The City modified agenda i y Council m d prior to or

Transcription

December 2, 2014 City Council Meeting
Page 1 of 61
ME
EETING OF
F THE CIT
TY COUNC
CIL
City Co
ouncil Cham
mbers
448 East 1st Street, R
Room 190
City off Salida, Collorado
Tu
uesday, Deccember 2, 20014 6:00 p.m
m.
The Cityy Council may
m take actiion on any of
o the follow
wing agendaa items as pr
presented or
modified
d prior to orr during the meeting, an
nd items neecessary or cconvenient tto effectuatee the
agenda items.
i
I. REGUL
LAR MEETIING CALLE
ED TO ORD
DER
II. PLEDG
GE OF ALLE
EGIANCE – Led by Mayo
or Jim Dicksonn
IIII. ROLL CALL
IIV. CITIZE
EN PARTIC
CIPATION – 3 minute tim
me limit. Citizenn participation is for items not oon the agenda annd for
agenda ittems that are nott scheduled publiic hearings.
V. PRESE
ENTATION
V
VI. NEW BUSINESS
B
V
VII. OLD BUSINESS
B
VIIII. SCHED
DULED ITE
EMS
1. Conseent Agenda (Christian
(
Sam
mora)

Approval of
o Agenda

Approval of
o Minutes: November 18, 2014
2
2. Adop
ption of Pay Plan,
P
Second Reading and
d Public Heaaring (Jan Schhmidt)
Ordin
nance 2014-277 amending thee employee paay plan encom
mpassing comppensation poliicies and salarry ranges.
B
Amen
ndment (Jan Schmidt)
3. 2014 Budget
Resoluution 2014-811 appropriatingg additional suums of moneyy to defray exppenses in exceess of amountts
budgeeted for the 20014 budget yeaar.
oval of 2015 Budget
B
and Public
P
Hearin
ng ( Jan Schm
midt)
4. Appro
Resoluution 2014-822 summarizingg expendituress and revenuess for each funnd, and adopting a budget fo
or the
City of
o Salida, Colo
orado, for the calendar year beginning on the first day oof January 20115, and endingg on the
last daay of Decemb
ber 2015.
1
Agenda December 2, 2014
The ordeer of agenda items
i
listed above
a
are app
proximate annd intended aas a guidelin
ne for the
City Cou
uncil. Indiv
ividuals with
h disabilitiess needing aauxiliary aid
d(s) may req
equest assisttance by
contactin
ng the City Clerk,
C
448 E. 1st Street, Ste
te. 112, Salidaa, CO 81201, 719-530-2630
30 at least 48 hours in
advance.
Page 2 of 61
5. Appropriating Funds for 2015 (Jan Schmidt)
Resolution 2014-83 appropriating sums of money to the various funds, and spending agencies, in the
amounts and for the purposes as set forth below, for the City of Salida, Colorado, for the 2015 budget year.
6. Administrator/City Attorney/Deputy City Clerk
a.
City Administrator Report – Dara MacDonald
b.
City Attorney Report – Karp, Neu, Hanlon, PC
c.
Deputy City Clerk Report – Christian Samora
7. Elected Official Reports

City Treasurer – Cheryl Brown-Kovacic

City Clerk – Betty Schwitzer

Mayor – Jim Dickson

City Council- Keith Baker, Michael Bowers, Melodee Hallett, Eileen Rogers, Hal Brown and
Tom Yerkey.
IX. EXECUTIVE SESSION –
For a conference with the City/Town Attorney for the purpose of receiving legal advice on specific legal
questions under C.R.S. Section 24-6-402(4)(b);
For the purpose of determining positions relative to matters that may be subject to negotiations, developing
strategy for negotiations, and/or instructing negotiators, under C.R.S. Section 24-6-402(4)(e).
AND THE FOLLOWING ADDITIONAL DETAILS ARE PROVIDED FOR IDENTIFICATION
PURPOSES: Stipulation in the Dominick matter, Case No. 04CW125
X. REPORT/ACTION ON EXECUTIVE SESSION MATTERS
XI. ADJOURN –
[SEAL]
____________________________
Mayor
______________________________
City Clerk
2
Agenda December 2, 2014
The order of agenda items listed above are approximate and intended as a guideline for the
City Council. Individuals with disabilities needing auxiliary aid(s) may request assistance by
contacting the City Clerk, 448 E. 1st Street, Ste. 112, Salida, CO 81201, 719-530-2630 at least 48 hours in
advance.
Page 3 of 61
ME
EETING OF
F THE CIT
TY COUNC
CIL
City Co
ouncil Cham
mbers
448 East 1st Street, R
Room 190
City off Salida, Collorado
Tu
uesday, Novvember 18, 22014 6:00 p.m
m.
I. REGUL
LAR MEETIING CALLE
ED TO ORD
DER
II. PLEDG
GE OF ALLE
EGIANCE – Led by Mayo
or Jim Dicksonn
IIII. ROLL CALL
Present at roll call were Mayor Jim Dickson, Couuncil Memberrs Keith Bakerr, Tom Yerkeyy, Eileen Rogeers, Mike
B
Also present
p
were C
City Treasurer Cheryl Brown
n-Kovacic, Ciity Clerk
Bowers,, Melodee Halllett and Hal Brown.
Betty Scchwitzer, City Administrator Dara MacDonald, City Atttorney Karl H
Hanlon and D
Deputy City Cllerk
Christian
n Samora.
IIV. CITIZE
EN PARTIC
CIPATION – 3 minute tim
me limit. Citizenn participation is for items not oon the agenda annd for
agenda ittems that are nott scheduled publiic hearings.
Vickie Sue
S Vigil from
m the Mountain
n Mail remind
ded everyone oof the Parade of Lights on tthe Friday afteer
Thanksggiving and thaanked the Cityy for all of theiir assistance.
Cathy Chochon
C
of Saalida was upsett about the lacck of ability foor the City Coouncil to talk tto Salida emplloyees.
She felt that it was inaappropriate th
hat there was a gatekeeper. Chochon askked if invoices are scanned iinto the
accountting system or if they are haand coded and
d entered into the system. M
MacDonald sttated that theyy are
hand-co
oded and enterred into the syystem. Choch
hon encourageed the city to iinvest and utillize technologgies to
simplifyy access to the public. In clo
osing, she than
nked the City Council.
Susan Brown
B
of Salid
da will speak ab
bout the prop
posed ordinan ce at the apprropriate time.
Oren Dreeben of Saliida will speak about the pro
oposed ordinaance at the apppropriate timee.
t the City Administrator
A
r had too mucch authority ab
bout when thee Council
Monika Griesenbeck of Salida felt that
mmunicate witth the departm
ment heads. Griesenbeck
G
feelt there was a time that Couuncil could seend a
can com
memoraandum to the department head, or it coulld be forwardeed to the adm
ministrator to p
pass to the dep
partment
head. She continued to say that theere were publiic meetings w
with committeees and departm
ment heads, w
who
could diirectly answer questions.
Billy Carlisle of Salidaa felt that the Salida
S
is losingg its way and tthat the City C
Council was sh
houting down
n people
odium. He would
w
like for everyone
e
to sp
peak to each oother in a civill way. Carlislee stated that so
ometimes
at the po
people feel
f intimidateed and he is standing up forr them. He hoopes that Salidda can find its way back to ccivility.
Nancy Dominick
D
of Chafee
C
Countyy stated that she
s is very happpy that she doesn’t live in tthe City of Saalida. She
stated th
hat the last fivve years have not
n been pleassant and that C
Councilmembber Baker’s beh
havior wasn’t
acceptab
ble at the prevvious work sesssion.
Meeting Minutes
M
November
N
18,
8, 2014
1
Page 4 of 61
Judy Ensley of Salida she stated that the first time she spoke at a council meeting she felt intimidated and was
told that she was on a retaliation list. She stated that people do feel intimidated by the Council and she has
spoken to many people who feel the same way. Ensley felt that the streets in Salida are a disgrace. Ensley
continued to say that she moved here eight years ago and enjoyed it more when she first moved here.
Robert Lilly of Salida stated that he didn’t feel intimidated. He did not really understand the need for such
division, he didn’t understand it even if he’d like to. He thought it could it be that human beings enjoy
confrontation, but that’s not the reason why. Lilly stated that he is sad that this beautiful town, almost perfect
town, would have this. He felt as though it’s a matter of spending money, which goes against three of the
member’s desires. He felt the division was a large price to pay. Lilly stated that the Council should go with the
City Administrator and Jan Schmidt because they are professionals and know what they are doing.
Steve Tucker of Salida stated that he grew up in a huge city and he moved here because everyone was friends.
He stated that the community is changing; he finds it sad and did not feel that he should have to come down
to the Council Meeting to speak. He felt let down by the Council and the Council should be community
minded and do what’s best for the community. He didn’t understand why everyone is so upset when there is
so much going on. He stated that it’s a beautiful place and everyone can work together to make it better.
V. PRESENTATION
a.
Pro-Cycling Challenge ( Dana Porter & Robin NeJame)
Ms. Porter introduced both herself and Robin NeJame. She stated that there presentation is to
wrap up the Pro Cycling Challenge and say thank you to the City. Porter stated that they had
worked for over nine months with over 125 volunteers in preparation and during. She stated the
City of Salida shared the best finish award with Breckenridge, which was quite an
accomplishment.
Ms. NeJame shared the various outlets that were used including being on the NBC sports
network for 2.5 hours, broadcasted internationally in over 108 countries. She stated that users
from over 180 countries visited the website and there were over one million publications
distributed. There was also a significant number of online Google searches for the Monarch
Mountain race.
Ms. Porter and Ms. NeJame presented a shadow box with various autographs and items to the
Mayor.
VI. NEW BUSINESS
Hallett stated that she would like to see Old Business on future agendas, so that there is an opportunity to
address subjects that may come up.
VII. SCHEDULED ITEMS
1. Consent Agenda (Christian Samora)

Approval of Agenda

Approval of Minutes: November 4, 2014

Chisholm Park Replacement Final Settlement

Sewer Jetting Final Settlement
Brown asked if there are any open claims on the Sewer Jetting Project due to some overflow caused by the
jetting. MacDonald stated that she was not aware of any outstanding claims.
Yerkey motioned to combine and approve the items on the Consent Agenda. Baker seconded the
motion. With all in consensus, THE MOTION CARRIED.
Meeting Minutes November 18, 2014
2
Page 5 of 61
2. Fee Reduction Request – Salida Spartan Swimming Team (Theresa Casey)
Ms. Casey introduced Sandy Love and explained that the fee for the facility was capped at $500.00 for the last
four seasons.
Sandy Love stated that the team has been around for 10-11 years as a fundraising group. Baker asked if it
would be encumbering future councils. Hanlon stated that it could be clarified to state that it may change in
the future. Yerkey asked if it would need to be in the budget. MacDonald stated that it would not need to be
in the budget.
Baker motioned to approve the fee reduction and to allow any future council to amend the agreement,
Rodgers seconded the motion. With all in consensus, THE MOTION CARRIED
3. Holiday Park Storage Space Request (Dara MacDonald)
MacDonald gave a brief overview of the request.
Chief Bess stated that it would be acceptable as long as it is orderly and the appropriate 2 feet is maintained
between the tops of any stacks and the ceiling.
The City Council was in agreement to allow the use of the basement for storage.
4. Initiative/Proposed Ordinance (Christian Samora/Betty Schwitzer)
Ordinance 2014-28 amending section 4-3-50(b) of the Salida Municipal Code regarding the disposition of
proceeds of the one percent (1.0%) increase in sales tax imposed by Ordinance No. 34, Series of 2008
Clerk Schwitzer introduced the agenda item and read a brief summary of the process leading up to the
consideration of the ordinance.
Brown asked if there was an idea of when the Election would be. Hanlon stated it may be easier to discuss
the date when the Council has made it to that part of the discussion.
Mayor Dickson opened a public hearing with a five minute time limit.
Steve Tucker of Salida asked what the City Council had come up with in the work session. Rogers stated
that it was only discussed and no decisions were made.
Oren Dreeben of Salida felt that the current process is correct and felt that it seemed odd to have an
initiative for something that is specific to a budget process which would constrain the spending. He
continued to say that things change, some years capital expenditures are larger some years than others. He
reiterated that it is the Council’s and Staff’s job to figure out what is needed in the Budget.
Susan Brown of Salida spoke about the 2A Initiative. She felt the original intent of the 2A funds has not
been followed correctly. Ms. Brown felt that many people took the wording to mean something very
different. She continued to say that the people voted for new roads and sidewalks and wound up with a new
roof on the City building or a new strip on the airport runway. The revenue should not be used to increased
salaries or used to pay off debts. She stated that she was proud of those who wrote the initiative and
collected the required number of signatures.
Robert Lilly of Salida felt the previous speaker had a good point that perhaps it wasn’t what they felt they
voted for. He felt people will lose their jobs to make up for the difference; he was shocked when there was
a consideration to terminate people and not give them cost of living increases. Mr. Lilly stated that he
disagreed with the previous speaker.
Cathy Chochon of Salida stated that Ward 3 has bad streets and the sidewalks are non-existent. She said
3
Page 6 of 61
there are a lot of improvements, but the funds are not being used properly. Chochon stated that she wanted
a more walkable and usable town because walking and riding bikes is dangerous at night. She stated that
there are items in the budget to hold off on and hopefully sales tax will increase from events coming to
town.
Billy Carlisle of Salida stated that the 2A Initiative is a good thing for the community. He stated that people
back in 2008 felt they needed an initiative to increase the sales tax. Mr. Carlisle read a letter from a 2008
Mountain Mail paper. He added that the Council needs to take into account that there were over 400
signatures on the petition.
Harald Kasper of Salida stated he was clearly against the 2A initiative because it’s just common sense
decisions.
Monika Griesenbeck of Salida stated that Kasper’s comment made her wonder how the City Council
managed before the original 2A. She felt that the majority of the revenues are from the poor, which are the
people who serve food, work at the motels or take care of patients at the Columbine Manor. Griesenbeck
read a letter by Hugh Young from a 2008 issue of the Mountain Mail. She stated that many people
volunteered to circulate the petitions and make it clear to voters what they were signing. Griesenbeck felt
there was an example of disrespecting voters in a past election.
Shawn Gillis of Salida was in Salida when 2A was passed in 2008, it was presented to repeal the property tax
and increase the sales tax. At the end of 2014 69% of the roads will have been repaired since 2008. Gillis
felt there has been a lot of street improvement in the last six years. Gillis stated that Salida spends quite a bit
more than other cities in comparison. Gillis felt that Salida has changed quite a bit in an amazing way. He
felt that it is important for transparency works both ways and hopes that Salida will continue to move
forward.
Jim Miller stated that it took decades for the roads to deteriorate to the point that they did in 2008. He
stated that the idea of eliminating the property tax would be to increase overall revenues. The proponents
stated that the City Council was misappropriating money, but changed their arguments that they were lied to
when they realized that wasn’t the case. Miller continued to state that many people don’t understand that
45% of the 3% is already restricting the revenues to be used on specific projects. He continued to state that
jobs will be lost if 2A passed because 80% of the operating budget is salary. Miller stated that there is no
other place in operations that the salaries can come from and it would be impossible to balance the budget if
the initiative passes.
Bob Grether of Salida stated that he was at the work session and there was a lot of information provided.
He agrees that the people elected the Council because they believed they could handle the job. Grether
stated that 2A was a way of removing the burden from locals and placing it on the visitors with sales tax. He
continued to say that the new initiative would remove the ability to improve other infrastructure. There are
still dozens of streets that still need to be maintained and new streets could not be maintained under the
definition in the proposed 2A ordinance. Grether encouraged the council to come up with an alternative to
the proposed Ordinance.
Jeff Auxier of Salida stated that the people will make the decision. He stated that the City Council has not
spent anymore funds on roads since 2A was passed. Auxier felt that legal counsel has led the City Council,
the NRCDC and the Administrator into hiding spending habits. He stated that the City Council has not
acted in a way to merit trust and the citizens are the ones paying for it. He continued to state that the roads
are scary and dangerous to ride on at night. Auxier felt the Council should pass the ordinance and come
back in several years for an amendment.
Merrill Bergin of Salida stated that there are difficult decisions in the near future. He stated that the initiative
is a red meat and bacon diet and the capital will grow weak over time. He stated that the City needs a
balanced diet to be kept simple and viable. Bergin stated that the Council should find alternative language to
the choices that the city is being faced with.
The public hearing closed.
4
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Baker stated that no money was spent on the airport runway or the parking lot because it was done with
grants through the county. He continued to state that over 50% of the roads have received treatment since
2A. Baker stated that the original ordinance has been followed and has not been deviated from because
there is a huge restriction on a good portion of the City’s funds. He continued to state that if you add even
more restriction to the funds, then there’s nothing left for operations because it pays salaries, the electric
bills, day to day bills and packs for the police cars. He continued to state that If you pull over $500,000 out
of operations, then something is going to give. The City has the ability to pay cash rather than borrowing
money to do everything. Baker wanted to clarify some of the items that were discussed. Baker stated that
there is no sunset in the initiative language and could not see how will the city continue to spend 1.6 million
every year on streets.
Yerkey stated that the well-meaning proponents probably honestly believe that they are speaking for the
whole city. He felt that the City could very likely accomplish what this initiative is trying to in the six year
plan, by maybe compressing it to a four year plan. Yerkey felt that there could be two measures on the
ballot, one from the proponents and one from the City Council. It would allow the City to continue to do
projects and would eliminate the need to take the axe to personnel. Yerkey stated that about $370,000
would have come out of personnel. Yerkey wanted the Council to send the initiative along to an election
along with another measure.
Brown stated that there are a lot of things in play. He stated that he is more aware after hearing input from
the public and one of the challenges that will face the City Council is transparency and communication.
Brown did not believe it was necessary for people to lose their jobs because spending could be moved from
capital to operating. Brown did not feel that it would be wise for the City Council to adopt the Ordinance
and felt it would be best to have the people vote on it along with an alternate measure on the ballot.
Bowers stated that he has lived in Salida since 1975 and would never do anything to hurt the community.
He stated that he is proud of the City and what they do. Bowers felt that maybe some language needs to be
changed, but would not like to see another measure alongside the initiative on the ballot.
Rodgers stated that the City is a service organization who serves humans and it takes humans to do that.
She would like to have seen Carlisle and Farney approach the City Council with their ideas with more
consensuses in the community in a sit-down meeting. Rodgers stated that over 40% of the sales tax comes
from the tourists. She continued to state that the City has completed 69% of the roads with the current
plan. She agreed with Brown, Bowers and Yerkey to send this to the voters to make a decision.
Yerkey stated that the petition has been filed with the city and it cannot be changed. So the only way to
have a different ordinance is to create an alternative ordinance on the ballot.
Hallett stated that it’s pretty obvious that it will be the people’s choice. She disagreed because she felt there
was an opportunity for changes to be made when the proponents brought the initiative back eight times for
approval.
Mayor Dickson stated that he agreed with everyone that it needs to be done by a vote of the people.
Discussion continued.
Brown motioned in the matter of Ordinance 2014-28 amending section 4-3-50(b) of the Salida
Municipal Code regarding the disposition of proceeds of the one percent (1.0%) increase in sales
tax imposed by Ordinance No. 34, Series of 2008 to direct staff to draft a resolution for a special
election and to disapprove the ordinance. Yerkey seconded the motion. In a 5-1 roll call vote, THE
MOTION CARRIED. Bowers had the dissenting vote.
The Council was in agreement that the December 1st Work Session could be dedicated to the review and
discussion of an alternate measure.
5
Page 8 of 61
5. Amendment to Professional Services Agreement with Workshop Design, LLC (Dan Osborn)
Resolution 2014-84 approving the amendment of the design and fabrication contract for wayfinding signs
and authorizing the City Administrator to amend the professional services agreement between the City of
Salida and Workshop Design, LLC
Osborn explained the purpose of the resolution and provided background.
Rodgers motions to approve Resolution 2014-84, a resolution of the City Council, City of Salida,
Colorado approving the amendment of the design and fabrication contract for wayfinding signs and
authorizing the City Administrator to amend the professional services agreement between the City
of Salida and Workshop Design, LLC, Bowers seconded. With all in consensus, THE MOTION
CARRIED.
6. Bid Award for SteamPlant Theater Seats (Michael Varnum/Theresa Casey )
Resolution 2014-85 approving the awarding of a contract for SteamPlant Theater seats to Irwin Seating
Company
Varnum explained the purpose of the resolution and provided background.
7. Yerkey motioned to approve Resolution 2014-85, a resolution of the City Council, City of Salida,
Colorado approving the awarding of a contract for SteamPlant Theater seats to Irwin Seating
Company. Rodgers seconded the motion. With all in consensus, THE MOTION CARRIED.
8. Renewal of Agreement for Physician Advisor Services (Doug Bess)
Resolution 2014-86 approving a contract for physician advisor services with Dr. Richard Ruiter
Chief Bess explained the purpose of the resolution and provided background.
Rodgers motioned to approve Resolution 2014-86, a resolution of the City Council, City of Salida,
Colorado approving a contract for physician advisor services with Dr. Richard Ruiter, Yerkey
seconded the motion. With all in consensus, THE MOTION CARRIED.
9. Mutual Aid Agreement for Emergency Services (Doug Bess)
Resolution 2014-87 approving a mutual aid agreement for fire protection services for the Chaffee County
emergency service provider
MacDonald explained the purpose of the resolution and provided background.
Bowers motioned to approve Resolution 2014-87, a resolution of the City Council, City of Salida,
Colorado approving a mutual aid agreement for fire protection services for the Chaffee County
emergency service provider. Rodgers seconded the motion. With all in consensus, THE
MOTION CARRIED.
10. Administrator/City Attorney/Deputy City Clerk
a.
City Administrator Report – Dara MacDonald
MacDonald stated that the Christmas Mountain group would like to upgrade the “S” and the
heart on Tenderfoot to LED lighting with the consent of the City Council. The City Council
was in agreement to spend about half of the remaining amount in the budget item for holiday
decorations before they pass the bylaws.
The NRCDC Board would like to change the frequency of audits with the consent of the Salida
City Council. The purpose of doing so is because there are a very limited number of
transactions every year. The frequency would need to be at least every three years or when the
City Council directs them to do so. MacDonald will have a resolution prepared for the
December 16th Meeting.
MacDonald reported that the water attorneys advised against leasing any water at this time
because there is a pending case in the water court that could provide direction. Hanlon stated
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Page 9 of 61
b.
c.
that the state could aggressively go after newer decrees and the Sedalia case could provide
clarification.
MacDonald clarified that the Council is more than welcome to speak with employees.
Baker suggested having a portion of the people address the whole council. Rodgers stated that
Dara works many hours with the Department Heads to formulate the budget. MacDonald
stated that the Treasurer can probably weigh in a lot on that.
MacDonald stated that there are a lot of indirect statements accusing staff of different things
and asked the Council to challenge these accusations.
City Attorney Report – Karp, Neu, Hanlon, PC
Hanlon reported that the land use case should be having oral arguments towards the end of the
first quarter. He continued to report that the budget case has not been briefed because Auxier
has requested four continuations for various reasons. Hanlon estimated that case to be
concluded by the end of third quarter of next year.
Deputy City Clerk Report – Christian Samora
No
11. Elected Official Reports

