - 150,000 - - - - - - 150,000 - 150,000
Steamboat Blvd / Mt Werner Road 1,600 - 1,600 - - - - - - - - - - - - - 70,000 70,000 650,000 80,000 730,000 651,600 150,000 801,600
License Plate Reader - - - 50,000 - 50,000 - - - - - - - - - - - - - - - 50,000 - 50,000
Pedestrian, Bicycle, & Transit Facilities 121,200 - 121,200 106,000 - 106,000 98,000 - 98,000 162,000 - 162,000 125,000 - 125,000 175,000 - 175,000 100,000 - 100,000 887,200 - 887,200
Pedestrian, Base Area Connections 97,644 - 97,644 - - - - - - - - - - - - - - - - - - 97,644 - 97,644
Central Park Drive/Snapdragon Way Reconstruction 34,158 36,275 70,433 922,356 217,644 1,140,000 - - - - - - - - - - - - - - - 956,514 253,919 1,210,433
11th Street Bridge - - - - - - 120,000 - 120,000 740,000 - 740,000 - - - - - - - - - 860,000 - 860,000
City Parking Lot Pavement Maintenance Program 75,000 - 75,000 100,000 - 100,000 75,000 - 75,000 100,000 - 100,000 75,000 - 75,000 100,000 - 100,000 75,000 - 75,000 600,000 - 600,000
US 40 South Corridor Access Control Plan - - - 85,000 100,000 185,000 - - - - - - - - - - - - - - - 85,000 100,000 185,000
US 40 West Pedestrian Connection - TAP Grant - - - - - - 91,900 367,600 459,500 - - - - - - - - - - - - 91,900 367,600 459,500
General Paving Program 700,000 - 700,000 700,000 - 700,000 700,000 - 700,000 700,000 - 700,000 700,000 - 700,000 700,000 - 700,000 700,000 - 700,000 4,900,000 - 4,900,000
Stormwater System Improvements - 47,000 47,000 330,000 70,000 400,000 240,000 - 240,000 145,000 - 145,000 - - - 30,000 - 30,000 130,000 - 130,000 875,000 117,000 992,000
River Road Slope Mitigation - - - - - - - - - 75,000 - 75,000 - - - - - - - - - 75,000 - 75,000
Emerald Park Access 1,627,803 - 1,627,803 500,000 - 500,000 - - - - - - - - - - - - - - - 2,127,803 - 2,127,803
Utility Undergrounding 1,470 - 1,470 300,000 - 300,000 - - - 590,000 590,000 1,180,000 - - - - - - - - - 891,470 590,000 1,481,470
Subtotal 2,894,394 572,181 3,466,575 3,093,356 387,644 3,481,000 1,324,900 367,600 1,692,500 2,512,000 590,000 3,102,000 1,050,000 - 1,050,000 1,005,000 70,000 1,075,000 1,655,000 80,000 1,735,000 13,534,650 $ 2,067,425 $ 15,602,075 $
TRANSIT
Transit Coach Replacement 352,566 1,216,604 1,569,170 132,741 530,964 663,705 - - - 26,000 104,000 130,000 - - - - - - 280,000 1,120,000 1,400,000 791,307 $ 2,971,568 $ 3,762,875 $
Transit Shelter Improvements 34,270 168,453 202,723 - - - - - - - - - - - - - - - - - - 34,270 168,453 202,723
Transit System Improvements 32,000 128,000 160,000 32,000 128,000 160,000 32,000 128,000 160,000 32,000 128,000 160,000 32,000 128,000 160,000 32,000 128,000 160,000 - - - 192,000 768,000 960,000
Radio GPS System 16,421 65,683 82,104 18,750 75,000 93,750 - - - - - - - - - - - - - - - 35,171 140,683 175,854
Subtotal 435,257 1,578,740 2,013,997 183,491 733,964 917,455 32,000 128,000 160,000 58,000 232,000 290,000 32,000 128,000 160,000 32,000 128,000 160,000 280,000 1,120,000 1,400,000 1,052,748 $ 4,048,704 $ 5,101,452 $
PLANNING & HISTORIC PRESERVATION:
Lithia Springs Restoration - - - - - - - - - 65,000 195,000 260,000 - - - - - - - - - 65,000 $ 195,000 $ 260,000 $
Subtotal - - - - - - - - - 65,000 195,000 260,000 - - - - - - - - - 65,000 $ 195,000 $ 260,000 $
FIRE DEPARTMENT
Fire Department Apparatus SCBA - - - - - - - - - 185,500 94,500 280,000 - - - - - - - - - 185,500 $ 94,500 $ 280,000 $
New Fire Station - - - - - - - - - - - 250,000 250,000 2,500,000 1,500,000 4,000,000 - - - 2,750,000 1,500,000 4,250,000
Fire Department Apparatus - Ambulances - - - 90,000 90,000 180,000 - - - - - - - - - - - - 105,000 105,000 210,000 195,000 195,000 390,000
Fire Department Apparatus - Truck - - - - - - - - - - - - - - - - - - 950,000 - 950,000 950,000 - 950,000
Fire Department Apparatus - Engines 471,417 155,000 626,417 - - - - - - - - - - - - 650,000 - 650,000 - - - 1,121,417 155,000 1,276,417
Subtotal 471,417 155,000 626,417 90,000 90,000 180,000 - - - 185,500 94,500 280,000 250,000 - 250,000 3,150,000 1,500,000 4,650,000 1,055,000 105,000 1,160,000 5,201,917 $ 1,944,500 $ 7,146,417 $
PARKS, OPEN SPACE & RECREATION:
Ballfield Improvements - - - 270,000 - 270,000 - - - - - - - - - - - - - - - 270,000 $ - $ 270,000 $
Park Playground Equipment - - - 87,000 - 87,000 - - - 87,000 - 87,000 87,000 - 87,000 87,000 - 87,000 - - - 348,000 - 348,000
Raw Water Irrigation 31,858 - 31,858 50,000 - 50,000 50,000 - 50,000 50,000 - 50,000 - - - - - - - - - 181,858 - 181,858
Yampa River Restoration 47,363 91,075 138,438 - - - - - - - - - - - - - - - - - - 47,363 91,075 138,438
Core Trail 9th Street Bridge Decking - - - 90,000 - 90,000 - - - - - - - - - - - - - - - 90,000 - 90,000
Spring Creek Dam Restoration - - - - - - 30,000 - 30,000 100,000 - 100,000 - - - - - - - - - 130,000 - 130,000
Snake Island Property 6,000 - 6,000 34,000 50,000 84,000 - - - - - - - - - - - - - - - 40,000 50,000 90,000
Subtotal 85,221 91,075 176,296 531,000 50,000 581,000 80,000 - 80,000 237,000 - 237,000 87,000 - 87,000 87,000 - 87,000 - - - 1,107,221 $ 141,075 $ 1,248,296 $
TENNIS CENTER FUND
Clay Court Resurfacing - - - 93,000 - 93,000 88,000 - 88,000 132,000 - 132,000 55,000 - 55,000 - - - - - - 368,000 $ - $ 368,000 $
Subtotal - - - 93,000 - 93,000 88,000 - 88,000 132,000 - 132,000 55,000 - 55,000 - - - - - - 368,000 $ - $ 368,000 $
HOWELSEN HILL SKI
Howelsen Hill Electrical Upgrades 133,824 - 133,824 - - - - - - - - - - - - - - - - - - 133,824 - 133,824
Howelsen Hill Snowmaking - - - - - - - - - 300,000 300,000 600,000 - - - - - - - - - 300,000 300,000 600,000
Howelsen Hill Magic Carpet (beginner) - - - - - - - - - - - - 40,000 40,000 80,000 - - - - - - 40,000 40,000 80,000
Subtotal 133,824 - 133,824 - - - - - - 300,000 300,000 600,000 40,000 40,000 80,000 - - - - - - 473,824 $ 340,000 $ 813,824 $
HOWELSEN HILL RODEO
Rodeo Ground Infrastructure Repair 250,000 - 250,000 45,000 155,000 200,000 120,000 150,000 270,000 - - - - - - - - - - - - 415,000 $ 305,000 $ 720,000 $
Subtotal 250,000 - 250,000 45,000 155,000 200,000 120,000 150,000 270,000 - - - - - - - - - - - - 415,000 $ 305,000 $ 720,000 $
GRAND TOTAL 5,204,444 $ 2,636,087 $ 7,840,531 $ 5,064,319 $ 1,544,258 $ 6,608,577 $ 9,524,400 $ 2,783,100 $ 12,307,500 $ 3,639,500 $ 1,411,500 $ 5,051,000 $ 1,824,000 $ 288,000 $ 2,112,000 $ 4,524,000 $ 1,698,000 $ 6,222,000 $ 2,990,000 $ 1,305,000 $ 4,295,000 $ 32,770,663 $ 11,665,945 $ 44,436,608 $
2014 2015 2020
6-YEAR CAPITAL IMPROVEMENT PROGRAM 6-YEAR CAPITAL IMPROVEMENT PROGRAM
2019 2016 2017 2018 TOTAL
129
3
.
5
DESCRIPTION City Cost
Outside
Revenue
Total
Expense City Cost
Outside
Revenue
Total
Expense City Cost
Outside
Revenue
Total
Expense City Cost
Outside
Revenue
Total
Expense City Cost
Outside
Revenue
Total
Expense City Cost
Outside
Revenue
Total
Expense City Cost
Outside
Revenue
Total
Expense City Cost
Outside
Revenue
Total
Expense
2014 2015 2020
6-YEAR CAPITAL IMPROVEMENT PROGRAM 6-YEAR CAPITAL IMPROVEMENT PROGRAM
2019 2016 2017 2018 TOTAL
Beginning Balance (Reserves) 2,790,105 $ 11,000,740 $ 10,118,264 $ 3,272,444 $ 2,340,635 $ 3,253,999 $ 1,497,608 $
Revenue
Use Tax 800,000 816,000 832,320 848,966 865,946 883,265 900,930
Excise Tax 500,000 510,000 520,200 530,604 541,216 552,040 563,081
Sale of Yampa Building - - - - - - 2,000,000
Transfer Unassigned GF Fund Balance 11,738,315 1,031,823 - - - - -
Franchise Fee (undergrounding) 202,000 204,020 206,060 208,121 210,202 212,304 214,427
Conservation Trust Fund 120,000 120,000 120,000 120,000 120,000 120,000 120,000
Other (interest, investments) - - - - - - -
Current Year Developer Contributions 54,764 - - - - - -
Outside Revenue 2,636,087 1,544,258 2,783,100 1,411,500 288,000 1,698,000 1,305,000
Total Capital Projects Fund Revenue 16,051,166 4,226,101 4,461,680 3,119,191 2,025,364 3,465,609 5,103,438
General Government 1,173,422 1,156,122 10,017,000 150,000 430,000 250,000 -
Historic Preservation/Planning - - - 260,000 - - -
Public Works 3,466,575 3,481,000 1,692,500 3,102,000 1,050,000 1,075,000 1,735,000
Transit 2,013,997 917,455 160,000 290,000 160,000 160,000 1,400,000
Fire Department 626,417 180,000 - 280,000 250,000 4,650,000 1,160,000
Parks and Recreation 176,296 581,000 80,000 237,000 87,000 87,000 -
Tennis Center - 93,000 88,000 132,000 55,000 - -
Howelsen Ski/Rodeo 383,824 200,000 270,000 600,000 80,000 - -
Transfer to Airport -
Total Capital Projects Fund Expenditures 7,840,531 6,608,577 12,307,500 5,051,000 2,112,000 6,222,000 4,295,000
Capital Projects Fund Activity (8,210,635) 2,382,476 7,845,820 1,931,809 86,636 2,756,391 (808,438)
Transfer to Capital Projects Fund from General Fund - 1,500,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000
Ending Balance (Reserves) 11,000,740 $ 10,118,264 $ 3,272,444 $ 2,340,635 $ 3,253,999 $ 1,497,608 $ 3,306,047 $
Less Restricted Reserves:
Franchise Fees (351,926) (255,946) (462,007) - - - (127,060)
Conservation Trust Fund (207,121) - (32,000) - - (33,000) (153,000)
Sidewalk Contributions (54,906) (54,906) (54,906) (54,906) (54,906) (54,906) (54,906)
Steamboat Blvd/Mt. Werner Road Signal (164,732) (164,732) (164,732) (164,732) (164,732) (164,732) (164,732)
US 40/RCR 129 Intersection (86,581) (86,581) (86,581) (86,581) (86,581) (86,581) (86,581)
Pedestrian Base Area Connections - - - - - - -
Stone Lane Improvements (22,880) (22,880) (22,880) (22,880) (22,880) (22,880) (22,880)
Snapdragon Way - - - - - - -
US40/Downhill Drive (5,544) (5,544) (5,544) (5,544) (5,544)
Casey's Pond/US Hwy 40 Culvert - - - - - - -
Unrestricted reserves 10,107,050 $ 9,527,675 $ 2,443,795 $ 2,005,992 $ 2,919,356 $ 1,135,509 $ 2,696,888 $
130
3
.
6
Parked Projects Estimated Cost
Priority Level 1
Public Works
Elk River Road Complete Streets Improvements 1,270,000 $
Mt Werner, Pine Grove, Walton Creek Road Bike Lanes 150,000
PW Shop Sweeper/Vac Truck Wash out containment 75,000
Stormwater Capital Projects Phase 1 2,400,000
US40 from Old Fish Creek Falls to Steamboat Square commercial center (asphalt trail) 150,000
US40/Elk River Road Intersection 5,570,000
Fish Creek Falls/Amethyst Intersection left turn lane 200,000
Oak Street Soda Creek Bridge 900,000
Stone Lane Connection to US40 (Roadway, Bridge over Walton Creek, Signalized Intersection) 3,000,000
Grade & Pave Triangle Lot Behind Depot for Parking 600,000
Parks & Community Services
Replace Little Toots Park Playground 87,000
Replace West Lincoln Park Playground (River Queen) 80,000
Blackmere Restroom 80,000
Spring Creek Restroom 80,000
River Creek Restroom 80,000
Community House at Little Toots Park Renovation 120,000
Police
Electronic Ticket & Crash Module Software 110,000
Airport
Self Serve Fuel Island 175,000
Priority Level 2
Public Works
Sidewalk Master Plan Implementation 15,900,000
US40/Downhill Drive Intersection 4,620,000
Burgess Creek Road shouldering and bike lanes 1,000,000
Roundabout at Mt Werner SB/US40 EB off-ramp intersection 800,000
US40/13th Street Intersection 3,140,000
Airport
Airport Equipment Additions - Tractor and Runway Sweeper Tractor for Field Mowing 95,000
Snow Cat for RSA Winter Maintenance 275,000
Ten Thousand Square Foot Gang Hangar 800,000
Yampa River Structure Master Plan Implementation 2,400,000
2015 BUDGET
131
3.7
Parked Projects Estimated Cost
2015 BUDGET
Priority Level 3
Public Works
Indian Trails Intersection 820,000 $
Yampa Street Infrastructure Improvements 8,115,000
Downhill Drive Complete Streets Improvements 1,300,000
James Brown Bridge painting 110,000
Old Town Snow Storage Easement Purchase Program 200,000
Public Works Shop Lean-To Install and Security Enhancements 230,000
Strategic Roadway Network Property Purchase Program 3,000,000
West US40 Widening and NEPA Compliance 23,180,000
Rodeo Grounds per the Master Plan 4,400,000
Yampa River Core Trail Extensions-S. Legacy 4,400,000
Howelsen Hill Jump Rehomologation-Engineering 150,000
Ice Arena 9,000 square foot expansion 4,980,000
Dr. Rich Weiss Park Restroom 125,000
Howelsen Stables Redevelopment 100,000
Airport
Airport LED Field Lighting 3,000,000
Ten Thousand Square Foot Maintenance Building 400,000
Grand Total 103,467,000 $
Note: Projects are not in any particular order within Priority 1, 2, and 3.
132
3.8
SOURCE OF FUNDS
Revenue
Sources
Projected
2014 2015 2016 2017 2018 2019 2020 TOTAL
Current Revenues/Reserves 38,000 74,800 112,800
Grants -
Debt -
Private -
Other -
TOTAL 38,000 $ 74,800 $ - $ - $ - $ - $ - $ 112,800 $
COST BREAKDOWN
Cost
Description
Projected
2014 2015 2016 2017 2018 2019 2020 TOTAL
Construction 74,800 74,800
Design -
Equipment 38,000 38,000
Land Acquisition -
TOTAL 38,000 $ 74,800 $ - $ - $ - $ - $ - $ 112,800 $
Centennial Hall Server & AV Room Climate Control
General Fund
General Services
Contact:

Vince O'Connor
Information Systems
Manager

Steve Hoots
Facilities Maintenance
Manager
Project Description: Complete the replacement of existing AC units with computer room air conditioning (CRAC) in the Centennial Hall
server room based on the Data Center Facilities Assessment performed by Building Energy Systems Engineering.
2014 - Install dry fire suppression system in Centennial Hall server room
2015 - Expand the Parks & Rec server room, install CRAC unit and dry fire suppression system

Project Need/Benefits: CRAC units are specifically designed for data center cooling applications providing a high degree of precision and
reliability as compared to split system AC units manufactured for human thermal comfort. Consistently cool temperatures are needed to
preserve and extend the life of the network and server equipment. It is necessary to expand the P&R server room in order to accommodate
the growing IT storage demands and to back up data in a secondary location. Water suppression systems can damage/destroy equipment
where dry systems will not.
Undesirable consequences if not approved: Equipment life cycle will be short and failures may occur more frequently. Equipment failure
and downtime result in lost productivity for the entire City organization. Water fire suppression systems will damage/destroy the City's
network equipment and jeopardize the stored data.
Options/Alternatives Considered: Traditional, less expensive cooling methods have been used and cannot keep up with the required
demand. This solution is a standard climate control method for technology equipment.

