On the agenda: Greeley City Council Work Session — Colocation (Feb 26)

City Council
Worksession Agenda
February 26, 2019 at 5:00 PM
Mayor
John Gates

City Center South Campus

1001 11th Avenue, Greeley, CO 80631

Councilmembers
Jonathan Smail
Ward I

1.

Call to Order

Brett Payton
Ward II

2.

Pledge of Allegiance

3.

Roll Call

4.

PROpel Update (5:00 – 5:30 p.m.)

Michael Fitzsimmons
Ward III

Sharon McCabe, Human Resources Director

Dale Hall
Ward IV

5.

Stacy Suniga
At-Large

6.

Robb Casseday
At-Large

7.

2018 Carryover Recommendations (5:30 – 6:00 p.m.)
Renee Wheeler, Interim Finance Director
Scheduling of Meetings, Other Events
Roy Otto, City Manager
Executive Session for Annual Review of the
Municipal Court Judge
Sharon McCabe, Human Resources Director

A City Achieving
Community Excellence
Greeley promotes a
healthy, diverse economy
and high quality of life
responsive to all its
residents and
neighborhoods,
thoughtfully managing its
human and natural
resources in a manner
that creates and sustains
a safe, unique, vibrant
and rewarding
community in which to
live, work, and play.

1

Worksession Agenda Summary
February 26, 2019
Agenda Item Number 1

Title:
Call to Order

City Council Worksession Agenda - City of Greeley, Colorado

2

Worksession Agenda Summary
February 26, 2019
Agenda Item Number 2

Title:
Pledge of Allegiance

City Council Worksession Agenda - City of Greeley, Colorado

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Worksession Agenda Summary
February 26, 2019
Agenda Item Number 3

Title:
Roll Call:
1.
2.
3.
4.
5.
6.
7.

Mayor Gates
Councilmember Smail
Councilmember Payton
Councilmember Casseday
Councilmember Fitzsimmons
Councilmember Suniga
Councilmember Hall

City Council Worksession Agenda - City of Greeley, Colorado

4

Worksession Agenda Summary
February 26, 2019 (5:00 – 5:30 p.m.)
Agenda Item Number 4
Sharon McCabe, Human Resources Director, 970 -350-9714

Title:
Update on PROpel, a City talent management initiative to create more
effective processes and tools for workforce deve lopment and succession
planning
Background:
Of the four Council Priorities: Image, Safety, Economic Health &
Development and Infrastructure & Growth, the focus of PROpel is the
Human Infrastructure aspect of the fourth priority. The goal of PROpel is to
design an approach, strategies, programs and tools to assess talent,
develop skills, and retain the best people in their respective fields for the
City of Greeley.
Consulting service for the project was awarded to RS Tipton, PBC in
September, 2018. Kickoff with the City Manager, Department Directors and
Managers was held on September 12, 2018. This was followed by an
assessment survey to which 700 employees responded and a series of
facilitated employee focus group meetings in which 400 employees
participated. Based on data collected through the survey and focus
groups, a report and recommendations for career development and
succession planning next steps was presented to the City Manager and
Executive Team. A report-out meeting for Managers was held on February
7 during which they learned of plans for and their role in next steps for
PROpel. The PROpel talent management initiative will help us identify
needs and opportunities to grow our talent so that we are in a good
position to attract, develop and retain employees.
Decision Options:
Report Only
Attachments:
Operational Excellence Description
Greeley’s Talent Management - Insights

City Council Worksession Agenda - City of Greeley, Colorado

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R S Tipton, PBC • 1624 Market St., Suite 202 • Denver, CO • 80202
303.797.0180 • www.TeamTipton.com

A cultural anchor of:

Operational Excellence
“Making it Real”

In our work with our clients, we typically find they don’t suffer from a lack of vision, they
have too many of them! In particular, organizations almost always oscillate between
different views of what we call “cultural anchors.” Choosing among the anchors –
innovation, relationships, or efficiency – represents a foundational element in effective
organizational strategy building and decision making. It’s also tough to do.
Using the book The Discipline of Market Leaders (Treacy and Wiersema, 1995) as our
inspiration, we have adapted the cultural anchor model to assist executive and
leadership teams in dozens of public-sector organizations in creating far better outcomes
in employee engagement, customer satisfaction, process efficiency, cost effectiveness,
and overall quality. Endorsing ONE of the three cultural anchors as primary is critical – and
something that most (okay, nearly ALL) organizations struggle to make happen.
This document is specifically related to a primary cultural anchor of Operational
Excellence. We will detail what it is, and will share what it isn’t – and we will also put into
context how organizations that choose Operational Excellence reframe their
conversations, their employee development processes, their decision making, and their
overall strategy building.
First – here’s a graphic we use with our clients to introduce all three cultural anchors:

DEFINITION: A Culture of Operational Excellence – Making it Real, 1/8/19, (DRAFT 1.0)

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© 2019, R S Tipton, PBC, Client Confidential

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R S Tipton, PBC • 1624 Market St., Suite 202 • Denver, CO • 80202
303.797.0180 • www.TeamTipton.com

Operational Excellence
What It Is:
• A relentless pursuit of simplification and streamlining
• A focus on tightly-integrated processes designed to eliminate variation
• Constant pressure to achieve the lowest “total cost of ownership”
•
•