City Treasurer – Cheryl Brown-Kovacic
Ms. Brown-Kovacic provided the September Sales Tax Report, which was approximately a
5.8% increase over last year. September concludes the four month summer season when the
sales tax collections are the highest. She stated that the budget is complicated and it may be a
challenge to educate everyone they need to make a good decision in the 2A process. The
budget does start with the department heads with their capital and staff needs. Kovacic felt that
it’s just a lack of information when people do not understand the process.

City Clerk – Betty Schwitzer
No report.

Mayor – Jim Dickson
No report.

City Council- Keith Baker, Michael Bowers, Melodee Hallett, Eileen Rogers, Hal Brown and
Tom Yerkey.

Bowers asked about a cut through the new asphalt for the dump station. Vern Davis stated that
the cut was for the sewer and the black-top was redone. Bowers asked how the donations are
taken. MacDonald stated that it is by credit card.

Bowers addressed a comment earlier about how roads and streets are defined. Hanlon stated
that streets and alleys are defined differently in the Municipal Code. MacDonald stated that the
proposed ordinance specifically defines streets in the ordinance.
Vern Davis stated that he knew of outstanding sewer bills and there may be damages to the
print shop. MacDonald stated that the settlement was specific to the subcontractors, which was
advertised.
VIII. ADJOURN –
Brown motioned to adjourn at 9:14 p.m., Yerkey seconded the motion. With all in consensus,
THE MOTION CARRIED.
____________________________
Mayor
[SEAL]
______________________________
City Clerk
7
Page 10 of 61
_____________________CITY COUNCIL AGENDA ITEM_____________________
MEETING DATE:
December 2, 2014
AGENDA ITEM TITLE:
Revisions to Pay Plan for 2015 Salary Ranges
Second Reading and Public Hearing (Continued from November 4)
PRESENTED BY:
Jan Schmidt
AGENDA SECTION:
Scheduled Items
REQUEST:
To approve a cost of living adjustment to the salary ranges for most job levels to be effective
January 2015 and an increase in the city’s contribution to employee insurance policies not to exceed
the lesser of the increase in the approved 2015 budget or the actual increase in premiums effective
July 2015.
BACKGROUND REVIEW:
At the end of 2008, the City Council adopted a pay plan that articulated the importance of qualified
and high-performing employees, expectations of staff, a compensation philosophy, the
determination of job levels and compensation ranges for each job level. Over the course of the past
six years, a number of minor changes have been made to refine the policy for better equity within
and across departments and as new positions have been created or positions have been modified to
meet changing needs of the City. And, typically on an annual basis, an update is made to the salary
ranges to be effective at the first of each year and budget cycle.
As we discussed in 2008, implementation of an employee pay plan that would begin to close the gap
between city wages and market comparables had long been a top priority of council. For several
years, the cost of employee insurance and the overall cost of living in our community had exceeded
annual pay increases. Prior to 2008, the last time a pay plan was developed was in 2001; however, it
was abandoned within a year because the city could not afford to implement it. One of our
objectives with the current plan remains to have a policy that is achievable with current city
resources and that provides for equity between workers performing at similar levels between
departments. We believe that we can substantially meet that goal with the changes proposed.
City of Salida wages were compared to other municipalities when the plan was initially created. This
analysis was fully updated as part of the 2012 budget process and was again updated for the 2014
budget process. In addition to CML data, the City requested data from local employers and created a
second table for validation of the City’s pay ranges. Most employees are currently between the
minimum and mid-point of the pay ranges for their respective levels
Page 11 of 61
Generally, we are proposing to reflect the 3% COLA included in the draft budget with the following
exceptions: 1) No increase at the top or bottom of the pay scale; 2) a 4.5% increase at Level 2; and a
2% increase at Level 3, which would allow for more ratable increases between levels. The average
increase would be 2.4%.
The survey data from other Colorado municipalities and local employers validated the proposed
salary levels for 2015. Also, keep in mind that most employees are currently between the minimum
and mid-point of the pay ranges for their respective levels. In both comparisons, the City ranks
lower than average at the lower levels to varying degrees. The local salary survey indicates the senior
levels of the organization are below market while the CML data indicates we are right about where
we need to be. Finally, the results for the middle levels vary between the two different comparisons.
The process of comparing salaries to other entities is not perfect. Job duties vary from entity to
entity for a variety of reasons – size of entity, services provided, industry requirements and
organizational structure to name just a few.
We must also consider our recent internal experience in recruiting candidates to fill open positions.
The city has an opening for a police officer received no applications for many weeks. The pool of
qualified applicants for all recent openings in senior positions has been much smaller than we would
like.
While we believe the City has certain part-time positions that are appropriate at the lower level of
the pay scale, we recognize adjustments are needed for some of the employees at that level. We are
attempting to correct this on an individual basis through a combination of the equity and merit
increases. This does not impact the pay plan policy in any way since the adjustments will be within
the existing pay ranges.
Listing of entities included in our government entity comparison (primarily based on the spring 2014
CML salary survey) are the following:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
Alamosa
Breckenridge
Brush
Buena Vista
Canon City
Chaffee County
Cortez
Crested Butte
Estes Park
Fairplay
Firestone
Fort Lupton
13.
14.
15.
16.
17.
18.
19.
20.
21.
22.
23.
24.
Frederick
Frisco
Fruita
Glenwood Springs
Gunnison
Gypsum
Lamar
Monte Vista
Pagosa Springs
Rocky Ford
Walsenburg
Woodland Park
Page 12 of 61
Recent increases in base wages are as follows:
 2014 – 2% COLA
 2013 – 2% COLA*
 2012 – 2% COLA*
 2011 – no increase
 2009 – Various percentages based on adoption of pay plan
 2008 – 3% COLA
 2005 – 3% COLA
 2004 – 2% COLA
*In addition, some specific market adjustments were made in 2012 and 2013.
Finally, the following information is being provided again in this cover memo as a re-cap to aid
readers’ understanding the format of the pay plan. In order to have equity between workers
throughout the City, the first step when the plan was first created was to develop consistent job
descriptions that have since been maintained and updated as needed for each position. Job
descriptions include an evaluation of criteria that result in the assignment of a job level. Criteria
used to rank positions are the following:
1. Scope of Authority – Outlines the boundaries of an employee’s role in decision making and
determining actions to accomplish a job. A measure of the level of automony that exists in
any given job. This covers the amount of supervision one receives, or conversely, the
amount of supervision exercised over others. It also includes problem resolution, long-range
planning and judgment.
2. Technical Skills – Outlines the skills necessary to do the job and, at higher levels, the amount
of role-specific or municipal knowledge one must possess in order to grasp the principles of
the job.
3. Education, Training and Certifications – This criterion sets the minimum for education,
training and certification requirements that a particular job requires utilizing the job
descriptions to make this determination. Positions are ranked based on the requirements to
accomplish duties; an individual’s level of education or certification not necessary to
accomplish the job does not affect the ranking of a position.
4. Impact of Results – This criterion gauges the typical consequences of decision-making. For
instance, a small mistake that has no significant effect on the overall operation of the City is
different from a substantial mistake that may be made by a higher-level position, resulting in
a public safety issue, loss of credibility, a lawsuit or substantial monetary loss to the city.
5. Interpersonal & Communication Skills – Customer service and basic communication skills
are essential in any position with the city. Progression between job levels encompasses
Page 13 of 61
stronger customer service and conflict resolution skills and an employee's ability to build
effective working relationships across departments at all levels of the organization and with
the public. Also included are the ability to influence others, earn credibility and respect and
negotiation of mutually successful outcomes with other parties. Effective written and oral
communications skills and presentation ability are also ranked.
6. Working Conditions – This criterion recognizes the differences in the environmental aspects
of the job, for example, sitting at a desk in an air-conditioned or heated office as opposed to
working outside in extreme hot or cold temperatures or working under hazardous
conditions. This is a factor in determining appropriate pay within a job level as opposed to a
factor for evaluating personnel.
ACTION:
A council member should make a motion “to adopt Ordinance 2014-27, an ordinance of the City
Council of the City of Salida, Colorado amending the 2015 pay plan policy encompassing
compensation policies and salary ranges and ordering the ordinance be published by title only.”
Followed by a second and a roll call vote.
Attachments:
 Comparison of current salaries to CML and local data
 Ordinance 2014-27
 Employee Pay Plan
Page 14 of 61
Attachment
Comparison of current salaries to CML and local data
Annual Pay - All Employees
Full-time Salary
Job Levels
Level
Min
Mid
Max
City Administrator
10 $ 85,439 $ 106,799 $ 128,159
Director
9
63,908
79,885
95,862
Manager
8
53,610
67,013
80,416
Supervisor III / Senior Worker III 7
47,030
58,788
70,545
Supervisor II / Senior Worker II
6
41,255
51,568
61,882
Supervisor I / Senior Worker
5
34,964
43,705
52,446
Worker III
4
29,631
37,038
44,446
Worker II
3
24,488
30,610
36,732
Worker I
2
19,909
24,886
29,863
Entry Level / Seasonal
1
18,720
23,400
28,080
General Employees (2,080 hours/year)
Job Levels
Level
Min
Manager
8
25.77
22.61
6
19.83
5
16.81
Worker III
4
14.25
Worker II
3
11.77
Worker I
2
9.57
1
9.00
% of 2014
Difference betw
(using m
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0% average
$ 26,914
12,872
8,225
7,220
7,863
6,667
6,428
5,724
1,486
$ 83,399
Hourly Rates
Mid
32.22
28.26
24.79
21.01
17.81
14.72
11.96
11.25
Max
38.66
33.92
29.75
25.21
21.37
17.66
14.36
13.50
COMPARASION DATA
CML 2014 Salary Survey Averages
Full-time Salary
Job Levels
Level
Min
Mid
Max
City Administrator
10 $ 97,106 $ 105,577 $ 114,143
Director
9
69,566
80,645
94,109
Manager
8
54,160
64,369
74,622
52,261
59,360
68,741
6
45,651
52,925
61,468
5
42,239
48,775
56,162
Worker III
4
33,791
39,291
46,104
Worker II
3
28,645
34,709
40,528
Worker I
2
23,177
26,738
34,016
1
20,401
25,975
29,468
Proposed ranges as a percentage
Local Salary Survey Averages
Full-time Salary
Job Levels
Level
Min
Mid
Max
City Administrator
10 $ 96,834 $ 116,471 $ 136,463
Director
9
79,514
104,163
135,141
Manager
8
61,513
75,737
92,257
46,878
58,431
69,482
6
43,844
53,059
62,696
5
34,174
41,511
47,257
Worker III
4
31,029
38,284
42,356
Worker II
3
27,568
31,884
37,013
Worker I
2
25,602
30,822
34,953
1
20,613
25,571
26,220
Proposed ranges as a percentage
88%
92%
99%
90%
90%
83%
88%
85%
86%
92%
88%
80%
87%
100%
94%
102%
95%
89%
78%
91%
101%
99%
104%
99%
97%
90%
94%
88%
93%
90%
92%
77%
88%
101%
97%
105%
97%
96%
81%
92%
112%
102%
108%
103%
101%
93%
96%
91%
88%
95%
94%
71%
87%
102%
99%
111%
105%
99%
85%
107%
Page 15 of 61
CITY OF SALIDA, COLORADO
ORDINANCE NO. 27
(Series of 2014)
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF SALIDA, COLORADO
AMENDING THE EMPLOYEE PAY PLAN ENCOMPASSING COMPENSATION
POLICIES AND SALARY RANGES.
WHEREAS, the City Council recognizes that its employees are critical to attain the
mission and goals of each City department; and
WHEREAS, the City wishes to attract and retain competent, professional, and resultsoriented staff; and
WHEREAS, the City of Salida currently operates with an employee compensation policy
adopted by the City Council by Ordinance 2013-28 and amended by Ordinance 2014-15, and;
WHEREAS, cost of living adjustments will increase the salary ranges for all job levels
except the top and bottom of the pay scale, a provision has been added to allow for the
adjustment of the City’s costs for employee insurance in accordance with the budget effective
with the July renewal, and other minor updates have been made to the pay plan subsequent to its
re-adoption by the City Council; and
WHEREAS, the City Council desires to re-affirm and re-adopt the pay plan with
revisions to the salary ranges to become effective with the first pay date in January 2015 and
revisions to the statement related to the City’s costs for employee medical, dental and other
insurance policies to become effective on July 1, 2015.
NOW THEREFORE BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF
SALIDA THAT:
1.
The Salida City Council incorporates the foregoing recitals as its conclusions,
facts, determinations, and findings.
2.
The Employee Pay Plan policy attached hereto as Exhibit A incorporated herein
by this reference are hereby adopted as the official Employee Pay Plan of the City of Salida; and
3.
The City Council hereby authorizes the City Administrator to administer specific
details of the Employee Pay Plan including, but not limited to, the assignment of individual
positions to job levels, updates and modifications of job descriptions, minor modifications to job
criteria definitions, and other minor modifications that may be necessary to implement a fair and
equitable pay plan now and in the future.
4.
With the exception of the City Administrator’s salary the City Council authorizes
the City Administrator to set individual employee compensation within the adopted salary ranges
subject to annual review and approval of such aggregate changes for all employees as part of the
annual budget process.
Page 16 of 61
5.
The City Administrator’s salary shall be set annually by the City Council and
such salary shall be within the adopted Employee Pay Plan range for the City Administrator.
INTRODUCED ON FIRST READING, on October 21, 2014, ADOPTED and
ORDERED PUBLISHED IN FULL in a newspaper of general circulation in the City of Salida
by the City Council on the 21st day of October 2014 and set for second reading and public
hearing on the 4th day of November 2014.
INTRODUCED ON SECOND READING, FINALLY ADOPTED and ORDERED
PUBLISHED BY TITLE ONLY, by the City Council on the 4th day of November, 2014.
___________________________
Mayor
[SEAL]
ATTEST:
___________________________
City Clerk/Deputy Clerk
PUBLISHED IN FULL in the Mountain Mail after First Reading on the ______ day of
_____ 2014, and PUBLISHED BY TITLE ONLY, after final adoption on the _____ day of
_____ 2014.
___________________________
City Clerk/Deputy City Clerk
Page 17 of 61
EMPLOYEE
PAY PLAN POLICY
Introduction & Background:
The Salida City Council and administrative leadership (“we”) recognize that employees are critical to achieving
the the City’s annual and long-term goals. We must attract and retain competent, professional, and resultsoriented staff and compensate them fairly. Increases in compensation are primarily based upon a merit system
that rewards employee performance and results.
We expect employees to uphold the vision and values of the City. We value employee behaviors,
contributions and achievements that demonstrate concern for the well-being of the City, its citizens and coworkers. Customer service skills to further the mission and goals of the community are considered a
foundational requirement, and we expect employees to apply root cause analysis in resolving problems facing
our community. We value proactive identification of opportunities to partner with or reach out to the
community.
Employees will continually gain new knowledge and develop better practices in performing their jobs. This
personnel development requirement may entail additional training, more schooling, some off-the-job reading,
or other programs for skills and knowledge enhancement. Specific development plans are discussed as part of
the annual performance review process.
An important aspect of the City’s ability to meet the expectations of the residents is for employee behavior to
be focused on the very best interests of the City, rather than tied to the needs or desires of the individual,
their department or a special group within the City. While these City interests are articulated by the Mayor
and City Council and implemented by the Administrator, it is incumbent upon each department head and all
employees that the best interests of the City are a priority.
We expect employees to enjoy their work and offer their best efforts in performing their duties. If the job
only represents a paycheck to our employees, we believe they and the community are ill-served.
Scope:
This Pay Plan applies to all employees of the City of Salida and was developed to provide a basis for
personnel management in addition to establishing the pay range for each position. Specific criteria were
defined to objectively group employees into a pay grade, or job level.