1
3
3
3
.
9
SOURCE OF FUNDS
Revenue
Sources
Projected
2014 2015 2016 2017 2018 2019 2020 TOTAL
Current Revenues/Reserves 300,000 300,000 7,382,000 7,982,000
Grants 2,000,000 2,000,000
Debt -
Private -
Other -
TOTAL 300,000 $ 300,000 $ 9,382,000 $ - $ - $ - $ - $ 9,982,000 $
COST BREAKDOWN
Cost
Description
Projected
2014 2015 2016 2017 2018 2019 2020 TOTAL
Construction 9,382,000 9,382,000
Design 300,000 300,000 600,000
Equipment -
Land Acquisition -
TOTAL 300,000 $ 300,000 $ 9,382,000 $ - $ - $ - $ - $ 9,982,000 $
Police Station
General Fund
General Services

Contact:

Steve Hoots
Facilities Manager

Joel Rae
Director of Public Safety

Project Description: New Police Facility
Project Need/Benefits: The Police department currently operates out of approximately 6,600 SF of office space and 1,400 SF of garage space in the
existing Public Safety Building. Lack of appropriate building security and inadequate space in every police division are all issues that negatively effect police
operations. Two separate space needs studies indicate the police department requires approximately 20,000 FT to house all cu rrent programs and future
growth over the next 25 years.
Undesirable consequences if not approved: Inadequate workspace compromises the quality of police operations, integrity of evidence and safety of
police officers and staff.
Options/Alternatives Considered: Staff investigated 30 sites as possible locations for a police facility including a remodel of the existing structure, a
complete tear-down and rebuild on the existing site, constructing a new building on the parking lot property adjacent to the ex isting structure, building the
facility on the parking lot at 10th and Lincoln and purchasing land for the facility.

1
3
4
3
.
1
0
SOURCE OF FUNDS
Revenue
Sources
Projected
2014 2015 2016 2017 2018 2019 2020 TOTAL
Grants 9,930 77,650 87,580
Debt -
Private -
Other -
TOTAL 13,258 $ 114,322 $ - $ - $ - $ - $ - $ 127,580 $
COST BREAKDOWN
Cost
Description
Projected
2014 2015 2016 2017 2018 2019 2020 TOTAL
Design 13,258 1,983 15,241
Equipment -
Land Acquisition -
TOTAL 13,258 $ 114,322 $ - $ - $ - $ - $ - $ 127,580 $
Old Chamber (Butterfly) Building Renovations
General Fund
General Services
Contact:

Steve Hoots
Facilities Manager

Tyler Gibbs
Director of Planning &
Project Description: Window rehabilitation, interior and exterior repairs and upgrades, installation of fire detection system, roof replacement as
identified in the 2010 Historic Structures Assessment and installation of sidewalk and curb.

Project Need/Benefits: The Historic Preservation Policy Review Committee recommends that the City take the lead in preserving its historic
resources. The buildings deferred maintenance needs to be addressed in order for the tenant, Yampa Valley Land Trust and any future tenant, to
operate in a safe and viable facility.
Undesirable consequences if not approved: The building will continue to deteriorate and if renovation is delayed, may result in higher
emergency repairs costs and safety issues.
Options/Alternatives Considered: Close building at lease expiration.

Outside Funding Sources: Possible grant from the State Historical Funds and private contribution from the Yampa Valley Land Trust.

1
3
5
3
.
1
1
SOURCE OF FUNDS
Revenue
Sources
Projected
2014 2015 2016 2017 2018 2019 2020 TOTAL
Grants -
Debt -
Private -
Other -
TOTAL - $ 40,000 $ 260,000 $ - $ - $ - $ - $ 300,000 $
COST BREAKDOWN
Cost
Description
Projected
2014 2015 2016 2017 2018 2019 2020 TOTAL
Design 40,000 40,000
Equipment -
Land Acquisition -
TOTAL - $ 40,000 $ 260,000 $ - $ - $ - $ - $ 300,000 $
Igloo Modular
General Fund
General Services

Contact:

Steve Hoots
Facilities Manager

John Overstreet
Director of Parks, Open
Space and Recreation

Project Description: Demolish the existing structure known as the Igloo; purchase and install a 2,500 sf modular building to house various youth
programs.
Project Need/Benefits: The current Igloo structure is an aging trailer that was intended to be a temporary facility for youth programs. Over the
past 10 - 12 years, this structure has been modified and repaired multiple times and is now at end of life.
Undesirable consequences if not approved: The programs housed in this facility may need to be eliminated.
Options/Alternatives Considered: Other sites, including the Community Center have been investigated as possible locations for these programs.
However, several issues arise that compromises efficient operations.
1
3
6
3
.
1
2
SOURCE OF FUNDS
Revenue
Sources
Projected
2014 2015 2016 2017 2018 2019 2020 TOTAL
Current Revenues/Reserves 75,000 75,000
Grants -
Debt -
Private -
Other -
TOTAL - $ 75,000 $ - $ - $ - $ - $ - $ 75,000 $
COST BREAKDOWN
Cost
Description
Projected
2014 2015 2016 2017 2018 2019 2020 TOTAL
Design -
Equipment -
Land Acquisition -
TOTAL - $ 75,000 $ - $ - $ - $ - $ - $ 75,000 $
Bear River Park Restroom
General Fund
General Services

Contact:

Steve Hoots
Facilities Manager

Project Description: Install two-unit vault restroom at Bear River Park.
Project Need/Benefits: Provides year-round restroom facilities at the park, which is a terminus of the core trail and used year round.
Undesirable consequences if not approved: The park will continue to use portable restrooms during the summer months only.
Options/Alternatives Considered:

Outside Funding Sources: None identified
1
3
7
3
.
1
3
SOURCE OF FUNDS
Revenue
Sources
Projected
2014 2015 2016 2017 2018 2019 2020 TOTAL
Grants -
Debt -
Private -
Other -
TOTAL - $ 146,000 $ - $ - $ - $ - $ - $ 146,000 $
COST BREAKDOWN
Cost
Description
Projected
2014 2015 2016 2017 2018 2019 2020 TOTAL
Design -
Equipment -
Land Acquisition -
TOTAL - $ 146,000 $ - $ - $ - $ - $ - $ 146,000 $
Animal Shelter Upgrades
General Fund
General Services

Contact:

Steve Hoots
Manager
Project Description: For the exterior dog run area - Install new stem wall and replace existing exterior chain; install snowmelt
system and concrete slab
Project Need/Benefits: Current dog run area is non-compliant with shelter standards; dogs are able to crawl under the existing fence and asphalt
dog run is deteriorating
Undesirable consequences if not approved: Continued deterioration that will need to be addressed at sometime in the future; dogs will continue
to escape.
Options/Alternatives Considered: Outsourcing shelter operations determined not financially viable

Outside Funding Sources: None identified
1
3
8
3
.
1
4
SOURCE OF FUNDS
Revenue
Sources
Projected
2014 2015 2016 2017 2018 2019 2020 TOTAL
Current Revenues/Rese - 50,000 137,500 187,500
Grants -
Debt -
Private 50,000 137,500 187,500
Other -
TOTAL - $ 100,000 $ 275,000 $ - $ - $ - $ - $ 375,000 $
COST BREAKDOWN
Cost
Description
Projected
2014 2015 2016 2017 2018 2019 2020 TOTAL
Construction - 50,000 275,000 325,000
Design 50,000 50,000
Equipment -
Land Acquisition -
TOTAL - $ 100,000 $ 275,000 $ - $ - $ - $ - $ 375,000 $
Rehder Building / Steamboat Art Museum Renovation
General Fund
General Services/Facilities

Contact:

Steve Hoots
Manager

Project Description: The funds requested are a dollar for dollar match for the funds the Art Museum intends to raise. The funds are
requested for the renovation of the City-owned Rehder building to meet Routt County Building Department Code requirements due to change
of use. Update electrical and plumbing, ADA access requirements, removal of existing floor to grade (street level), relocati on of HVAC and
installation of entran heat in new floor, updated lighting and environmental controls to meet Museum standards suitable for exhibition display,
art hanging system and moveable partition walls, remodel old restaurant kitchen into workshop space and shipping/receiving, workshop
storage, cabinets, and library, new paint, trim, and furnishings suitable for a historic structure.

Project Need/Benefits: When the City received the building, it had fallen into disrepair due to deferred maintenance over the years and is in
need of replacing/upgrading several items including the electrical system, plumbing, HVAC system. The infrastructure needs t o be in a safe
condition and up to code so the Art Museum can occupy the whole building. The Art Museum has already invested $94,231 to renovate the
existing usable space in the front of the building. A fully functioning building will provide an anchor for visual arts related activity in the
community and enhance the desirability of the core downtown area.

Undesirable consequences if not approved: The Art Museum is currently financially hampered by not having access to a major portion of
the building for exhibits and programs while having the cost of heating and maintaining that dead space. The Art Museum cannot survive
long term with this situation, in which case the City would have to find another museum tenant due to the provisions of the Rehder estate.
Options/Alternatives Considered: The Art Museum applied for funding for the renovation with a one-time grant through the Accommodation
Tax process last fall but didn't make it to the final round. The Art Museum has initiated a Capital Campaign to raise funds and feels confident
in raising the match to fund the project.
1
3
9
3
.
1
5
SOURCE OF FUNDS
Revenue
Sources
Projected
2014 2015 2016 2017 2018 2019 2020 TOTAL
Current Revenues/Reserves 154,550 186,000 100,000 150,000 100,000 100,000 790,550
Grants -
Debt -
Private -
Other -
TOTAL 154,550 $ 186,000 $ 100,000 $ 150,000 $ 100,000 $ 100,000 $ - $ 790,550 $
COST BREAKDOWN
Cost
Description
Projected
2014 2015 2016 2017 2018 2019 2020 TOTAL
Construction -
Design -
Equipment 154,550 186,000 100,000 150,000 100,000 100,000 790,550
Land Acquisition -
TOTAL 154,550 $ 186,000 $ 100,000 $ 150,000 $ 100,000 $ 100,000 $ - $ 790,550 $
Computer Equipment Replacement & Upgrades
General Fund
General Services
Contact:

Vince O'Connor, Information
Systems Manager

Project Description: 2015: Replace 30 desktop and 2 laptop computers; replace remaining (4) of the 2009 SANs (Storage Area Network)
currently at end of life and warranty; replace 4.9 Mhz wireless connections at 7 buildings with an exterior wireless network (WAN); upgrade internal
wireless access points and WLAN controllers

Project Need/Benefits: Replacing aging equipment and infrastructure is necessary to maintain productivity and keep up with ever changing
technology requirements; upgrading the WAN (wide area network) will improve connectivity to the outlying City facilities not hard wired to the
network
Undesirable consequences if not approved: Equipment will fail and need to be replaced on an emergency basis. Proactive planning maintains
functionality of productivity.
Options/Alternatives Considered: None

1
4
0
3
.
1
6
SOURCE OF FUNDS
Revenue
Sources
Projected
2014 2015 2016 2017 2018 2019 2020 TOTAL
Grants -
Debt -
Private -
Other -
TOTAL - $ 120,000 $ - $ - $ - $ - $ - $ 120,000 $
COST BREAKDOWN
Cost
Description
Projected
2014 2015 2016 2017 2018 2019 2020 TOTAL
Construction -
Design -
Equipment 120,000 120,000
Land Acquisition -
TOTAL - $ 120,000 $ - $ - $ - $ - $ - $ 120,000 $
Phone System Upgrade
General Fund
General Services

Contact:

Vince O'Connor
Information Systems
Manager
Project Description: Upgrade the phone systems at all City facilities to an enterprise grade IP based digital telephone system. System will
include new features with seamless transfers, instant messaging, easier conferencing, etc.

Project Need/Benefits: Newer technology will result in lower maintenance costs; added functionality to work in tangent with various department
operations (i.e. automated responses to common questions)

Undesirable consequences if not approved: Aging equipment and technology may result in failing equipment which impacts the organization's
productivity.

Options/Alternatives Considered: Phased approach over 2 or more years
1
4
1
3
.
1
7
SOURCE OF FUNDS
Revenue
Sources
Projected
2014 2015 2016 2017 2018 2019 2020 TOTAL
Grants -
Debt -
Private -
Other -
TOTAL - $ 50,000 $ - $ - $ - $ - $ - $ 50,000 $
COST BREAKDOWN
Cost
Description
Projected
2014 2015 2016 2017 2018 2019 2020 TOTAL
Construction -
Design -
Equipment 50,000 50,000
Land Acquisition -
TOTAL - $ 50,000 $ - $ - $ - $ - $ - $ 50,000 $
License Plate Reader
General Fund
General Services

Contact:

Chuck Anderson
Director of Public Works
Project Description: License Plate Reader (LPR) technology consists of a camera system that is mounted to a vehicle and automatically reads
license plates as the enforcement vehicle travels the roadways. The license plate that is read is then compared to an onboard database of
license plates to determine if the vehicle is in violation of the parking hours or shuffling.

Project Need/Benefits: Current parking enforcement is done by a single officer who walks the city enforcement areas and manually chalks tires
to track parking violations. This is an inefficient method of tracking parking violations and the current areas cannot be enforced as needed by one
officer. Using this improvement, enforcement can be accomplished 3 times faster than chalking tires.
Additionally, LPR system technology uses digital wheel imaging, time stamps and other technologies to reduce the number of parking disputes.
Finally, the return on investment with an acquisition of this technology averages 12 months.
Undesirable consequences if not approved: Current inefficient parking enforcement methodologies will remain in place and in a reactive
versus a proactive mode.

Options/Alternatives Considered: A more costly LPR system that could operate at 30MPH and consisting of extra cameras was considered,
but the additional $15,000 cost could not be justified.
1
4
2
3
.
1
8
SOURCE OF FUNDS
Revenue
Sources
Projected
2014 2015 2016 2017 2018 2019 2020 TOTAL
Current Revenues/Reserves 121,200 106,000 98,000 162,000 125,000 175,000 100,000 887,200
Grants -
Debt -
Private -
Other -
TOTAL 121,200 $ 106,000 $ 98,000 $ 162,000 $ 125,000 $ 175,000 $ 100,000 $ 887,200 $
COST BREAKDOWN
Cost
Description
Projected
2014 2015 2016 2017 2018 2019 2020 TOTAL
Construction 116,200 95,400 88,200 145,800 112,500 157,500 90,000 805,600
Design 5,000 10,600 9,800 16,200 12,500 17,500 10,000 81,600
Equipment -
Land Acquisition -
TOTAL 121,200 $ 106,000 $ 98,000 $ 162,000 $ 125,000 $ 175,000 $ 100,000 $ 887,200 $
Pedestrian, Bicycle, and Transit Facilities
(formerly Alternate Modes & Safety Enhancements)
General Fund
Public Works Department
Contact:

Chuck Anderson

Project Description: Some residents, especially those with lower incomes, are reliant on a multi-modal system that allows pedestrians to access transit stop
locations. A comprehensive sidewalk, bike, and transit network serves to reduce traffic demand, can improve worker productivity, and can serve to foster a healthy
community. This CIP funding mechanism addresses a constrained implementation of the Sidewalk Master Plan and seeks to improve transit stop locations
throughout the City. This project includes installation of sidewalks, bike lanes, and improvements to transit stops.

Project Need: The Sidewalk Master Plan, which is being updated in 2014, identified missing links totaling approximately $15 million in sidewalks. Staff has
collected data related to each transit stop in town in order to prioritize and identify improvements in a targeted manner to increase transit ridership and user safety
and experience. The projects identified below are those that are located in high traffic areas, attempt to address safety concerns worthy of attention, have been
frequently requested by the public, and do not have other potential funding mechanisms to facilitate construction.

2015: Village Drive Sidewalk (Sunray Meadows to Walton Creek - link 3042) ($106,000) - Engineering has performed design and coordinated with surrounding
property owners for easement and maintenance provision. Staff have received multiple requests for this missing link and has deemed it a high demand, high
safety hazard location

2016: Steamboat Hotel Transit Stop ($98,000) - Engineering has performed survey and conceptual level design for this segment. The City does not have an
easement for the existing bus pull out on private property at this location and City Legal Staff has identified the risk for continued use and potential loss of this stop
location. During 2011, this location was fully inundated

2017: Walton Creek Road Missing Links Project (US40 to Whistler: link 3040, 3043, Whistler/Walton Creek intersection) ($124,000); Sunburst Transit Shelter and
sidewalk (Meadow Lane: link 3038) ($38,000)

2018: Downhill Drive (US40 to West End Village sidewalk: link 2001) ($125,000)

2019: US40 Sidewalk (Community Center to Loggers Lane: link 3126.2) - development contributions (Windemere) - ($175,000)

Undesirable consequences if not approved: As more people walk and bike in the roads where there are missing links there is increased risk of safety issues.

Options/Alternatives Considered: Where roads have lower volumes and lower speeds or alternate trails are available it may be feasible to delay sidewalk
installation. However, there are many missing link areas in town where traffic volumes and speeds are higher and a sidewalk is a necessary alternative.
1
4
3
3
.
1
9
SOURCE OF FUNDS
Revenue
Sources
Projected
2014 2015 2016 2017 2018 2019 2020 TOTAL
Grants -
Debt -
Private 36,275 217,644 253,919
Other -
TOTAL 70,433 $ 1,140,000 $ - $ - $ - $ - $ - $ 1,210,433 $
COST BREAKDOWN
Cost
Description
Projected
2014 2015 2016 2017 2018 2019 2020 TOTAL
Construction 1,140,000 1,140,000
Design 70,433 70,433
Equipment -
Land Acquisition -
TOTAL 70,433 $ 1,140,000 $ - $ - $ - $ - $ - $ 1,210,433 $
Central Park Drive/Snapdragon Way Reconstruction
General Fund
Contact:

Chuck Anderson
Project Description: Install roundabout, replace asphalt, reconfigure curb lines, reduce to one lane each direction with bike lanes, move and
enhance pedestrian crossings near transit stop, and improve sidewalk connections. Central Park reconstruction will come from the general fund
with Snapdragon Way reconstruction funded as part of an LID to be formed by adjacent property owners.

