Performance Measures 3 27 17 - Colorado Springs, Colorado · Creation Finance - Economic...

2017 Budget 1-29 Performance Measures

Performance Measures All performance measures are based on strategic plan initiatives and initiatives developed by individual departments/divisions that align directly with a strategic plan goal. This document reflects all strategic plan and departmental initiatives beginning in 2016 or 2017. The ID number referenced in each initiative was established to help identify and track each strategic plan/departmental initiative. The initial number (1, 2, 3, or 4) references the goal, the letter (A, B, or C) references an objective, and the final number (for example, 01) is specific to that initiative. The ending numbers are not necessarily sequential, as there are several strategic plan initiatives that do not begin until 2018 or 2019, and thus they are not reflected here. For more information about the goals or objectives please reference the Strategic Plan located on page 1-1.

ID Goal Initiative Accountable Entity

Promoting Job Creation

Finance - Economic Development

Year Initiated Dedicated 2017 Funding (if applicable) Responsible Entities

2016Work completed by personnel and operational expenses budgeted in Finance - Economic Development

Measure(s) of Success

Increase in municipal sales tax revenue


Support the community’s economic development goals, working with the RBA (Regional Business Alliance) and other community organizations to identify and remove barriers to business growth and development

Increase in jobs

1A-0

1

Performance Measures 1-30 2017 Budget





2016Work completed by personnel and operational expenses budgeted in Finance - Economic Development



Number of businesses and/or enterpreneurs supported by programs of our partners to include

Promote the strengthening of skills and employment opportunities of Colorado Springs residents, through partnering with locally-connected businesses, entrepreneurs and local educational institutions to create an environment that fosters the recruitment and retention of young talent across the Pikes Peak Region

SDBC, Peak Startup, 1 Million Cups and Thrive

1A-0

2



Procurement Services


2016Work completed by personnel and operational expenses budgeted in Procurement Services


Finance

Encourage local purchasing for City products and services to support our local economy

1A-0

3

Citywide definition of "local" established5% increase in local purchases



City Council


2016Work completed by personnel and operational expenses budgeted in City Council

Measure(s) of SuccessSupport efforts and policies that support regional workforce development goals

City Council

Support regional workforce development goals that enhance the City's appeal to high-technology and manufacturing businesses

1A-0

4




Mayor's Office


2016Work completed by personnel and operational expenses budgeted in the Mayor's Office


Mayor's Office

Nurture our local government-military installation relationships and support Council’s and others engagement efforts that encourage and expand the military presence in the Pikes Peak region

1A-0

5

Continue collaborative engagements with military installations and City emergency response units Support of events and opportunities with shared interest of the City and military installations





2016Work completed by personnel and operational expenses budgeted in Finance and Planning and Development



Identify catalytic downtown projects developed by other organizations and partner closely with those organizations leading those initiatives (for example, a public market).

Urban Planning division createdSupport and provide feedback on the Downtown Master PlanActivate Rapid Response where appropriate and leverage available funding to facilitate downtown

1A-0

7



Support mentorship of young entrepreneurs, professionals and leaders

Mayor's Office


20162017 budget includes funding for City participation in Colorado Springs Rising Professionals


by the Task

Mayor's Office, City Council

Increase in employees joining professional development groups (for example, Colorado Springs Rising Creation of a Mayor's Young Leaders Task Force and implementation of key initiatives/ideas raised

Expansion of the existing Council Community Engagement Program

1A-0

9




City Council




City Council

Proactively engage with federal military leadership, with the goal of preserving and expanding, as appropriate, the military presence in the Pikes Peak region

Enhance partnerships at local and federal level in support of military installations

1A-1

0



City Council




City Council

Identify and implement specific changes within Council's purview that attract and retain jobs, leveraging the City's strengths, including Colorado Springs Utilities' role as an economic engine for the region

Implement any recommendations from CSU and/or the City to attract and retain jobs through Council action

1A-1

1



CSPD, CSFD, Office of Emergency Management


2016Work completed by personnel and operational expenses budgeted in CSPD, CSFD, and the Office of Emergency Management


CSPD, CSFD, Office of Emergency Management

Address public safety issues that impact our image and attractiveness to new businesses and residents

Major public safety issues are identified and addressedCSFD Development Review plan reviews are completed in 5 days, 90% of the timeCSPD Homeless Outreach Team contributes toward facilitating community involvement in problem solving