Job Levels – Progression of position rankings based upon a set of criteria. Each individual job within
the city's operations is assigned a job level. We periodically review the job levels as position duties
and technology requirements may change from time to time.

Job Level Criteria – Characteristics common to all positions used to objectively distinguish between
job levels (scope of authority; technical skills; education, training and certification; impact of results;
interpersonal and communication skills). Used to objectively evaluate employees who may be eligible
for promotion to a more senior level. Critiera were kept to a manageable number but may be
modified or expanded in the future.
Page 1 of 13
Page 18 of 61
Policy:
All employees are paid a a wage within the pay scale that is in effect as of their date of hire or promotion. Pay
is based on the level of the employee’s level of authority, technical skills, education and other factors detailed
in each job description. Employees are typically hired or promoted into a position between the minimum and
middle points of the pay scale. Once an employee reaches the maximum level of pay, they are no longer
eligible for pay increases. Instead, they will receive a lump sum payment in lieu of a raise. If an adjustment to
the salary range results in employees falling below the minimum pay for their job level, they will receive a
market adjustment to the bottom of the range.
Employee raises shall be determined based upon a combination of merit and inflation (or cost of living) and,
in some situations, equity or market adjustments. The timing of pay increases shall be determined by the City
Administrator. New hires and newly promoted employees shall be entitled to a either a full or pro-rated
increase depending upon the length of time in their position prior to the effective date of the pay increase:
 In position for six months or more – eligibility for full increase
 In position between three and six months – eligible for pro-rated increase based upon length of service
 In position less than three months – ineligible
The City provides employees with a total compensation package of pay and benefits comparable to other
governmental and private employers, both within and outside of the community, that compete for qualified
workers. We offer employees a competitive base pay and benefits package that encourages the physical and
mental wellness of employees and their dependents and that assists with retirement planning.
The City offers medical and dental coverage to all employees working an average of 30 hours or more per
week and pays all or a significant portion of the premiums for such coverage in accordance with a schedule
reviewed during each budget cycle. Employees working an average of 20 hours or more per week qualify for
certain benefits and are eligible for a stipend toward the premiums should they enroll. The City’s financial
contribution for employee insurance and wellness benefits are established as part of the annual budget process
and reviewed during each budget cycle. The full listing of benefits available on the City’s Summary of Benefits
and the current City’s contributions are included as an attachment to this policy.
Employee retirement savings accounts are funded in accordance with applicable plan documents, which is 8%
for police officers and firefighters and up to 6% for other full time employees, defined as those working at
least 40 hours per week.
Procedure:
This pay plan was originally adopted by the City Council in 2008. It is reviewed with each annual budget cycle
and updated as needed. The budget for salary increases is generally approved by the City Council during the
annual budget cycle. Individual employee raises are recommended by each Department Head and approved
by the City Administrator. Raises become effective on the first day of a pay cycle (currently the first pay date
after the start of the new fiscal year, but subject to future modification). Salary ranges are updated annually in
by the percentage of the cost of living adjustment approved by City Council during the budget process.
Attachments:




Job Level Criteria – Definitions
Job Level Criteria – Ratings
Job Classification Matrix
List of Jobs by Level