Project Need/Benefits: The commercial area located off of Central Park Drive accounts for 18% of the overall sales tax volume in the City. The
transit stops on this road are the #1 and #2 most frequent summer stop locations. Nearly every visitor and resident will visit Central Park Drive
during their visit. The existing roadway geometry is inefficient and pedestrian safety is extremely marginal. The roadway is also exhibiting failure
and overall repair has been delayed for 4 years since originally identified. Snapdragon Way is currently a private street that does not meet public
standards. This project would construct the road to public standards and enable the City to accept it for public maintenance.

Undesirable consequences if not approved: Elevated annual maintenance costs to repair road, potential safety concern for pedestrian use near
transit shelter location, inefficient and unclear vehicle travel lanes.

Options/Alternatives Considered: Mill and overlay only, Mill and overlay with select improvements only, Full depth pavement reclamation with
select improvements, Full depth reclamation with lane realignment, installation of traffic signal midway between.

NOTE: The cost of the Snapdragon Way improvements is the contributions from the Resort Group development = $36,274 x 6 properties =
$217,644.
1
4
4
3
.
2
0
SOURCE OF FUNDS
Revenue
Sources
Projected
2014 2015 2016 2017 2018 2019 2020 TOTAL
Current Revenues/Reserves 75,000 100,000 75,000 100,000 75,000 100,000 75,000 600,000
Grants -
Debt -
Private -
Other -
TOTAL 75,000 $ 100,000 $ 75,000 $ 100,000 $ 75,000 $ 100,000 $ 75,000 $ 600,000 $
COST BREAKDOWN
Cost
Description
Projected
2014 2015 2016 2017 2018 2019 2020 TOTAL
Construction 75,000 100,000 75,000 100,000 75,000 100,000 75,000 600,000
Design -
Equipment -
Land Acquisition -
TOTAL 75,000 $ 100,000 $ 75,000 $ 100,000 $ 75,000 $ 100,000 $ 75,000 $ 600,000 $
City Parking Lot Pavement Maintenance Program
General Fund
Contact:

Chuck Anderson
Project Description: Repair and maintain the 47 City-owned parking lots. Some projects may consist of patching, new asphalt or concrete; some
projects will have a larger scope of work, due to size or nature of the required improvements, and will require increased funding to complete.
Preventative maintenance such as crack sealing is included at an additional $25,000 every other year.

Project Need/Benefits: Three years into this program the City is already seeing significant benefits from proactively managing our parking lot
infrastructure, but catch up is still required. To provide maintenance and improvements to City infrastructure to ensure prol onged lifecycles and
acceptable levels of service.

Undesirable consequences if not approved: Some parking lots already have begun to deteriorate to the point they are not safe, are in poor
operating condition, or have not maximized their use. If ignored, future costs could be significant compared to an ongoing preventative program.

Options/Alternatives Considered: Parking Lot Improvement projects can be submitted on an annual basis for consideration in the budgeting
process, however, this will cause for uncertainties for funding with each project, which may effect project delivery timing and impacts to meeting
construction deadlines.
Attachments: List of City Owned Parking Lots; Top City Parking Lots In Need of Repair and/or Improvements.

Very Poor Condition: 9
th
& Yampa St. (Ambulance Barn) - $60,000; Iron Horse - $175,000-$200,000; City Hall - $75,000-100,000; Emerald Park -
$125,000 (this after the repaving that was done this year); Rodeo Grounds (West) - $125,000-$150,000; Ski Time Sq. parking areas along road -
$25,000

Fair to Poor Condition: Police Station (upper) - $125,000; 7
th
& Yampa St. - $75,000-$100,000; Animal Shelter - $30,000; 10
th
& Lincoln (next to
City Hall) TBD; Public Works Shop - $200,000; Parks & Rec Building (front and portions of back) - $200,000
1
4
5
3
.
2
1
SOURCE OF FUNDS
Revenue
Sources
Projected
2014 2015 2016 2017 2018 2019 2020 TOTAL
Grants 100,000 100,000
Debt -
Private -
Other -
TOTAL - $ 185,000 $ - $ - $ - $ - $ - $ 185,000 $
COST BREAKDOWN
Cost
Description
Projected
2014 2015 2016 2017 2018 2019 2020 TOTAL
Construction -
Design 185,000 185,000
Equipment -
Land Acquisition -
TOTAL - $ 185,000 $ - $ - $ - $ - $ - $ 185,000 $
US 40 South Corridor Access Control Plan
General Fund
Contact:

Chuck Anderson

Project Description: Create an access control plan for the south US 40 corridor. (A plan was previously created for the west corridor).

Project Need: The CDOT access code allows one access per parcel, and without an access plan, that location may be approved in a location
that is detrimental to the capacity and flow of US40. An access plan can increase the value of development parcels by pre-negotiating with
CDOT, and by creating cross connections to maximize full movement access opportunities. It can help the community to reduce congestion by
preventing multiple closely spaced access points.

Undesirable consequences if not approved: Without a plan, CDOT may approve access that does not provide adequate circulation between
and across parcels, or that gives one access to each parcel, increasing congestion. Also, parcel access may be restricted, which could devalue
land and limit circulation.

Options/Alternatives Considered: Since the City does not control access permitting on US 40, other options such as a City master plan would
not bind CDOT to the agreed locations and movements.

1
4
6
3
.
2
2
SOURCE OF FUNDS
Revenue
Sources
Projected
2014 2015 2016 2017 2018 2019 2020 TOTAL
Current Revenues 700,000 700,000 700,000 700,000 700,000 700,000 700,000 4,900,000
Grants -
Debt -
Private -
Other -
TOTAL 700,000 $ 700,000 $ 700,000 $ 700,000 $ 700,000 $ 700,000 $ 700,000 $ 4,900,000 $
COST BREAKDOWN
Cost
Description
Projected
2014 2015 2016 2017 2018 2019 2020 TOTAL
Construction 695,617 700,000 700,000 700,000 700,000 700,000 700,000 4,895,617
Design -
Equipment 4,383 4,383
Land Acquisition -
TOTAL 700,000 $ 700,000 $ 700,000 $ 700,000 $ 700,000 $ 700,000 $ 700,000 $ 4,900,000 $
Project Description 2014: Project Description 2015:
Pine Street 118,000 $ Airport Road 33,534 $
Central Park Drive 104,000 Sky View 24,411
7th Street 130,000 Aprs Ski Way 61,542
Timothy 29,000 Hillside Drive 103,021
Alley 3rd to 4th South sid 10,600 Uncochief 28,304
River Queen 20,400 Bear Drive 32,973
Rockies Way 22,600 Hunters Drive 34,670
Curve Court 24,200 Bear Creek 11,835
Anglers Drive 109,800 Chinook 57,690
Anglers Court 35,900 Laurel Lane 106,502
Village Lane 35,417 Pahwintah 16,624
Subtotal 639,917 Hillside Court 12,000
Contingency 50,000 Copper Rose 18,000
Manholes & Valves 5,000 13th street 104,030
Grand Total 694,917 $ Contingency & risers 54,864
Grand Total 700,000 $
Pavement Maintenance Program
General Fund
Contact:

Chuck Anderson

Project Need/Benefits:

Estimated lifecycle of Streets and
Alleys
Residential15-20 years
Collectors10-12 years

Undesirable consequences if
not approved:

Roads will deteriorate quicker,
causing more potholes
and making repairs more
expensive. Instead of
rehabilitating roads we may have
to reconstruct them.

.

1
4
7
3
.
2
3
SOURCE OF FUNDS
Revenue
Sources
Projected
2014 2015 2016 2017 2018 2019 2020 TOTAL
Current Revenues/Reserves 330,000 240,000 145,000 30,000 130,000 875,000
Grants 47,000 47,000
Debt -
Private 70,000 70,000
Other -
TOTAL 47,000 $ 400,000 $ 240,000 $ 145,000 $ - $ 30,000 $ 130,000 $ 992,000 $
COST BREAKDOWN
Cost
Description
Projected
2014 2015 2016 2017 2018 2019 2020 TOTAL
Construction 42,000 400,000 180,000 120,000 130,000 872,000
Design 5,000 60,000 25,000 30,000 120,000
Equipment -
Land Acquisition -
TOTAL 47,000 $ 400,000 $ 240,000 $ 145,000 $ - $ 30,000 $ 130,000 $ 992,000 $
Storm Water System Improvements
General Fund


Contact:

Chuck Anderson
Project Description: 2014 project includes water quality monitoring and improvement of a major storm sewer outfall at 5th Street that drains
approximately 23 acres of the Downtown core. This effort is 100% grant funded through the State's Water Quality Impact Fund.
Project Need: Public Works completed a Citywide Storm water Master Plan in April 2013 and a Task Force of residents developed a number of
recommendations for future improvements. There is an ongoing need to maintain and replace storm sewer assets throughout the City, protect
infrastructure and the public against flooding, and insure acceptable water quality standards are met. Based upon the planni ng documents, field
inspections, and flooding concerns, a prioritization for replacement has been created with immediate needs identified. The f ollowing are currently
identified priorities, which will be refined as storm water crews come online and perform further inspections:

2015:
- Mt Werner Drive culvert (crossing under US40 Overpass) - Sinkhole forming near the westbound US40 onramp due to culvert deteri oration
($260,000)
- Slip line culvert along Central Park Drive in conjunction with roadway reconstruction ($140,000) - private cost share to be negotiated

2016:
-Refine hydrology for Burgess Creek including detention of Casey's Pond ($40,000)
-Replace culvert under Yampa Street with CBC at Butcherknife outfall ($180,000)
-Perform floodplain mitigation design in Stehley Park ($20,000)

2017:
- Study drainage at intersection of Hilltop/US40 alongside Iron Horse ($25,000)
- Replace culvert under Spruce Street for Butcherknife Creek, perform floodplain mitigation work in Stehley Park ($120,000)

2019:
-Design for culvert replacement under Mt Werner adjacent to Steamboat Blvd, coordinate with intersection design ($30,000)

2020:
-Replace culvert under Mt Werner near Steamboat Blvd in conjunction with intersection construction ($130,000)
Undesirable consequences if not approved: Without programmed life cycle replacement of culverts and maintenance of storm water conveyance
system much greater costs will be faced in the event of failure.
Options/Alternatives Considered: none

1
4
8
3
.
2
4
SOURCE OF FUNDS
Revenue
Sources
Projected
2014 2015 2016 2017 2018 2019 2020 TOTAL
Current Revenues/Reserves 1,627,803 500,000 2,127,803
Grants -
Debt -
Private -
Other -
TOTAL 1,627,803 $ 500,000 $ - $ - $ - $ - $ - $ 2,127,803 $
COST BREAKDOWN
Cost
Description
Projected
2014 2015 2016 2017 2018 2019 2020 TOTAL
Construction 1,430,000 500,000 1,930,000
Design 197,803 197,803
Equipment -
Land Acquisition -
TOTAL 1,627,803 $ 500,000 $ - $ - $ - $ - $ - $ 2,127,803 $
Emerald Park Access
General Fund

Contact:

Chuck Anderson
Project Description: Relocate the access to Pamela Lane and Emerald park to include additional highway side parking.

Project Need/Benefits: There is an ongoing safety issue related to trespassing at the location of the proposed railroad crossing. Staff is working
with the Union Pacific to formalize a vehicular crossing at the proposed Emerald Trail location including closure of the Traf algar Drive crossing to
vehicles.

Undesirable consequences if not approved: Continued safety issue with pedestrians trespassing at uncontrolled crossing location, unnecessary
cut through traffic on the residential street that has no sidewalks.

Options/Alternatives Considered: A number of alternate alignment configurations were considered and the proposed CIP includes the preferred
realignment option. The option to reduce park use was considered but is not feasible as the park is a developed resource and should be utilized.
1
4
9
3
.
2
5
SOURCE OF FUNDS
Revenue
Sources
Projected
2014 2015 2016 2017 2018 2019 2020 TOTAL
Current Revenues/Reserves 1,470 300,000 590,000 891,470
Grants -
Debt -
Private -
Other 590,000 590,000
TOTAL 1,470 $ 300,000 $ - $ 1,180,000 $ - $ - $ - $ 1,481,470 $
COST BREAKDOWN
Cost
Description
Projected
2014 2015 2016 2017 2018 2019 2020 TOTAL
Construction 1,470 290,000 1,110,000 1,401,470
Design 10,000 70,000 80,000
Equipment -
Land Acquisition -
TOTAL 1,470 $ 300,000 $ - $ 1,180,000 $ - $ - $ - $ 1,481,470 $
Yampa Street Utility Undergrounding
General Fund

Contact:

Chuck Anderson

Project Description: Utilizing franchise fee reserve funds this project consists of the installation of underground conduit and utility vaults along the
length of Yampa Street per the conceptual design as performed in 2012 to account for dry utilities currently located along overhead power poles. This
project would be phased to include an undergrounding project from 10th to Little Toots Park in 2015 with the remaining phase from 10th to 6th St
occurring as a joint project with the URA in 2017.

Project Need: YVEA has notified the City of a need to upgrade the power feed from the 13th Street substation into the Downtown area to impr ove
redundancy as Downtown density increases, and particularly on Yampa Street,. YVEA planned to replace existing overhead lines with new overhead
lines in 2014. Public Works staff met with YVEA to discuss coordination for undergrounding. YVEA has indicated a willingness to assist in cost share
for this and has agreed in principle to terminate their replacement near the Library and delay replacement of overhead lines along Yampa Street
contingent upon undergrounding conduit being installed within 2-3 years.

Undesirable consequences if not approved: Overhead utility poles and wires will continue to run along Yampa Street.


*Future cost based on current cost estimate less YVEA fees(2012 - $1,270,000) with 3% annual inflation
1
5
0
3
.
2
6
SOURCE OF FUNDS
Revenue
Sources
Projected
2014 2015 2016 2017 2018 2019 2020 TOTAL
Current Revenues/Rese 352,566 132,741 - 26,000 - - 280,000 791,307
Grants 1,216,604 530,964 - 104,000 - - 1,120,000 2,971,568
Debt -
Private -
Other -
TOTAL 1,569,170 $ 663,705 $ - $ 130,000 $ - $ - $ 1,400,000 $ 3,762,875 $
COST BREAKDOWN
Cost
Description
Projected
2014 2015 2016 2017 2018 2019 2020 TOTAL
Construction -
Design -
Equipment 1,569,170 663,705 - 130,000 - 1,400,000 3,762,875
Land Acquisition -
TOTAL 1,569,170 663,705 $ - $ 130,000 $ - $ - $ 1,400,000 $ 3,762,875 $
Transit Coach Replacement
General Fund
Public Works Transit

Contact:

Chuck Anderson

Project Description:
2013 - 1 new bus (ordered, delivered January 2015)
2014 - 4 Refurbished, 1 new bus (5311 Grant awarded)
2015 - 1 new bus (5339 Grant awarded)
2017 - Purchase Paratransit Van
2020 - 2 new buses (replacement)
Project Need: Heavy Duty bus life is 12 years. 4 buses purchased in 1997 with 2 additional purchased in 1999. These buses received a
refurbishment in the mid 2000's that allowed their service life to be extended to this point, but all 6 buses need to be repl aced. Three (3) of the buses
have been replaced. The remaining 3 buses will be replaced with grant funds that have been awarded by 2015. SST is finishin g the remaining 4
refurbished buses in 2014. This refurbishment will extend the life span of these buses into the replacement cycle beginning in 2020-2021. Hybrid
fleet replacement begins in 2020. 14 buses are scheduled to be replaced between 2021-2026.

Undesirable consequences if not approved: There are two consequences. One is that as equipment ages, major components need to be
replaced, often that exceed the overall value of the vehicle. If there is a catastrophic failure, that bus would be removed from service and the ability to
maintain scheduled service could be compromised. The second issue is that the buses are currently being purchased with grant s requiring a 20%
local match. SST cannot be sure of these grants continuing and would be highly doubtful of the grant amount increasing. If bus purchases are
postponed and a major portion of the fleet has to be replaced at one time, this will be funded predominantly from the General Fund.
Options/Alternatives Considered: Reduce the number of buses being replaced per year and extend the span over which all vehicles are replaced.
Continue to operate vehicles as SST is currently doing so with component replacement being done as needed. If needed, service could be reduced
to eliminate the need for as many vehicles.
1
5
1
3
.
2
7
SOURCE OF FUNDS
Revenue
Sources
Projected
2014 2015 2016 2017 2018 2019 2020 TOTAL
Current Revenues/Reserves 32,000 32,000 32,000 32,000 32,000 32,000 192,000
Grants 128,000 128,000 128,000 128,000 128,000 128,000 768,000
Debt -
Private -
Other -
TOTAL 160,000 $ 160,000 $ 160,000 $ 160,000 $ 160,000 $ 160,000 $ - $ 960,000 $
COST BREAKDOWN
Cost
Description
Projected
2014 2015 2016 2017 2018 2019 2020 TOTAL
Construction -
Design -
Equipment 160,000 160,000 160,000 160,000 160,000 160,000 960,000
Land Acquisition -
TOTAL 160,000 $ 160,000 $ 160,000 $ 160,000 $ 160,000 $ 160,000 $ - $ 960,000 $
Transit System Improvements
General Fund
Contact:

Chuck Anderson
Project Description: State FASTER Transit grant funds are available in the amount of approximately $608,000 per year in CDOT Region 3. This
money is split evenly between each TPR and MPO in Region 3. The City of Steamboat Springs is the only eligible transit operator in the Northwest
Transportation Planning Region (NWTPR).

Project Need/Benefits: Transit has ongoing needs such as transit coach refurbishments, global positioning system interfaces, mobile application
development, transit facility enhancement, etc.

Undesirable consequences if not approved: If the match dollars are not budgeted, then the City cannot apply for the grant funds due to a lack of
the required 20% match. In fact, in 2011 and 2012, the City missed out on approximately $200,000 in guaranteed grant funds due to the lack of
budgeting the grant match.