1B-0

1

2

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2017 Budget

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Parks, Recreation and Cultural Services - Forestry


2017Work completed by personnel and operational expenses budgeted in Parks, Recreation and Cultural Services - Forestry


Provide maintenance services to native rights-of-way, medians and Gateway Gems by contracting mowing services and providing enhanced services through existing staff in both high priority as well as blighted areas


Maintain a high level of care along the city’s non-irrigated rights of wayPerform mowing a minimum of 4 times throughout the growing season, spray weeds and invasive species

1B-1

1



Parks, Recreation and Cultural Services - Golf Courses


2017Work completed by personnel and operational expenses budgeted in Parks, Recreation and Cultural Services - Golf Courses


Increase the number of golf rounds played at both golf courses

Parks, Recreation and Cultural Services - Golf Courses

Exceed 114,000 9-hole rounds played at Patty JewettExceed 55,000 rounds played at Valley Hi

1B-1

2



Parks, Recreation and Cultural Services - Pikes Peak America's Mountain


2017$1.25 million budgeted in 2017 for the Summit House from Pikes Peak America's Mountain Enterprise


Explore public and private funding opportunities for the design, development and construction of a new Summit House. Complete design and begin construction.


Ground breaking and construction begins as approved and scheduledFinal design accepted and approved

1B-1

3




City Council




Identify tourism promotion and funding strategies that support regional efforts to expand tourism in the Pikes Peak Region

City Council

Investigate policy modifications that maximize tax revenues available for tourism promotion and other

1B-1

4



City Council


2017$2.5 million budgeted in 2017 from PPRTA funds for reconstruction on West Colorado from 31st Street to U.S. Hwy. 24


Encourage infill and develop job creation policies with a priority on West Colorado Avenue, Economic Opportunity Zones and Downtown

Consider approval of the North Nevada Master Plan

City Council1B-1

5



Planning and Development


2016Work completed by personnel and operational expenses budgeted in Planning and Development and IT


implemented Meet plan review turnaround times (single family permit reviews under 3.0 days, commercial permit reviews under 5.0 days and land use application under 28 days) Implement electronic submittal of procurement bids and proposals by the end of 2017

Comprehensive review of the Municipal Code, appropriate additions and revisions prescribed and

Review business-related City Code and eliminate barriers to doing business in the City.

Planning and Development - Land Use Review

1C-0

1




Colorado Springs Airport


2016Work completed by personnel and operational expenses budgeted in Colorado Springs Airport


Further diversify and expand new revenue streams, while controlling operating expenses, and fostering an efficient and cost effective airport operation subsequently lowering the Cost per Enplanement and encouraging new air service opportunities through COS.


Finalize a standard EDA for contractor / company and implement in 2017

1C-0

2







Enhance economic development opportunities at the Colorado Springs Airport through site and land development planning to enable shovel-ready construction for future prospects and further compliment the lucrative economic incentives available through the Commercial Aeronautical Zone


Finalize a standard EDA for contractor / company and implement in 2017

1C-0

2








Enhance economic development opportunities at the Colorado Springs Airport through site and land development planning. This will enable shovel-ready construction for future prospects and further compliment the lucrative economic incentives available through the Commercial Aeronautical Zone


Certification programs/degree programs in placeInternships/Apprenticeship programs in place

1C-0

3







Continue to improve recruitment efforts to retain, expand, and attract aviation related businesses within the Commercial Aeronautical Zone


Increased awareness of COS General/Corporate Aviation opportunities through social media metrics Creation of a COS GA/Corporate Aviation landing page on COS’ website

1C-0

4





2018Work completed by personnel and operational expenses budgeted in Planning and Development

Measure(s) of SuccessFormal approval of the infill chapter and action plan Implement a robust infill communication plan Implement code changes relating to infill

Unify the online interaction for permits and applications to improve the ease of doing business with the City and to easily track progress of applications.

Mayor's Office1C-0

5


ID Goal Accountable Entity

Investing in Infrastructure

Mayor's Office

Year Initiated Dedicated 2017 Funding (if applicable)

2016$15.9 million budgeted in 2017 for Stormwater activity; $50 million budgeted in 2017 in the 2C - Road Improvement Special Revenue Fund

Execute and comply with the Intergovernmental Agreement with Pueblo County regarding stormwater funding

Initiative

2A-0

1Aggressively address aging infrastructure (roads and bridges, parks, stormwater and public safety), in a unified, long-term approach driven by the City (Administration and Council) in partnership with local businesses, non-profit organizations, and our citizens to implement realistic, preemptive and effective infrastructure solutions.