Sweating the details; the sum total of many small actions
Two sayings to remember:
o If something can be standardized, we should standardize it
o If it “moves” we measure it, and we measure it to improve it

What It Isn’t:
• Robotic, machine-like customer service where everyone is treated the same
•
•

Simply following the procedure or protocol with no room for intuition or instinct
Just doing the same thing over and over – without a view toward innovation

•
•

Penny pinching – being cheap
Reducing costs so that jobs can be eliminated

Achieving Operational Excellence is an attitude, a culture, and a way of thinking and
behaving. Small things matter because they add up over time to become big things –
and operationally-excellent organizations know that the lack of standardization will
create inefficiencies.
However, being operationally excellent doesn’t mean that 100% of decisions are left up
to what the protocol indicates, or what the standard operating procedure specifies. In
other words, leaders and managers in operationally-excellent organizations know that
not everything is a one-size-fits-all approach. There are times and places where the status
quo needs to be challenged (driving the case for innovation) and where customers need
to receive customized responses (due to out-of-standard situations).
Hiring and Employee Development Decisions:
Recruiting and hiring processes are skewed toward finding individuals who are motivated
toward continuous improvement, waste elimination, and process excellence. Other,
more esoteric qualities like “friendliness” and “team orientation” can also be important,
but they are put into secondary priority. Southwest Airlines is a good example here – their
relentless pursuit of consistency, standardization, and simplification is augmented by their
choice to hire friendly people – because friendliness doesn’t cost any more.
Customer Service Decisions:
Attempting to customize responses for individual customers as a matter of regular
practice is extremely expensive and time consuming. Instead, operationally-excellent
organizations set clear expectations for their customers related to “how they will be
treated.” IKEA’s customers expect to take things home themselves, and then put the stuff
together themselves – because they’ve been told that’s the way it works. It is possible to
purchase added services for delivery and / or assembly, but these services come from
contractors that are outside of IKEA’s core business operations.
DEFINITION: A Culture of Operational Excellence – Making it Real, 2/4/19, (DRAFT 2.4)
© 2019, R S Tipton, PBC, Client Confidential

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R S Tipton, PBC • 1624 Market St., Suite 202 • Denver, CO • 80202
303.797.0180 • www.TeamTipton.com

Customer service expectations are reinforced through messaging, marketing, training,
and customer service protocols. Certainly, exceptions occur – the world can be a messy
place, and “stuff happens.” However, going outside the lines when it comes to
customized, one-off approaches toward customer service need to be seen as rare
situations, not as the norm. Furthermore, employees that have fun, outgoing, personable
attitudes can be like the icing on the cake in an otherwise standardized, consistent,
streamlined customer experience.
Continuous Improvement Decisions:
Innovation is a core competence in operationally-excellent organizations – however,
new ideas are focused on ways to drive more consistency, standardization, and
predictability; not to have the “next big thing.” That said, sometimes operationallyexcellent innovations are mistaken for being motivated by extraordinary customer
service or highly-innovative marketplace offerings.
Such is the case with UPS and its package tracking application. When first to market with
their web-based “where’s my package” approach, UPS was lauded for their amazing
customer service and significantly-better technology when compared to their
competitors. However, that wasn’t why UPS implemented the system – they found their
1-800 call center was not only incredibly expensive, but it was highly unreliable. By making
their internal systems visible on the outside (UPS always knew where our packages were)
they not only eliminated the need for the call center, they greatly increased their
customers’ confidence and timeliness when it came to knowing “where’s my package.”
In a more pedestrian way of stating the passion for continuous improvement,
operationally-excellent organizations measure “everything.” These organizations
regularly make data-driven decisions based upon “it took this long before, and we
shortened it by this amount of time now” options. In other words, if “it moves,” we
measure it – and we measure it to improve it. Operationally-excellent organizations trust
their data, leverage their data, and learn from their data. It’s in their DNA.

DEFINITION: A Culture of Operational Excellence – Making it Real, 2/4/19, (DRAFT 2.4)
© 2019, R S Tipton, PBC, Client Confidential

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R S Tipton, PBC • 1624 Market St., Suite 202 • Denver, CO • 80202
303.797.0180 • www.TeamTipton.com