1
5
2
3
.
2
8
SOURCE OF FUNDS
Revenue
Sources
Projected
2014 2015 2016 2017 2018 2019 2020 TOTAL
Current Revenues/Reserves 16,421 18,750 - 35,171
Grants 65,683 75,000 140,683
Debt -
Private -
Other -
TOTAL 82,104 $ 93,750 $ - $ - $ - $ - $ - $ 175,854 $
COST BREAKDOWN
Cost
Description
Projected
2014 2015 2016 2017 2018 2019 2020 TOTAL
Construction -
Design -
Equipment 82,104 93,750 175,854
Land Acquisition -
TOTAL 82,104 93,750 $ - $ - $ - $ - $ - $ 175,854 $
Transit GPS System
General Fund

Contact:

Chuck Anderson

2014 - Provide a system to instantly identify the location of each vehicle by bus number and route to aid the dispatchers as well as
the public.
2015 - Automatic Passenger Counter System (grant awarded)

Project Need/Benefits: This system would enable dispatchers to monitor the progress of all buses on a moment by moment basis. This would
greatly assist in improving service by enabling staff to know where all the buses were and avoid service delays. This system would also increase
security by knowing the pinpoint location of buses that may need assistance or by querying drivers when a lengthy delay is observed. Passengers
would be able to know, via smart technology, where the specific bus they are looking for is. This can alert them to delays, load factors and other
route options to create convenient, real time transportation. The Automatic Passenger Counter System will enable SST to track each passenger
boarding and alighting by route, stop and time. This will enable SST to very accurately track passenger service and improve efficiency where able.

Undesirable consequences if not approved: Currently dispatchers rely on drivers to radio their locations. With up to 16 vehicle in operation at
any given time, this can be a difficult process. Passengers must rely on office personnel, a phone call and a radio transmission to know where
buses are currently. SST regularly surveys passenger trip information, but this requires a staff member to ride the bus and manually track the
information.

Options/Alternatives Considered: Cell phone GPS system requiring a more expensive basic system and annual subscription.

1
5
3
3
.
2
9
SOURCE OF FUNDS
Revenue
Sources
Projected
2014 2015 2016 2017 2018 2019 2020 TOTAL
Grants 90,000 105,000 195,000
Trade-in -
Debt -
Private -
SSAFPD -
TOTAL - $ 180,000 $ - $ - $ - $ - $ 210,000 $ 390,000 $
COST BREAKDOWN
Cost
Description
Projected
2014 2015 2016 2017 2018 2019 2020 TOTAL
Construction -
Vehicles 180,000 210,000 390,000
Equipment -
Land Acquisition -
TOTAL - $ 180,000 $ - $ - $ - $ - $ 210,000 $ 390,000 $
Fire Department Apparatus - Ambulance
General Fund
Fire Department

Contact:

Mel Stewart
Fire Chief
Project Description: This meets the department replacement schedule, generally ambulances are on a 10 year replacement schedule and fire
trucks are on a 15 year replacement schedule

Project Need/Benefits: Replaces apparatus before they become obsolete, unreliable and/or un-safe

Undesirable consequences if not approved: Obsolete equipment becomes unreliable and expensive to maintain

Options/Alternatives Considered: None, crucial to providing service.

2015 - Replace Ambulance 6-3 (2004) (~$180,000)

2020 - Replace Ambulance 6-2 (2009) ( ~$210,000)
1
5
4
3
.
3
0
SOURCE OF FUNDS
Revenue
Sources
Projected
2014 2015 2016 2017 2018 2019 2020 TOTAL
Current Revenues 270,000 270,000
Grants -
Debt -
Private -
Other -
TOTAL - $ 270,000 $ - $ - $ - $ - $ - $ 270,000 $
COST BREAKDOWN
Cost
Description
Projected
2014 2015 2016 2017 2018 2019 2020 TOTAL
Design -
Equipment -
Land Acquisition -
TOTAL - $ 270,000 $ - $ - $ - $ - $ - $ 270,000 $
Ball field Improvements
General Fund
Parks, Open Space, and
Recreational Services

Contact:

John Overstreet
Director
Parks, Open Space &
Project Description: The Adams field new lighting system and scoreboard will occur in 2015.

Funding source tied to Triple Crown contract through 2015. Funds not used for Adams field lighting will be used to continue with irrigation
system improvements and electrical system improvements.

Triple Crown contract ends in 2015, option to renew extends to 2020. The contract presently includes $15,000 (Triple Crown) + $75,000
annually from the City for ball field improvements.

Project Need/Benefits: To provide better lighting, reduce energy costs and maintenance costs. Current 28 year old technology has become
very expensive and inefficient.

Undesirable consequences if not approved: Increased repair and maintenance costs currently $2,000 - $2,500/year. Lost revenue from
cancelling and postponing games.

Options/Alternatives Considered: Continue repairing old lighting equipment.

1
5
5
3
.
3
1
SOURCE OF FUNDS
Revenue
Sources
Projected
2014 2015 2016 2017 2018 2019 2020 TOTAL
Current Revenues/Reserves 87,000 87,000 87,000 87,000 348,000
Grants -
Debt -
Private -
Other -
TOTAL - $ 87,000 $ - $ 87,000 $ 87,000 $ 87,000 $ - $ 348,000 $
COST BREAKDOWN
Cost
Description
Projected
2014 2015 2016 2017 2018 2019 2020 TOTAL
Construction 87,000 87,000 87,000 87,000 348,000
Design -
Equipment -
Land Acquisition -
TOTAL - $ 87,000 $ - $ 87,000 $ 87,000 $ 87,000 $ - $ 348,000 $
Park Playground Equipment
General Fund
Parks, Open Space, &

Contact:

John Overstreet
Director
Parks, Open Space &
Project Description: Replace aging playground equipment with new, safe and ADA compliant pieces. 2015 - Howelsen Beach playground. 2017 -
Little Toots Park playground. 2018 - West Lincoln Park playground. 2019 - Brooklyn Park playground.
Costs derived from Made in the Schade Playgrounds; Denver, CO. Representative for BigToys, Burke and Cr8 Play. Cost includes estimated site
prep and fall material.

Project Need/Benefits: Old equipment that does not meet current Consumer Product Safety Standards or Americans with Disabilities Act
requirements.

Undesirable consequences if not approved: Removal and reduction in playground amenities may occur over time.

Options/Alternatives Considered: Eliminate playgrounds and re-sod areas where equipment once stood.

Continue with existing structures.

GOCO grants are available.
1
5
6
3
.
3
2
SOURCE OF FUNDS
Revenue
Sources
Projected
2014 2015 2016 2017 2018 2019 2020 TOTAL
Grants -
Debt -
Private -
Other -
TOTAL 31,858 $ 50,000 $ 50,000 $ 50,000 $ - $ - $ - $ 181,858 $
COST BREAKDOWN
Cost
Description
Projected
2014 2015 2016 2017 2018 2019 2020 TOTAL
Construction 50,000 50,000 50,000 150,000
Design 31,858 31,858
Equipment -
Land Acquisition -
TOTAL 31,858 $ 50,000 $ 50,000 $ 50,000 $ - $ - $ - $ 181,858 $
Raw Water Irrigation Systems for Parks
General Fund
Contact:

John Overstreet
Director
Parks, Open Space &

Project Description: Utilizing raw water conversion feasibility studies, continue to implement raw water irrigation systems for City parks, starti ng
with Memorial Park. Prioritize projects based upon the value of the water right (pre-1922, volume, type of use etc.). The risk of abandonment,
(due to lack of use), and the cost/feasibility of developing the water right to irrigate city parks.
2014 - Memorial Park (raw water pump house and irrigation conversion, carried over from 2013)
2015 - West Lincoln Park (raw water pump house and irrigation conversion)
2016 - Little Toots Park and Bud Werner Memorial Library (raw water pump house and irrigation conversion)
2017 - Stehley Park (raw water and irrigation conversion)

Project Need/Benefits: Mitigate the risk of Colorado Compact Call, drought, river administration or trans mountain diversion to the city's water
rights portfolio and municipal supplies. Make beneficial use of water rights so they are not abandoned by the State Engineer . Reduce turf
maintenance costs (water bills for treated water) and provide a more sustainable method of irrigation. Implements the City's Community Water
Conservation Plan and helps to reduce water consumption by 15% by the year 2035.

Undesirable consequences if not approved: Abandonment of water rights that are immune to a Colorado Compact Call and/or valuable to the
city for future consumptive and/or non-consumptive needs. Continued pressure on existing treated supplies triggering need for costly water
treatment plant expansion and/or construction. Prolonged implementation of Water Conservation Plan and the city's goal to reduce water
consumption by 15% by 2035. Continued expense of using treated water.
1
5
7
3
.
3
3
SOURCE OF FUNDS
Revenue
Sources
Projected
2014 2015 2016 2017 2018 2019 2020 TOTAL
Grants -
Debt -
Private -
Other -
TOTAL - $ 90,000 $ - $ - $ - $ - $ - $ 90,000 $
COST BREAKDOWN
Cost
Description
Projected
2014 2015 2016 2017 2018 2019 2020 TOTAL
Design -
Equipment -
Land Acquisition -
TOTAL - $ 90,000 $ - $ - $ - $ - $ - $ 90,000 $

Yampa River Core Trail Bridge Decking and Painting
General Fund

Project Description: Replace bridge decking and paint the 9
th
Street Bridge on the Core Trail.

Project Need/Benefits: Industry standards recommend replacing all boards at one time rather then replace boards as needed. Boards are
rough, splitting and in need of repair. This is the time to paint the bridge as well since all the steel will be exposed

Undesirable consequences if not approved: Staff will continue to replace boards if funding is allocated. Bridges may need to be closed over
time if deemed unsafe.

Options/Alternatives Considered: Budget for replacement of boards and replace and paint as time allows.

Outside Funding Sources: n/a
Contact:

John Overstreet
Director
Parks, Open Space &

1
5
8
3
.
3
4
SOURCE OF FUNDS
Revenue
Sources
Projected
2014 2015 2016 2017 2018 2019 2020 TOTAL
Grants 50,000 50,000
Debt -
Private -
Other -
TOTAL 6,000 $ 84,000 $ - $ - $ - $ - $ - $ 90,000 $
COST BREAKDOWN
Cost
Description
Projected
2014 2015 2016 2017 2018 2019 2020 TOTAL
Construction -
Design -
Equipment -
Land Acquisition 6,000 84,000 90,000
Project Management -
TOTAL 6,000 $ 84,000 $ - $ - $ - $ - $ - $ 90,000 $
Snake Island Property
General Fund
Open Space Acquisition

Contact:

Winnie DelliQuadri
Government Program
Manager
Project Description: The purchase of 7.193 acres of land, including both branches of the Yampa River, at Snake Island.

Project Need/Benefits: Acquisition of the property will eliminate trespass issues (public fishing, boating/tubing, and a part of the core trail and a
bench which are on the property), ensure public access to both branches of the Yampa river at snake island, and enable the ci ty to manage and
maintain the river in this area.

Undesirable consequences if not approved: Litigation, removal of core trail soft surface segment/bench, loss of public access to the river


Outside Funding Sources: GOCO Open Space grant funds
1
5
9
3
.
3
5
SOURCE OF FUNDS
Revenue
Sources
Projected
2014 2015 2016 2017 2018 2019 2020 TOTAL
Grants -
Debt -
Private -
Other -
TOTAL - $ 93,000 $ 88,000 $ 132,000 $ 55,000 $ - $ - $ 368,000 $
COST BREAKDOWN
Cost
Description
Projected
2014 2015 2016 2017 2018 2019 2020 TOTAL
Construction 93,000 88,000 132,000 55,000 368,000
Design -
Equipment -
Land Acquisition -
TOTAL - $ 93,000 $ 88,000 $ 132,000 $ 55,000 $ - $ - $ 368,000 $
Tennis Center Court Resurfacing
General Fund
Contact:

John Overstreet
Director
Parks, Open Space &

2015 - Resurface and reline four (4) outdoor hard courts at Tennis Center ($28,000). Remove clay, lines and ruptured liner and replace with
a hard court on the US Open Court at the Tennis Center ($65,000).

2016 - Remove and replace clay, lines and redo brick border on 2 outdoor hydro courts.

2017 - Remove and replace clay, lines and redo brick border on 3 outdoor hydro courts.

2018 - Resurface and reline 6 indoor courts.

Project Need/Benefits: This procedure for clay court resurfacing is similar to resurfacing hard courts in that it should be performed every ten
(10) years. Our courts are twenty three (23) years old and have not been resurfaced. Needed for longevity and quality of courts.

Undesirable consequences if not approved: Court quality diminishes and may require closure if conditions continue to decline.

Options/Alternatives Considered: Remove the clay courts and replace them with hard courts, this is less maintenance and more
affordable/sustainable in the long term. Cost is $50,000-$75,000 per court.

1
6
0
3
.
3
6
SOURCE OF FUNDS
Revenue
Sources
Projected
2014 2015 2016 2017 2018 2019 2020 TOTAL
Current Revenues/Reserves 250,000 45,000 120,000 415,000
Grants 130,000 150,000 280,000
Debt -
Private 25,000 25,000
Other -
TOTAL 250,000 $ 200,000 $ 270,000 $ - $ - $ - $ - $ 720,000 $
COST BREAKDOWN
Cost
Description
Projected
2014 2015 2016 2017 2018 2019 2020 TOTAL
Construction 250,000 190,000 220,000 660,000
Design 10,000 50,000 60,000
Equipment -
Land Acquisition -
TOTAL 250,000 $ 200,000 $ 270,000 $ - $ - $ - $ - $ 720,000 $
Rodeo Grounds Infrastructure Repair
General Fund
General Services

Contact:

Steve Hoots
Facilities Manager

Craig Robinson
Howelsen Hill/Open Space
Superintendent

2015 - Remove existing primary arena, chutes, pens and alleys and install new arena and pens; remove track railing; replace existing light pole,
relocate announcer stand, scoreboard, speaker pole and snowmaking spigot.

2016 - Grading, drainage improvements and paving the south side of the parking lot; grant funding through CDOT, CMAQ program.

2020 and beyond - Complete improvements identified in the Rodeo Facility Master Plan.

Project Need/Benefits: Facility improvements are necessary for safe, efficient operations and are supported by the community.

Options/Alternatives Considered: None.