Job Level Evaluations
Salary Ranges
Financial Contributions for Employee
Insurance Coverages
Page 2 of 13
Page 19 of 61
JOB LEVEL CRITERIA – DEFINITIONS
Job Level Criteria
Description of Criteria
1
Scope of Authority
Outlines the boundaries of an employee’s role in decision
making and determining actions to accomplish a job. A measure
of the level of automony that exists in any given job. This
covers the amount of supervision one receives, or conversely,
the amount of supervision exercised over others. It also
includes problem resolution, long-range planning and judgment.
2
Technical Skills
Outlines the skills necessary to do the job and, at higher levels,
the amount of role-specific or municipal knowledge one must
possess in order to grasp the principles of the job.
3
Education, Training and Certifications
4
Impact of Results
5
Interpersonal & Communication Skills
6
Working Conditions
This criterion sets the minimum for education, training and
certification requirements that a particular job requires utilizing
the job descriptions to make this determination. Positions are
ranked based on the requirements to accomplish duties; an
individual’s level of education or certification not necessary to
accomplish the job does not affect the ranking of a position.
This criterion gauges the typical consequences of decisionmaking. For instance, a small mistake that has no significant
effect on the overall operation of the City is different from a
substantial mistake that may be made by a higher-level position,
resulting in a public safety issue, loss of credibility, a lawsuit or
substantial monetary loss to the city.
Customer service and basic communication skills are essential
in any position with the city. Progression between job levels
encompasses stronger customer service and conflict resolution
skills and an employee's ability to build effective working
relationships across departments at all levels of the organization
and with the public. Also included are the ability to influence
others, earn credibility and respect and negotiation of mutually
successful outcomes with other parties. Effective written and
oral communications skills and presentation ability are also
ranked.
This criterion recognizes the differences in the environmental
aspects of the job--sitting at a desk in an air-conditioned or
heated office as opposed to working outside in extreme hot or
cold temperatures or working under hazardous conditions.
This is a factor in determining appropriate pay within a job level
as opposed to a factor for evaluating personnel.
Page 3 of 13
Page 20 of 61
PAY PLAN
JOB LEVEL CRITERIA - RATINGS
Scope of authority
1. Operates within defined standards and basic written or oral instructions that are clearly spelled out.
Performs mostly routine or repetitive tasks with supervision and assistance readily available. Work is
subject to review / oversight by a supervisor or more senior employee.
2. Duties are generally routine, using standard instructions with assistance available as needed. Employees
expected to selects appropriate course of action based on procedures. Instruction is usually given at the
beginning of a standard project. The majority of the work is subject to review by a supervisor. May
provide some direction to less senior workers but does not generally supervise the work of others.
3. Duties involve semi-diversified assignments and procedures. Precedents for most situations have been
established, but employee is frequently required to select an appropriate course of action based upon the
situation. Performs job requirements as an individual but may be a team leader or supervise the work of
others. Some individual work is subject to review by higher level supervisor(s).
4. Requires creative thinking to develop, organize and evaluate data to resolve problems. Decisions may
require modification or adaptation of policies or procedures to fit new circumstances. Exercises
independent judgment in determining course of action which may involve complex situations. Formulates
function-specific procedures and initiates activities with the scope of the position. Supervises or oversees
work of others; exercises control over assigned personnel.
5. Performs work requiring use of judgment and/or supervises the work of staff. Develops short range
plans and schedules work for department. Interprets and applies policy. Formulates general policies and
procedures within the scope of the position.
6. Supervises others directly and/or through subordinates. Assumes responsibility for operation of
department. Makes long range plans; forecasts staffing requirements and cost estimates for approval by
council. Responsible for efficient and effective procedures and the initiation of activities with the scope
of the position.
7. Is responsible for executive supervision of the City’s activities. Formulates policies under which the City
operates after consultation with Council. Recommends to Council, defines and supervises rules and
procedures through subordinates. Responsible for executive supervision of the City’s activity. Applies
broad plan of operation as determined in consultation
Technical Skills
1. Follows simple written or oral instructions and performs defined tasks. Uses basic tools and/or office
equipment
a. Administrative position: Requires reading, writing and mathematical skills as well as familiarity with
standardized work procedures. Requires some knowledge of office equipment and ability to follow
instructions involving a number of steps. Limited software skills, including simple edits of previously
created documents.
b. Maintenance and facilities position: Performs manual labor as a helper in a crew. Assists with
routine maintenance of grounds, buildings or equipment. Performs general utility work such as
installation, repair or maintenance of water or sewer lines and streets.
c. Public safety position: POST certified or certifiable trainee; State certified firefighter I with EMT
basic.
Page 4 of 13
Page 21 of 61
2. Workers will perform skill level described for the following types of positions:
a. Administration. Under general supervision, performs administrative support in the form of data entry
and word processing operations; compiles data for reports and processes a variety of documents
according to well-established guidelines.
b. Maintenance. Performs a variety of maintenance duties such as equipment maintenance, general
construction, parks, repairs, streets, utilities. May operate heavy equipment.
c. Public safety. Police Officer I Post Certified plus completion of field training and one year
experience with Salida Police Dept.; Firefighter I – EMT basic plus completion of one year of field
training at a probationary position.
3. Workers will perform skill level described for the following types of positions:
a. Administrative. Performs more complicated administrative support in the form of data entry and
word processing operations; analyzes data for use by department head. Determines best practices to
achieve the end results required. May alter established guidelines to achieve more efficient results.
b. Maintenance. Performs more complicated equipment maintenance tasks, serve as lead worker over an
assigned crew on a project-by-project basis. Operates heavy equipment.
c. Public safety. Police Officer II — Same as level 1 position, plus 40 hours annual training; Entry
Level Basic Supervisor class to be completed between 3rd and 5th year.
4. Detailed knowledge in a specialized field or discipline such as accounting, administration, finance, water
treatment, wastewater treatment, street construction and maintenance, utility distribution or recreation.
Master firefighter—Firefighter II certification, EMT Basic with IV certification and Current Hazardous
Materials Operations Certification; police sergeant—college courses in law enforcement; three years law
enforcement experience, with two in Salida Police Dept.
5. Highly concentrated knowledge, requiring application of extensive skills in a trade, field or technical
function and a grasp of theory and principles. Ability to perform nonstandard assignments. Capable of
understanding and operating complex equipment and software. In charge in the absence of department
head. Fire captain—all previous requirements plus Colorado Officer I or Instructor I certification; Police
operations manager—all previous requirement plus broad knowledge of City ordinances, EEOC, FLSA
and POST requirements.
6. Highly concentrated knowledge, requiring application of extensive skills in a trade, field or technical
function and a grasp of theory and principles. Also, a solid general understanding of other technical
disciplines in municipal government. Ability to perform nonstandard assignments. Determines
alternative based on guidelines and standard practice. May modify existing procedure or methods.
Capable of understanding and operating complex equipment and software.
7. Highest average level of knowledge of all operations of City government including statutes governing
municipalities; municipal law; City ordinances; human resource activities, policies and procedures.
Provides council direction to municipal departments; prepares reports and analyses for council; performs
special projects. May assist in grant writing, budget development, capital improvement projects and may
be public information officer. Ability to negotiate effective terms on behalf of the City.
Education, training and certification
1. Some high school level classes with no or very limited work experience.
2. High school education completed or in process; one to three years work experience or minimum
certification requirement (if applicable) for the job.
3. High school education or equivalent completed; three to five years work experience plus minimum
4. High school education or equivalent completed; five or more years work experience plus minimum
5. Two-year college degree or equivalent with five years experience and minimum certification requirement
(if applicable) for the job; or any combination of formal education and on the job training that provides
knowledge necessary to perform the job.
6. Bachelors degree or equivalent with more than seven years relevant experience along with full
certification for the job.
Page 5 of 13
Page 22 of 61
7. Bachelors degree in a relevant field of study; preferably a master’s degree in public administration or
business; more than five years relevant experience including personnel managment and more than ten
years total experience.
Impact of results
1. Small. Errors are easily prevented and/or detected and corrected. Mistakes would generally result in
small dollar or work product losses. Minimal risk to the health and safety of citizenry as a result of the
employees direct actions.
2. Moderate. Errors are identified relatively early. May cause internal confusion and delays affecting work
unit and/or department. Some possibility of public health / safety issues, embarrassment or dollar loss to
City.
3. Significant. Errors are difficult to detect and correct. Problem solution requires large amounts of time.
Other departments and their results are impacted. There may be public health and safety issues, large
dollar loss or embarrassment to the City.
4. Substantial. Errors may not be corrected. Impact of actions is significant to overall City operations and
its citizens. May diminish impact of critical successes or lead to loss of credibility of the City and pose a
serious health / safety risk.
Interpersonal and communication skills
1. Courtesy and tactfulness are required in contact with the public and co-workers. Interpretation of
communications is not usually necessary, but there is an importance to understand the direction given.
Shares information with others.
2. Requires use of tact and professionalism in greeting the public and working cooperatively with other staff
on projects. Listening and questioning skills to ensure understanding are important in performing the job
competently. Constructively participates in discussions. Addresses conflict and able to resolve most
situations. May be required to influence and persuade others.
3. Both written and oral contact within and without the City requires tact to influence others and resolve
conflict. Questioning to ensure understanding of the nature of the problem often involves explanation of
detailed information. Actively participates in discussions and shares information and provides feedback
with others appropriately. Ability to diffuse difficult situations with customers.
4. Contacts with others concern matters important to the success of the City. Proactively shares appropriate
information to help others accomplish work and be fully informed. Requires an ability to successfully
listen well to others’ concerns to evaluate behavior and motivation of others’ actions. Has an ability to
discuss multiple outcomes and remain open to possible conclusions. Written and oral communication is
needed to direct employees in performance of their duties, as well as provide feedback to subordinates.
The written message, using proper English grammar and excellent presentation skills, is important in
keeping Council and City Administrator apprised of ongoing projects and in communicating with outside
service providers. Strong conflict resolution skills.
5. Contacts with others concern matters vital to the success of the City. Proactively shares appropriate
information to help others accomplish work and be fully informed. Ability to establish rapport needed to
generate understanding and motivation in others. Offers praise and points out improvement when
appropriate. Provides honest, helpful feedback to others to increase their performance. High
requirement for tact, persuasion and timing. Must demonstrate effective public communication.
6. Contacts with others, both within and without the City, concern matter critical to the success of the
overall goals of the City. Very high requirement for tact, persuasion and timing. Promotes ideas or
outcomes that benefit the City, working to integrate others’ needs and concerns when possible.
Requirement for persuasive, effective communication, both written and oral, in public presentations to
achieve the goals of City. An ability to meet with assurance and self-confidence community, state and
national leaders.
Page 6 of 13
Page 23 of 61
Working conditions
1. Normal physical effort found in office work or equivalent, generally with an absence of disagreeable
conditions.
2. Normal physical effort found in office work or equivalent, with minor discomfort due to noise, fumes,
heat dust, ventilation, etc. Safety procedures are necessary on occasion.
3. Physical effort generally involving standing, stooping, bending, lifting, etc. with fairly light level or activity
that is not constant throughout the workday, with minor discomfort due to noise, fumes, heat, dust,
ventilation, etc. Safety procedures are necessary on occasion.
4. Continuous physical effort involving standing, stooping, bending, lifting, climbing ladders, operating
equipment, etc. Constant work activity generally producing fatigue at the end of the workday. Minor
discomfort due to noise, fumes, heat, dust, materials handled and ventilation. Safety procedures may be
necessary and personal protective equipment is necessary on occasion.
5. Continuous physical effort involving standing, stooping, bending, lifting, climbing ladders, operating
equipment, etc. Constant work activity generally producing fatigue at the end of the workday.
Uncomfortable or hazardous working conditions, exposure to noise, fumes, heat, dust, temperature
extremes, materials, tools, chemical, etc. Generally unpleasant working environment with use of safety
procedures important. Personal protective equipment often required while on the job.
Page 7 of 13
Page 24 of 61
JOB CLASSIFICATION MATRIX
Expected Ratings by Level
10
9
8
7
6
5
4
3
2
1
Education,
Training
Impact Interpersonal &
Scope of Technical
and
of
Communication
Authority
Skills
Certification Results
Skills
Job Levels
1 to 7
1 to 7
1 to 7
1 to 4
1 to 6
Totals
City Administrator
7
7
7
4
6
31
Director
6
6-7
6-7
4
5-6
27 - 30
Manager
6
6
5-6
3-4
4-6
24 - 26
Supervisor III / Sr. Worker III
5
5
4-5
3
4-5
21 - 23
Supervisor II / Sr. Worker II
4
4-5
4-5
2-3
3-4
18 - 20
Supervisor I / Sr. Worker
3-4
3-4
3-4
2
3-4
15 - 17
Worker III
2-3
2-3
2-3
2
3
12 - 14
Worker II
2
1-2
2
2
2-3
9 - 11
Worker I
1-2
1-2
1-2
1
1-2
6-8
1
1
1
1
1-2
5-6
NOTES:
See individual job descriptions for the expectations of each position.
Ranges allow for different specific requirements within each department. For example, certain jobs will
require stronger interpersonal skills and less technical skills while other positions have a reverse requirement.
The ranges allow for such differences while incorporating a system for interdepartmental equity.
Page 8 of 13
Page 25 of 61
JOBS BY LEVEL
Level 10
City Administrator
Level 9 – Director
Arts and Recreation Director
Community Development Director
Director of Finance and Administrative Services
Level 8 – Manager
Engineer / Project Manager
Recreation Manager
Fire Chief
Police Chief
Public Works Director
Wastewater Plant Manager
SteamPlant Director
Level 7 – Supervisor III / Senior Worker III
Deputy City Clerk
Plant Operator – Class A
Fire Captain
(Water or Sewer)
Level 6 – Supervisor II / Senior Worker II
Building & Grounds
Planner II
Supervisor
Plant Operator – Class B
Fire Marshal
(Water or Sewer)
Streets Supervisor
Senior Police Investigator
Level 5 Supervisor / Senior Worker
Accountant II
Patrol Officer II
Events Coordinator II
Planner I
Mechanic
Plant Operator – Class C
Municipal Worker IV
(Water or Sewer)
Water Plant Manager
Police Operations Lieutenant
Utilities Inspector
Police Sergeant
Senior Accountant
Recreation Supervisor
Senior Firefighter/EMT
Level 4 – Worker III
Accountant I
Administration Coordinator
Event Coordinator I
Firefighter/EMT
Front Desk Coordinator
Lesson Coordinator
Lifeguard Coordinator
Municipal Worker III
Patrol Officer I
Planning Technician II
Plant Operator – Class D
(Water or Sewer)
Police Investigator
Facility Maint. Coordinator
Recreation Coordinator
Level 3 – Worker II
Accounting Assistant
Administrative Assistant
Audio / Video Technician
Bus Driver
Code Enforcement Officer
Community Development
Intern
Event Assistant
Lifeguard III
Municipal Court Clerk
Municipal Worker II
Planning Technician I
Special Projects Technician
SP Facility Worker II
Level 2 – Worker I
Bartender
Lifeguard II
Municipal Worker I
Front Desk Clerk II
Parks and Recreation Intern
Plant Operator - Trainee
Pool Instructor (WSI)
Reserve Firefighter / EMT
SteamPlant Facility Worker I
Level 1 – Entry Level / Seasonal Worker
Front Desk Clerk I
Seasonal Worker
Custodian
Lifeguard I
Recreation Staff
Page 9 of 13
Page 26 of 61
JOB LEVEL EVALUATIONS
Education,
Interpersonal &
Scope of Technical Training and Impact of Communication
Skills
Authority Skills Certification Results
Position
Scale 1 to 7
1 to 7
1 to 7
1 to 4
1 to 6
Administration Department
City Administrator
7
7
7
4
6
Director, Finance & Admin Services
6
6
7
4
6
Deputy City Clerk
5
4
4
4
5
Senior Accountant
4
5
5
2
4
Accountant II
3
4
4
2
3
Accountant I
3
3
3
2
3
Administrative Coordinator
3
3
3
1
3
Municipal Court Clerk
2
3
3
2
1
Special Projects Technician
2
3
3
1
2
Audio Visual Technician
2
3
2
2
2
2
3
3
2
1
Total
Working
Job
Conditions Level
1 to 5
31
29
22
20
16
14
13
11
11
11
11
2
2
2
2
2
2
1
2
1
1
1
10
9
7
6
5
4
4
3
3
3
3
Community Development Department
Community Development Director
City Planner II
City Planner I
Planning Technician II
Planning Technician I
Community Development Intern
6
4
3
3
3
2
6
4
3
3
3
3
6
5
4
2
2
2
4
3
3
2
2
2
6
4
3
3
3
2
28
20
16
13
13
11
2
2
2
2
2
2
9
6
5
4
3
3
Police Department
Police Chief
Operations Lieutenant
Senior Police Investigator
Police Sergeant
Patrol Officer II
Police Investigator
Patrol Officer I
Code Enforcement Officer
6
5
4
4
4
3
3
2
2
6
5
4
4
3
2
2
1
3
6
5
4
4
3
2
2
2
2
4
3
2
2
2
2
2
2
2
6
5
4
4
3
3
3
2
2
28
23
18
18
15
12
12
9
11
3
3
3
3
4
4
4
3
2
9
7
6
6
5
4
4
3
3
Fire Department
Fire Chief
Captain
Fire Marshal
Senior Firefighter/EMT
Firefighter/EMT
Reserve Firefighter/EMT
6
5
4
4
3
3
2
1
6
5
5
4
3
3
2
2
6
4
4
3
2