Examples for Discussion:
A. Fleet Maintenance
The problem: A City’s fleet organization was responsible for purchasing and maintaining
vehicles for several different City departments (public works, police, fire, parks, etc.). As
a matter of City charter, the purchasing process prioritized “lowest bid” above other
factors. As such, the fleet team was mandated by law to buy vehicles (from any
manufacturer) that had the lowest purchase price. While this somewhat complicated
the purchasing process (little economy of scale, working with multiple vendors, different
contracts, etc.), the real challenge was managing the “lowest cost of ownership” related
to an extremely diverse fleet of vehicles.
Not only did costs associated with the parts inventory balloon (i.e., in an effort to not
disrupt the “mission” of each City department served by its fleet, the City had to maintain
complete and unique parts inventories for each type of vehicle from each
manufacturer), the costs for vehicle maintenance systems for mechanics, as well as
training costs for vehicle operators and maintenance technicians was duplicated for
each manufacturer as well.
The Solution: After years of this situation, it reached its head. Costs were out of control,
and finger-pointing was rampant. The fleet managers were frustrated, the finance
department was frustrated, the mayor and city council were frustrated, and the
customers of the fleet organization were frustrated. Ultimately, the major customers of
the fleet operation (who were paying the bills) went to “City Hall” and asked a simple
question? What do you value most? Purchase price or total cost of ownership?
In fairness, the fleet operation had done its homework first – and had shown the City
would be able to save a significant amount of money each year (hundreds of thousands
of dollars) if the City charter could be changed to allow total coast of ownership to be
the driving factor in fleet-related decisions. Ultimately – but negotiating far better terms
and conditions for purchase price with a single manufacturer, and dramatically reducing
(over time) the need for specialized parts inventories and training for multiple
manufacturers, the City not only saved $2.2 million in fleet acquisition costs in the first
year, they then saved another ~$10,000,000 in the following four years.
B. Building Permit Applications
The Problem: Do-it-yourself homeowners would come to the County office to apply for
a building permit for a wide variety of home improvement projects like finishing a
basement or remodeling a bathroom. However, many, if not most, were unfamiliar with
the application process and needed help from the building permit office to complete
the forms and provide the correct documentation.
In the name of providing excellent customer service, the County had three permit
technicians available at any time to assist customers and process the applications. This
hands-on approach to customer service came at a price: often the three permit
technicians could do very little other work as they were inundated with questions on how
to complete the forms. This took them away from helping process and review permits for
much larger and lucrative commercial projects.

DEFINITION: A Culture of Operational Excellence – Making it Real, 2/4/19, (DRAFT 2.4)
© 2019, R S Tipton, PBC, Client Confidential

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R S Tipton, PBC • 1624 Market St., Suite 202 • Denver, CO • 80202
303.797.0180 • www.TeamTipton.com

The Solution: The building office spoke with many different types of customers and
determined that for the majority of them, and all of the high-revenue commercial
customers, they most valued predictability of process and speed of permit approval.
However, the variability of the work to answer questions and help complete applications
made the entire process both slow and unpredictable.
The team decided to employ more of a “self-service” model and provide detailed, easy
to follow checklists and background detail for the application process and information
needed. New signage directed customers on how to use the checklists and other
materials to complete the application. The permit technicians’ desks were relocated out
of sight and a service bell was placed on the counter with the instruction to customers to
ring it when they were ready to submit an application.
Although this didn’t eliminate all questions, most customers completed applications on
their own. Technicians each spent an average of 30 percent less time on this activity,
creating the equivalent of a full-time employee to focus on more important activities in
the department. Residential customers also reported that they thought the process
improved as they had more clear expectations and directions and spent less time
fumbling through the process.
C. The Internal Report
The Problem: A Finance team was working on a large project for the City to expand
certain services and partner with a neighboring municipality. At one point, the Finance
department leader asked for a comprehensive report that required data from seven
different internal sources. Two Finance employees created the report, manually cutting
and pasting data into a single document. This required each employee to spend about
three hours every-other week to generate the report. As the project neared completion,
the Finance lead shared the report with the City Executive team. Impressed, the Finance
lead’s peers asked if they could continue to receive the report as it contained
information interesting beyond the scope of the project.
The Finance lead quickly agreed to provide the report. Eight months later the scope of
the report had crept to include data from nine different sources. This expansion was a
result of the employees finding additional information to include that they thought might
also be helpful and the Finance lead requesting several improvements to the formatting.
These changes meant that each Finance employee was now spending five hours everyother week on the report, despite the fact they had spent time trying to improve their
own process for data collection and how it could be entered into the form more
efficiently. Then, over the holidays both Finance employees were out of the office and
didn’t generate the report or alert anyone that it wouldn’t be coming. To their surprise,
nobody mentioned it.
The Solution: The employees decided to skip the first report in January to see if anyone
would notice this time. Nobody did. After the fourth skipped report, the Finance lead
asked about it, mostly out of embarrassment for having forgotten about it for two months.
The employees quickly confessed that while the first miss was because of the holidays,
the others were simply to see if anyone missed the report. They then asked the Finance
lead two critical questions: Who used the report and why did they need it? The Finance
lead didn’t have a good answer and decided to ask his peers on the Executive team.

DEFINITION: A Culture of Operational Excellence – Making it Real, 2/4/19, (DRAFT 2.4)
© 2019, R S Tipton, PBC, Client Confidential

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R S Tipton, PBC • 1624 Market St., Suite 202 • Denver, CO • 80202
303.797.0180 • www.TeamTipton.com

As it turned out, the executive team members said they enjoyed seeing the information
in the first few reports, but quickly realized it was “nice-to-have” information and they
didn’t really use it. Most had stopped reading it and only two realized they had stopped
receiving them over the holidays (they just assumed that the Finance department
decided to stop creating them at the end of the year). The finance lead determined
that the report was no longer needed.
Discussion Questions:
1. What do your customers value most? Are you sure? How do you know? How
could you find out? When was the last time you asked?
2. How do you distinguish between what they would LIKE to have and what they
NEED to have? What adds value and what is a “nice-to-have” preference?
3. How do you determine what data to measure / collect to help make or support
a decision?