Responsible Entities

Mayor's Office; City Council

Measure(s) of SuccessSuccessfully implement 2C and 2D initiatives



Public Works - City Engineering


2016Work completed by personnel and operational expenses budgeted in Public Works, PRCS, Finance, Planning and Development, CSFD and CSPD

By end of 2018, neighborhood impact improved through coordination and strategic investments of resources

Initiative

2A-0

2

Develop priorities for large infrastructure projects Citywide and coordinat infrastructure improvements across City departments/functions (parks, stormwater, streets) and with CSU


Public Works - City Engineering

Measure(s) of SuccessBy end of 2017, prioritization criteria established



Communications


2016Work completed by personnel and operational expenses budgeted in Communications and Public Works

Initiative

2A-0

3

In partnership with El Paso County, implement a strategy for effectively providing education and engaging citizens on infrastructure needs through existing communication tools of El Paso County


Communications

Measure(s) of SuccessNew, effective communication methods identified and implemented




Information Technology


2016Work completed by personnel and operational expenses budgeted in IT

Decrease in IT infrastructure downtime and duration of downtime

Initiative

2A-0

4Improve City IT infrastructure to support City services, provide adequate security of data and information, and identify and address maintenance needs for the City’s communications systems.



Measure(s) of SuccessImplemention of an ongoing tech refresh program





2016 $250,000 budgeted in 2017 for the Comprehensive Plan

Initiative

2A-0

5

Update the City’s Comprehensive Plan to better define economic growth and development objectives


Planning and Development - Land Use Review; Planning and Development - Comprehensive Planning

Measure(s) of SuccessComprehensive Plan is updated and implemented, on time and within budget by 2018



Finance, Sustainability and Support Services


2016Work completed by personnel and operational expenses budgeted in Finance and Sustainability and Support Services2A

-06

Initiative

Develop a 10-year facilities master plan to prioritize and fund City facilities maintenance needs


Sustainability and Support Services

Measure(s) of Success10-Year Facilities Master Plan completed by end of January 2017






2017Work completed by personnel and operational expenses budgeted in Sustainability and Support Services

Initiative

Improve environmental sustainability of City infrastructure and assets


Sustainability Committee; Sustainability and Support Services

Measure(s) of SuccessEnsure the 10-Year Facilities Master Plan addresses and plans for energy and space use Incorporate sustainability considerations into infrastructure, facilities and asset decisions

2A-0

7



Public Works - Stormwater


2017 $15.9 million budgeted in 2017 for Stormwater activity

Initiative

Commit to developing a sustainable and resilient stormwater system which maximizes the utilization of existing infrastructure, while implementing policies and procedures that facilitate preventive maintenance of systems.


Public Works - Water Resources Engineering and Management

Measure(s) of SuccessStormwater Program Implementation Plan completed by mid 2017 Complete high-priority projects identified in the Stormwater Program Implementation Plan by end of 2017

2A-0

8



Public Works - Traffic Engineering


2017Work completed by personnel and operational expenses budgeted in Public Works - Traffic Engineering and Parks, Recreation and Cultural Services

InitiativeCollaborate more closely with CDOT (Colorado Department of Transportation) on projects in Colorado Springs to improve aesthetics along major corridors and incorporate sustainability projects.



Measure(s) of SuccessCompletion of I-25/Cimarron Interchange reconstruction with trail alignment and bike lanes completed

by December 2017

2A-0

9



Public Works - Operations and Maintenance


2017 $50.0 million budgeted in 2017 for 2C

2A-1

0

Successfully implement the 2C program


Public Works - Operations and Maintenance

Measure(s) of SuccessCoordinate implementation and paving and concrete activites with CSU and other stakeholders Complete the planned 2017 2C paving and concrete activities

Initiative

2

I

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2017 Budget

ID Goal

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Year I

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Initiated

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Building Community and Collaborative Relationships



2016 $25,000 budgeted in 2017 to support CONO

Initiative

3A-0

1Partner with non-profit organizations and businesses to promote effective neighborhood outreach and leadership development and neighborhood revitalization