3
2
2
4
3
3
3
2
1
2
1
5
4
4
3
3
3
2
2
27
21
20
17
13
13
10
8
4
5
5
5
5
1
2
5
9
7
6
5
4
4
3
2
Page 10 of 13
Page 27 of 61
Position
Education,
Interpersonal &
Scope of Technical Training and Impact of Communication
Authority Skills Certification Results
Skills
Scale 1 to 7
1 to 7
1 to 7
1 to 4
1 to 6
Total
Working
Job
Conditions Level
1 to 5
Public Works Department
Public Works Director
Engineer / Project Manager
Plant Manager
Plant Operator - Class A
Utilities Inspector / Supervisor
Streets Supervisor
Buildings & Grounds Supervisor
Plant Operator - Class B
Mechanic
Municipal Worker IV
Plant Operator - Class C
Municipal Worker III
Plant Operator - Class D
Municipal Worker II
Plant Operator - Trainee
Municipal Worker I
Parks & Recreation Intern
Custodian
Seasonal Worker
6
5
6
4
5
5
5
4
4
4
3
3
3
2
3
3
1
2
1
1
1
6
6
6
5
5
5
5
5
4
4
4
3
3
3
2
1
2
1
1
1
1
6
6
5
4
6
4
4
3
4
4
3
3
3
2
2
2
1
2
3
1
1
4
4
4
4
3
3
3
4
3
3
4
2
1
3
2
2
2
1
1
1
1
5
5
5
4
4
3
3
4
2
2
3
2
3
2
2
3
2
2
2
1
1
27
26
26
21
23
20
20
20
17
17
17
13
13
12
11
11
8
8
8
5
5
4
4
5
5
4
4
4
5
4
4
5
4
1
5
4
2
5
4
3
4
4
9
8
8
7
7
6
6
6
5
5
5
4
4
4
3
3
2
2
2
1
1
Recreation
Arts and Recreation Director
Recreation Manager
Recreation Programs Supervisor
Facility Maintenance Coordinator
Front Desk Coordinator
Lesson Coordinator
Lifeguard Coordinator
Recreation Coordinator
Accounting Assistant
Bus Driver
Lifeguard III
Lifeguard II
Lifeguard I
Pool Instructor (WSI)
Front Desk Clerk II
Front Desk Clerk I
Recreation Staff
Custodian
6
6
4
3
3
3
4
3
2
2
2
2
1
1
2
1
1
1
6
6
4
3
4
4
3
3
3
1
1
1
1
2
2
1
1
1
6
5
4
3
2
2
2
3
3
2
3
2
2
2
1
1
1
1
4
3
2
3
2
2
3
2
2
2
2
1
1
1
1
1
1
1
6
5
3
2
3
3
2
3
1
2
3
2
1
2
2
2
2
1
28
25
17
14
14
14
14
14
11
9
11
8
6
8
8
6
6
5
2
2
3
4
2
2
2
2
1
1
2
2
2
3
2
2
3
4
9
8
5
4
4
4
4
4
3
3
3
2
1
2
2
1
1
1
SteamPlant Event Center
SteamPlant Director
Event Coordinator II
Event Coordinator I
Event Assistant
Facility Worker II
Facility Worker I
Bartender
6
4
3
2
2
2
1
2
6
3
2
3
3
1
1
1
5
3
2
2
2
1
1
2
3
2
2
2
2
2
2
1
5
4
4
1
1
3
2
2
25
16
13
10
10
9
7
8
2
2
2
2
1
3
3
2
8
5
4
3
3
3
2
2
Page 11 of 13
Page 28 of 61
2015 SALARY RANGES
Annual Pay - All Employees
Job Levels
City Administrator
Director
Manager
Worker III
Worker II
Worker I
Full-time Salary
Level
Min
Mid
Max
10 $ 85,439 $ 106,799 $ 128,159
9
65,826
82,282
98,738
8
55,219
69,023
82,828
7
48,441
60,551
72,662
6
42,492
53,115
63,738
5
36,013
45,016
54,019
4
30,520
38,149
45,779
3
24,953
31,192
37,430
2
20,805
26,006
31,207
1
18,720
23,400
28,080
General Employees (2,080 hours/year)
Job Levels
Level
Manager
8
7
6
5
Worker III
4
Worker II
3
Worker I
2
1
Hourly Rates
Min
26.55
23.29
20.43
17.31
14.67
12.00
10.00
9.00
Mid
33.18
29.11
25.54
21.64
18.34
15.00
12.50
11.25
Max
39.82
34.93
30.64
25.97
22.01
18.00
15.00
13.50
24-hour Shifts (2,904 hours/year)
Hourly Rates
Job Levels
Level
Min
Mid
Max
Manager
8F $ 19.01 $ 23.77 $ 28.52
7F
16.68
20.85
25.02
6F
14.63
18.29
21.95
5F
12.40
15.50
18.60
Worker III
4F
10.51
13.14
15.76
Worker II
3F
8.59
10.74
12.89
Page 12 of 13
Page 29 of 61
2014-2015 FINANCIAL CONTRIBUTIONS FOR
EMPLOYEE INSURANCE COVERAGES
Available Coverages
Tele-doctor (see note 1)
Life / AD&D - $20,000 (see note 1)
Life / AD&D - $50,000 (see note 1)
Vision
Dental
Assurity supplemental policies
Short-term Disability (see note 1)
Long-term Disability (see note 1)
Medical
Wellness program
Employees Working 30+ hours
Employee
Employee
+
Employee
Only
Child(ren) + Spouse
Family
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
Employees
working 20 to
<30 hours
X
X
X
X
X
X
Financial Contribution (per month) by the City:
Life / AD&D premiums are fully paid by the City, and employee wages are grossed up by the amount of
disability insurance premiums deducted from their pay. The average amount of this cost is $40 per employee
per month.
For Medical Insurance:
* without participation in wellness
$ 494.00 $ 707.00 $ 848.00 $ 1,151.00
n/a
* with participation in wellness
$ 519.00 $ 732.00 $ 873.00 $ 1,176.00
n/a
Dental or other optional plans
$
26.00 $
63.00 $
52.00 $
89.00 $
40.00
Notes:
(1) 100% enrollment required by eligible class for these plans and costs are paid in full by the City.
(2) Eligible employees with other medical coverage who have provided proof of such coverage may opt out
of the City plan and receive a City contribution in an amount not-to-exceed 50% the City's contribution
toward employee-only medical insurance to be applied to other offered plans.
(3) The financial contribution by the City is subject to update on July 1st with the annual policy renewals by
a percentage not to exceed the lesser of 8% or the percentage increase in premiums.
Page 13 of 13
Page 30 of 61
________
__________
_____CITY COUNCIL
C
AGENDA ITEM_____
___________________
MEETIN
NG DATE:
Deecember 2, 20014
AGEND
DA ITEM TIT
TLE:
Buudget Amend
dment
PRESEN
NTED BY:
Jan
n Schmidt, Fiinance Direcctor
BACKGR
ROUND RE
EVIEW:
The 20144 budget was adopted on December 3rd
3 and amennded on Apriil 15, 2014. SSince that tim
me,
some new
w revenue sources becam
me available an
nd council haas provided direction to m
make certain
n
changes and/or
a
appro
oved some acctions that afffect the 20144 budget. Soome emergen
ncy repairs an
nd
other unaanticipated on
ne-time costs have been or expected to be incurreed before thee end of the yyear.
All of thee changes aree detailed in the
t resolution
n.
With the changes auth
horized by co
ouncil, a sligh
htly greater uuse of reservees is now pro
ojected for th
he
general fuund and less will be used from the waater and wasttewater fundss.
Additiion to
(U
Use of) Reservves –
Net
(Use of) Reservess after
Current Buudget
Change
Buudget Amenddment
 General
G
Fund
d
($4200,600)
($20,500)
($4411,100)
 Water
W
($1,0355,100)
$286,000
($7499,100)
 Wastewater
W
($899,600)
$882,900
$172,500
General Fund
F
reservees have increaased over thee past severall years and w
will remain att a sufficient level
with the use
u of reservves currently budgeted. Th
he water systtem reserves will stay justt above below
w the
debt servvice and the operations
o
an
nd maintenan
nce reserve reequirements of its loan co
ovenants as tthe
budget cuurrently stand
ds.
RECOMMENDATIO
ON:
A Counciil person sho
ould make a motion
m
“to approve
a
Resoolution No. 22014-81, a resolution of th
he
City Coun
ncil of the Ciity of Salida, Colorado, ap
ppropriatingg additional suums of moneey to defray
expenses in excess of amounts budgeted for th
he 2014 budgget year.”
Page 31 of 61
CITY OF SALIDA
RESOLUTION NO. 2014 – 81
A RESOLUTION OF THE CITY OF SALIDA, COLORADO
APPROPRIATING ADDITIONAL SUMS OF MONEY TO DEFRAY
EXPENSES IN EXCESS OF AMOUNTS BUDGETED FOR THE 2014
BUDGET YEAR.
WHEREAS, on December 3, 2013, the City Council adopted, by Resolution No. 2013-74,
the 2014 Budget and by Resolution No. 2012-75 appropriated sums of money for the 2014 budget
year; and
WHEREAS, on April 15, 2014, the City Council adopted, by Resolution No. 2014-24, a
resolution appropriating additional sums of money for the 2014 Budget; and
WHEREAS, the City of Salida is receiving unanticipated revenue from taxes and grants
which were unanticipated at the time the budget was adopted and which the council intends to
spend; and
WHEREAS, certain decisions have been made by the City Council and events, conditions
and external factors that affect the budget in 2014 have occurred or changed during the past several
months; and
WHEREAS, a contingency could not have been reasonably foreseen at the time of the
adoption of the budget; and
WHEREAS, the money to finance all expenditures is available from current revenues or in
the same fund as unrestricted reserves;
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY
OF SALIDA, COLORADO
Section 1: The aforementioned recitals are incorporated herein and adopted as findings and
determinations of the City Council.
Section 2: That the 2014 revenue for the General Fund is increased from $7,650,700 to
$8,108,800 and 2014 appropriation for the General Fund is hereby increased from $8,071,300 to
$8,549,900 for the following purposes:
(A)
To increase revenue for additional statewide taxes distributed to the City – $22,000
(B)
To update 2014 tax revenue projections based on year-to-date trends:
1. From 2% to 4% annual growth in City sales tax – $124,800
2. From 1% to 4% annual growth in Chaffee County sales tax – $32,300
3. Occupational lodging tax – $40,000
Page 32 of 61
(C)
To increase revenue and expenditures due to the award for funding from the
Assistance to Firefighters Grant (AFG) program – $0 net
1. Federal grant revenue – $195,500
2. Capital expenditures (machinery & equipment) – $195,500
(D)
To increase revenue and expenditures due to the award for funding from GOCO for
the River Trail project – $6,500 net
1. State grant revenue – $43,500
2. Capital expenditures – $50,000
(E)
To true up Chaffee County Dispatch charges based on final calculation and allocate
to departments with call volume upon which the charge is based – $4,400
1. Police – $3,700
2. Fire – $600
3. Public Works – $100
(F)
To increase public notice expense due to re-publication of Salida Municipal Code
Chapter 16 in full in the Mountain Mail – $7,500
(G)
To increase the community funding budget per discussion at prior council meetings:
1. Per April 16 meeting, an additional amount for city fee waivers - $3,000
2. Per June 17 meeting, an amount to support LiveWell Chaffee County - $3,000
(H)
To re-appropriate final costs of playground equipment ordered in 2014 – $16,000
(I)
To increase the budget for the following items – $117,500
Administration:
1. General legal trended higher than expected mid-year – $25,000
2. Lawsuit costs – $8,000
3. Audit – $1,500
4. Information Technology – $5,000
5. Travel costs – $3,000
6. Event costs (School District of Distinction) - $1,000
Police:
7. Medical clearances – $17,000
8. Towing, travel and storage costs for criminal case investigation – $5,400
Fire Dept
9. Replace broken dishwasher – $600
Public Works
10. General Engineering – $5,000
11. Motor Vehicle parts – $15,000
12. Clean storm sewers – $6,200
Parks:
13. Operating Supplies – $11,000
14. Water – $20,000
Page 33 of 61
(J)
To increase the budget for the various capital projects approved by council during
past meetings – $75,500
1. Correction (decrease) of last budget amendment and then add costs for
additional amenities for historic Caboose – $3,000
2. Lights at Marvin Park – $12,000
3. Kiosk at Monarch Mountain – $5,000
4. Amendment to DSI contract for pool project – $47,000
5. Increase budget for contract awarded to DSI for sidewalk replacement project
– $8,500
Section 3: That the 2014 revenue for the Water Fund is increased from $2,694,100 to
$3,134,600 and the 2014 appropriation for the Water Fund is hereby increased from $3,783,300 to
(A)
To increase grant revenue for 50% of supplemental DOLA grant for the plant
upgrade (remainder budgeted in 2015) and estimated project cost (2014 portion only)
– $0 net
(B)
To increase revenue for water leases – $67,500
(C)
To increase system development fees for greater volume of new taps than expected –
$120,000
(D)
To decrease the project cost for the H Street water lines per bid awarded – $98,500
Section 4: That the 2014 revenue for the Sewer Fund is increased from $1,418,200 to
$1,978,200 and the 2014 appropriation for the Sewer Fund is hereby increased from $1,608,700 to
.
(A)
To increase grant revenue for the release of the final 10% of the DOLA grant –
$135,000
(B)
To increase revenue and capital expense by $300,000 for additional grant funds for
amended scope of USDA project (2014 estimate) – zero net effect
(C)
To increase estimate of system development fees due to greater volume of new taps –
$100,000
(D)
To increase capital expenditures for the sewer portion of the H Street project that had
not been broken out in the original budget – $6,500
(E)
To increase operating expenditures to repair damage from a lightning strike to the
plant – $24,000
(F)
(G)
To increase gas & electric expenditures at the treatment plant – $35,000
To increase costs for manhole repairs and the $25,000 contractual payment from the
Town of Poncha Springs to pay the costs – $1,000 net
Page 34 of 61
Section 5: That the 2014 revenue for the SteamPlant Event Center Fund is increased
from $290,800 to $338,300 and 2014 appropriation for the SteamPlant Event Center Fund is hereby
increased from $422,200 to $469,700 for the following purposes:
(A)
To increase revenue for the ballroom, food and other rentals and reduce revenue for
event sponsorships – $38,000 net
(B)
increase cost of sales, in part due to higher than usual costs associated with hosting
the Colorado Creative Industries conference – $30,000
(C)
To reclassify $4,000 from contracted services to personnel due to hiring bartenders as
employees – $0 net
(D)
To increase supplies and materials expenditures – $3,000
(E)
To reclassify $4,000 from contracted services to personnel services due to hiring
bartenders as employees rather than independent contractors – $0 net effect
(F)
To increase revenue by $8,000 for a contribution received to purchase a 26’ screen
for the theater – $0 net
(G)
To reallocate $4,000 budgeted funds for improvements to the women’s bathroom to
the airlock vestibule for the ballroom – $0 net
(H)
To increase other operating costs (licenses & fees, repairs & maintenance) due to
unexpected costs – $1,500
(I)
To increase operating revenue budget based on year-to-date results – $1,500
Section 6: That the revised sums are hereby appropriated from the revenues of each
fund for the calendar year 2014 to each fund for the purposes stated in the budget:
GENERAL FUND
Expenditures
Operating Expenditures
Capital Expenditures – Current Year
Capital Expenditures – Financing
Total fund expenditures
Interfund Transfer – SteamPlant
Interfund Transfer – Water System
Interfund Transfer – Sewer System
Total expenditures and fund transfers
Revenue
Operating Revenue
Capital Revenue
Total revenue
$ 5,191,700
2,909,900
161,900
8,263,500
131,400
54,100
100,900
8,549,900
5,277,300
2,831,500
8,108,800
Page 35 of 61
Decrease in General Fund Reserves
WATER & WASTEWATER ENTERPRISE FUND
Expenditures
Total expenditures
Revenue
Operating Revenue
Capital Revenue
Total revenue
Transfer from General Fund
Decrease in Reserves
STEAMPLANT ENTERPRISE FUND
Expenditures:
Capital Expenditures
Total expenditures
Total Revenue
Increase (Decrease) in Reserves
$ (441,100)
Water
$ 899,100
2,620,800
417,900
$ 3,937,800
Wastewater
$
983,800
468,400
544,000
$ 1,996,200
$ 1,582,000
1,552,600
3,134,600
54,100
$ (749,100)
$ 1,274,000
704,200
1,978,200
100,900
$
82,900
$ 370,300
99,400
469,700
$ 338,300
131,400
469,700
$
-
Section 6: That the amended 2014 budget is hereby approved and adopted and shall be
signed by the Mayor of the City of Salida, Colorado, and made a part of the public records of the
City of Salida, Colorado.
RESOLVED, APPROVED AND ADOPTED at a regular meeting of the City Council of
the City of Salida on this 2nd day of December 2014.
[SEAL]
By ______________________________
Mayor
ATTEST:
__________
Deputy City Clerk
Page 36 of 61
_____________________CITY COUNCIL AGENDA ITEM_____________________
MEETING DATE:
December 2, 2014
AGENDA ITEM TITLE:
2015 Budget Adoption and Public Hearing (Continued from Nov 4)
Appropriating Funds for 2015
PRESENTED BY:
Jan Schmidt, Finance Director
AGENDA SECTION:
Scheduled Items
REQUEST:
To adopt the 2015 budget and to appropriate sums of money to the various funds and spending
agencies in the amounts and for the purposes as set forth in the 2015 budget.
BACKGROUND REVIEW:
City staff and Council have held a series of work sessions to prepare and discuss the budget. A
public hearing was opened on November 4th and continued until this meeting.
State law requires that council is presented with an estimated budget on or before October 15th.
The City of Salida complied with that requirement by providing council members with a proposed
budget on October 7th. A “Notice of Budget” was published in the Mountain Mail that announced
the availability of the budget, date of the next work session and date of the public hearing. State law
requires a public hearing for the adoption of the budget, at which time the city council may consider
the objections of the electors and revise, alter, increase or decrease items as it deems necessary in
view of the needs of the various offices and departments and in view of the anticipated income.
The proposed budget is included as an exhibit to the resolution to adopt the budget. The only
changes that have been made since it was presented on October 7th were the update of the 2014
projections based on the budget amendment included in this packet and the reclassification of one
component of revenue between different categories. The total proposed revenue and expenditures
in each fund are unchanged.
Council may adopt the proposed 2015 budget as presented or pass an amendment to change certain
items before adopting it. If Council needs additional information or desires additional time to
consider any public input, the public hearing may be continued until the next meeting. However, the
budget should be approved before the end of the year.
Attached as exhibits to the budget resolution is a summary of the budget by fund, revenue type and
department along with a list of the capital items and draft budget message.
Page 37 of 61
Following the adoption of the budget, the Colorado Statutes require that City Council appropriate
the sums of money staff is authorized to expend in that fiscal year.
RECOMMENDATION:
Staff recommends approval of these resolutions.
ACTION:
Two motions are needed:
(1) A Council person should make a motion “to approve Resolution No. 2014-82 a resolution
of the City Council of the City of Salida, Colorado summarizing expenditures and revenues
for each fund, and adopting a budget for the City of Salida, Colorado, for the calendar year
beginning on the first day of January 2015 and ending on the last day of December 2015.”
(2) A Council person should make a motion “to approve Resolution No. 2014-83 a resolution
of the City Council of the City of Salida, Colorado appropriating sums of money to the
various funds and spending agencies in the amounts and for the purposes as set forth for the
2015 budget year.
Page 38 of 61
RESOLUTION 2014-82
A RESOLUTION OF THE CITY OF SALIDA, COLORADO SUMMARIZING
EXPENDITURES AND REVENUES FOR EACH FUND, AND ADOPTING A
BUDGET FOR THE CITY OF SALIDA, COLORADO, FOR THE CALENDAR YEAR
BEGINNING ON THE FIRST DAY OF JANUARY 2015, AND ENDING ON THE
LAST DAY OF DECEMBER 2015.
WHEREAS, the City Council of the City of Salida and City Administrator, Dara
MacDonald, have appointed Jan Schmidt, Finance Director, to prepare and submit a proposed
budget to said governing body at the proper time; and
WHEREAS, upon due and proper notice, published in accordance with the law, said
proposed budget was open for inspection by the public at a designated place, a public hearing was
held on November 4, 2014 and interested taxpayers were given the opportunity to file or register any
objections to said proposed budget; and
WHEREAS, whatever increases may have been made in the expenditures, like increases
were added to the revenues so that the budget remains in balance, as required by law; and
WHEREAS, the City Council wishes to adopt the proposed budget for the fiscal year 2015.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL FOR
THE CITY OF SALIDA, COLORADO:
1.
The Salida City Council incorporates the foregoing recitals as its conclusions, facts,
determinations, and findings.
2.
The Budget as submitted and summarized by fund as following, and including the
Lease-Purchase Supplemental Schedule attached hereto as Exhibit A and incorporated herein by this
reference, is hereby approved and adopted for the fiscal year beginning January 1, 2015 and ending
December 31, 2015:
GENERAL FUND
Expenditures
Subtotal
Revenue
Operating Revenue
Capital Revenue
Increase (Decrease) in General Fund Reserves
$ 5,354,700
3,216,900
161,900
$ 8,733,500
108,000
8,841,500
$ 5,429,000
3,006,100
8,435,100
$ (406,400)
Page 39 of 61
Resolution Adopting 2015 Budget
Expenditures:
$ 349,400
19,600
369,000
Revenue
Operating Revenue
$ 261,000
108,000
369,000
$