DEFINITION: A Culture of Operational Excellence – Making it Real, 2/4/19, (DRAFT 2.4)
© 2019, R S Tipton, PBC, Client Confidential

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PROpel: Greeley’s Talent Management Strategy
Insights – January, 2019

City of Greeley

Team Tipton
1624 Market St., Suite 202
Denver, CO 80202
www.TeamTipton.com

DRAFT — For Discussion Only

12reproduced,
This material is proprietary and shall not be used,
copied, disclosed, transmitted, in whole or in part, without the
expressed written consent of R S Tipton, PBC.
© 2019 • All rights reserved.

Accelerating – Summarized Perspectives
a.

Employees want to learn. Employees are eager to
develop skills and knowledge related to their jobs and
take on new challenges to advance their careers.

b. Pride in work and commitment to City. Most employees
feel proud of their contributions and motivated by their
commitment to the city.
c.

a

9

Desire improvement. Employees are dedicated to making
improvements and desire improvement across the board.

e

DRAFT

e.

Employee autonomy. Employees appreciate being given
opportunities to make decisions in day to day work.

f.

Supervisors invest in employee development. In some
departments, employees feel that supervisors are
invested in their development and want them to succeed.

g.

Strong relationships. Relationships between
departments and with partners helps to move
department objectives forward.

h. Positive about department leadership. Employees feel
positive about leadership’s abilities, actions, and support.
i.

j.

k.

l.

5

b

d. Feel a sense of belonging. There is a sense of family,
camaraderie, and belonging in work groups.

8

h

c

8

4

g

f

5

5

Positive culture developed. Intentional actions are taken
by leadership and employees to create an environment
that supports job effectiveness and team camaraderie.

k

Incomplete data

Steps toward standardization. There’s recognition that
an increase in standard operating procedures will help
departments and create opportunities for the future.
Strong recognition. Employees feel appreciated and
positively recognized frequently by supervisors and
peers.

Department knowledge. Feel peers are knowledgeable, a
great deal can be learned from each other, and that
problems can be solved from within.

m. Goals regularly measured. Goals and priorities are set,
monitored, and shared frequently.

d

4

i

6

3

j

4

m

3

l

3

Letters indicate a summarized view and are listed with number of departments sharing this view in
each bubble. Bubble size indicates frequency of the response, while shading indicates intensity.
13

DRAFT — For Discussion Only
© 2019 • R S Tipton, PBC (a Certified B-Corporation) • All rights reserved

P2

Hindering – Summarized Perspectives
a.

Career development and training is variable. Access is
inequitable, inconsistent, variable, or not tied to job success.
b. Not connected to mission. Inconsistent or missing
connection to a collective vision/mission.
c. Resource needs are not met. Lack resources needed to do
things effectively, efficiently, and with excellence.
d. Department lacks appropriate priorities. Overarching goals
missing, inconsistent, or misaligned. Work often perceived as
reactive and focused on “keeping things running.”
e. Decision-making is top down. Conducted at leadership level
without effective incorporation of staff voice/needs.
f. "Why" is not understood. Reasons and rationale are not
effectively communicated across levels in department.
g. PDQ and/or job description inaccurate. Leads to
discrepancies in expectations, performance
management/appraisal, training, and pay. The goals, process
and use of PDQs are not well understood.
h. SOP deficit. Development, use, and existence of needed
standard operating procedures and roles are variable, lacking,
or missing.
i. Limitations to annual review process. Implemented
inconsistently, keeps changing, frequency inadequate, and
does not connect to daily activities.
j. Career paths not defined. Opportunities for advancement
are not understood by employees.
k. External hiring has had negative impact. Practice is not
explained to staff and has negatively impacted morale.
Employees feel disparity in valuation of contributions.
l. Institutional knowledge lost. No known process for capturing
institutional knowledge.
m. Lack of transparency. Communication is varied and lacking
content and cadence necessary for full
understanding. Negative narratives often created in absence
of information.
n. Recognition ineffective. Rewards and and recognition are
lacking, inconsistent, or vary across department.
o. Skill advancement not prioritized. Feel more training needed
to be effective in jobs, and leadership does not prioritize it.

e

a

9

10

i

DRAFT
g

b

10

f

8
8
l

9

h

c

8

10

Incomplete
data
8
6
j

7
o

5

m

k

8

n

6

d

10

Letters indicate a summarized view and are listed with number of departments sharing this view in
each bubble. Bubble size indicates frequency of the response, while shading indicates 14
intensity.

DRAFT — For Discussion Only
© 2019 • R S Tipton, PBC (a Certified B-Corporation) • All rights reserved

P3

Worksession Agenda Summary
February 26, 2019 (5:30 – 6:00 p.m.)
Agenda Item Number 5
Renee Wheeler, Interim Finance Director, 970-350-9732

Title:
2018 Carryover Recommendations
Background:
The 2018 General Fund carryover recommendations for consideration are
listed in an attached memorandum to invest $13. 2 million from a list of
$21.9 million of projects.
Decision Options:
No direction at this time.
Funding recommendations are included to invest the available 2018
carryover monies in facility improvements, additional vehicles and
equipment, technology infrastructure improvements, and operational
support. Funding recommendations will be included in the second
additional appropriation scheduled for March 19, with a final reading on
April 2.
Attachments:
2018 Carryover Recommendations
PowerPoint Presentation

City Council Worksession Agenda - City of Greeley, Colorado

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2018 Carryover Recommendations
The City saw considerable growth in sales tax, use tax, property taxes, building permits, and oil royalties
in 2018. Because revenue exceeded the budget and the expenditures were below budget, the fund
balance is expected to have $13,200,000 that will be available for investment. This money is generally
referred to as “carryover”.
The City Council has already approved and appropriated the remodeling projects at City Center North
and City Hall using $4,950,000 from the carryover monies. The remaining carryover balance available to
be allocated is $8,250,000.
City staff has reviewed a number of potential investments totaling $21,919,508. The projects
considered are listed with a brief description by category: Facilities, Vehicles/Equipment, Technology
Infrastructure, and Operational Support. Those highlighted in yellow are the projects recommended
for funding.