1
6
1
3
.
3
7

162
3.38
2013 2014 2014 2015 %
FUND BALANCE, JANUARY 1 988,995 $ 1,049,452 $ 1,049,452 $ 945,424 $ -9.91%
REVENUES
Inclusionary Zoning 91,913 - - - N/A
Other revenue 1,874 1,500 8,199 2,000 33.33%
Affordable Housing Loan Repayment 50,000 - - - N/A
TOTAL REVENUES 143,787 1,500 8,199 2,000 N/A
-
TOTAL AVAILABLE 1,132,782 1,050,952 1,057,651 947,424 -9.85%
EXPENDITURES
Code Revisions - 20,000 20,000 - N/A
FUND BALANCE, DECEMBER 31 1,049,452 $ 949,452 $ 945,424 $ 786,664 $ -17.15%
2015 BUDGET
COMMUNITY HOUSING FUND
85
AGENDA ITEM #4
4.1
2013 2014 2014 2015 %
FUND RESERVES, JANUARY 1 - $ 206,281 $ 265,481 $ 526,681 $ 155.32%
REVENUES
Accommodation taxes 207,381 685,000 787,775 735,000 7.30%
TOTAL REVENUES 207,381 685,000 787,775 735,000 7.30%
TOTAL AVAILABLE 207,381 891,281 1,053,256 1,261,681 41.56%
EXPENDITURES
Marketing Expenses - 25,800 25,800 30,000 16.28%
Yampa Street Contribution - 300,000 100 660,000 120.00%
Capital Outlay 1,100 300,000 500,675 300,000 0.00%
FUND RESERVES, DECEMBER 31 206,281 $ 265,481 $ 526,681 $ 271,681 $ 2.34%
RESERVES
Restricted for Haymaker Golf Course - $ 30,000 $ 30,000 $ 60,000 $
Accommodation Tax Reserves 206,281 235,481 496,681 211,681
TOTAL RESERVES 206,281 $ 265,481 $ 526,681 $ 271,681 $
NOTE: Revenue & Expenditures previously in the Golf Enterprise Fund.
ACCOMODATIONS TAX CAPITAL FUND
2015 BUDGET
86
4.2
2013 2014 2014 2015 %
FUND RESERVES, JANUARY 1 7,430,743 $ 8,291,293 $ 8,291,293 $ 7,303,439 $ -11.91%
REVENUES
Tap Fees 300,166 201,000 563,400 375,000 86.57%
Other 39,778 21,000 38,400 24,500 16.67%
TOTAL REVENUES 3,694,328 3,250,000 3,565,380 3,765,500 15.86%
TOTAL AVAILABLE 11,125,071 11,541,293 11,856,673 11,068,939 -4.09%
EXPENDITURES
Personnel Costs 635,136 788,045 789,776 826,270 4.85%
Capital Outlay 246,614 2,075,586 1,745,832 1,902,355 -8.35%
Overhead 246,153 241,064 241,064 276,761 14.81%
Debt Service 1,073,371 1,076,941 1,076,941 1,089,971 1.21%
FUND RESERVES, DECEMBER 31 8,291,293 $ 6,673,322 $ 7,303,439 $ 6,197,437 $ -7.13%
2015 BUDGET
WASTEWATER FUND
87
4.3
WASTEWATER FUND
83.12%
TAP FEES
15.80%
OTHER REVENUE
1.08%
89.39%
TAP FEES
9.96%
OTHER REVENUE
0.65%
88
4.4
WASTEWATER FUND
PERSONNEL COSTS
17.35%
OPERATING EXPENSES
15.37%
CAPITAL OUTLAY
38.34%
OVERHEAD
5.29%
DEBT SERVICE
23.65%
PERSONNEL COSTS
16.96%
OPERATING EXPENSES
15.93%
CAPITAL OUTLAY
39.05%
OVERHEAD
5.68%
DEBT SERVICE
22.38%
89
4.5
DIVISION: Wastewater Fund
SUBDIVISION: Wastewater Treatment
PROGRAMS: Biosolids Treatment & Handling
Lab Operations
Plant Operations
2013 2014 2014 2015 %
Personnel Costs 398,481 $ 418,409 $ 418,809 $ 431,048 $ 3.02%
TOTAL EXPENDITURES 929,837 $ 996,834 $ 997,533 $ 1,087,873 $ 9.13%
2013 2014 2014 2015
STAFFING PLAN ACTUAL ORIG. BUD. PROJECTED BUDGET
FULL TIME EMPLOYEES
Superintendent, WWTP 0.20 0.20 0.20 0.20
Operator in Charge - - - 1.00
Plant A Operator 2.70 3.00 3.00 2.00
Plant Operator 0.90 1.00 1.00 1.00
Lab Manager 0.60 0.60 0.60 0.60
2015 BUDGET
90
4.6
SUBDIVISION: Wastewater Collection
PROGRAMS: System Maintenance
I & I Detection & Elimination
2013 2014 2014 2015 %
Personnel Costs 66,390 $ 142,905 $ 143,005 $ 147,016 $ 2.88%
2013 2014 2014 2015
STAFFING PLAN ACTUAL ORIG. BUD. PROJECTED BUDGET
FULL TIME EMPLOYEES
Manager- Distribution/Collection 0.05 0.05 0.05 0.05
Supervisor, Water 0.35 0.35 0.35 0.35
Utility Operator (Utility Systems Operator II) 0.90 2.07 2.07 1.62
Maintenance Worker III 0.72 - - -
Utility Technician (Meter Technician) 0.01 - - 0.01
2015 BUDGET
91
4.7
SUBDIVISION: N/A
PROGRAMS: Meter Reading/Billing
2013 2014 2014 2015 %
Personnel Costs 39,383 $ 53,544 $ 54,774 $ 55,806 $ 4.22%
2013 2014 2014 2015
STAFFING PLAN
FULL TIME EMPLOYEES
Utility Billing Clerk 0.45 0.45 0.45 0.45
2015 BUDGET
92
4.8
SUBDIVISION: N/A
PROGRAMS: Wastewater Administration
2013 2014 2014 2015 %
Personnel Costs 126,422 $ 173,187 $ 173,188 $ 192,400 $ 11.09%
Overhead 246,153 241,064 241,064 276,761 14.81%
2013 2014 2014 2015
STAFFING PLAN
FULL TIME EMPLOYEES
Utility Engineer 0.50 0.50 0.50 0.50
Staff Engineer - - 0.25 0.25
Administrative Assistant - - - 0.05
2015 BUDGET
93
4.9
SUBDIVISION: Capital Outlay
PROGRAMS: Capacity Enhancements
Capital Replacements
2013 2014 2014 2015 %
Capital Outlay 251,074 $ 2,075,586 $ 1,745,832 $ 1,902,355 $ -8.35%
TOTAL EXPENDITURES 251,074 $ 2,075,586 $ 1,745,832 $ 1,902,355 $ -8.35%
EXPENDITURES BY PROJECT
Mt. Werner Interceptor Replacement - $ 100,000 $ 20,000 $ 400,000 $ 300.00%
UV Modules - 100,000 100,000 - N/A
Dam Riprap & Resurfacing - 100,000 - - N/A
Steamboat II Lift Station Rebuild - 25,000 25,000 225,000 800.00%
Aeration Basins 1&2 38,858 - 31,139 - N/A
Fish Creek Mobile Home Park Interceptor 20,992 - - - N/A
Major Capital Maintenance Project 35,357 213,216 508,876 217,355 1.94%
Dream Island Interceptor Replacement 86,649 - - - N/A
I & I Reduction Program - 60,000 60,000 60,000 0.00%
Wastewater Main Replacement 327 1,477,370 1,000,000 1,000,000 -32.31%
Meter Reading Conversion 68,769 - - - N/A
Miscellaneous Unassigned 122 - 817 - N/A
TOTAL EXPENDITURES 251,074 $ 2,075,586 $ 1,745,832 $ 1,902,355 $ -8.35%

2015 BUDGET
94
4.10
SUBDIVISION: N/A
PROGRAMS: Debt Service
2013 2014 2014 2015 %
Debt Service 1,073,371 $ 1,076,941 $ 1,076,941 $ 1,089,971 $ 1.21%
EXPENDITURE DETAIL
1995 CWPA Loan for Biosolids Improvements 112,064 $ 6,143 $ 118,207 $
1999 CWPA Loan for Treatment Plant expansion 166,067 46,968 213,035
2001 CWPA Loan for Treatment Plant expansion 319,709 110,102 429,811
2011 CWRPDA Loan 158,100 168,468 326,568
Energy Improvement Lease 1,911 439 2,350
757,851 $ 332,120 $ 1,089,971 $
2015 BUDGET
95
4.11
2013 2014 2014 2015 %
STAFFING PLAN
FULL TIME EMPLOYEES
Operator in Charge - - - 1.00
Plant A Operator 2.70 3.00 3.00 2.00
Plant Operator 0.90 1.00 1.00 1.00
Maintenance Worker III 0.72 - - -
Utility Operator II 0.90 2.07 2.07 1.62
Lab Manager 0.60 0.60 0.60 0.60
REVENUE SUMMARY
Charges for Services 3,354,384 $ 3,028,000 $ 2,963,580 $ 3,366,000 $ 11.16%
Tap Fees 300,166 201,000 563,400 375,000 86.57%
Other 39,778 21,000 38,400 24,500 16.67%
TOTAL REVENUES 3,694,328 3,250,000 3,565,380 3,765,500 15.86%
Personnel Costs 635,136 788,045 789,776 826,270 4.85%
Capital Outlay 246,614 2,075,586 1,745,832 1,902,355 -8.35%
Overhead 246,153 241,064 241,064 276,761 14.81%
Debt Service 1,073,371 1,076,941 1,076,941 1,089,971 1.21%
NET COSTS (REVENUE) (860,550) $ 1,617,971 $ 987,854 $ 1,106,002 $ -31.64%
Wastewater Administration 393,221 $ 433,660 $ 445,861 $ 500,829 $ 15.49%
Meter Reading/Billing 56,640 78,955 79,403 81,441 3.15%
Wastewater Treatment 929,837 996,834 997,533 1,087,873 9.13%
Wastewater Collection 129,635 205,995 207,664 209,033 1.47%
Capital Outlay 251,074 2,075,586 1,745,832 1,902,355 -8.35%
Debt Service 1,073,371 1,076,941 1,076,941 1,089,971 1.21%
2015 BUDGET
WASTEWATER FUND
96
4.12
2013 2014 2014 2015 %
FUND RESERVES, JANUARY 1 9,269,737 $ 9,316,317 $ 9,316,317 $ 5,431,851 $ -41.70%
REVENUES
Tap Fees 296,613 175,000 374,400 285,500 63.14%
Other 77,836 74,864 62,864 57,532 -23.15%
TOTAL REVENUES 2,616,073 2,116,864 2,268,834 2,603,532 22.99%
TOTAL AVAILABLE 11,885,810 11,433,181 11,585,151 8,035,383 -29.72%
EXPENDITURES
Personnel Costs 337,553 318,714 327,372 335,123 5.15%
Capital Outlay 1,029,459 4,475,000 4,505,000 1,627,000 -63.64%
Overhead 112,600 105,846 105,846 131,632 24.36%
Debt Service 629,451 634,402 634,402 635,392 0.16%
Other 828 - - - N/A
FUND RESERVES, DECEMBER 31 9,316,317 $ 5,354,430 $ 5,431,851 $ 4,735,077 $ -11.57%
2015 BUDGET
WATER FUND
97
4.13
WATER FUND
80.73%
OTHER REVENUE
2.77%
TAP FEES
16.50%
86.82%
OTHER REVENUE
2.21%
TAP FEES
10.97%
98
4.14
WATER FUND
PERSONNEL COSTS
5.32%
OPERATING EXPENSES
9.44%
CAPITAL OUTLAY
73.21%
OVERHEAD
1.72%
DEBT SERVICE
10.32%
PERSONNEL COSTS
10.15%
OPERATING EXPENSES
17.31%
CAPITAL OUTLAY
49.30%
OVERHEAD
3.99%
DEBT SERVICE
19.25%
99
4.15
DIVISION: Water Fund
SUBDIVISION: N/A
PROGRAMS: Water Rights Management
2013 2014 2014 2015 %
Personnel Costs 826 $ 946 $ 26,017 $ 42,220 $ 4363.00%
2013 2014 2014 2015
STAFFING PLAN
FULL TIME EMPLOYEES
Manager, Distribution/Collection - - - 0.01
2015 BUDGET
100
4.16
SUBDIVISION: Water Distribution & Water Storage
PROGRAMS: Hydrant Repair
System Maintenance
Raw Water
Potable Water
2013 2014 2014 2015 %
Personnel Costs 194,094 $ 143,696 $ 161,988 $ 142,915 $ -0.54%
2013 2014 2014 2015
STAFFING PLAN
FULL TIME EMPLOYEES
Manager, Distribution/Collection 0.10 0.10 0.10 0.09
Utility Operator 1.07 1.07 1.07 1.08
Utility Technician 0.02 0.02 0.02 0.02
Note: Combined Water Storage into Water Distribution for 2015. 2013 actuals and 2014 reflect combined divisions.
2015 BUDGET
101
4.17
SUBDIVISION: N/A
PROGRAMS: Meter Reading/Billing and Repairs
2013 2014 2014 2015 %
Personnel Costs 44,926 $ 51,470 $ 47,735 $ 53,126 $ 3.22%
2013 2014 2014 2015
STAFFING PLAN
FULL TIME EMPLOYEES
2015 BUDGET
102
4.18
SUBDIVISION: N/A
PROGRAMS: Water Administration & Water Treatment
2013 2014 2014 2015 %
Personnel Costs 82,479 $ 122,602 $ 91,632 $ 96,862 $ -20.99%
Overhead 112,600 105,846 105,846 131,632 24.36%
2013 2014 2014 2015
STAFFING PLAN
FULL TIME EMPLOYEES
Note: Combined Water Treatment into Water Administration for 2015. 2013 actuals and 2014 reflect combined divisions.
2015 BUDGET
103
4.19
SUBDIVISION: N/A
PROGRAMS: Capital Outlay
2013 2014 2014 2015 %
Capital Outlay 1,044,687 $ 4,475,000 $ 4,505,000 $ 1,627,000 $ -63.64%
Airport Water Redundancy/Storage Tank 145 $ - $ - $ - $ N/A
13th Street/Depot Water Main 5,349 - - - N/A
Bob Adams Drive Main Replacement 435,659 - - - N/A
Elk River Road Water Main 153 - - - N/A
Fish Creek Filtration Plant Capacity Expansion - - - 90,000 N/A
Wellfield Capacity Expansion - - - 95,000 N/A
Wellfield Treatment Plant Capacity Expansion - - - 6,000 N/A
Wellfield Treatment Plant Compliance Upgrade - - - 36,000 N/A
Water Main Connection Program - - 10,000 400,000 N/A
Water Main Replacement 405,197 - 20,000 1,000,000 N/A
Infiltration Gallery Expansion 54,366 - - - N/A
Meter Reading Conversion 68,643 - - - N/A
Land Acquisition 1,200 - - - N/A
West 1M Tank 73,651 4,475,000 4,475,000 - N/A
Miscellaneous Unassigned 324 - - - N/A
1,044,687 $ 4,475,000 $ 4,505,000 $ 1,627,000 $ -63.64%
2015 BUDGET
104
4.20
SUBDIVISION: N/A
2013 2014 2014 2015 %
Debt Service 629,451 $ 634,402 $ 634,402 $ 635,392 $ 0.16%
EXPENDITURE DETAIL
2011 CWRPDA Loan 306,900 $ 327,026 $ 633,926 $
Energy Improvement Lease 1,192 274 1,466