Expenditures
Total
Revenue
CONSERVATION TRUST FUND
Expenditures
Revenue
Water
$ 838,900
1,461,300
406,900
$ 2,707,100
2,110,800
$ (596,300)
Wastewater
$ 868,100
1,043,400
544,000
$ 2,455,500
1,961,400
$ (494,100)
$ 50,000
50,400
$ 400
2.
The budget hereby approved and adopted shall be signed by the Mayor and Clerk
and made a part of the public records of the City.
RESOLVED, APPROVED, AND ADOPTED, this 2nd day of December, 2014.
By:
[SEAL]
ATTEST:
_______________________________
City Clerk
____________________________
Mayor
Page 40 of 61
EXHIBIT A
LEASE-PURCHASE SUPPLEMENTAL SCHEDULE
I.
REAL PROPERTY LEASE-PURCHASE AGREEMENTS:
Description of Real Property Lease-Purchase: Community Services Complex,
Schedule I
Date of Lease-Purchase Agreement: December 1, 2008
(as amended on February 21, 2012)
Total amount to be expended for all Real Property
Lease-Purchase Agreements in Budget Year:
Year
Amount
2015
$ 72,708
Total maximum payment liability for all real property lease purchase agreements over the
entire terms of all such agreements, including all optional renewal terms:
$ 1,227,635
Description of Real Property Lease-Purchase: Community Services Complex,
Schedule II
Date of Lease-Purchase Agreement: February 1, 2009
(as amended on February 21, 2012)
Total amount to be expended for all Real Property
Lease-Purchase Agreements in Budget Year:
Year
Amount
2015
$ 89,124
Total maximum payment liability for all real property lease purchase agreements over the
entire terms of all such agreements, including all optional renewal terms:
$ 1,522,771
II.
ALL LEASE-PURCHASE AGREEMENTS NOT INVOLVING REAL
PROPERTY:
None
Page 41 of 61
EXHIBIT B
2015 Budget Package
Page 42 of 61
SUMMARY OF ALL CITY FUNDS
2015 Proposed Budget
Water & Wastewater Enterprise
General Fund
Revenue
City Sales Tax (for operations)
City Sales Tax (for capital)
Other City Tax & Franchise Fees
Charges for General Services
County Sales Tax
Grants
Other Intergovernmental
Recreation & Event Charges
System Fees & Related Charges
Other
Total Revenue
$
$
2,561,900
1,906,700
553,400
102,000
1,428,000
783,900
386,900
435,600
276,700
8,435,100
Water
$
$
1,541,100
253,500
311,200
5,000
2,110,800
Wastewater
$
$
1,292,500
430,000
231,900
7,000
1,961,400
SteamPlant
Event Center
Conservation
Trust Fund
$
$
$
233,500
27,500
261,000
$
50,000
200
50,200
Total City
$
$
2014 Current
Budget
Difference
2,561,900
1,906,700
553,400
2,935,600
1,428,000
1,467,400
436,900
669,100
543,100
316,400
12,818,500
$ 2,511,700
1,869,300
550,000
2,870,500
1,400,000
2,469,400
409,400
655,500
578,900
286,100
$ 13,600,800
$
50,200
2.0%
37,400
2.0%
3,400
0.6%
65,100
2.3%
28,000
2.0%
(1,002,000) -40.6%
27,500
6.7%
13,600
2.1%
(35,800) -6.2%
30,300
10.6%
$
(782,300) -5.8%
Expenditures
General & Administrative
Public Safety
Public Infrastructure
Plant Operations, Other
Arts and Recreation
Total Operating Expenditures
791,500
217,500
2,559,500
1,017,000
134,400
634,800
5,354,700
150,900
234,200
453,800
838,900
91,700
157,300
619,100
868,100
349,400
349,400
-
1,034,100
217,500
2,559,500
1,408,500
1,207,300
984,200
7,411,100
1,068,500
257,800
2,464,600
1,623,900
1,077,400
945,000
7,437,200
(34,400) -3.2%
(40,300) -15.6%
94,900
3.9%
(215,400) -13.3%
129,900
12.1%
39,200
4.1%
(26,100) -0.4%
Current Projects & Purchases
Financing - Interest
Financing - Principle
Total Capital Expenditures
3,216,900
49,000
112,900
3,378,800
1,461,300
94,700
312,200
1,868,200
1,043,400
291,800
252,200
1,587,400
19,600
19,600
50,000
50,000
5,791,200
435,500
677,300
6,904,000
6,340,500
456,900
666,900
7,464,300
(549,300)
(21,400)
10,400
(560,300)
Total Expenditures
8,733,500
2,707,100
2,455,500
369,000
50,000
14,901,500
(1,496,600)
$ (1,300,700)
$
(298,400)
$
(596,300)
$
(494,100)
$
(108,000)
$
200
Interfund Transfers
Fees in lieu of open space reserves
Net Additions to (Uses of)
Capital or General Reserves
$
$
(108,000)
70,000
$
$
500,000
-
$
$
(500,000)
-
$
$
108,000
-
$
$
-
$
(336,400)
$
(96,300)
$
(994,100)
$
-
$
200
$
(1,426,600)
$
(406,400)
$
$
$
$
21,825
30,900
9,399
9,399
$
$
$
$
257,353
308,900
111,153
111,353
$
$
$
$
6,221,013
7,152,300
5,711,785
4,285,185
$ 1,360,047
$ 1,299,514
$ 1,319,000
$
$
$
257,353
308,903
309,103
$
$
$
32,866,062
36,173,364
37,765,103
Estimated Cash Reserves
Balance at 12/31/12 (Actual)
Balance at 12/31/14 (Projected)
$
$
$
$
2,588,124
2,895,400
2,495,400
2,159,000
$
$
$
$
631,071
1,310,400
507,178
410,878
$
$
$
$
2,722,640
2,606,700
2,588,655
1,594,555
Net Position
$
$
$
16,073,933
17,400,375
16,994,000
$
$
$
5,625,099
6,271,895
7,949,000
$
$
$
9,549,630
10,892,677
11,194,000
$
14,315,100
Budget Year Net Surplus (Deficit)
70,000
$
$
$
-
$ (1,300,700)
-8.7%
-4.7%
1.6%
-7.5%
(586,400)
-3.9%
(195,900)
15.1%
70,000
$
(125,900)
9.7%
$ (10,128,350) -63.4%
$
931,287
15.0%
$ (1,440,515) -20.1%
$ (1,426,600) -25.0%
$
$
$
351,136
3,307,302
1,591,739
1.1%
10.1%
4.4%
Page 43 of 61
2015
Proposed
Budget
GENERAL FUND
Revenues
Taxes:
City Sales Tax
Lodging Occupation Tax
Franchise Taxes and Fees
$
Charges for Services:
Planning and Zoning Fees
Public Works Charges
Fire Plans & Inspections, Response Fees
Vital Statistics, VIN Inspections & Other
Fines and Forfeits:
Court Fines
Parking Fines
Licenses and Permits:
Liquor Licenses and Permits
Other Licenses and Permits
Intergovernmental:
County Sales Tax
Cigarette Taxes
Other State Taxes
Highway Users Taxes
Motor Vehicle Registrations
County Road & Bridge
Federal Grants
State Grants
South Ark. Fire District
Charges for Recreation & Event Services:
Hot Springs Pool Fees
Soaking Pool Fees
Recreation Fees
Park Rental Fees
Miscellaneous:
Interest Revenue
Rents and Leases
Insurance Proceeds
Donations & Other
TOTAL REVENUE
$
Expenditures
Administration & General Government
Police
Fire
Public Works
Recreation & Aquatic Center
Parks & Trails
Other
Administration & General Government
Police
Fire
Public Works
Recreation & Aquatic Center
Parks & Trails
Other
Financing Obligations
Financing - Interest
Financing - Principle
4,468,600
240,000
313,400
5,022,000
2014
Projection
$
4,172,735
242,902
370,021
4,785,657
$
3,951,484
176,543
291,694
4,419,721
$
87,600
3,400
91,000
102.0%
100.0%
101.1%
101.8%
26,000
32,000
15,000
23,000
96,000
22,393
17,931
61,681
23,929
125,934
23,246
17,918
55,472
20,114
116,750
6,000
6,000
100.0%
118.8%
100.0%
100.0%
106.3%
55,000
20,000
75,000
55,000
12,000
67,000
51,655
10,237
61,891
55,062
10,525
65,587
8,000
8,000
100.0%
166.7%
111.9%
14,000
6,000
20,000
13,000
6,000
19,000
13,968
8,620
22,588
11,750
5,100
16,850
1,000
1,000
107.7%
100.0%
105.3%
1,428,000
22,000
63,000
199,900
25,000
7,000
783,900
70,000
2,598,800
1,400,000
22,000
37,000
198,400
25,000
7,000
695,500
116,000
70,000
2,570,900
1,354,142
20,818
11,727
204,336
24,950
7,023
39,022
62,642
70,000
1,794,659
1,294,766
21,791
15,169
205,595
24,507
6,870
346,595
524,726
70,000
2,510,019
340,600
20,000
59,000
16,000
435,600
314,200
17,500
32,000
14,500
378,200
315,431
17,867
29,812
13,026
376,136
10,000
31,200
140,500
181,700
10,000
26,000
10,700
46,700
3,474
24,052
178,629
57,679
263,834
8,435,100
$
8,108,800
$
7,430,699
$
28,000
26,000
1,500
(695,500)
667,900
27,900
102.0%
100.0%
170.3%
100.8%
100.0%
100.0%
292,507
17,165
32,925
17,975
360,572
26,400
2,500
27,000
1,500
57,400
108.4%
114.3%
184.4%
110.3%
115.2%
6,037
18,411
49,911
9,801
84,160
5,200
100.0%
120.0%
129,800
135,000
1313.1%
389.1%
326,300
104.0%
7,573,659
$
675.8%
100.0%
101.1%
791,500
217,500
1,604,000
955,500
742,200
634,800
274,800
134,400
5,354,700
791,600
257,800
1,538,200
926,400
596,800
576,200
290,300
208,200
5,185,500
719,470
203,267
1,404,379
824,568
622,001
587,191
255,482
264,895
4,881,253
676,656
169,107
1,314,925
840,616
564,611
549,062
219,216
108,745
4,442,938
(100)
(40,300)
65,800
29,100
145,400
58,600
(15,500)
(73,800)
169,200
100.0%
84.4%
104.3%
103.1%
124.4%
110.2%
94.7%
64.6%
103.3%
116,500
80,600
102,500
1,290,000
596,400
1,030,900
3,216,900
33,600
4,500
108,100
275,600
1,861,700
392,400
101,000
133,000
2,909,900
111,371
3,150
114,371
550,263
930,789
89,653
270,898
123,572
2,194,067
49,188
4,202
99,239
107,115
1,094,022
70,239
547,004
27,696
1,998,705
82,900
(4,500)
(27,500)
(173,100)
(571,700)
204,000
929,900
(133,000)
307,000
346.7%
0.0%
74.6%
37.2%
69.3%
152.0%
1020.7%
0.0%
110.6%
49,000
112,900
161,900
52,800
109,100
161,900
56,372
105,460
161,832
95,910
76,778
172,688
(3,800)
3,800
-
92.8%
103.5%
100.0%
$
SURPLUS / (DEFICIT)
$
(298,400)
$
Fund Balance - Beginning of Year
Interfund Transfers
Fund Balance - End of Period
$
$
$
3,472,699
(108,000)
3,066,299
$
948
30.8%
1,010
190
483
9
36.8%
1.9%
$
$
$
$
$
$
$
$
$
Variance from 2014
Projection
2012 Actual
26,000
38,000
15,000
23,000
102,000
TOTAL EXPENDITURES
KEY OPERATING METRICS
City tax revenue per capita
Intergovernmental revenue as a percentage
Total operating expenditures per capita
Total general government per capita
Total public safety per capita
Interest expense per capita
Capital outlay - percent of total expenditures
Financing obligations as a percent of revenue
4,381,000
240,000
310,000
4,931,000
2013 Actual
8,733,500
$
8,257,300
$
7,237,152
$
6,614,331
$
476,200
105.8%
(148,500)
$
193,547
$
959,328
$
(149,900)
200.9%
$
$
$
3,907,599
(286,400)
3,472,699
$
$
$
3,907,599
(84,400)
4,016,746
$
$
$
3,048,271
(100,000)
3,907,599
$
$
$
(434,900)
178,400
(406,400)
88.9%
37.7%
88.3%
$
937
31.7%
985
199
468
10
35.2%
2.0%
$
909
24.2%
927
175
423
11
30.3%
2.2%
$
$
$
$
$
850
33.1%
854
163
415
18
30.2%
2.3%
$
$
$
$
$
$
$
$
$
11
-0.9%
25
(9)
15
(1)
1.6%
-0.1%
101.2%
97.2%
102.6%
95.5%
103.2%
92.2%
104.5%
96.1%
Page 44 of 61
WATER AND WASTEWATER ENTERPRISE FUND
2015
Proposed
Budget
WATER OPERATIONS
Revenues
Service and Usage Charges
Water Lease Revenue
System Development & Meter Fees
Other Revenue
TOTAL REVENUE
$
Water System Administration
Public Works - Water
Water Plant Operations
Water System Administration
Public Works - Water
Water Plant
Capital Financing Expenditures
Debt Service - Interest
Debt Service - Principal
TOTAL EXPENDITURES
EXCESS OF REVENUES OVER (UNDER)
EXPENDITURES - BUDGET BASIS
FUND TRANSFERS
GAAP BASIS ADJUSTMENTS
Capital Asset Acquisitions
Depreciation Expense
NET INCOME - GAAP BASIS
CASH RESERVES - Beginning of Year
CASH RESERVES - End of Period
1,457,353
162,500
213,381
118,169
1,951,403
$
1,496,374
172,445
4,351
1,673,170
168,079
127,145
456,636
751,860
(37,300)
(20,600)
(2,300)
(60,200)
80.2%
91.9%
99.5%
93.3%
541,300
920,000
1,461,300
459,000
2,161,800
2,620,800
242,153
196,043
438,196
8,305
53,660
164,192
226,157
82,300
(1,241,800)
(1,159,500)
117.9%
42.6%
55.8%
94,700
312,200
406,900
106,100
311,800
417,900
117,876
286,302
404,178
128,887
282,246
411,133
(11,400)
400
(11,000)
89.3%
100.1%
97.4%
2,707,100
3,937,800
1,622,707
1,389,150
(1,230,700)
68.7%
$
$
$
438,196
(406,398)
286,302
646,796
225,457
(357,665)
282,246
434,058
$
$
507,178
410,878
$
$
1,310,378
507,178
$
$
2,750
430.0
34
54.0%
19.3%
2015
Proposed
Budget
TOTAL EXPENDITURES
102.4%
0.0%
93.0%
21.1%
67.3%
159,694
212,432
408,207
780,333
2,620,800
(450,000)
311,800
1,733,500
Capital Financing Expenditures
Debt Service - Interest
36,600
(67,500)
(23,500)
(969,400)
(1,023,800)
188,200
254,800
456,100
899,100
1,461,300
(500,000)
312,200
1,177,200
$
$
150,900
234,200
453,800
838,900
284,020
-
Sewer System Administration
Public Works - Sewer
Sewer Plant
Number of Customers
New Taps
Debt service as a percent of revenue
$
328,696
-
Sewer System Administration
Public Works - Sewer
Sewer Plant Operations
1,504,500
67,500
334,700
1,227,900
3,134,600
Variance from 2014
Projection
2012 Actual
(803,200)
54,100
WASTEWATER OPERATIONS
FUND TRANSFERS
Capital Asset Acquisitions
Loss on Disposal of Capital Assets
$
2013 Actual
(596,300)
500,000
Number of Customers
Water Usage (millions of gallons)
New Taps
Debt service as a percent of revenue
Revenues
Service and Usage Charges
Outside Septage Receiving
Lab Analysis Services
System Development Fees
Other Revenue
TOTAL REVENUE
1,541,100
311,200
258,500
2,110,800
2014
Projection
1,207,500
53,000
32,000
231,900
437,000
1,961,400
2,730
360.0
40
66.6%
13.3%
2014
Projection
$
1,185,000
53,000
32,000
244,200
464,000
1,978,200
1,008,908
1,310,378
$
$
$
2,723
423.0
24
27.0%
20.7%
2013 Actual
$
1,135,526
56,322
31,697
146,733
1,726,688
3,096,966
929,848
1,008,908
206,900
(1,159,500)
(50,000)
400
$
(556,300)
$
$
2,706
428.1
20
16.3%
24.6%
1,215,712
46,042
29,953
138,472
14,462
1,444,641
91,700
157,300
619,100
868,100
88,700
279,800
615,300
983,800
106,624
107,899
579,582
794,105
79,587
129,040
540,306
748,933
548,400
495,000
1,043,400
158,400
310,000
468,400
1,512,345
1,512,345
8,386
228,405
7,992,992
8,229,783
291,800
252,200
544,000
298,000
246,000
544,000
230,730
132,692
363,422
2,455,500
1,996,200
2,669,872
55.8%
111.1%
100.1%
67.9%
(803,200)
(96,300)
38.7%
81.0%
20
70
(6)
-12.6%
5.9%
100.7%
119.4%
85.0%
81.1%
144.6%
Variance from 2014
Projection
2012 Actual
$
74.2%
$
-
22,500
(12,300)
(27,000)
(16,800)
101.9%
100.0%
100.0%
95.0%
94.2%
99.2%
3,000
(122,500)
3,800
(115,700)
103.4%
56.2%
100.6%
88.2%
390,000
185,000
575,000
346.2%
159.7%
222.8%
(6,200)
6,200
-
97.9%
102.5%
100.0%
8,978,716
459,300
123.0%
(494,100)
(500,000)
(18,000)
100,900
427,094
(7,534,075)
-
(476,100)
-
2745.0%
$
468,400
(750,000)
246,000
47,300
$
1,512,345
(729,085)
132,692
1,343,047
$
8,229,783
(260,671)
(273,661)
161,376
$
575,000
6,200
(495,800)
222.8%
$
1,043,400
(750,000)
252,200
(448,500)
100.0%
102.5%
-948.2%
$
$
2,588,655
1,594,555
$
$
$
$
3,070,840
2,606,655
$ 12,911,112
$ 3,070,840
$
$
(18,000)
(994,100)
99.3%
61.6%
45
(5)
19.0%
0.2%
101.5%
88.9%
181.1%
100.9%
3,125
40
42.5%
27.7%
2,606,655
2,588,655
3,080
45
23.5%
27.5%
3,060
28
56.6%
11.7%
3,000
25
91.7%
0.0%
Page 45 of 61
STEAMPLANT EVENT CENTER FUND
2015
Proposed
Budget
Revenues
Room Rentals
Ticket Sales / Event Sponsorships
Caterer Fee
Food Sales
Beverage Sales
Friends Support
Other
TOTAL REVENUES
$
Expenditures
Cost of Revenue
Personnel
Contracted Services
Supplies & Materials
Utilities
Other Operating Expenditures
TOTAL EXPENDITURES
GENERAL FUND TRANSFER
NET AFTER TRANSFER
$
Capital Asset Aquisitions
128,500
22,000
10,000
8,000
65,000
3,000
24,500
261,000
2014
Projection
$
141,300
23,000
8,000
20,000
73,000
42,000
21,500
328,800
2013 Actual
$
123,488
28,207
6,614
7,574
72,097
7,134
11,774
256,888
Variance from 2014
Projection
2012 Actual
$
100,285
9,232
5,997
7,453
59,717
18,323
13,330
214,337
$
(12,800)
(1,000)
2,000
(12,000)
(8,000)
(39,000)
3,000
(67,800)
90.9%
95.7%
125.0%
40.0%
89.0%
7.1%
114.0%
79.4%
28,500
246,900
3,600
10,500
32,100
27,800
19,600
369,000
70,000
231,300
4,000
13,000
32,500
18,000
91,400
460,200
48,761
216,611
6,803
11,011
30,285
22,293
2,296
338,060
31,766
197,355
12,074
13,317
29,923
19,955
1,729
306,119
(41,500)
15,600
(400)
(2,500)
(400)
9,800
(71,800)
(91,200)
40.7%
106.7%
90.0%
80.8%
98.8%
154.4%
21.4%
80.2%