Facilities
Additional Remodeling to City Center North
Improvements to existing facilities continues to be a priority as staff works to consolidate similar
services to more effectively serve the citizens and to accommodate the expected growth in staff over
the planning horizon. Additional space can be created at the City Center North building by enclosing
the first and second floors to match the third and fourth floors at both entrances. This creates an
additional 2,100 feet of office space for 16 positions at a cost of $750,000.
Move Public Works to City Center North
The third floor of City Center North could be remodeled to accommodate the move of the Public Works
Department currently in the facility on 9th Street for $1,500,000. This move was deferred to focus staff
efforts on the approved remodels, gather additional information for additional remodeling phases, and
avoid multiple office moves of the same staff members.
Additional Remodeling Phases for City Hall and City Center North
Additional remodeling phases would include additional changes to City Hall and City Center North. The
first and second floor of City Hall would be modified to add more office space. The second, third and
fourth floors of City Center North would also be changed to accommodate various departments.
Departments would be moved between buildings to better align resources and services offered to
citizens. The cost for these final changes would be an additional $5,650,000.

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Fire Station Ambulance Remodels
Additional space is requested to accommodate ambulance staff at fire stations #4 and #7. The cost of
the remodels is $265,000. This includes adding a restroom, bedrooms, furniture, HVAC changes,
lighting at station #7, and additional interior walls at station #4.

Vehicles/Equipment
Parks Equipment
The Parks division identified existing equipment needing to be replaced sooner than anticipated to
maintain parks and public areas for $150,000. Equipment includes two utility vehicles, turf sweeper,
two aerators, and seeder.
Fire Equipment Cash Purchases
$1 million is requested to “seed” the Fire Apparatus Replacement Fund for the implementation of an
apparatus replacement plan that transitions the leasing strategy to a cash basis strategy and stabilizes
the General Fund contributions over the initial years of the plan.
Greeley Fire has been strategically analyzing the fire response model and the related fire apparatus
replacement plan to cost effectively meet first responder service delivery expectations of the
community in the context of community and firefighter safety, response reliability, risk management,
and fiscal stewardship.
An analysis was conducted comparing the deployment of an engine versus a fully equipped sport utility
vehicle (SUV) for responding to medical calls within a twenty-year planning horizon for all stations. It
was concluded that as a result of shorter life cycles of SUV’s, additional equipment requirements to
keep both the engines and the SUV’s service ready, and insignificant change in the impact on engine
service lives that this deployment was not the fiscally prudent way to invest taxpayer dollars.
Given that the existing deployment model is deemed to be appropriate, the analysis shifted to
assessing the life cycle of fire fleet. Many sources of information were taken into consideration to
ensure a comprehensive analysis of factors that impact the life cycle of apparatus. National Fire
Protection Association (NFPA) 1911 for the inspection, maintenance, testing and retirement of
apparatus documents the factors for consideration (age, mileage/hours, cost per mile, out of service
time, parts obsolesce, general condition, technology changes, and changes in mission). Other regional
agencies were surveyed to assess reasonableness. Greeley emergency response and equipment
maintenance experts noted the particular challenges that impact the analysis for Greeley’s fire
apparatus replacement including: increasing call volumes, increasing cost of replacement with reduced
resale values, increase in required driver training, and an increase in the out of service times. The
analysis has yielded the following conclusions:


Create a twenty-year rolling plan that is reviewed annually.

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

Set the service lives for replacement calculations at 20 years for engines and ladders (12 years
front line service and 8 years as reserve status—maintaining 4 engines in reserve), front line
support (i.e., rescue truck) vehicles at 20 years, and light duty staff vehicles at 7 years.



Create an objective evaluation process for assessing the condition of the fleet based on
empirical data.



Maintain the annual General Fund contribution within the range of $500k-$750k based the
replacement needs and economic conditions.



Calculate the replacement values by including a 5% annual inflation rate.

Within the financial considerations for this replacement plan the transition to the cash basis does still
require the lease of three apparatus given resource availability (one in 2020 and two in 2039). It is our
expectation that as the plan is updated annually, replacement timing, interest and the Western Hills
contributions will allow for cash replacements in 2039. Staff believes this strategy is the most prudent
use of taxpayer funding to maintain safety and reliability, and mitigate risk over time.
Fleet Vehicle Lift
The City has purchased additional larger vehicles that require a larger lift to service and maintain. The
current lift was not designed to handle these vehicles and creates a potential safety risk when servicing
these vehicles. This request for $50,000 would allow the City to better service and care for these
vehicles.
Replacement Costs for Fire SUV (New Fire Station Battalion Chief)
With the addition of Fire Station #2 in west Greeley, the City will be adding an additional Battalion
Chief. This request is to fund the cost of maintaining and replacing the new vehicle in the 2019 and
2020 budgets for $37,500.