308,092 $ 327,300 $ 635,392 $
2015 BUDGET
105
4.21
2013 2014 2014 2015 %
STAFFING PLAN
FULL TIME EMPLOYEES
Civil Engineer - 0.50 - -
Utility Operator 1.07 1.07 1.07 1.08
REVENUE SUMMARY
Intergovernmental revenue 6,250 - - - N/A
Tap Fees 296,613 175,000 374,400 285,500 63.14%
Other 77,836 74,864 62,864 57,532 -23.15%
TOTAL REVENUES 2,616,073 2,116,864 2,268,834 2,603,532 22.99%
Personnel Costs 337,553 318,714 327,372 335,123 5.15%
Capital Outlay 1,029,459 4,475,000 4,505,000 1,627,000 -63.64%
Overhead 112,600 105,846 105,846 131,632 24.36%
Debt Service 629,451 634,402 634,402 635,392 0.16%
NET COSTS (REVENUE) (47,408) $ 3,961,887 $ 3,884,466 $ 696,774 $ -82.41%
Water Administration & Water Treatment 456,014 $ 553,066 $ 527,988 $ 543,104 $ -1.80%
Meter Reading and Repairs/Billing 59,100 75,237 70,802 76,949 2.28%
Water Distribution & Water Storage 308,377 282,903 297,865 287,475 1.62%
Water Rights Management 71,036 58,143 117,243 130,386 124.25%
Debt Service 629,451 634,402 634,402 635,392 0.16%
Capital Outlay 1,044,687 4,475,000 4,505,000 1,627,000 -63.64%
2015 BUDGET
WATER FUND
106
4.22
2013 2014 2014 2015 %
FUND RESERVES, JANUARY 1 519,808 $ 295,227 $ 295,227 $ 131,736 $ -55.38%
REVENUES
Intergovernmental 15,899 296,111 1,301,076 400,500 35.25%
Other Revenue 6,651 3,800 4,305 4,500 18.42%
Transfers 556,960 108,178 108,178 107,545 -0.59%
TOTAL REVENUES 1,630,529 1,445,636 2,461,986 1,663,634 15.08%
TOTAL AVAILABLE 2,150,337 1,740,863 2,757,213 1,795,370 3.13%
EXPENDITURES
Personnel Costs 248,237 293,686 274,143 292,462 -0.42%
Capital Outlay 801,716 307,222 1,500,195 435,185 41.65%
Overhead 123,959 98,718 98,718 101,072 2.38%
Debt Service 18,077 127,960 127,960 127,949 -0.01%
FUND RESERVES, DECEMBER 31 295,227 $ 295,227 $ 131,736 $ 36,619 $ -87.60%
2015 BUDGET
AIRPORT FUND
107
4.23
AIRPORT FUND
INTERGOVERNMENTAL
REVENUE
52.85%
42.58%
OTHER REVENUE
0.17%
TRANSFERS FROM OTHER
FUNDS
4.40%
INTERGOVERNMENTAL
REVENUE
24.07%
69.20%
OTHER REVENUE
0.27%
TRANSFERS FROM OTHER
FUNDS
6.46%
108
4.24
AIRPORT FUND
PERSONNEL COSTS
10.44%
OPERATING EXPENSES
23.78%
CAPITAL OUTLAY
57.14%
OVERHEAD
3.76%
DEBT SERVICE
4.88%
PERSONNEL COSTS
16.63%
OPERATING EXPENSES
45.61%
CAPITAL OUTLAY
24.74%
OVERHEAD
5.75%
DEBT SERVICE
7.27%
109
4.25
DIVISION: Airport Fund
SUBDIVISION: N/A
PROGRAMS: Airport Operations
2013 2014 2014 2015 %
REVENUE SUMMARY
Intergovernmental 15,899 $ - $ - $ - $ N/A
Transfers 360,960 108,178 108,178 97,360 -10.00%
Miscellaneous Income 6,651 3,800 4,305 4,500 18.42%
TOTAL REVENUES 837,418 544,675 548,060 543,949 -0.13%
Personnel Costs 123,422 108,440 88,193 127,840 17.89%
Overhead 46,129 52,152 52,152 62,902 20.61%
NET COSTS (REVENUE) (606,461) $ (268,728) $ (291,642) $ (257,178) $ -4.30%
2013 2014 2014 2015
STAFFING PLAN
FULL TIME EMPLOYEES
Airport Manager 0.70 0.70 0.70 0.60
Maintenance Worker, Senior 0.27 0.32 0.32 0.80
Maintenance Worker 0.14 0.19 0.19 -
2015 BUDGET
110
4.26
SUBDIVISION: N/A
PROGRAMS: Fixed Base Operations
2013 2014 2014 2015 %
REVENUE SUMMARY
TOTAL REVENUES 597,111 604,850 612,850 709,000 17.22%
Personnel Costs 124,815 185,246 185,950 164,622 -11.13%
Overhead 77,830 46,566 46,566 38,170 -18.03%
NET COSTS 94,929 $ 129,657 $ 128,054 $ 199,846 $ 54.13%
2013 2014 2014 2015
STAFFING PLAN
FULL TIME EMPLOYEES
2015 BUDGET
111
4.27
SUBDIVISION: N/A
2013 2014 2014 2015 %
REVENUE SUMMARY
Intergovernmental - $ 296,111 $ 1,301,076 $ 400,500 $ 35.25%
Transfers 196,000 - - 10,185 N/A
TOTAL REVENUES 196,000 296,111 1,301,076 410,685 38.69%
EXPENDITURES BY TYPE -
Capital Outlay 801,716 307,222 1,500,195 435,185 41.65%
TOTAL EXPENDITURES 801,716 307,222 1,500,195 435,185 41.65%
NET COSTS 605,716 $ 11,111 $ 199,119 $ 24,500 $ 120.50%
Land Acquisition - $ 85,000 $ 136,667 $ - $ N/A
Jetfuel Refueling Truck (Used) - - - 101,852 N/A
Pavement Maint. - Fog Seal Runway & Apron - - - 333,333 N/A
Routt County Road 44 Relocation - - 444,444 - N/A
Taxilane Rehab Between Hangars B&C - - 192,667 - N/A
Airport Road Construction - - 78,914 - N/A
Airport Roof Replacement 262,369 - 54,337 - N/A
Airport Surplus Equipment - - 6,500 - N/A
Taxiway Alpha Connector Relocation - 222,222 666,666 - N/A
Airport Concrete Apron Repair 9,934 - - - N/A
Airport Hangar Development 2,800 - - - N/A
Airport FBO Relocation 76,613 - - - N/A
Airport Terminal - Office Remodel 450,000 - - - N/A
TOTAL EXPENDITURES 801,716 $ 307,222 $ 1,580,195 $ 435,185 $ 41.65%
2015 BUDGET
112
4.28
SUBDIVISION: N/A
2013 2014 2014 2015 %
Debt Service 18,077 $ 127,960 $ 127,960 $ 127,949 $ -0.01%
EXPENDITURE DETAIL
Hangar Lease/Purchase 9,251 $ - $ 9,251 $
General Fund Loan Repayment 86,302 26,018 112,320
Energy Improvement Lease 5,186 1,192 6,378
100,739 $ 27,210 $ 127,949 $
2015 BUDGET
113
4.29
2013 2014 2014 2015 %
STAFFING PLAN
FULL TIME EMPLOYEES
REVENUE SUMMARY
Intergovernmental 15,899 296,111 1,301,076 400,500 35.25%
Other Revenue 6,651 3,800 4,305 4,500 18.42%
Transfers 556,960 108,178 108,178 107,545 -0.59%
TOTAL REVENUES 1,630,529 1,445,636 2,461,986 1,663,634 15.08%
Personnel Costs 248,237 293,686 274,143 292,462 -0.42%
Capital Outlay 801,716 307,222 1,500,195 435,185 41.65%
Overhead 123,959 98,718 98,718 101,072 2.38%
Debt Service 18,077 127,960 127,960 127,949 -0.01%
NET COSTS 224,581 $ - $ 163,491 $ 95,117 $ N/A
Airport Operations 230,957 $ 275,947 $ 256,418 $ 286,771 $ 3.92%
Fixed Base Operator 692,040 734,507 740,904 908,846 23.74%
Capital Outlay 801,716 307,222 1,500,195 435,185 41.65%
Debt Service 130,397 127,960 127,960 127,949 -0.01%
2015 BUDGET
AIRPORT FUND
114
4.30
2013 2014 2014 2015 %
FUND RESERVES, JANUARY 1 2,733,868 $ 1,394,626 $ 1,394,626 $ 1,456,067 $ 4.41%
REVENUES
Charges for Services 1,157,857 1,198,000 1,156,163 1,170,500 -2.30%
Accommodation taxes 513,311 - - - N/A
Other 6,531 4,125 2,483 5,625 36.36%
TOTAL REVENUES 1,677,699 1,202,125 1,158,646 1,176,125 -2.16%
TOTAL AVAILABLE 4,411,567 2,596,751 2,553,272 2,632,192 1.36%
EXPENDITURES
Personnel Costs 425,971 490,751 459,236 495,691 1.01%
Equipment 15,943 37,500 36,445 37,000 -1.33%
Overhead 119,382 107,172 107,172 115,725 7.98%
Debt Service 1,919,056 44,298 44,298 41,070 -7.29%
FUND RESERVES, DECEMBER 31 1,394,626 $ 1,353,929 $ 1,373,280 $ 1,387,268 $ 2.46%
2015 BUDGET
GOLF FUND
115
4.31
GOLF COURSE FUND
PERSONNEL COSTS
38.92%
OPERATING EXPENSES
45.16%
EQUIPMENT
3.09%
CAPITAL PROJECTS
0.00%
OVERHEAD
9.08%
DEBT SERVICE
3.75%
PERSONNEL COSTS
39.81%
OPERATING EXPENSES
44.62%
EQUIPMENT
2.97%
CAPITAL PROJECTS
0.00%
OVERHEAD
9.30%
DEBT SERVICE
3.30%
116
4.32
DEPARTMENT Parks, Open Space & Recreation
DIVISION: Golf Fund
SUBDIVISION: N/A
PROGRAMS: Course Operations
2013 2014 2014 2015 %
Operating Expenses 341,033 $ 354,999 $ 344,296 $ 350,762 $ -1.19%
Overhead 59,691 53,586 53,586 57,862 7.98%
2015 BUDGET
117
4.33
DIVISION: Golf Fund
SUBDIVISION: N/A
PROGRAMS: Course Maintenance
2013 2014 2014 2015 %
Personnel Costs 311,765 $ 370,909 $ 346,836 $ 371,766 $ 0.23%
Overhead 59,691 53,586 53,586 57,863 7.98%
2013 2014 2014 2015
STAFFING PLAN
FULL TIME EMPLOYEES
Golf Course Superintendent 0.80 0.80 0.80 0.80
Crew Leader 0.72 0.75 0.75 0.75
Park Worker I 5.00 5.00 5.00 5.00
Park Worker II 0.76 0.76 0.76 0.76
2015 BUDGET
118
4.34
DIVISION: Golf Fund
SUBDIVISION: N/A
PROGRAMS: Equipment Maintenance
2013 2014 2014 2015 %
Personnel Costs 114,206 $ 119,842 $ 112,400 $ 123,925 $ 3.41%
2013 2014 2014 2015
STAFFING PLAN
FULL TIME EMPLOYEES
Crew Leader 0.18 0.19 0.19 0.19
Mechanic, Parks/Golf 0.90 0.94 0.94 0.94
2015 BUDGET
119
4.35
DIVISION: Golf Fund
SUBDIVISION: N/A
PROGRAMS: Marketing
2013 2014 2014 2015 %
Operating Expenses 31,288 $ 42,000 $ 26,366 $ 28,000 $ -33.33%
2015 BUDGET
120
4.36
DIVISION: Golf Fund
SUBDIVISION: N/A
2013 2014 2014 2015 %
Equipment 15,943 $ 37,500 $ 36,445 $ 37,000 $ -1.33%
2015 BUDGET
121
4.37
DEPARTMENT: Parks, Open Space & Recreation
DIVISION: Golf Fund
SUBDIVISION: N/A
2013 2014 2014 2015 %
REVENUE SUMMARY
Accommodation taxes 513,311 $ - $ - $ - $ N/A
Debt Service 1,919,056 44,298 44,298 41,070 -7.29%
TOTAL EXPENDITURES 1,919,056 44,298 44,298 41,070 -7.29%
NET COSTS (REVENUE) 1,405,745 $ 44,298 $ 44,298 $ 41,070 $ -7.29%
EXPENDITURE DETAIL
Golf Cart Lease/Purchase 38,140 $ 2,102 $ 40,242 $
Energy Improvement Lease 673 155 828
38,813 $ 2,257 $ 41,070 $
2015 BUDGET
122
4.38
2013 2014 2014 2015 %
STAFFING PLAN
FULL TIME EMPLOYEES
Crew Leader 0.90 0.94 0.94 0.94
Mechanic, Parks/Golf (Mechanic Welder) 0.90 0.94 0.94 0.94
Park Worker I 5.00 5.00 5.00 5.00
Park Worker II 0.76 0.76 0.76 0.76
OPERATING REVENUE SUMMARY
Charges for Services 1,157,857 $ 1,198,000 $ 1,156,163 $ 1,170,500 $ -2.30%
Other 6,531 4,125 2,483 5,625 36.36%
TOTAL REVENUES 1,164,388 1,202,125 1,158,646 1,176,125 -2.16%
OPERATING EXPENDITURES BY CATEGORY
Personnel Costs 425,971 490,751 459,236 495,691 1.01%
Equipment 15,943 37,500 36,445 37,000 -1.33%
Overhead 119,382 107,172 107,172 115,725 7.98%
Debt Service 41,065 44,298 44,298 41,070 -7.29%
NET COSTS - COURSE OPERATIONS (25,438) 40,697 21,346 68,799 69.05%
RESTRICTED REVENUE SUMMARY
Accommodation taxes 513,311 - - - N/A
513,311 - - -
EXPENDITURES PAYABLE FROM RESTRICTED REVENUES
Debt Service 1,877,991 - - - N/A
NET COSTS (REVENUE) FROM
RESTRICTED REVENUES 1,364,680 - - - N/A
NET COSTS - GOLF COURSE 1,339,242 $ 40,697 $ 21,346 $ 68,799 $ 69.05%
Golf Course Operations 400,724 $ 408,585 $ 397,882 $ 408,624 $ 0.01%
Golf Course Maintenance 511,042 562,647 535,781 578,405 2.80%
Equipment Maintenance 138,888 147,792 139,220 151,825 2.73%
Golf Course Marketing 31,288 42,000 26,366 28,000 -33.33%
Capital Projects 15,943 37,500 36,445 37,000 -1.33%
Debt Service 1,919,056 44,298 44,298 41,070 -7.29%
2015 BUDGET
GOLF FUND
123
4.39
2013 2014 2014 2015 %
FUND BALANCE, JANUARY 1 87,020 $ - $ - $ - $ N/A
REVENUES
Private Contributions - - - - -
Other 1,479 - - - N/A
TOTAL AVAILABLE 88,499 - - - N/A
EXPENDITURES
Capital Outlay - - - - -
Overhead 11,092 7,949 - - N/A
TOTAL EXPENDITURES 11,092 7,949 - - N/A
FUND BALANCE, DECEMBER 31 77,407 $ (7,949) $ - $ - $ N/A
Note: Moved to General Fund 2014
2015 BUDGET
REHDER BUILDING FUND
124
4.40
2013 2014 2014 2015 %
FUND BALANCE, JANUARY 1 2,063 $ (10,654) $ (10,654) $ (16,202) $ 52.07%
REVENUES
Other Revenue 2,562 - 1,300 - N/A
Transfers 466,993 515,943 515,943 491,435 -4.75%
TOTAL REVENUES 644,158 675,943 705,029 681,435 0.81%
TOTAL AVAILABLE 646,221 665,289 694,375 665,233 -0.01%
EXPENDITURES
Personnel Costs 66,952 63,886 63,866 66,306 3.79%
Overhead 66,654 69,083 69,083 36,335 -47.40%
Debt service 435,481 475,303 475,303 476,748 0.30%
FUND BALANCE, DECEMBER 31 (10,654) $ (10,654) $ (16,202) $ (5,548) $ -47.93%
2013 2014 2014 2015
STAFFING PLAN
FULL TIME EMPLOYEES
Housing Manager 1.00 1.00 1.00 1.00
2015 BUDGET
IRON HORSE FUND
125
4.41

126
4.42
2013 2014 2014 2015 %
FUND RESERVES, JANUARY 1 2,229,590 $ 2,684,466 $ 2,684,466 $ 3,063,938 $ 14.14%
REVENUES
User Charges 1,375,683 1,276,370 1,310,000 1,396,271 9.39%
Intergovernmental - 160,000 228,500 - N/A
Other Revenue 4,035 - 2,775 4,000 N/A
Cash from Sale of Assets 32,589 40,800 51,800 66,500 62.99%
TOTAL REVENUES 1,412,307 1,477,170 1,593,075 1,466,771 -0.70%
TOTAL AVAILABLE 3,641,897 4,161,636 4,277,541 4,530,709 8.87%
EXPENDITURES
Personnel Costs 283,057 273,418 269,145 290,193 6.14%
Equipment 158,707 403,865 429,000 611,054 51.30%
Transfers - - - 10,185 N/A
TOTAL EXPENDITURES 957,431 1,192,641 1,213,603 1,463,343 22.70%
FUND RESERVES, DECEMBER 31 2,684,466 $ 2,968,995 $ 3,063,938 $ 3,067,366 $ 3.31%
2015 BUDGET
FLEET SERVICES FUND
127
4.43
DIVISION: Fleet Services Fund
SUBDIVISION: N/A
PROGRAMS: Fleet Services Operations
Capital Outlay
2013 2014 2014 2015 %
REVENUE SUMMARY
User Charges 1,375,683 $ 1,276,370 $ 1,310,000 $ 1,396,271 $ 9.39%
Cash from Sale of Assets 32,589 40,800 51,800 66,500 62.99%
Other Revenue 4,035 - 2,775 4,000 N/A
Intergovernmental - 160,000 228,500 - N/A
TOTAL REVENUES 1,412,307 1,477,170 1,593,075 1,466,771 -0.70%
Personnel Costs 283,057 273,418 269,145 290,193 6.14%
Equipment 158,707 403,865 429,000 611,054 51.30%
Transfers - - - 10,185 N/A
TOTAL EXPENDITURES 957,431 1,192,641 1,213,603 1,463,343 22.70%
NET COSTS (REVENUE) (454,876) $ (284,529) $ (379,472) $ (3,428) $ -98.80%
Fleet Services Operations 798,724 $ 788,776 $ 784,603 $ 852,289 $ 8.05%
Capital Outlay 158,707 403,865 429,000 611,054 51.30%
2013 2014 2014 2015
STAFFING PLAN
FULL TIME EMPLOYEES
Supervisor, Fleet Maintenance 0.94 0.94 1.00 1.00
Mechanic, Fleet (Mechanic II) 2.82 2.82 2.82 2.82