(108,000)
(131,400)
(81,172)
(91,782)
82.2%
108,000
131,400
84,400
100,000
23,400
(23,400)
-
$
19,600
(60,000)
-
$
91,400
(60,000)
3,228
$
(63,761)
8,218
$
(65,100)
82.2%
-
(71,800)
-
21.4%
100.0%
$
(40,400)
$
31,400
$
(60,533)
$
(56,882)
$
(71,800)
-128.7%
$
$
9,399
9,399
$
$
9,399
9,399
$
$
9,399
30,926
$
$
1,121
9,399
$
$
-
100.0%
100.0%
(13,400)
-5%
-68%
-83%
$0
100.0%
100.0%
117.9%
93.8%
0.0%
0.0%
Number of Events
Event Hours
Operating Deficit
Operating Cost Recovery
Profit margin - beverage
Profit margin - food
Deferred revenue balance
550
2,000
(88,400)
75%
550
2,000
($75,000)
80%
68%
83%
$
$
506
1,429
(78,876)
77%
72%
38%
16,688
520
1,531
(90,053)
70%
66%
30%
$8,260
2015
Proposed
Budget
Revenues
Lottery Distribution from the State
Interest
TOTAL REVENUES
$
Expenditures
Recreation Asset Improvements
Land Acquisitions
TOTAL EXPENDITURES
50,000
200
50,200
2014
Projection
$
50,000
50,000
50,000
400
50,400
2013 Actual
$
50,000
200,000
250,000
56,939
360
57,300
Variance from 2014
Projection
2012 Actual
$
5,750
5,750
52,380
515
52,895
$
-
(200)
(200)
100.0%
50.0%
99.6%
(200,000)
(200,000)
100.0%
0.0%
20.0%
$
200
$
(199,600)
$
51,550
$
52,895
$
199,800
Fund Balance - Beginning of Year
Fund Balance - End of Period
$
$
111,153
111,353
$
$
310,753
111,153
$
$
257,353
308,903
$
$
204,458
257,353
$
$
(199,600)
200
-0.1%
35.8%
100.2%
Page 46 of 61
2015 Capital Budget
Dept
Description
Government Funds - General and CTF:
Admin
Implement remote access to server
Admin
Touber Building improvements
Admin
City-wide wireless expansion
Admin
Video streaming for public meetings
Admin
A/V mixer & character generator & microphones
Police
PC Replacements (2)
Police
Body armor
Police
Two vehicles - patrol & code enforcement
Police
Pac Set Radios (portables)
Fire
Fire Station improvements and furnishings
Fire
PC Replacements (2)
Fire
Install backup power
Fire
Replace fluorescent lamps and ballasts
Fire
Kissell Restoration
Public Works
Truck route signs
Public Works
PC Replacement
Public Works
Recycling recepticles for city facilities
Public Works
Stamped concrete crosswalks
Public Works
Sidewalks
Public Works
Streets Paving Project - H Street construction
Public Works
Streets: Slurry Seal projects
Public Works
2016 project engineering
Public Works
Streets: Address drainage issues
Public Works
Streets: Rebuild projects
Public Works
Building energy efficiency projects
Public Works
Grader tires (routine replacement)
Public Works
Pressure washer
Public Works
School street light
Parks&Trails
Picnic tables (12)
Parks&Trails
Trail behind Touber Building to Sand Lake
Parks&Trails
Trail amenity
Parks&Trails
Scout Hut renovation
Parks&Trails
Mower - 60" deck
Parks&Trails
Timers for gates at Dog Park (2 @ $5k each)
Parks&Trails
Alpine Park - diagonal walkway
Parks&Trails
Boatramp restrooms lift station
Recreation
Lights in pool area
Recreation
Sand replacement for both filters
Recreation
PC Replacement
Recreation
Exterior painting
Recreation
Locker rooms
Recreation
Grate replacement around lap pool & warm pool
Recreation
Indoor slide
Recreation
Replace chlorinators
Recreation
Pump replacement
Recreation
Upgrade phone system
Recreation
Tennis courts
Conservation Trust Fund
Parks&Trails
Playground upgrades for Marvin Park (CTF)
SteamPlant
PC Replacements (2)
SteamPlant
Carpet for annex
SteamPlant
Carpet for ballroom
SteamPlant
Remodel women's restroom in lobby
Water and Wastewater Enterprise
PW-Water
New water line on H Street from 8th to 16th
PW-Water
Replace failed valves (12)
PW-Water
Safety gear for employees working in confined spaces
PW-Water
Replace fire hydrants (4)
PW-Water
Tremble update
Water Plant
Treatment plant upgrade - Phase II
Water Plant
Windows
Water Plant
Motors & pumps
Water Plant
Replace little blue pickup truck
Water Plant
Backwash pond improvements
Water Plant
Design of disinfection compliance monitoring improvements
PW-Sewer
PW-Sewer
PW-Sewer
PW-Sewer
Sewer Plant
Sewer Plant
Sewer Plant
Sewer Plant
Line replacement
Sewer line east of Longfellow
Safety gear for employees working in confined spaces
Tremble update
Plant upgrade: water line extension
Replacement tools & pumps
Lawn mower
Pickup truck
Totals
Project or Asset Offsetting Grants &
Cost
Contributions
Net Cost for City
4,500
89,000
6,500
6,500
10,000
2,600
2,800
69,000
6,200
11,300
2,600
6,600
2,000
80,000
4,000
1,300
5,000
24,000
130,000
780,000
65,700
50,000
20,000
191,000
1,000
10,000
5,000
3,000
12,300
559,600
25,000
400,000
9,000
12,000
6,500
6,500
4,000
2,700
1,300
15,000
420,000
6,200
8,400
6,300
6,000
6,500
120,000
3,216,900
72,500
489,600
25,000
200,000
3,000
120,000
910,100
4,500
89,000
6,500
6,500
10,000
2,600
2,800
69,000
6,200
11,300
2,600
6,600
2,000
7,500
4,000
1,300
5,000
24,000
130,000
780,000
65,700
50,000
20,000
191,000
1,000
10,000
5,000
3,000
12,300
70,000
200,000
9,000
9,000
6,500
6,500
4,000
2,700
1,300
15,000
420,000
6,200
8,400
6,300
6,000
6,500
2,306,800
50,000
-
50,000
2,600
6,000
6,000
5,000
19,600
-
2,600
6,000
6,000
5,000
19,600
490,800
12,000
7,500
20,000
5,000
865,000
6,000
10,000
25,000
5,000
15,000
1,461,300
500,000
35,900
7,500
5,000
430,000
10,000
15,000
40,000
1,043,400
5,791,200
430,000
490,800
12,000
7,500
20,000
5,000
611,450
6,000
10,000
25,000
5,000
15,000
1,207,750
500,000
35,900
7,500
5,000
10,000
15,000
40,000
613,400
1,593,650
4,197,550
253,550
253,550
430,000
Page 47 of 61
FINANCING OBLIGATIONS ROLLFORWARD
2014 Payments
Fund
Year
Description / Purpose
Issued
General Fund:
2008 Acquisition of Touber Building
2008 Renovation of Touber Building
Water Fund:
2001 Engineering High Zone 1MG Water
Tank
2007 High Zone Water Tank, Transmission
Lines and Refinancing $1.48 million
1996 bonds
2011 New roof and liner for Galleries Water
Tank; Replace aging distribution lines;
Tenderfoot Water Tank improvements
Sewer Fund:
2013 Major Upgrade of the Wastewater
Treatment Facility *
2013 Treatment Facililty Upgrade - Second
USDA Financing Schedule
Interest Payments
Rate
Due
3.4%
3.4%
Monthly
Monthly
Original
Amount
12/31/13
Balance
Principle
Interest
2015 Payments
12/31/14
Balance
Principle
Interest
2016 Payments
12/31/15
Balance
Principle
Interest
12/31/16
Balance
$
875,000
1,100,000
$
713,677
886,908
$ 49,205
59,897
$ 23,503
29,227
$
664,472
827,011
$ 50,904
61,965
$ 21,804
27,159
$
613,568
765,046
$ 52,663
64,105
$ 20,046
27,159
$
Subtotals by Fund $
1,975,000
$
1,600,585
$ 109,102
$ 52,730
$
1,491,484
$ 112,870
$ 48,962
$ 1,378,614
$ 116,768
$ 47,205
$ 1,261,846
175,000
$
90,760
$
$
$
81,255
$
$
$
71,275
$ 10,479
$
$
1,945,000
300,000
79,562
449,625
27,250
-
5.0%
Sept
3.75% 4.25%
Dec
0.0%
May, Nov
$
9,504
3,940,000
2,495,000
275,000
545,000
504,125
27,250
4,538
101,563
-
9,980
4,063
2,220,000
275,000
90,563
476,875
27,250
-
3,564
560,905
700,941
60,796
1,645,000
422,375
Subtotals by Fund $
4,660,000
$
3,089,885
$ 311,754
$ 106,100
$
2,778,130
$ 312,230
$ 94,625
$ 2,465,900
$ 337,729
$ 83,126
$ 2,128,171
2.5%
Mar, Sep
6,000,000
$
5,934,423
$ 121,939
$ 147,747
$
5,812,484
$ 125,006
$ 144,679
$ 5,687,478
$ 126,665
$ 139,894
$ 5,560,812
2.5%
Mar, Sep
6,036,278
124,032
150,283
5,912,246
127,152
147,163
5,785,094
131,836
131,836
5,653,258
$
6,103,000
Subtotals by Fund $ 12,103,000
$
11,970,700
$ 245,971
$ 298,029
$
11,724,730
$ 252,158
$ 291,842
$ 11,472,571
$ 258,502
$ 271,730
$ 11,214,070
TOTALS $ 18,738,000
$
16,661,170
$ 666,827
$ 456,860
$
15,994,343
$ 677,258
$ 435,429
$ 15,317,086
$ 712,999
$ 402,061
$ 14,604,087
* NOTE: Balances assume an accelerated payment schedule for the USDA loan
Page 48 of 61
CITY OF SALIDA
Human Resources Report
2015 Budget
HEADCOUNT (budgeted positions)
Full-time
Employees
General Fund
Administration
Police
Fire Department
Public Works
Pool and Recreation
Parks and Trails
Subtotals
Part-time /
Seasonal
Employees
Full-time
Equivalents
(FTEs)
FTEs
Allocated
6.00
2.00
17.00
11.00
13.00
1.00
0.00
50.00
3.00
1.00
0.00
0.00
7.00
35.00
0.00
46.00
7.18
3.00
17.00
11.00
15.05
12.00
0.00
65.23
5.18
3.00
17.00
11.00
7.20
12.00
3.90
59.28
1.00
9.00
5.62
5.62
Water Admininstration
Water - Public Works
Water Plant
Subtotals
0.00
0.00
3.00
3.00
0.00
0.00
0.00
0.00
0.00
0.00
3.00
3.00
1.00
2.80
3.00
6.80
Wastewater Administration
Wastewater - Public Works
Wastewater Plant
Subtotals
0.00
0.00
4.00
4.00
0.00
0.00
0.00
0.00
0.00
0.00
4.00
4.00
1.00
1.15
4.00
6.15
58.00
55.00
77.85
77.85
Totals
Explanatory Notes
Excludes elected officials; portion of costs allocated to water & sewer
Court Clerk moved to Admin
Admin converted from part-time to full-time
Engineer added; a portion of costs allocated to parks, water or sewer
Staffed through the Public Works department
0.0
-0.5
0.0
-0.5
0.0
0.0
0.0
0.0
A portion of the cost for certain administrative employees is allocated
Public works employees track hours spent on every project
A portion of the cost for certain administrative employees is allocated
Public works employees track hours spent on every project
PERSONNEL EXPENSES for the proposed 2015 proposed budget
Salaries &
Wages
General Fund
Administration
$ 294,100
149,200
Police
834,100
558,500
Fire Department
Public Works
320,000
Pool and Recreation
364,900
Parks and Trails
131,500
subtotal
2,652,300
Overtime &
Special Pay
$
204,900
Water Admininstration
54,300
Water - Public Works
139,800
Water Plant
177,300
subtotal
371,400
Wastewater Administration
Wastewater - Public Works
Wastewater Plant
subtotal
Total
54,300
57,000
224,700
336,000
$ 3,564,600
$
800
70,000
37,000
7,700
2,000
117,500
FICA &
Unemployment
$
23,400
11,900
17,400
13,100
26,100
39,900
10,400
142,200
Medical /
Dental
Insurance
$
58,700
16,000
206,600
141,100
82,500
13,200
29,200
547,300
Retirement
$
16,000
7,100
121,100
56,000
17,000
4,800
6,200
228,200
Workers
Comp
$
2,000
35,000
38,000
16,000
11,000
4,000
106,000
Hiring and
Other
Total 2015
Costs
Budget
$
4,400
4,000
200
3,000
500
200
12,300
$
399,400
184,200
1,288,200
843,900
472,300
434,300
183,500
3,805,800
Percent of
2014
2014 Budget Budget
$
389,900
174,500
1,225,800
790,200
338,300
383,300
150,200
3,452,200
102%
106%
105%
107%
140%
113%
122%
110%
-
16,600
17,800
4,100
3,000
500
246,900
227,300
109%
5,000
5,200
10,200
4,400
11,700
14,700
30,800
12,000
30,000
33,700
75,700
3,300
9,000
10,800
23,100
9,000
9,000
-
74,000
195,500
250,700
520,200
72,300
216,100
247,100
535,500
102%
90%
101%
97%
3,000
6,400
9,400
4,400
5,000
18,500
27,900
12,000
12,500
43,200
67,700
3,300
3,800
13,600
20,700
8,000
8,000
-
74,000
81,300
314,400
469,700
72,300
73,200
312,200
457,700
102%
111%
101%
103%
276,100
$ 126,000
$ 5,042,600
$ 4,672,700
108%
137,100
$
217,500
$
708,500
$
$ 12,800
FTE Calculation The number of full-time equivalent employees is based on an annual work schedule of 2,080 hours for all workers except firefighers, who work 2,904 hours per yea
Page 49 of 61
Budget Worksheet
Group Summary
City of Salida, CO
For Fiscal: 2015 Period Ending: 12/31/2015
Defined Budgets
2013
Total Budget
2013
Total Activity
2014
Total Budget
2014
Total Activity
2015
Total Budget
2015
YTD Activity
Fund: 10 - GENERAL FUND
Revenue
Department: 00 - General Revenue
40 - Tax Revenue
41 - Fees for General Services
44 - Intergovernmental Revenue
45 - Fees for Recreation & Event Services
48 - Capital Revenue
49 - Miscellaneous Revenue
50 - Direct Cost of Revenue
Department: 00 - General Revenue Total:
4,652,600.00
5,000.00
1,753,700.00
0.00
228,300.00
41,700.00
0.00
6,681,300.00
4,785,657.43
5,674.75
1,724,679.45
0.00
209,027.33
36,244.05
0.00
6,761,283.01
4,931,000.00
5,000.00
2,500,900.00
0.00
700.00
36,000.00
0.00
7,473,600.00
3,669,437.04
5,733.70
1,500,207.95
0.00
1,511.50
40,007.84
0.00
5,216,898.03
5,022,000.00
5,000.00
2,528,800.00
0.00
135,500.00
41,200.00
0.00
7,732,500.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Department: 15 - Administration & Elected Officials
43 - Licenses and Permits
Department: 15 - Administration & Elected Officials Total:
18,000.00
21,400.00
39,400.00
15,514.50
22,588.00
38,102.50
18,000.00
19,000.00
37,000.00
15,775.60
22,392.50
38,168.10
18,000.00
20,000.00
38,000.00
0.00
0.00
0.00
Department: 16 - Community Development
Department: 16 - Community Development Total:
30,000.00
0.00
0.00
0.00
30,000.00
22,393.14
0.00
0.00
18,000.00
40,393.14
26,000.00
0.00
0.00
0.00
26,000.00
14,098.00
0.00
0.00
6,000.00
20,098.00
26,000.00
0.00
0.00
0.00
26,000.00
0.00
0.00
0.00
0.00
0.00
Department: 21 - Police Total:
0.00
67,000.00
0.00
0.00
67,000.00
2,740.00
61,891.23
0.00
363.00
64,994.23
0.00
67,000.00
0.00
0.00
67,000.00
2,611.55
46,868.93
0.00
0.00
49,480.48
0.00
75,000.00
0.00
0.00
75,000.00
0.00
0.00
0.00
0.00
0.00
Department: 22 - Fire Total:
40,000.00
70,000.00
0.00
5,000.00
115,000.00
61,680.56
70,000.00
0.00
200.00
131,880.56
15,000.00
70,000.00
5,000.00
5,000.00
95,000.00
7,399.54
35,000.00
0.00
4,476.06
46,875.60
15,000.00
70,000.00
0.00
5,000.00
90,000.00
0.00
0.00
0.00
0.00
0.00
Categor…
Department: 21 - Police
42 - Fines & Forfeitures
Department: 22 - Fire
11/18/2014 1:19:57 PM
Page 1 of 11
Page 50 of 61
Budget Worksheet
Defined Budgets
2013
Total Budget
2013
Total Activity
2014
Total Budget
2014
Total Activity
2015
Total Budget
2015
YTD Activity
Department: 30 - Public Works Total:
32,000.00
32,000.00
17,930.59
17,930.59
32,000.00
32,000.00
22,185.01
22,185.01
38,000.00
38,000.00
0.00
0.00
Department: 51 - Pool & Recreation
Department: 51 - Pool & Recreation Total:
372,300.00
0.00
372,300.00
376,135.29
0.00
376,135.29
378,200.00
0.00
378,200.00
333,204.40
750.00
333,954.40
435,600.00
0.00
435,600.00
0.00
0.00
0.00
Department: 56 - Other Total:
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Categor…
Department: 30 - Public Works
Department: 56 - Other
Revenue Total:
7,337,000.00
7,430,719.32
8,108,800.00
5,727,659.62
8,435,100.00
0.00
Expense
51 - Personnel
52 - Contracted Services
53 - Supplies & Materials
54 - Utilities
55 - Other Operating Costs
56 - Financing Obligations
58 - Depreciation, Amortization & Loss on Disposal
59 - Budgetary Capital Expenditures ($500 - $4,999)
60 - Capital Purchases & Improvements ($5,000 +)
362,600.00
196,500.00
10,500.00
23,300.00
174,300.00
161,900.00
0.00
48,300.00
68,500.00
1,045,900.00
350,214.16
173,751.85
6,512.41
23,284.16
165,707.71
161,832.00
0.00
53,989.85
57,381.05
992,673.19
389,900.00
215,700.00
7,500.00
25,400.00
153,100.00
161,900.00
0.00
3,600.00
30,000.00
987,100.00
328,591.16
181,626.01
6,060.17
16,139.35
120,325.60
107,889.00
0.00
5,671.40
0.00
766,302.69
399,400.00
179,000.00
7,500.00
24,900.00
180,700.00
161,900.00
0.00
5,500.00
111,000.00
1,069,900.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Department: 16 - Community Development
51 - Personnel
54 - Utilities
Department: 16 - Community Development Total:
159,700.00
41,400.00
1,100.00
100.00
12,300.00
0.00
3,500.00
0.00
218,100.00
158,160.18
36,198.71
990.32
0.00
7,917.75
0.00
3,150.00
0.00
206,416.96
174,500.00