Technology Infrastructure
Broadband Conduit and Development
In 2017, the voters approved a SB-152 measure to request that staff investigate alternatives to the
provision of Broadband services in Greeley. $1 million is requested to fund the Fiber Conduit
Colocation Ordinance, which enables the City to add broadband conduit in conjunction with
construction projects throughout the City for two years. $600,000 would fund technical and consulting
work in 2019 and 2020.
ERP System
The Enterprise Resource Planning (ERP) software system has been discussed conceptually with City
Council for some time, first showing up in the City Manager’s Work Plan in 2017. The ERP system will
replace five existing systems, including a 27-year-old financial system, with integrated functionality that
will substantially increase efficiency. A business process mapping and extensive software selection

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process occurred throughout the year in 2018 by a large interdepartmental team of employees. Eight
proposals were received. Three (Oracle, Workday and Tyler) were short listed for extensive analysis to
select the software and implementation partner that would best meet the City’s needs. The 2018
carryover request for consideration is $2.3 million to add to the $1.5 million that was appropriated for
the project in the 2017 carryover. Following are the components of the total project cost (including the
$1.5 million in the 2018 budget):


$327k cloud software subscription (the net annual additional costs are the lowest for this
vendor by half of all three finalist software companies, approximately $95k versus $225K)



$798k city costs for selection process, negotiations and temporary backfill positions to conduct
work while staff is engaged in the implementation process ($380k of that already approved in
2018 for the business process mapping, selection and negotiation consultant and the
accounting firm that is processing the year end analysis and comprehensive annual report for
2019)



$2.5m implementation partner for design, configurations, three years of historical data
conversions, communications, testing, training, executing/supporting transformational change
in the way the City conducts business, and quality review.



$142k for 5% contingency (budgeted but not included in the contract for unexpected
complications that may occur)

The following objectives are the basis for transformational change in the way the City conducts
business both internal and external to the organization.


Implement a system that is user-friendly and empowers all departments to improve their
business practices.



Incorporate fully integrated industry “best business practices”.



Improve the quality and accessibility of information for decision support.



Improve operational effectiveness and productivity.



Eliminate manual interfaces and minimize secondary systems.



Improve information access management capabilities.

This project is a mission critical, organization wide strategy to assist with managing the impacts of
growth, shifting employee efforts from processing to analysis, and creating a scalable platform for
meeting information needs to strategically allocate resources well into the future.
Information Technology Security Improvements
$272,027 of the $341,580 is being recommended in security enhancements for Information Technology
Security at the City of Greeley for 2019 and 2020. The recommend security enhancements include
improved threat detection by monitoring events and services, use of a phishing assessment service to
reduce risk of phishing attacks, and a firewall upgrade. Additional wireless and network protection for

19

additional use of public WiFi and additional protection from ransomware are not recommended to be
funded at this time.

Operational Support
Utility Coordinator (Equipment, Salary, & Benefits, 2019 & 2020)
A Utility Coordinator position is necessary in Public Works to handle the additional regulatory
requirements for underground utility coordination, as well as to facilitate the utility phase of CIP
projects. These projects have become increasingly more complicated and impact the construction
schedule. This position will also be responsible for overseeing conduit coordination with other utilities
doing work in City rights-of-way to help facilitate the potential for additional fiber optics that could
support broadband, traffic signals, and other city buildings. Funding of $208,142 will cover the cost of
the position, equipment, vehicle, and related operating expenses for 2019 and 2020.
TRAKiT Analyst Position (2019 & 2020)
The implementation of the TRAKiT software in Community Development in 2018 has resulted in regular
analytical needs and created opportunities for on-going business system improvements for services
offered by the department, and potentially others in the city. Funding of $172,286 will cover the cost
of the new position and related operating expenses for 2019 and 2020.
EMS Deployment Study
The City has created a task force to evaluate the current Emergency Medical Services (EMS)
deployment model. $75,000 would allow for the completion of an EMS Development Study. The study
would include conducting necessary technical research, assessing feasibility of the current EMS delivery
model, and analyzing potential alternative care delivery models.
Traffic Signal Intersection Study/Improvements
There are minor intersection improvements that have been prioritized based on safety of traffic flow.
The request of $1.2m adds resources for some additional improvements such as left turn lanes/arrows,
right turn lanes, damaged pole replacement, and signal upgrades. This money will also be used to
evaluate and prioritize future traffic signals that may be warranted. One of the top priorities is 10th
Street and 37th Avenue Court. There are damaged signal poles that need to be replaced and left turn
arrows to improve the intersections efficiency.
Oil & Gas Royalty Audit
The City has begun to conduct a review and audit of the City’s oil and gas assets with the support of a
qualified consultant. The audit will include an oil and gas lease review, producer audit, and forecasting
of future revenues. Currently $50,000 has been set aside for the audit. After further examination of
the requirements and resources needed for the review and audit, an additional $50,000 is requested.