Planning and Development - Neighborhood Services

Measure(s) of SuccessIncreased City participation in neighborhood events (some organized through CONO) throughout the city



Office of Emergency Management


2016$1.5 million budgeted in 2017 for the PPRCN radio tower infrastructure upgrade

Complete electronic cataloguing of all existing agreements to proactively identify expiration dates and initiate renewal and review process

Initiative

Maintain and enhance mutual aid relationships and improve interoperability among regional public safety agencies


Office of Emergency Management

Measure(s) of SuccessImprove radio communication, and thus ease of response to emergencies, as a regionParticipate in a minimum of six joint training exercises with regional partners annually

3A-0

2





2017Work completed by personnel and operational expenses budgeted in Parks, Recreation and Cultural Services - Forestry

Initiative

Provide urban forest management practices that mitigate risk, and enhance public safety, stormwater retention and property value and address the aging urban forest through hazard tree removals



Measure(s) of SuccessIdentify a location for and complete limited area preventative pruning of at least 1,000 treesComplete removals of at least 400 city-owned hazardous treesRespond to citizen and other department concerns within 5 business daysMaintain Tree City USA designation

3A-0

3




Finance - Community Development


2016$2.5 million budgeted in 2016 from CDBG funds to support the Springs Rescue Mission campus

Expanded campus supported by the City

Initiative

3A-0

4Reduce homelessness through creating a community plan for addressing homelessness through partnership with community organizations


Finance - Community Development

Measure(s) of SuccessPlan adopted by Continuum of Care



Parks, Recreation and Cultural Services - Operations and Development


2016$1.6 million budgeted in 2017 in TOPS funding for trail connections and enhancements

By 2020, achieve a City of Colorado Springs League of American Bicyclists rating of Gold By end of 2017, construct the Legacy Loop trailhead

3A-0

5

Initiative

Enhance and preserve connectivity between trails, open spaces, parks, bike paths, historical sites and City attractions



Measure(s) of SuccessImplement several connectivity related projects in the 2014-2025 Colorado Springs Parks' Master Plan By 2020, improve the City of Colorado Springs WalkScore over the current rating of 35





2017 $577,000 budgeted in 2017 for transit improvements

Achieve a City of Colorado Springs League of American Bicyclists rating of Gold by 2020

Initiative

3A-0

6

Improve walking, biking, and transit mobility options in existing neighborhoods of the City



Measure(s) of SuccessCity of Colorado Springs WalkScore improves over the current rating of 35 by 2020

Increase transit service frequency on Academy Boulevard




Parks, Recreation and Cultural Services - Cultural Services


2017Work completed by personnel and operational expenses budgeted in Parks, Recreation and Cultural Services - Cultural Services

Initiative

3A-0

7Implement the next phase of the museum’s Story of Us project, including collaborating with other departments to improve connectivity of cultural sites with trails, bike paths, etc.



Measure(s) of SuccessStory of Us project implemented by end of 2017



Public Works - Transit


2017 $577,000 budgeted in 2017 for transit improvements

Initiative

3A-0

8

Reach the transit maintenance of effort level of funding as a step toward ensuring long-term resiliency of affordable and effective transit services to facilitate economic and recreational activity


Public Works - Transit

Measure(s) of SuccessIncreasing bus frequency on Academy Boulevard (parts of routes #25 and #27) to 15 minute headways



CSPD, CSFD


2016Work completed by personnel and operational expenses budgeted in CSFD and CSPD

Initiative

3A-1

1

Improve public safety response times


CSPD, CSFD

Measure(s) of SuccessDecrease the use of 911 by “Super-utilizers” for non-emergency situations Reduced call answering times in Communication Center (CSPD)

Improve retention rates for sworn positions and Communications Center (CSPD) Reduced number of 911 abandoned calls (CSPD)

P

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Performance Mea

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2

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1-46

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CSFD, CSPD


2016Work completed by personnel and operational expenses budgeted in CSFD, CSPD

Initiative3A

-16

Continually build on a solid foundation of public trust and engage the community in public safety efforts


CSFD, CSPD

Measure(s) of SuccessCAPS program is enhanced in alignment with strategic goals of Leadership Committee

Body-worn camera program is successfully implemented and regularly evaluated

Results of citizen surveys are reported and service improvements are made where appropriateIncreased participation in community events