61,400.00
2,100.00
100.00
19,700.00
0.00
4,500.00
0.00
262,300.00
141,238.12
13,372.64
515.08
0.00
17,034.72
0.00
4,737.76
0.00
176,898.32
184,200.00
16,400.00
2,100.00
100.00
14,700.00
0.00
0.00
0.00
217,500.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
1,224,200.00
97,700.00
63,000.00
25,900.00
27,200.00
0.00
1,201,070.60
94,923.82
53,479.46
26,449.38
28,456.24
0.00
1,225,800.00
189,100.00
63,100.00
26,700.00
33,500.00
0.00
1,003,802.22
170,819.42
41,690.38
22,200.74
38,196.86
0.00
1,288,200.00
196,000.00
59,800.00
28,800.00
31,200.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Department: 21 - Police
51 - Personnel
54 - Utilities
11/18/2014 1:19:57 PM
Page 2 of 11
Page 51 of 61
Budget Worksheet
Defined Budgets
Categor…
2013
Total Budget
2013
Total Activity
2014
Total Budget
2014
Total Activity
2015
Total Budget
2015
YTD Activity
Department: 21 - Police Total:
38,800.00
76,100.00
1,552,900.00
40,733.91
73,637.01
1,518,750.42
9,300.00
98,800.00
1,646,300.00
6,627.40
84,987.75
1,368,324.77
5,400.00
75,200.00
1,684,600.00
0.00
0.00
0.00
Department: 22 - Fire
51 - Personnel
54 - Utilities
Department: 22 - Fire Total:
787,300.00
17,500.00
31,800.00
3,800.00
35,300.00
0.00
26,000.00
538,700.00
1,440,400.00
765,050.57
11,309.75
24,382.51
4,289.76
19,534.46
0.00
17,791.31
532,472.28
1,374,830.64
790,200.00
62,400.00
32,100.00
3,800.00
37,900.00
0.00
15,100.00
260,500.00
1,202,000.00
667,046.81
28,264.60
19,518.51
3,896.23
24,433.34
0.00
9,007.94
152,507.60
904,675.03
843,700.00
37,400.00
32,700.00
3,800.00
37,900.00
0.00
13,900.00
88,600.00
1,058,000.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
51 - Personnel
54 - Utilities
351,600.00
16,700.00
68,900.00
113,000.00
36,800.00
0.00
14,000.00
957,800.00
1,558,800.00
362,486.11
16,976.51
78,723.02
126,806.41
37,008.58
0.00
14,216.89
916,572.46
1,552,789.98
338,300.00
21,400.00
64,100.00
116,500.00
56,500.00
0.00
23,400.00
1,838,300.00
2,458,500.00
304,458.42
18,003.49
49,227.83
99,730.01
50,250.94
0.00
17,536.04
1,012,909.71
1,552,116.44
472,300.00
16,800.00
54,100.00
131,000.00
68,000.00
0.00
7,300.00
1,282,700.00
2,032,200.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Department: 51 - Pool & Recreation
51 - Personnel
54 - Utilities
Department: 51 - Pool & Recreation Total:
10,000.00
385,800.00
42,400.00
38,200.00
85,000.00
67,400.00
0.00
7,000.00
169,000.00
804,800.00
9,661.59
368,254.29
39,439.61
33,004.42
80,292.23
56,538.99
0.00
32,239.93
57,413.00
676,844.06
10,000.00
383,300.00
23,400.00
34,400.00
79,500.00
45,600.00
0.00
6,400.00
386,000.00
968,600.00
9,702.08
303,330.57
20,441.38
21,322.73
54,286.71
32,801.80
0.00
-3,677.38
255,189.72
693,397.61
10,000.00
423,500.00
22,500.00
37,300.00
71,900.00
69,600.00
0.00
8,000.00
588,400.00
1,231,200.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Department: 54 - Parks, Open Space & Trails
51 - Personnel
54 - Utilities
157,000.00
5,200.00
10,400.00
72,200.00
39,600.00
136,878.72
2,012.86
16,566.18
67,040.59
32,984.14
154,500.00
12,300.00
24,500.00
69,500.00
29,500.00
127,200.37
4,592.70
24,487.99
60,622.93
20,565.56
183,500.00
2,300.00
19,000.00
49,500.00
20,500.00
0.00
0.00
0.00
0.00
0.00
11/18/2014 1:19:57 PM
Page 3 of 11
Page 52 of 61
Budget Worksheet
Defined Budgets
2013
Total Budget
2013
Total Activity
2014
Total Budget
2014
Total Activity
2015
Total Budget
2015
YTD Activity
Department: 54 - Parks, Open Space & Trails Total:
0.00
0.00
301,800.00
586,200.00
0.00
29,763.64
241,134.04
526,380.17
0.00
3,000.00
98,000.00
391,300.00
0.00
2,829.81
20,645.53
260,944.89
0.00
12,300.00
1,018,600.00
1,305,700.00
0.00
0.00
0.00
0.00
Department: 56 - Other
54 - Utilities
70 - Transfers In / Out
Department: 56 - Other Total:
132,400.00
0.00
10,900.00
146,300.00
0.00
0.00
180,000.00
0.00
469,600.00
114,055.14
39.62
11,242.94
139,556.71
0.00
7,794.32
115,778.20
84,400.00
472,866.93
57,400.00
0.00
10,000.00
140,800.00
0.00
13,000.00
120,000.00
0.00
341,200.00
30,985.00
0.00
6,523.71
119,680.87
0.00
1,900.00
54,426.52
0.00
213,516.10
40,400.00
0.00
12,000.00
82,000.00
0.00
0.00
0.00
0.00
134,400.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Department: 99 - Master Chart of Accts (non posting/inactive)
Department: 99 - Master Chart of Accts (non posting/inactive) Total:
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Expense Total:
7,676,700.00
7,321,552.35
8,257,300.00
5,936,175.85
8,733,500.00
0.00
Fund: 10 - GENERAL FUND Surplus (Deficit):
-339,700.00
109,166.97
-148,500.00
-208,516.23
-298,400.00
0.00
Categor…
11/18/2014 1:19:57 PM
Page 4 of 11
Page 53 of 61
Budget Worksheet
Defined Budgets
2013
Total Budget
2013
Total Activity
2014
Total Budget
2014
Total Activity
2015
Total Budget
2015
YTD Activity
Fund: 20 - WATER FUND
Revenue
1,618,500.00
10,000.00
223,000.00
7,000.00
1,858,500.00
1,634,698.94
89,899.32
218,538.33
8,266.62
1,951,403.21
1,572,000.00
1,222,900.00
334,700.00
5,000.00
3,134,600.00
1,240,313.97
463,241.04
365,024.81
8,346.39
2,076,926.21
1,541,100.00
253,500.00
311,200.00
5,000.00
2,110,800.00
0.00
0.00
0.00
0.00
0.00
Categor…
Revenue Total:
1,858,500.00
1,951,403.21
3,134,600.00
2,076,926.21
2,110,800.00
0.00
Expense
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
51 - Personnel
67,900.00
124,500.00
4,000.00
3,200.00
0.00
0.00
199,600.00
64,187.38
91,086.34
1,324.24
3,096.51
3,371.08
0.00
163,065.55
72,300.00
110,100.00
2,000.00
3,800.00
0.00
0.00
188,200.00
59,635.24
94,346.96
396.72
3,094.51
0.00
0.00
157,473.43
74,000.00
70,400.00
2,000.00
4,500.00
0.00
0.00
150,900.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
51 - Personnel
54 - Utilities
148,900.00
10,500.00
13,600.00
0.00
24,000.00
378,200.00
0.00
142,000.00
717,200.00
167,831.59
10,515.61
8,605.18
194.15
25,285.45
117,875.54
248,438.39
0.00
578,745.91
216,100.00
0.00
16,500.00
0.00
22,200.00
390,600.00
0.00
459,000.00
1,104,400.00
131,995.46
93.33
10,846.50
0.00
23,779.04
106,100.47
0.00
273,023.01
545,837.81
195,500.00
0.00
16,500.00
0.00
22,200.00
379,600.00
0.00
535,300.00
1,149,100.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Department: 34 - Water Plant
51 - Personnel
54 - Utilities
239,400.00
92,000.00
55,400.00
39,000.00
84,400.00
27,300.00
0.00
0.00
242,463.68
27,944.84
29,903.93
34,773.96
73,120.45
0.00
154,588.78
0.00
247,100.00
38,200.00
48,200.00
37,000.00
85,600.00
27,300.00
0.00
0.00
208,590.93
10,323.14
35,472.44
34,822.60
79,514.15
0.00
0.00
0.00
250,700.00
28,200.00
53,200.00
37,400.00
84,300.00
27,300.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
11/18/2014 1:19:57 PM
Page 5 of 11
Page 54 of 61
Budget Worksheet
Defined Budgets
Categor…
2013
Total Budget
2013
Total Activity
2014
Total Budget
2014
Total Activity
2015
Total Budget
2015
YTD Activity
Department: 34 - Water Plant Total:
676,000.00
1,213,500.00
0.00
562,795.64
2,161,800.00
2,645,200.00
1,000,089.98
1,368,813.24
926,000.00
1,407,100.00
0.00
0.00
Expense Total:
2,130,300.00
1,304,607.10
3,937,800.00
2,072,124.48
2,707,100.00
0.00
Fund: 20 - WATER FUND Surplus (Deficit):
-271,800.00
646,796.11
-803,200.00
4,801.73
-596,300.00
0.00
11/18/2014 1:19:57 PM
Page 6 of 11
Page 55 of 61
Budget Worksheet
Defined Budgets
2013
Total Budget
2013
Total Activity
2014
Total Budget
2014
Total Activity
2015
Total Budget
2015
YTD Activity
Fund: 21 - WASTEWATER FUND
Revenue
1,244,000.00
2,751,000.00
140,000.00
16,000.00
4,151,000.00
1,232,159.92
1,715,356.31
146,733.00
2,717.16
3,096,966.39
1,270,000.00
435,000.00
244,200.00
29,000.00
1,978,200.00
963,639.60
140,706.04
272,031.70
32,834.27
1,409,211.61
1,292,500.00
420,000.00
231,900.00
7,000.00
1,951,400.00
0.00
0.00
0.00
0.00
0.00
Categor…
Revenue Total:
4,151,000.00
3,096,966.39
1,978,200.00
1,409,211.61
1,951,400.00
0.00
Expense
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
51 - Personnel
67,900.00
33,000.00
1,500.00
3,200.00
0.00
0.00
105,600.00
73,653.76
28,627.47
1,061.17
3,281.90
838.62
0.00
107,462.92
72,300.00
10,600.00
2,000.00
3,800.00
0.00
0.00
88,700.00
60,940.11
5,639.71
396.72
3,297.09
0.00
0.00
70,273.63
74,000.00
11,200.00
2,000.00
4,500.00
0.00
0.00
91,700.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
51 - Personnel
54 - Utilities
55,900.00
6,000.00
6,100.00
0.00
61,100.00
0.00
0.00
200,000.00
329,100.00
52,328.19
1,196.17
8,010.80
0.00
46,363.82
0.00
68,003.31
0.00
175,902.29
73,200.00
6,000.00
9,600.00
0.00
191,000.00
0.00
0.00
158,400.00
438,200.00
53,510.81
4,878.21
3,004.80
0.00
197,816.20
0.00
0.00
40,484.64
299,694.66
81,300.00
10,500.00
9,500.00
0.00
56,000.00
0.00
0.00
548,400.00
705,700.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Department: 35 - Wastewater Plant
51 - Personnel
54 - Utilities
304,500.00
7,000.00
37,800.00
114,400.00
71,900.00
271,500.00
0.00
0.00
307,122.51
9,300.29
62,945.84
115,843.25
84,369.24
230,730.00
660,243.49
0.00
312,200.00
11,400.00
40,600.00
139,700.00
111,400.00
544,000.00
0.00
0.00
265,413.84
10,373.65
37,033.46
115,822.90
126,562.55
298,829.32
0.00
0.00
314,400.00
15,800.00
49,600.00
142,700.00
96,600.00
544,000.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
11/18/2014 1:19:57 PM
Page 7 of 11
Page 56 of 61
Budget Worksheet
Defined Budgets
Categor…
2013
Total Budget
2013
Total Activity
2014
Total Budget
2014
Total Activity
2015
Total Budget
2015
YTD Activity
Department: 35 - Wastewater Plant Total:
2,776,000.00
3,583,100.00
0.00
1,470,554.62
310,000.00
1,469,300.00
171,742.89
1,025,778.61
485,000.00
1,648,100.00
0.00
0.00
Expense Total:
4,017,800.00
1,753,919.83
1,996,200.00
1,395,746.90
2,445,500.00
0.00
Fund: 21 - WASTEWATER FUND Surplus (Deficit):
133,200.00
1,343,046.56
-18,000.00
13,464.71
-494,100.00
0.00
11/18/2014 1:19:57 PM
Page 8 of 11
Page 57 of 61
Budget Worksheet
Defined Budgets
2013
Total Budget
2013
Total Activity
2014
Total Budget
2014
Total Activity
2015
Total Budget
2015
YTD Activity
228,100.00
1,000.00
229,100.00
255,771.83
1,116.60
256,888.43
328,300.00
2,000.00
330,300.00
230,049.22
0.00
230,049.22
259,000.00
2,000.00
261,000.00
0.00
0.00
0.00
Department: 40 - Event Center Total:
0.00
0.00
84,400.00
84,400.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Revenue Total:
229,100.00
341,288.43
330,300.00
230,049.22
261,000.00
0.00
Expense
42,500.00
42,500.00
48,760.65
48,760.65
70,000.00
70,000.00
59,395.17
59,395.17
28,500.00
28,500.00
0.00
0.00
Department: 40 - Event Center
51 - Personnel
54 - Utilities
Department: 40 - Event Center Total:
204,000.00
6,000.00
10,600.00
29,000.00
19,000.00
0.00
2,400.00
0.00
271,000.00
216,611.32
6,803.28
11,011.35
30,284.94
22,292.50
63,761.22
2,295.71
0.00
353,060.32
231,300.00
4,000.00
13,000.00
32,500.00
19,500.00
0.00
11,800.00
79,600.00
391,700.00
192,820.11
3,181.84
9,716.31
26,854.09
18,452.69
0.00
2,684.75
0.00
253,709.79
246,900.00
3,600.00
10,500.00
32,100.00
27,800.00
0.00
2,600.00
17,000.00
340,500.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Expense Total:
313,500.00
401,820.97
461,700.00
313,104.96
369,000.00
0.00
Fund: 26 - STEAMPLANT EVENT CENTER FUND Surplus (Deficit):
-84,400.00
-60,532.54
-131,400.00
-83,055.74
-108,000.00
0.00
Categor…
Fund: 26 - STEAMPLANT EVENT CENTER FUND
Revenue
Department: 40 - Event Center
70 - Transfers In / Out
11/18/2014 1:19:57 PM
Page 9 of 11
Page 58 of 61
Budget Worksheet
Defined Budgets
2013
Total Budget
2013
Total Activity
2014
Total Budget
2014
Total Activity
2015
Total Budget
2015
YTD Activity
Fund: 30 - CONSERVATION TRUST FUND
Revenue
50,000.00
100.00
50,100.00
56,939.30
360.46
57,299.76
50,000.00
400.00
50,400.00
39,122.16
142.13
39,264.29
50,000.00
200.00
50,200.00
0.00
0.00
0.00
Revenue Total:
50,100.00
57,299.76
50,400.00
39,264.29
50,200.00
0.00
Expense
Department: 54 - Parks, Open Space & Trails
Department: 54 - Parks, Open Space & Trails Total:
0.00
0.00
0.00
200,000.00
200,000.00
0.00
0.00
0.00
5,750.00
5,750.00
0.00
0.00
0.00
250,000.00
250,000.00
0.00
0.00
0.00
243,070.24
243,070.24
0.00
0.00
0.00
50,000.00
50,000.00
0.00
0.00
0.00
0.00
0.00
Categor…
Expense Total:
200,000.00
5,750.00
250,000.00
243,070.24
50,000.00
0.00
Fund: 30 - CONSERVATION TRUST FUND Surplus (Deficit):
-149,900.00
51,549.76
-199,600.00
-203,805.95
200.00
0.00
Report Surplus (Deficit):
-712,600.00
2,090,026.86
-1,300,700.00
-477,111.48
-1,496,600.00
0.00
11/18/2014 1:19:57 PM
Page 10 of 11
Page 59 of 61
Budget Worksheet
Fund Summary
Defined Budgets
Fund
10 - GENERAL FUND
20 - WATER FUND
21 - WASTEWATER FUND
26 - STEAMPLANT EVENT CENTER FUND
30 - CONSERVATION TRUST FUND
Report Surplus (Deficit):
11/18/2014 1:19:57 PM
2013
Total Budget
2013
Total Activity
2014
Total Budget
2014
Total Activity
2015
Total Budget
2015
YTD Activity
-339,700.00
-271,800.00
133,200.00
-84,400.00
-149,900.00
-712,600.00
109,166.97
646,796.11
1,343,046.56
-60,532.54
51,549.76
2,090,026.86
-148,500.00
-803,200.00
-18,000.00
-131,400.00
-199,600.00
-1,300,700.00
-208,516.23
4,801.73
13,464.71
-83,055.74
-203,805.95
-477,111.48
-298,400.00
-596,300.00
-494,100.00
-108,000.00
200.00
-1,496,600.00
0.00
0.00
0.00
0.00
0.00
0.00
Page 11 of 11
Page 60 of 61
RESOLUTION 2014-83
RESOLUTION TO APPROPRIATE SUMS OF MONEY
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SALIDA
APPROPRIATING SUMS OF MONEY TO THE VARIOUS FUNDS, AND SPENDNG
AGENCIES, IN THE AMOUNTS AND FOR THE PURPOSES AS SET FORTH
BELOW, FOR THE CITY OF SALIDA, COLORADO, FOR THE 2015 BUDGET YEAR.
WHEREAS, the Salida City Council has adopted the annual budget in accordance with the
Colorado Local Government Budget Law on November 4, 2014, and;
WHEREAS, the Salida City Council has made provision therein for revenues or uses of
reserves in an amount equal to or greater than the total proposed expenditures as set forth in said
budget, and;.
WHEREAS, it is not only required by law, but also necessary to appropriate the revenues
provided in the budget to, and for the purposes described below, so as not to impair the operations
of the City of Salida.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL FOR THE CITY
OF SALIDA, COLORADO:
That the following sums are hereby appropriated from the revenues of each fund for the calendar
year 2015 to each fund for the purposes stated:
GENERAL FUND
GENERAL FUND
Expenditures
Subtotal
Revenue
Operating Revenue
Capital Revenue
Increase (Decrease) in General Fund Reserves
$ 5,354,700
3,216,900
161,900
$ 8,733,500
108,000
8,841,500
$ 5,429,000
3,006,100
8,435,100
$ (406,400)
Page 61 of 61
Expenditures:
$ 349,400
19,600
369,000
Revenue
Operating Revenue
$ 261,000
108,000
369,000
$

Expenditures
Total
Revenue
Expenditures
Revenue
Water
$ 838,900
1,461,300
406,900
$ 2,707,100
2,110,800
$ (596,300)
Wastewater
$ 868,100
1,043,400
544,000
$ 2,455,500
1,961,400
$ (494,100)
$ 50,000
50,200
$ 200
RESOLVED, APPROVED, AND ADOPTED this 2nd day of December 2014.
CITY OF SALIDA
[SEAL]
ATTEST:
_______________________________
City Clerk
By:____________________________
Mayor