20

Emerald Ash Bore
The City maintains 862 ash trees. Over a ten year period, the City is recommending treatment
(chemical application), removals and replacements, depending on evaluations by Forestry staff. To
treat, replace, and remove trees impacted by the Emerald Ash Bore the City estimates needing
$600,000 over ten years. $120,000 is recommended to fund the first two years.
Additional Reserves
The City continually monitors the economic health and financial resources available. The current
economy has shown considerable revenue growth for the City of Greeley. The recommendation is to
set aside $1.5 million or 1.5% of General Fund expenses in addition to existing reserves to allow for
changes to economic conditions and reduce the potential impact to services provided by the City
should a downturn occur.

GENERAL FUND CARRYOVER RECOMMENDATIONS
Project / Activity
City Center North and City Hall Remodeling
Additional Building Remodeling Costs (Expand 1st & 2nd Floors City Center North)
Move Public Works to City Center North
Additional Remodeling Phases for City Hall and City Center North
Fire Station Ambulance Remodels
Vehicles/ Parks Equipment (2 utility vehicles, turf sweeper, 2 aerators, seeder)
Equipment Fire Equipment/Vehicles Purchased with Cash
Fleet Vehicle Lift
Replacement Costs for Fire SUV (New Fire Station Battalion Chief)
Technology Broadband Conduit (Middle mile)
Infrastructure Broadband Conduit (71st Ave and/or fiber conduits from the FCCC program) 250k/yr.
Broadband Project Technical and Consulting Work (2019 & 2020)
ERP System
IT Network Security (2019 & 2020)
Operational Utility Coordinator (Equipment, Salary, & Benefits, 2019 & 2020)
Support
TRAKiT Analyst Position (2019 & 2020)
EMS Deployment Study
Traffic Signal Intersection Study/Improvements
Oil and Gas Royalty Audit
Emerald Ash Bore City Trees (2 yrs., total for 10 yrs. $600,000)
Reserve for Potential Recession (1.5% of GF expense)

Category
Facilities

Total

Amount Recommended
4,950,000
4,950,000
750,000
750,000
1,500,000
5,650,000
265,000
265,000
150,000
150,000
1,000,000
1,000,000
50,000
50,000
37,500
37,500
500,000
500,000
500,000
500,000
600,000
600,000
2,300,000
2,300,000
341,580
272,072
208,142
208,142
172,286
172,286
75,000
75,000
1,200,000
1,200,000
50,000
50,000
120,000
120,000
1,500,000
$ 21,919,508 $ 13,200,000

21

2/19/2019

2018 Carryover Recommendations
Renee Wheeler
Interim Finance Director
February 26, 2019

2018 Carryover Recommendations
Categories
Facilities
Vehicles/ Equipment
Technology Infrastructure
Operational Support
Total

Amount
Recommended
13,115,000
5,965,000
1,237,500
1,237,500
4,241,580
4,172,072
3,325,428
1,825,428
$ 21,919,508 $ 13,200,000

Unable to Fund

$

8,719,508
2

22

1

2/19/2019

Facilities
City Center North and City Hall Remodeling
• Already approved for $4,950,000
Additional Building Remodeling Costs
• Expand 1st & 2nd Floors City Center North
• $750,000
Fire Station Ambulance Crew Remodels
• $265,000
3

Vehicles & Equipment
Fire Equipment/Vehicles Purchased with Cash
• Moved from 10 year frontline replacement to
12 years
• SUV utilization analysis completed
• $1,000,000

4

23

2

2/19/2019

Vehicles & Equipment
Parks Equipment
• 2 utility vehicles, turf sweeper, 2 aerators,
seeder
• $150,000
Fleet Vehicle Lift
• $50,000
Replacement/Maintenance Costs for new Fire SUV
• $37,500
5

Technology Infrastructure
Broadband Conduit
• Middle mile
• 71st Ave and/or fiber conduits from the FCCC
program
• Broadband Project Technical and Consulting
Work
• $1,600,000

6

24

3

2/19/2019

Technology Infrastructure
ERP System
• Currently appropriated $1.5 million
• Recommended additional $2.3 million
• Cloud software subscription
• Selection process costs
• Temporary position backfill
• Implementation costs
• Contingency

7

Operational Support
Utility Coordinator
• $208,142
TRAKiT Analyst Position
• $172,286
EMS Deployment Study
• $75,000
8

25

4

2/19/2019

Operational Support
Traffic Signal Intersection Study/Improvements
• $1,200,000
Oil and Gas Royalty Audit
• $50,000
Emerald Ash Bore City Trees
• Total for 10 years $600,000
• Funding $120,000 (2019 & 2020)
9

Summary of Recommendations
GENERAL FUND CARRYOVER RECOMMENDATIONS
Project / Activity
City Center North and City Hall Remodeling
Additional Building Remodeling Costs (Expand 1st & 2nd Floors City Center North)
Fire Station Ambulance Remodels
Vehicles/ Parks Equipment (2 utility vehicles, turf sweeper, 2 aerators, seeder)
Equipment Fire Equipment/Vehicles Purchased with Cash
Fleet Vehicle Lift
Replacement Costs for Fire SUV (New Fire Station Battalion Chief)
Technology Broadband Conduit (Middle mile)
Infrastructure Broadband Conduit (71st Ave and/or fiber conduits from the FCCC program)
Broadband Project Technical and Consulting Work (2019 & 2020)
ERP System
IT Network Security (2019 & 2020)
Operational Utility Coordinator (Equipment, Salary, & Benefits, 2019 & 2020)
TRAKiT Analyst Position (2019 & 2020)
Support
EMS Deployment Study
Traffic Signal Intersection Study/Improvements
Oil and Gas Royalty Audit
Emerald Ash Bore City Trees (2 yrs., total for 10 yrs. $600,000)