2015 BUDGET
128
4.44
AGENDA ITEM #5

Public Comment
5.1
Aircraft Parking/Tie Down Nightly Daily Monthly Annually
Piston Single Engine $10 $80 $85
Helicopter $15 $130 $150
Multi-Engine Piston $15 $130 $150
Meridian & TBM Aircraft $15 $130 $150
Turbine Cabin Class $30 $200 $500
Ramp Facility Fees Nightly Daily Monthly Annually
Piston Single Engine $5 $480 $350
Helicopter $12 $780 $750
Multi-Engine Piston $12 $780 $750
Meridian & TBM Aircraft $12 $780 $750
Turbine Cabin Class $25 $1,200 $1,500
Vehicle Parking Lot Fee Nightly Daily Monthly Annually
Single Space $5 $30 $45 $300
Double Space $10 $45 $90 $450
Gate Fee Nightly Daily Monthly Annually
Airside Pickup - ramp access for taxi $5
service and rental cars
Hangars First Night
Additional
Nights
Additional
Nights/Per
Hour
J-1 Hangar $300 $250
D-1 Hangar $200 $175
Rate for Heat $30 $30
After Hours & Labor Rates Flat Hourly
Call Out Fee $75
Additional Labor $55
Flat Rates Each
Engine Preheat Single Engine $35 $50
Engine Preheat Multi Engine $65 $80
Oxygen - Aircraft $45
Oxygen - Portable $35
Deicing Per Gallon - $60 minimum $11
Jet Porter - GPU Start $35
Jet Porter - Tug Fee $45
APPROVED FEES - AIRPORT
2015 BUDGET
163
AGENDA ITEM #6
6.1
Licenses Altered Unaltered
Routt County Dog & Cat License $5 $25
Pickup/Owner Claims Altered Unaltered Per Day
Impound Fee $0 $35
Board Fee $15
County Impound Fee $35 $35
Quarantine/Bite Hold $15
Adoption Fees
Dog/Puppy $25 $25
Cat/Kitten $25 $25
Spay/Neuter Deposit
*Dog/Puppy $90 $50
*Cat/Kitten $70 $50
Crematorium Public Fees Mass Private
Additional
P/Pound
<10 lbs. $40 $110
11-25 lbs. $60 $130
26-50 lbs. $80 $150
51-75 lbs. $100 $180
76-99 lbs. $120 $200
100 lbs. $140 $215
>100lbs $140 $215 $2
Crematorium Professional Fees Mass Private
Additional
P/Pound
<10 lbs. $30 $90
11-25 lbs. $45 $100
26-50 lbs. $60 $120
51-75 lbs. $80 $155
76-99 lbs. $90 $180
100 lbs. $100 $190
>100lbs $100 $190 $2
* Paid to the Routt County Humane Society
APPROVED FEES - ANIMAL SHELTER & CREMATORIUM
2015 BUDGET
164
6.2
Fire Fees Per Permit
* Plan Review Fee $25
Tax Deposits 50% of Valuation
City Use Tax 4.00%
LMD Air Service Use Tax 0.25%
School Use Tax 0.50%
Other Taxes
% of Total
Valuation
Excise Tax 1.20%
General Permit Fee Flat Fee
Single Family Residence $1,100
Duplex Permit $1,625
Tenant Finish $325
Deck Permit $195
Interior Alterations Permit $195
Secondary/Employee Unit $715
Solar Fee $130
General Permit Fee (cont.)
P/$1,000
valuation Permit Minimum
Commercial, Multi-Family & Mixed Used $1 $195
General Permit Fee SFR Additions Per Permit
$1,000 to $26,099 in valuation $455
$26,100 to $75,099 in valuation $780
Above $75,100 in valuation $1,100
Overlot Grade/Fill Permits Per Permit
With Major Public Facilities Major $3,700
With Minor Public Facilities Medium $1,620
With No Public Facilities Minor $415
* Additional Fire fees may apply based on Fire Department fee schedule
APPROVED FEES - BUILDING PERMITS
2015 BUDGET
165
6.3
East & West Community Room Hourly Daily
Individual $60 $600
Non-Profit $30 $250
For Profit $125 $1,000
East OR West Community Rooms Hourly Daily
Individual $35 $300
Non-Profit $25 $150
For Profit $65 $500
American Legion Conference Room Hourly Daily
Individual $25 $200
Non-Profit $15 $75
For Profit $35 $300
Kitchen (with any rental) Hourly Daily
Individual $100
Non-Profit $50
For Profit $200
All Rentals Hourly Daily
Government Entities No Charge No Charge
Mesa School House Hourly Daily
previously listed in Parks and Rec fees
Individual $25 $35 $200 $280
Non-Profit $20 $30 $160 $240
For Profit N/A N/A
APPROVED FEES - COMMUNITY CENTER AND MESA SCHOOL HOUSE RENTALS
2015 BUDGET
166
6.4
Conduit Feet. Per Feet P/Month
500 - 1,000 $0.28
1,000 - 2,500 $0.23
2,500 - 5,000 $0.19
5,000 - 10,000 $0.16
10,000 - 15,000 $0.13
15,000 - 25,000 $0.11
25,000 - 50,000 $0.09
APPROVED FEES - DATA CONDUIT GRID RATES
2015 BUDGET
167
6.5
Third Party Pay Contract Rates Per Hour Day
Ambulance (2FF/EMT - B.I.P) $142 $149
Structure Engine (1 Officer & 3 FF) $310 $326
Brush Truck (1 Officer & 2 FF) $205 $215
Water Tender (2 FF) $194 $204
Ladder Truck (1 Officer & 3 FF) $368 $386
Command Truck (1 Chief Officer) $470
Personnel Per Hour
Firefighter EMT/Paramedic $37 $39
Company Officer $47 $49
Chief Officer $68 $71
Special Activity Permits Per Event/Location Per Hydrant Per Display Per Tank
Minimum -
Maximum
Carnivals & Fairs $55 $75
Dry Hydrant Permit $250
Explosive or Blasting Permit $55 $75
Fire Works Permit (Retail Display) $50 $75
Fire Works Permit (Public Aerial Display) $100 $150
Underground Storage Tank Removal $50 $75
(Additional Tanks $20 at same location)
Open Burn Permit $30
Open Flame Permits/Flame Effect $30
Miscellaneous Permits
$25 - $50
$50 min plus
$75/hr.
Special Activity Permits (cont.) 200-1000 sq. ft. 1001-2500 sq. ft. >2501 sq. ft.
Tents, Canopies, and Temporary $30 $50 $50 $75 $200 $300
Membrane Structures
Other Inspections and Fees Per Hour
Special Requests (outside business hours) $50 $75
- minimum charge two hours
Re-Inspection Fees $50 $75
Inspections for which no fee is specifically $50 $75
indicated. - Minimum charge 1/2 hour
Additional Plan Review required by $50 $75
changes, additions, or revisions to plans
Test of Water Tanks w/Type 1 Engine $218 $300
Outside Consultants for plan checking Actual Cost
and/or inspections
Sprinkler, Alarm & Hood Permit Fees Base Permit Fee
Additional Fee per
additional $1,000
valuation
$1.00 - 2,000 Valuation $53 $55 $0
$2,001 - 25,000 Valuation $53 $76.18 $10 $15.40
$25,001 - 50,000 Valuation $294 $430.37 $7.25 $11.11
$50,001 - 100,000 Valuation $484 $708.13 $5.05 $7.77
$100,001 - 500,000 Valuation $749 $1,093.13 $3.90 $6.16
$500,001 - 1,000,000 Valuation $2,387 $3,557.13 $3.35 $5.23
$1,000,001 & Up Valuation $4,146 $6,169.63 $2.25 $4.02
Note: Additional Fee is based on each additional $1,000
of valuation from the low to high valuation in each category
Sprinkler, Alarm & Hood Permit Fees (cont.) All Permits
Plan Check Fees 65% 72% of Permit Fee
- calculated on above Base + Additional Permit Fees
Ambulance Fees Base Rate Base Rate Per Mile Supplies
Advanced Life Support $1,103 $1,158 $70-$90
Basic Life Support $995 $1,045 $60
Mileage (loaded) $18.00
APPROVED FEES - FIRE
2015 BUDGET
168
6.6
Application Fees Sales Tax Finance
Sales Tax License $25
Insufficient Funds Fee $25
APPROVED FEES - FINANCIAL SERVICES
2015 BUDGET
169
6.7
Printed Maps for Purchase Per Map Per Hour
Street Map $45
Zoning Map $45
Election District Map $45
North Subdivision Map $45
South Subdivision Map $45
Custom Mapping Requests $60
Plotting Costs Per Sq. Foot
Black & White Layouts $3
Color Fill Layouts $5
2008 Orthophoto (6 inch) Per Tile 1 DVD 2 DVDS 6 DVDS
< 30 tiles $1
Full Area $80 $160
City Limits $30 $60
2003 Orthophoto (1 ft.) Per Tile 1 DVD 2 DVDS 6 DVDS
< 30 tiles $1
Fire District $80 $160
Urban Area $20 **$60
City Limits $20 $40
**3 DVDs
2003 Digital Elevation Model (10 ft.) Each
Fire District $20
Urban Area $10
City Limits $10
1994 Orthophoto (1 ft.) Per Tile 1 DVD 3 DVDS
<30 tiles $1
Urban Area $20 $60
APPROVED FEES - GIS
2015 BUDGET
170
6.8
Season Passes Pre-May 1 After May 1 Anytime
Resident $1,295 $1,345 $1,450 $1,500
Spouse Add On $980 $1,045 $1,185 $1,200
Junior $325
Junior Add On $195
OnePass (individual) unlimited golf,
range balls and motorized cart use $2,495
OnePass (couple) unlimited golf,
range balls and motorized cart use $4,195
Non-Resident Property Owner $1,760 $1,960
Non-Resident Spouse Add On $1,240 $1,460
Punch Loyalty Cards 20/9 Holes 10/9 Holes
Resident $489 $499
Non-Resident Property Owner $645
Juniors (18 and under) $199
Guest $820 $879 $465 $499
Carts 18 Hole 9 Hole Twilight Anytime
Cart Fees $19 $15 $15
Cart Punch Card 20/9 $160
Lodging Cart Fee $16
Driving Range Each
35 Balls (small) $5
70 Balls (large) $10
Punch Card 10 Small Buckets $40
Range Jr. Discount Key $11
Range Season Pass $495
Buckets & Beer $7
Green Fees 9 Hole 18 Hole Twilight
Super Twilight
(at or after 5pm)
Resident $37 $39 $57 $62 $45 $30
Jr. Resident $20 $31 $11
$1/yr. old up to 18
yrs. old
Non-Resident Property Owner $55 $75 $65 $40
Property Owner Value $45 $65
Property Owner Junior $22 $374
Kids (12 and under) ride free with
paying adult
Kids (12 and under) play free after
1pm with paying adult
Guest $69 $74* $115 $119* $79 $55
Guest Junior $49
Guest Value $55 $75
* includes riding cart
Other Each
Lodging Rate $85
Group Rate $99
Guest Replay Rate $69
Resident Replay Rate $33
APPROVED FEES - GOLF
2015 BUDGET
NOTES: College students, Seniors (65 +) and Active Duty Military are treated as Residents for all products and rates. In addition, Non-
Resident Property Owners, i.e. owners of improved property in Routt County, will be treated as Residents in 2015 for all products and rates.
171
6.9
Howelsen Beach & Botanic Park Per Hour Up to 3 Hours Up to 12 Hours Per Day
Howelsen Beach $20 $30 $160 $200
Botanic Park $400 $450
Fireplace Room Per Hour Up to 3 Hours Up to 12 Hours Per Day
Individual $25 $45 $200 $360
Non-Profit $15 $35 $120 $280
For Profit $60 $70 $480 $560
Mesa School House Per Hour Up to 3 Hours Up to 12 Hours Per Day
move to community center listing of fees
Individual $25 $35 $200 $280
Non-Profit $20 $30 $160 $240
For Profit N/A N/A
Olympian Hall Per Hour Up to 3 Hours Up to 12 Hours Per Day
Individual $40 $60 $320 $480
Non-Profit $25 $45 $200 $360
For Profit $80 $90 $640 $720
Rodeo Grounds Per Hour Up to 3 Hours Up to 12 Hours Per Day
Individual $350
Non-Profit $225
For Profit $600
*Per contract, overnight parking available on Fri. & Sat.
nights at no charge.
Open Space & Trail Use Permit (dirt trails only) Annual Event Limited Per Hour
For Profit $300 $300 $50
Non-Profit $150 $150 $50
Biker, Runner, or Equestrian on course $3 $3 $3
Open Space/Park Rental $20
Field Use Fees Hourly Daily
Youth $10.50 $95 $84 Hours must be consecutive or you pay the daily rate
Adult $12 $110 $96
Event Staffing Fee $100
Layout/Prep Fees Per Field
Initial Layout & Painting (Soccer/Turf) $200 $225
Repainting of Soccer/Turf $100 $125
Baseball/Softball Field Drag & Line $65 $75
Other Per Field
Field lights (per hour) $15
Event Painter $20
- plus cost of paint
Event (extra) Mowing $100
APPROVED FEES - PARKS, OPEN SPACE & RECREATION
2015 BUDGET
172
6.10
2015 BUDGET
Damage Fees
No Alcohol Per facility
rental With Alcohol
Per Event $250 cost + 20% $500
Howelsen Hill Ice Arena Youth Adult Cheap Skate All
Public Skate $6 $7 $4
Bumper Cars Only (15 minutes) $10
Bump-n-Skate $16
Rock on Ice $8
Skate Rentals $4 $4 $2
Punch Cards ( 10 punches) Public Skate $50 $60
Punch Cards (10 punches) Drop in Hockey $80 $90
Skate Rentals Punch Cards (10) $30
Skate Sharpening Punch Cards (10) $60
Bumper Cars Punch Cards (10) $90
Skate Sharpening Overnight Same Day
Sharpening $7 $10
Public Skate Season Passes Family Youth Adult
Season Passes (June through May) $250 $75 $100
Hourly Ice Rental (when available) Hourly Per Event
(Effective September 2014 - August 2015)
Bumper Car Parties (private ice) $350
Individual $215
For Profit/Camps $265
Frequent User $185
Local Non-Profit $185
Open (unsold) ice non-prime time* /non user $185
*Non prime ice 8am-2pm winter 12am-5pm summer
Learn to Skate Per Session
7 weeks $70
8 weeks $80
Birthday Parties 10 Kids, 2 Adults
15 Kids, 2
Adults
Additional
Skaters
Skating Party $80 $4
Bumper Cars Party (shared ice during public skate) $250
Adult Leagues 10 Games 12 Games
Per Season Per Player $225 $275
(includes Play-Offs)
Early Bird Discount $210 $260
Payment Plan Options $25-$45 fee
Howelsen Hill Ski Area
Combined Alpine and
Nordic Season Pass
Terrain Park
Pass
Nordic Trail
Pass Alpine Lift Pass
All Pass Rates
Increase $30
after November
30
(Effective for 2014-2015 ski season) DELETE PASS
Senior (60+ 65+) $140 N/A $80 $80 $100
Adult (19-59 64) $305 N/A $150 $160 $175 $180
Youth (6-18) $140 N/A $80 $80 $100
Child (5 & under) $50 N/A $35 $35
Family $700 N/A $335 $355 $385 $395
Full-time College Student $180 N/A $100 $110 $100 $120
Daily Lift Ticket Rates Daily
Senior (60+ 65+) $15
Adult (19-59 64) $20 $25
Youth (6-18) $15
Child (5 & under) $8
First Tracks Special $10
One Way $5
Night Special $10
Terrain $10
Nordic $13 $14
Labor Rates Hourly
Ski Crewleader $27
Ski Foreman Supervisor $30
Ski Groomer w/Operator $150 $200
Ski Groomer w/out Operator $125 $175
Ski Maintenance, Worker II Senior $25
Ski Patrol (2 patrollers) $52
Ski Patrol I $14
Ski Patrol II $16
Ski Safety Coordinator $24
Ski Snowmaker $13
Ski Snowmobile or ATV w/Operator $35
Lift Operator $12
Run Poma Only 1st hour $140
Run Poma Only Additional Hours $72
All Pass Rates
Increase $30
after November
22 (except child)
173
6.11
2015 BUDGET
Youth Programs Pre-Register Day Of Club
Afterschool Day $10 $15
School Day Off $35 $38 $40 $44
Pee Wee Day $15 $20 $20 $25
Pee Wee Full Session 1 day/week $150-$300
Pee Wee Ice Skating Club $80
Kid's Night Out $15 $20
ASSET Clubs Per Session
Misc. offerings such as: $110-$180 $70-$200
Gymnastics (depending on club)
Yoga
Learn to Skate/Initiation to Hockey
Rock Climbing
Bowling
Arts & Crafts
ASSET Camps Per Week
Misc. offerings such as: $250-$525
Archery & Fishing (depending on camp)
Horseback Riding
Rock Climbing
Lego Camp
Summer Day Camp Pre-Register Post-Register Day Of Per Shirt
Per Day of Camp $35 $38 $40 $44 $45 $50
Per Half Day of Camp $29 $31 $34 $37 39 N/A
T-Shirt $15
Camp Invention Half Day Full Week Per Day
Pre & Post Care $50 $15
Mini-Sprouts Day Camp Pre-Register Day Of Club
Per Day $15 $20 $20 $25
Mini-Sprouts Club $110-$340
Teen Activities Per Event
Misc. offerings such as: $75-$150
Teens on Tour
WZ Teen Club Archery
GROW Girls Club
Babysitting Class/First Aid+CPR
CYC (Registration Fee per Crew Member) $40 $60
Youth Sports Per Session
Late
Registration Fee
Tee Ball/Coach Pitch $75 $5 $15
Youth Football (flag) $75 $5 $15
Youth Football (tackle) $110 $5 $15
Youth Basketball $75 $5
Adult Sports
Per Team (includes Park
User Fee when
applicable)
Softball $1,000-$1,075
Basketball $600 $500
Volleyball (Summer) $325
Volleyball (Fall) $365
Volleyball (Winter) $365
Dodgeball $425
Soccer (indoor) $425
Soccer (outdoor) $1250 $950
Events Youth Adult
Bike Race Season Pass (pre-season) $50 $140
Bike Race Season Pass (post-season) $60 $150
Bike Race 3 Pack Flex Pass - Adults Only - $70
Bike Races (pre-registration) $10 $25
Bike Races (day-of) $16 $36
Pentathlon (pre-registration early) $50 $100
Pentathlon (day-of late) $60 $110
Commercial River Fees Gross Revenues
Permit for Public River Access 5%
174
6.12
Misc. Permit/Licenses Initial Fee
Per Person on
application Renewal Event
Adult Oriented Business License $5,000 $7,000 $250 $7,000
Non-Cigarette Tobacco License $130 $130
Pawnbroker License $100 $1,115 $1,115
Peddler, Solicitor and Canvasser License $25
Refuse Collection License $100
Transient Seller License $50
Film Permit $100
Marijuana Licenses
Medical Marijuana License $400 $400
Retail Marijuana License $9,165 $9,165
Change of Location $1,000
Transfer of Ownership $1,000
Add OPCL $150
Modification of Premise $150
Change of Corporate Structure $100
Late Renewal $500
Liquor License Per License
Initial Application $1,000
Change of Location $700
Transfer of Ownership $700
Late Renewal $500
Renewal $100
Change of Corporate Structure $100 $100
Manager Registration $75
Tasting Permit $100
Related Facility $100
Special Events Permit $100
Art Gallery Permit $103.75
Arts License $41.25
Beer & Wine License $48.75
Brew Pub License $75
Club License $41.25
Hotel & Restaurant License $75
Liquor Licensed Drugstore License $22.50
Racetrack License $75
Retail Liquor Store License $22.50
Tavern License $75
3.2% Beer on Premise License $3.75
3.2% Beer off Premise License $3.75
APPROVED FEES - PERMITS/LICENSES
2015 BUDGET
175
6.13
Development Application Fees Staff Review
Staff Review &
TAC Review Flat Fee Other
Pre-Application Review No Charge $100 $200
Community Plan Land Use Amendment* $3,500
Community Development Code Text Amendment $3,500
Annexation** $2,000 $2,000 minimum
Official Zoning Map Amendment - standard zone district $2,000
Official Zoning Map Amendment - planned unit development $2,000 $3,000
Development Plan*** $500 $750
Community Housing Plan Amendment $500
*Director may waive fees for review concurrent with zone map
ammendment.
**Deposit - final cost dependent on processing @ $50/hour
***Conditional Use review only - no external modifications or
development review
Development Application Fees (continued) Base Fee
Structure with
Variances
(additional)
Base Fee $1,000 $1,500 $500
PUD move above $2,000
Per 1,000 square feet over 5,000 10,000 square feet $50
in any development
Final Development Plan
Concurrent with
DP No DP required Administrative
Each 1000 SF of GFA
over 10,000 SF
$50
Final Development Plan $1,000 $1,250 $1,500 $1,000
Additional Charges will apply to developments over
5,000 square feet
Vesting Extension Review $250
Preliminary Plat 1-6 Lots/Units 7-15 Lots/Units 16+ Lots/Units Vacation of Right-of Way
Base Fee $1,000 $1,500 $2,000 $800
Preliminary Plat Additional Variance(s) 2 Variations 3 Variations 4 Variations
In addition to Preliminary Plat Base Fee $500 $750 $1,000 $1,250
Final Plat 1-3 Lots/Units 4-6 Lots/Units
7-15 Lots or
Units 16+ Lots/Units
Base Fee $500 $700 $1,000 $1,200
Final Plat Additional
Easement
Vacation
Base Fee $400
Other Fees Flat Fee
Change of Use $100
Use with Criteria - NOT concurrent with BP or Development app $50
Lot Line Adjustment $300 $400
Lot Line Elimination $200 $400
Floodplain Development Permit $50
Master Sign Plan $100
Sign Permit $50
Temporary Banner $25
Water body Setback Variance $1,000 $750
Utility Easement Encroachment $200
Floodplain Map Revisions $1,000
Minor Exterior Modification $500
Appeal of Administrative Decision $250
Appeal of Board of Adjustment Decision $250
Appeal of Planning Commission Decision no charge
Revocable Permit $75
Development / Improvements agreement $250
Zoning verification letter $50
Community Housing Plan amendment $500
Substantial conformance review $250
APPROVED FEES - PLANNING FEES
2015 BUDGET
176
6.14
Variance
Single
Family/Duplex Floodplain Sign
Variance Fees $500 $500 $250
Minor Adjustment Fees
Single
Family/Duplex Land Use
All Other
Structures
Adjustment Fees $75 $250 $75 $250 $150 $250
Wireless Communications Facility Base Fee
Minor $500
Major $2,500
Parking Fee Per Space
In-Lieu $25,000
Research 1st 3 Hours Additional Hours
Research Fees (see note below) No Charge $50
Reconsideration of Condition(s) of Approval Administrative Public
Review Fees $250 $1,000 $750
Vacation Home Rentals Flat Fee
Application $500
Additional Parking Inspection $100
Annual Renewal $50
Note: Research requests shall be submitted in writing to the Director of Planning Services for review and
approval prior to the initiation of any staff research. The Director shall determine if the requested research is
appropriate based on the nature of the research requested, the amount of research requested, and available
staff time.
Research is defined as the interpretation of documents in the planning files of the City. By way of example and
not limitation, a party may request research as to the history of the zoning for a particular parcel or for the
history and status of a planning approval for a specific parcel. This section is not intended to replace or nullify
a citizen's rights under the Open Records Act to inspect and copy a specifically described document or
documents or file.
APPROVED FEES - PLANNING FEES
2015 BUDGET
177
6.15
Plant Investment Fees Water Wastewater
Per Point Fee $27.57 $40.87
Water Rights Fee $40.26
Categories Points
Square Footage 0.008
Toilets & Urinals Private 8.1
Toilets & Urinals Public 16.2
Sinks -Private 2.5
Sinks - Public 5
Sinks - Commercial 15
Tub and/or Shower - Private 14.3
Tub and/or Shower - Public 28.6
Washing Machine - Private 10
Washing Machine - Public 22
Washing Machines - Commercial 60
Kitchen - Private 7.2
Dishwasher - Private 8.7
Dishwasher - Commercial 100
Water Spigot 3.6
Yard Hydrant 8.1
Drinking Fountain 1.5
Ice Machine/Water Coolers 1.5
Fountains 2.5
Floor Drains 7.5
Whirlpools/Hot Tubs 5
Swimming Pool/gal. 0.003
Carwash Bays 150
Wastewater Dump 500
Bidet 5
Drive Up Restaurant (per bay) 15
Wet Bar 2.5
Restaurant (per seat) 2.5
Bar (per seat) 1.8
Convention Center (per seat) 1
Irrigation (per sq. ft. > 3,000) 0.004
- take points times quantity in each
category to reach total points
NOTE: PIF fees are recalculated in January of each year and are subject to change from the time of publication
APPROVED FEES - PLANT INVESTMENT FEES
2015 BUDGET
178
6.16
Services Each Per Page Per Hour
Records Search $5
Traffic Accident Reports $5
Incident Reports $5
Certified Copies $1
Photographs $5
CDs $5
Sex Offender Registration $10
Fingerprints $10
Liquor License Fingerprints $70
Marijuana Dispensary Fingerprinting $50
Portable Breath Test $15
VIN Check Fee $20
Special Event Contract Labor $65
APPROVED FEES - POLICE SERVICES
2015 BUDGET
179
6.17
Records Per Page Per Document Actual Cost Per Item
First 4 Pages Free
Additional Pages $0.25
Large Sized Documents & Maps Cost
FAX Copies $0.25
Copies of Plats/Maps $5
Color Copies $0.30
Document Certification $2
Duplication of Audio Tapes/Mini Discs $30
Information/Presentations on CD
Research and Retrieval $30 per hour
Verbatim Transcripts Per Document Actual Cost
One Hour or Less Prep Time* $30
Over One Hour Prep** Cost
Court Record Preparation Per Hour
City Manager or City Attorney Time $50
Other City Employees $25
Note: Information requests requiring excessive research time by staff may incur additional charges.
*Prepared by City Clerk Staff
**Actual Cost by Third Party Transcriber
APPROVED FEES - PUBLIC RECORDS
2015 BUDGET
180
6.18
Permits Per Permit
Revocable Permits License - Type A $85 Planning should have the Revocable License - Type B
License Revocable Permit Agreements $140
Indemnifications $85
Street Cut Permit $50
APPROVED FEES - PUBLIC WORKS
2015 BUDGET
181
6.19
Regional Fares Per Trip Per Card
Within Craig $1
Craig - Hayden $3.50
Craig - Milner $4.00
Craig - Steamboat II $5.00
Craig - Steamboat Springs $6.00
Hayden - Milner $3.50
Hayden - Steamboat II $4.00
Hayden - Steamboat Springs $5.00
Milner - Steamboat II $2.00
Milner - Steamboat Springs $3.50
Steamboat II - Steamboat Springs $1.50
Discount Punch Pass (worth $60) $40
Students 1/2 Price
Seniors Free
Local Fares Per Trip
Within Steamboat Springs Free
Par transit Services (on-call) Free