Citywide Facilities Maintenance Committee


2017$200,000 budgeted in 2017 for ADA facilities improvements

Initiative

3A-1

7

Improve ADA accessibility with improvements/renovations to facilities


Citywide Facilities Maintenance Committee

Measure(s) of SuccessHigh-priority ADA infrastructure projects identified



Communications


2016Work completed by personnel and operational expenses budgeted in Communications and Mayor's Office

Social media metrics such as "likes", "retweets", and others show an increase

Initiative

3B-0

1

Use technology to inform and engage the community, using a number of channels, including city-sponsored programs or events such as yourCOS


Communications

Measure(s) of SuccessIncrease in trained content managers




Parks, Recreation and Cultural Services - Recreation and Administration


2017Work completed by personnel and operational expenses budgeted in Parks, Recreation and Cultural Services - Recreation and Administration

Utilize Inspire grant initiative to develop and implement at least two outdoor programs for community youth by collaborating with School District 11 and community centers

Initiative

Foster outreach programs for K-12 youth with local schools and community centers to encourage outdoor recreation




3B-0

2



Parks, Recreation and Cultural Services - Operations and Maintenance


2016Work completed by personnel and operational expenses budgeted in Parks, Recreation and Cultural Services - Operations and Maintenance

Initiative

Enhance initiatives that improve existing, highly utilized City parks, and expand programs that bring the community together and improve sense of pride in our community.



Measure(s) of SuccessBy 2020, community center renovations completed By end of 2018, create and install signage in Garden of the Gods By 2020, complete the Fontanero Trailhead, Legacy Loop improvements, and Venezia Community Park

3B-0

3



Communications


2017Work completed by personnel and operational expenses budgeted in Communications

Initiative

3B-0

4

Establish a unified city-wide guideline for the public input process


Communications

Measure(s) of SuccessDevelop guideline and scope of the public input process, identifying communication's roles versus a consultant's roles




Strategic Advisory Team


2016Work completed by personnel and operational expenses budgeted in various departments

Initiative

Partner with CONO (Council of Neighbors and Organizations) and El Paso County on development of a regularly held local government citizen’s academy.



Measure(s) of SuccessIn partnership with CONO, host at least one Citizen's Academy annually

3B-0

5



City Council



Initiative

Support Council’s evaluation of existing City Council boards, commissions, committees and task forces to ensure effectiveness and citizen participation.


City Council

Measure(s) of SuccessComplete evaluation of existing City boards, commissions, committees and task forces by the end of 2017

3B-0

7



Human Resources


2016Work completed by personnel and operational expenses budgeted in Human Resources

Initiative

Expand the City’s internship program through reaching out to a broader academic/business community and graduates.


Human Resources

Measure(s) of SuccessIncrease in the number of departments utilizing interns

3B-0

8







Initiative

Work with Council to develop semi-annual educational events for boards and commissions members to educate members on all City departments and functions.


City Council

Measure(s) of SuccessCity Council, with the Strategic Advisory Team, develop a semi-annual educational event piloted in 2017

3B-0

9





2017Work completed by personnel and operational expenses budgeted in Parks, Recreation and Cultural Services - Recreation and Administration

Initiative

3B-1

0

Continue to enhance volunteerism within the Parks, Recreation and Cultural Services Department



Measure(s) of SuccessIncrease the Department’s total volunteer hours by at least 10% annually over the prior year


Excelling in City Services

Finance, Excelling in City Services Committee


2016Work completed by personnel and operational expenses budgeted in Finance

Initiative

4A-0

1

Evaluate City processes and services across all departments to ensure that the City is continually improving and maximizing efficiency and effectiveness


Finance, Excelling in City Services Committee

Measure(s) of SuccessAt least two process/policy/procedure improvements conducted annuallyBy end of 2017, implement a Citywide process improvement program




Finance



Initiative

4A-0

2Research and implement best practices for specific processes or functions in departments across the City


Finance, Excelling in City Services Committee, All Departments

Measure(s) of SuccessBy mid-2017, centralize project management and standard metholodogy/tool implemented Citywide consensus-driven 5-year facilities maintenance CIP plan developed annually Pursue appropriate GFOA recommendations on finance function process and technology changes





2016Work completed by personnel and operational expenses budgeted in Sustainability and Support Services

Initiative

4A-0

3

Enhance the City’s environmental sustainability efforts in conjunction with other governmental entities