Charter Rates Per Hour
Chartered Bus (any size) $120
- 3 hour minimum
APPROVED FEES - TRANSIT
2015 BUDGET
182
6.20
2013 Rate Study Not Completed Rate Study in Progress - All Fees Subject to Change
Base Charges
Residential Per
Month
Commercial Per
Month
Water $21.96 $22.78
Sewer $33.10 $26.35
Water Volume Rate per 1,000 gallons
Residential Per
Month
Commercial Per
Month
1,000 - 4,000 $2.30 $4.17
5,000 - 12,000 $3.45 $4.17
13,000 - 20,000 $5.28 $4.17
21,000 - 28,000 $6.89 $4.17
29,000+ $10.34 $4.17
Sewer Volume Rate per 1,000 gallons Per Month
Commercial $5.00
- Residential is not charged
sewer volume rates
Combined Usage Per Month
Per 1,000
Gallons Per Month Greater Of
Water Base Charge $22.78
Water Volume Charge $4.17
Sewer Base Charge $26.35
Sewer Volume Charge 33.10 x # of res.
units OR 5.00 x
water volume
Discounts Available for Elderly* Per Month
Residential Base Charge 50% off
Residential Volume Charge 50% off
**with low income qualifying
annual application
Interest Per Month
Overdue Accounts 1%
Septage Haulers Per Gallon
Hauler Fee $0.035
WasteWater Treatment Plant Lab Per Test
PH Test $5
Ammonia Nitrogen $10
Total Suspended Solids $10
Total Dissolved Solids $10
Fecal Coliform $15
Total Coliform $15
Biochemical Oxygen Demand $25
APPROVED FEES - WATER & SEWER RATES
2015 BUDGET
183
6.21

184
6.22
2013 2014 2014 2015 2015
ACTUAL ORIG. BDGT. PROJECTED BUDGET CHANGES
FULL TIME EMPLOYEES
General Government
City Council 7.00 7.00 7.00 7.00 -
City Manager's Office 1.90 1.90 1.90 1.90 -
Economic Dev/Assist. to the City Mgr - - - 1.00 1.00
General Services 13.40 13.40 13.40 14.30 0.90
City Clerk 3.70 3.70 3.60 3.60 (0.10)
IGS/Assitant to the City Manager - - - 1.90 1.90
Financial Services 10.30 10.30 10.40 10.40 0.10
36.30 36.30 36.30 40.10 3.80
Transportation Services
Transportation Administration 1.92 2.12 2.12 2.12 -
Regional Bus Service 2.27 2.49 2.49 2.49 -
Transit Operations 27.71 27.29 27.29 27.29 -
31.90 31.90 31.90 31.90 -
Public Works
Public Works Administration 4.50 5.00 4.50 5.45 0.45
Streets 13.50 14.50 14.50 14.45 (0.05)
18.00 19.50 19.00 19.90 0.40
Public Safety Services
Police Department 36.90 38.00 38.00 38.00 -
Fire Department 27.90 28.00 28.00 28.00 -
64.80 66.00 66.00 66.00 -
Legal and Municipal Court
Legal Services 1.90 1.90 1.90 1.90 -
Municipal Court 0.90 0.90 0.90 0.90 -
2.80 2.80 2.80 2.80 -
Parks and Recreation
Parks, Open Space and Rec. Admin. 2.35 2.35 4.80 4.90 2.55
Parks, Open Space & Rec Marketing - - 1.00 1.00 1.00
Recreation Programs 5.22 6.40 4.60 4.70 (1.70)
Parks 6.77 7.02 6.09 6.17 (0.85)
Trails/Open Space 1.05 1.10 0.50 0.50 (0.60)
Howelsen Hill Ski Area 4.26 4.52 3.49 3.54 (0.98)
Howelsen Hill Rodeo 1.41 1.51 1.21 1.21 (0.30)
Tennis Center 0.44 0.51 0.47 0.48 (0.03)
Ice Arena 4.15 3.39 3.84 3.94 0.55
25.65 26.80 26.00 26.44 (0.36)
Planning 5.90 5.80 5.80 6.90 1.10
5.90 5.80 5.80 6.90 1.10
Water and Wastewater Utilities 12.00 12.80 13.30 13.51 0.71
Airport 2.80 3.00 3.00 3.00 -
Golf Course 3.70 3.82 3.82 3.82 -
Howelsen Hill Ski Area - - - - -
Rodeo - - - - -
Howelsen Hill Ice Arena - - - - -
Tennis Center - - - - -
Iron Horse 1.00 1.00 1.00 1.00 -
Fleet Services 3.76 3.76 3.82 3.82 0.06
TOTAL FULL TIME FTE'S 208.61 213.48 212.74 219.19 5.71
STAFFING PLAN
2015 BUDGET
185
6.23
2013 2014 2014 2015 2015
ACTUAL ORIG. BDGT. PROJECTED BUDGET CHANGES
STAFFING PLAN
2015 BUDGET
General Government
City Council - - - - -
City Manager's Office - - - - -
Economic Dev/Assist. to the City Mgr 0.90 0.90 0.90 - (0.90)
General Services 0.35 0.35 0.35 0.35 -
City Clerk 0.03 0.33 0.33 0.03 (0.30)
Intergovernmental Services 1.60 1.60 1.60 - (1.60)
Financial Services - - - - -
2.88 3.18 3.18 0.38 (2.80)
Transportation Services
Transportation Administration - - - - -
Regional Bus Service 0.18 0.18 0.18 0.18 -
Transit Operations 3.70 3.70 3.70 3.90 0.20
3.88 3.88 3.88 4.08 0.20
Public Works
Public Works Administration - 0.50 0.50 0.50 -
Streets 2.79 3.29 3.29 3.29 -
2.79 3.79 3.79 3.79 -
Public Safety Services
Police Department 1.27 1.50 1.50 1.75 0.25
Fire Department 4.00 4.00 4.00 4.00 -
5.27 5.50 5.50 5.75 0.25
Legal and Municipal Court
Legal Services - - - - -
Municipal Court 0.25 0.25 0.25 0.25 -
0.25 0.25 0.25 0.25 -
Parks and Recreation
Parks, Open Space and Rec. Admin. - - - 0.23 0.23
Recreation Programs 6.79 5.94 5.94 5.94 -
Parks 5.06 5.06 5.06 5.56 0.50
Botanic Park 2.67 2.67 2.67 2.67 -
Trails/Open Space 0.58 0.58 0.58 0.58 -
Howelsen Hill Ski Area 2.25 2.25 2.25 2.58 0.33
Howelsen Hill Rodeo 0.33 0.33 0.33 0.33 -
Tennis Center 0.14 0.14 0.14 0.14 -
Ice Arena 0.97 0.47 1.47 0.97 0.50
18.79 17.44 18.44 19.00 1.56
Planning 0.25 0.25 0.25 - (0.25)
Historic Preservation - - - - -
0.25 0.25 0.25 - (0.25)
Water and Wastewater Utilities 0.60 0.60 0.60 0.60 -
Airport 1.75 1.75 1.75 1.75 -
Golf Course 6.21 6.21 6.21 6.21 -
Howelsen Hill Ski Area - - - - -
Rodeo - - - - -
Howelsen Hill Ice Arena - - - - -
Iron Horse - - - - -
Tennis Center - - - - -
Fleet Services - - - - -
TOTAL PART TIME FTE'S 42.67 42.85 43.85 41.81 (1.04)
GRAND TOTAL FTE'S 251.28 256.33 256.59 261.00 4.67
186
6.24
-
-
-
2015 BUDGET SUMMARY
WATER AND WASTEWATER FUND
5%
AIRPORT FUND
2%
GOLF FUND
4%
FLEET SERVICES
2%
IRON HORSE FUND
0%
GENERAL FUND
87%
FTES BY FUND
CITY COUNCIL
3%
CITY MANAGER
1%
INTERGOVERNMENTAL SERVICES
1%
ECONOMIC DEVELOPMENT
0%
GENERAL SERVICES
6%
CITY CLERK
2%
FINANCIAL SERVICES
5%
PUBLIC WORKS
10%
TRANSPORTATION SERVICES
16%
POLICE DEPARTMENT
18%
FIRE DEPARTMENT
14%
LEGAL & MUNICIPAL COURT
1%
PARKS, OPEN SPACE &
RECREATIONAL SERVICES
20%
PLANNING SERVICES
3%
FTE BY DEPARTMENT (GENERAL FUND)
187
6.25
City of Steamboat Springs
Community Support Coalitions
2015 Budget Summary

2014 2014 2015
Request Funding Request

Arts and Culture (14) 159,000 112,475 195,000

Environmental (5) 66,000 40,000 63,000

Human Resources (22) 227,950 210,500 264,500

Total $452,950 $362,975 $522,500

Notes:

Number of organizations requesting Community Support funding listed in parenthesis
Human Resources Coalition includes one umbrella organization (First Impressions)
that represents six additional organizations

Arts and Culture
x One new request from Rocky Mountain Summer Conservatory for $5,000
x Two requests for 2015 that received funding in previous years but not in 2014:
o Steamboat Symphony Orchestra for $10,000
o Steamboat Springs Arts Council for $5,000 to support affiliates that do
not apply directly to the City

Environment
x The initial 2015 request is similar to 2014, however, the Environmental Coalition
recognizes that City Council has made public its desire to work on environmental
and sustainable goals for 2015 and will be advocating for increased funding

Human Resources
x Four new requests for 2015:
o Lift-Up of Routt County for $4,000
o Pedal for Change for $2,000
o Reaching Everyone Preventing Suicide for $2,500
o Routt County Youth Services Coalition for $2,500
x One request that was denied funding in 2014 did apply again in 2015:
o Routt County Court Appointed Special Advocates for $1,000
x One request that received funding in 2014 did not apply in 2015:
o Humble Ranch Education and Therapy Center ($1,000 in 2014)
188
6.26
Community Support
2015 Allocation Recommendation
Organization 2012 Funding 2013 Funding 2014 Request 2014 Funding 2015 Request
Human Resources Coalition
Advocates 12,500 12,500 12,500 14,500 14,500
Boys & Girls Club of Steamboat Springs 6,500 6,000 6,000 4,000 5,000
Court Appointed Special Advocates Routt County 0 500 1,500 0 1,000
Comunidad Integrada/Integrated Community 6,500 6,500 14,000 10,000 10,000
Family Development Center 7,250 7,250 7,500 7,500 10,000
First Impressions 54,500 54,500 59,950 58,000 70,000
Grand Futures 2,500 2,500 2,500 2,750 4,500
Humble Ranch Education & Therapy Center 1,500 2,000 2,000 1,000 0
Lift-Up of Routt County 0 0 0 0 4,000
NW CO Center for Independence (Independent Life Center) 1,250 0 1,250 1,250 7,500
NW CO Dental Center 2,500 1,250 3,500 3,000 3,750
NW CO Legal Services 2,000 1,250 4,250 750 3,500
NW CO VNA 37,500 35,000 40,000 40,000 40,000
Partners in Routt County 3,000 3,000 5,000 4,000 5,000
Pedal for Change 0 0 0 0 2,000
Planned Parenthood 1,500 1,500 2,500 1,000 4,500
REPS - Reaching Everyone Preventing Suicide 0 0 0 0 2,500
Rocky Mountain Youth Corps 5,250 6,500 8,750 8,250 11,500
Routt County Council on Aging 21,000 21,000 21,000 21,000 25,000
Routt County Youth Services Coalition 0 0 0 0 2,500
Routt County United Way 4,250 4,250 4,250 4,250 6,750
Mindpring Health (Steamboat Mental Health) 25,000 25,000 27,500 26,500 25,000
Yampa Valley Autism Program 2,000 2,500 4,000 2,750 6,000
TOTAL HRC 197,500 193,000 227,950 210,500 264,500
1
8
9
6
.
2
7
Community Support
2015 Allocation Recommendation
Organization 2012 Funding 2013 Funding 2014 Request 2014 Funding 2015 Request
Arts and Culture Coalition
Friends of the Chief 0 2,000 15,000 5,700 25,000
Steamboat Dance Theater 4,000 4,000 5,000 4,575 5,000
Great American Laughing Stock Company 3,500 5,000 5,000 5,000 7,000
Center for Visual Arts 7,000 9,000 10,000 9,000 10,000
Emerald City Opera 9,000 7,500 15,000 12,200 15,000
Steamboat Art Museum 16,000 18,000 30,000 20,000 30,000
Seminars at Steamboat 1,000 2,000 4,000 2,500 4,000
Steamboat Springs Arts Council 5,000 0 0 0 5,000
Steamboat Springs Free Summer Concert Series 30,000 26,000 30,000 23,000 30,000
Steamboat Spings Orchestra 5,000 7,000 0 0 10,000
Strings Music Festival 16,500 16,500 30,000 16,500 30,000
Perry Mansfield School and Camp 3,000 5,000 10,000 10,000 15,000
Yampa Valley Choral Society 0 0 5,000 4,000 4,000
Rocky Mountain Summer Conservatory 0 0 0 0 5,000
TOTAL ARTS AND CULTURE 100,000 102,000 159,000 112,475 195,000
Environmental Coalition
Yampatika 6,750 6,000 10,000 8,750 10,000
Yampa Valley Recycles 3,750 (with YVSC) (with YVSC) - -
Community Agriculture Alliance 8,500 9,500 10,000 8,000 10,000
Yampa Valley Land Trust 4,000 5,000 25,000 9,000 20,000
Yampa Valley Sustainability Council 9,500 10,000 14,000 10,250 15,000
Routt County Conservation District 0 4,000 7,000 4,000 8,000
TOTAL ENVIRONMENTAL 32,500 34,500 66,000 40,000 63,000
1
9
0
6
.
2
8

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