Measure(s) of SuccessBy early 2017, complete the City Sustainability Plan/Strategy Sustainability goals set by the City's Sustainability Plan met for 2017 On-going monitoring, tracking, and reporting key performance indicators implemented, such as decreased

utility consumption, cost savings, etc



Mayor's Office


2016Work completed by personnel and operational expenses budgeted in the Mayor's Office

Initiative

4A-0

4

Explore cooperation and/or regionalization of services and programs with El Paso County, other regional partners, and the private sector, where appropriate


Mayor's Office

Measure(s) of SuccessPursue potential public safety- related partnerships with El Paso CountyContinue regional emergency management-related exercises and trainings






2016Work completed by personnel and operational expenses budgeted in Planning and Development

Initiative

4A-0

5Modernize development review processes internally, and evaluate regulations, fees and rules, using best practices, in cooperation with other entities outside City government who are involved in the process


Planning and Development - Land Use Review; Planning and Development - Engineering Development Review

Measure(s) of SuccessBy early 2017, implement a more streamlined internal development review routing and review process By end of 2017, implement a digital and more streamlined relationship between the City's development review

functions, CSU and other entities to improve timeliness and decrease data entry





2017Work completed by personnel and operational expenses budgeted in Information Technology

Initiative

4A-0

6

Improve IT utilization and IT resources in alignment with City goals



Measure(s) of SuccessIT resources and efforts align with the Strategic Plan and key initiatives/projects outlined in the Strategic Plan



Finance



Initiative

4A-0

7

Identify opportunities to collaborate with the military and other government agencies on purchasing, service delivery, and other areas that may provide efficiencies.


Finance

Measure(s) of SuccessIncreased purchasing and service delivery in concert with regional entities Increase in the number of Community Partnership initiatives that City is actively involved in




Human Resources



Initiative

4A-0

8Encourage continuous leadership/career development training opportunities


Human Resources

Measure(s) of SuccessIncrease in perception of intra-City career development tools on the next employee survey



Human Resources


2016$3.2 million budgeted in 2017 for compensation adjustments and pay for performance

Initiative

4A-1

1

Allow for competitive compensation to attract and retain high quality employees


Human Resources

Measure(s) of SuccessSalaries are maintained close to the defined market averages to attract and retain talent



Human Resources - Risk Management



Accident follow-up and incident investigations are completed monthly by safety committees Facility inspections completed monthly

Initiative

4A-1

2

Implement a culture of safety and safe work practice accountability



Measure(s) of SuccessEmployee safety training completed monthly Accident reports are completed and logged monthly by supervisors

All safety documentation is communicated monthly by management and supervisors

P

I

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Performance Mea

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City Attorney's Office


2017Work completed by personnel and operational expenses budgeted in the City Attorney's Office

Initiative

4A-1

8Proactively advise and educate officials, employees, departments, and enterprises on relevant law and practices


City Attorney's Office

Measure(s) of SuccessProvide a minimum of 4 training sessions to City officials, employees, departments, and enterprises As a result of interactions with our internal customers, provide advice related to potential challenges





2017Work completed by personnel and operational expenses budgeted in Human Resources - Risk Management

Title II ADA Self Evaluation Complete

Initiative

4A-1

9

Complete Title II ADA Self Evaluation by end of 2017






City Auditor's Office


2017Work completed by personnel and operational expenses budgeted in the City Auditor's Office

Initiative

4A-2

0

Support the Council, Mayor, CEO of Colorado Springs Utilities and their direct reports by aligning audits with associated strategic organizational goals, objectives and risks



Measure(s) of SuccessAlignment documented and reviewed by the Audit Committee







Initiative

4A-2

1Review and direct municipal government audit function and deliverables to measure trends, efficiencies, effectiveness, and improvement opportunities



Measure(s) of SuccessComplete several efficiency and effectiveness related audits



Municipal Court


2017Work completed by personnel and operational expenses budgeted in Municipal Court

Maintain over 90% Customer Service Approval rating

Initiative

4A-2

2

Continue to provide excellent customer service at the Municipal Court


Municipal Court






2017Work completed by personnel and operational expenses budgeted in Parks, Recreation and Cultural Services - Pikes Peak America's Mountain

Initiative

4A-2

3

At Pikes Peak America's Mountain, maintain an average operational cost per visitor that is fair and equitable in relation to the expenditures of the Enterprise necessary for long-term sustainability.


Parks, Recreation and Cultural Services - Pikes Peak Highway

Measure(s) of SuccessOperational cost of $14 or less per visitor






2017Work completed by personnel and operational expenses budgeted in Parks, Recreation and Cultural Services - Cultural Services)

Initiative

4A-2

4Continue with fundraising and sustainability efforts at each of the Cultural Services sites in order to supplement the City’s general fund appropriation and maintain current program levels.



Measure(s) of SuccessRevenue contribution of approximately $400,000 in donated and earned income



Parks, Recreation and Cultural Services - Cemeteries


2017Work completed by personnel and operational expenses budgeted in Parks, Recreation and Cultural Services - Cemeteries

Initiative

4A-2

5

Increase the City Cemeteries’ market share in the community



Measure(s) of SuccessAttain over 25% market share in El Paso County





2017Work completed by personnel and operational expenses budgeted in Parks, Recreation and Cultural Services - Cemeteries

Achieve maintenance cost per site at $17.00 or lower

Initiative

4A-2

6

Stabilize the maintenance cost per site at Evergreen and Fairview Cemeteries







City Clerk's Office


2017Work completed by personnel and operational expenses budgeted in the City Clerk's Office

Move all business license forms to a fillable pdf format in order to enable potential businesses to complete the form on line and print the form in order to submit with other licensing paperwork

Reduce the required paperwork by eliminating duplicate forms that are already required by the State

Initiative

4A-2

7Continue to refine the business licensing process in order to remove barriers and assist companies in obtaining a business license. Review the licensing code in order to keep the ordinances relevant to the current business practices. Leverage technologies to assist with the licensing process.


City Clerk's Office




City Clerk's Office


2017Work completed by personnel and operational expenses budgeted in the City Clerk's Office

Initiative

4A-2

8

Elevate the records program by providing multiple group and individual training sessions with the departmental records liaisons to assist them with evaluating their onsite/offsite records to determine the correct retention period. Review the remaining 1400 unassigned boxes with the liaisons and assign the boxes to the correct department.


City Clerk's Office

Measure(s) of SuccessComplete trainings with all department record liasionsReview the remaining 1,400 unassigned boxes with the liaisons and assign the boxes to the correct department






Initiative

4A-2

9

Increasing Office of City Auditor information technology knowledge and audit capacity to align with increasing related business risks



Measure(s) of SuccessLaunch the Procurement Card Pilot using data analysis tools with transaction tests to provide continuous monitoringComplete IT risk assessment for City, Airport and Colorado Springs Utilities by end of 2017




Mayor's Office


2016 To be determined

Initiative

4B-0

2Modernize citizen issue reporting and information request system to allow self-service for citizens and greater efficiency for City staff


Mayor's Office

Measure(s) of SuccessWork with Department of IT to develop requirements statements Work with Department of IT to develop a rough order magnitude estimate

Initiate procurement mechanism for delivery of the system Work with Department of IT to develop a solution design package



Information Technology - Radio


2017$624,000 budgeted annually for 2019-2021 for radio replacement

4B-0

7

Gain approval for the Radio Replacement Strategy. The current handheld and vehicle radios (Motorola) become end-of-support 10/31/19. A refresh of the current radios is required to continue to meet the needs of City business units to include First Responders (Police and Fire). If the radios become degraded without a means to service them, the City risks the faulty radios being removed from the Radio Network by PPRCN due to degradation of the Radio Network caused by an individual device. This would lead to the users (First Responders) being unable to communicate in the event the radio was removed from the Radio Network without warning.



Measure(s) of SuccessDevelop a radio replacement plan by end of 2017

Initiative



Real Estate Services


2016Work completed by personnel and operational expenses budgeted in Real Estate Services

Initiative

4B-0

8

Enhance public web-based GIS map and information on city-owned properties


Real Estate Services

Measure(s) of SuccessUpdate map and information provided on City's website






2017Work completed by personnel and operational expenses budgeted in Information Technology

Initiative

4B-1

1Implement a Cartegraph work ticket / asset tracking system to track maintenance work, break-fix, inspections, spare parts, inventory, costs, by entity supported as well as to maintain a historical record of all radio issues to help determine or forecast radio replacement needs.



Measure(s) of SuccessComplete proof of concept for the cartegraph work ticket system in 2017

Performance Measures 3 27 17 - Colorado Springs, Colorado · Creation Finance - Economic...

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