Category
Facilities

Total

Amount Recommended
4,950,000
4,950,000
750,000
750,000
265,000
265,000
150,000
150,000
1,000,000
1,000,000
50,000
50,000
37,500
37,500
500,000
500,000
500,000
500,000
600,000
600,000
2,300,000
2,300,000
272,072
272,072
208,142
208,142
172,286
172,286
75,000
75,000
1,200,000
1,200,000
50,000
50,000
120,000
120,000
$ 13,200,000 $ 13,200,000

10

26

5

2/19/2019

Summary of Unfunded Recommendations
Category
Facilities

Project / Activity
Move Public Works to City Center North
Additional Remodeling Phases for City Hall and City Center North
IT Network Security (2019 & 2020)

Technology
Infrastructure
Operational Reserve for Potential Recession (1.5% of GF expense)
Support
Total

Unfunded
1,500,000
5,650,000
69,508
1,500,000
$ 8,719,508

11

Summary
• Recommendation to appropriate $8,250,000 to
the identified projects and activities to fund the
2019 & 2020 budgets
• Changes or additions to the recommendations

12

27

6

2/19/2019

QUESTIONS

13

28

7

Worksession Agenda Summary
February 26, 2019
Agenda Item Number 6
Roy Otto, City Manager, 970-350-9750

Title:
Scheduling of Meetings, Other Events
Summary:
During this portion of the meeting the City Manager or City Council may
review the attached Council Calendar or Meeting Schedule regarding any
upcoming meetings or events.
Attachments:
Council Meetings/Other Events Calendar
Council Meeting/Worksession Schedule
Status Report of Council Petitions and Related Information

City Council Worksession Agenda - City of Greeley, Colorado

29

February 25, 2019 March 3, 2019
Monday, February 25

February 2019

March 2019

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24 25 26 27 28

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10 11 12 13 14 15 16
17 18 19 20 21 22 23
24 25 26 27 28 29 30
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Tuesday, February 26

11:30am - 12:30pm Greeley Chamber of Commerce (Gates)

5:00pm - 6:00pm City Council Worksession (1001 11th Avenue)

6:00pm - 7:00pm Youth Commission (Smail)

Wednesday, February 27

Thursday, February 28

7:00am - 8:00am Upstate (Gates/Hall) (Upstate Colorado Conference
Room) - Council Master Calendar

5:00pm - 7:00pm Greeley Fire Department Annual Awards
Ceremony (Greeley Recreation Center, 651 10th Avenue, Rooms 101 A,
B & C) - Jessica Diagana

4:30pm - 6:30pm Upstate Annual Meeting (Pelican Lakes Gold Club 1600 Pelican Lakes Pointe, Windsor) - Council Master Calendar

Friday, March 1

Saturday, March 2

Sunday, March 3

Council Master Calendar

1

30

2/21/2019 8:37 AM

March 4, 2019 March 10, 2019
Monday, March 4

March 2019

April 2019

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10 11 12 13 14 15 16
17 18 19 20 21 22 23
24 25 26 27 28 29 30
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1 2 3 4 5 6
7 8 9 10 11 12 13
14 15 16 17 18 19 20
21 22 23 24 25 26 27
28 29 30

Tuesday, March 5
6:30pm - 7:30pm City Council Meeting (1001 11th Avenue)

Wednesday, March 6

Thursday, March 7
7:00am - Poudre River Trail (Hall)
3:30pm - IG Adv. Board (Smail)
6:00pm - MPO (Gates/Casseday)

Friday, March 8

Saturday, March 9

Sunday, March 10

Council Master Calendar

2

31

2/21/2019 8:37 AM

March 11, 2019 March 17, 2019
Monday, March 11

March 2019

April 2019

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7 8 9 10 11 12 13
14 15 16 17 18 19 20
21 22 23 24 25 26 27
28 29 30

Tuesday, March 12
5:00pm - 6:00pm City Council Worksession (1001 11th Avenue)

Wednesday, March 13

Thursday, March 14

Friday, March 15

Saturday, March 16
10:00am - 11:00am City Chat with Councilmember Suniga (TBD)

Sunday, March 17

Council Master Calendar

3

32

2/21/2019 8:37 AM

March 18, 2019 March 24, 2019
Monday, March 18

March 2019

April 2019

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14 15 16 17 18 19 20
21 22 23 24 25 26 27
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Tuesday, March 19
6:30pm - 7:30pm City Council Meeting (1001 11th Avenue)

Wednesday, March 20

Thursday, March 21

7:30am - 8:30am Visit Greeley (Fitzsimmons)

7:30am - 8:30am DDA

2:00pm - 5:00pm Water & Sewer Board (Gates)

3:30pm - 4:30pm Airport Authority (Casseday/Payton)
4:00pm - 7:00pm CML Open House honoring Sam Mamet, retiring
CML Executive Director (TBD) - Council Master Calendar

Friday, March 22

Saturday, March 23
6:00pm - 9:00pm Longs Peak Council - Boy Scouts of America
Reception and Dinner (919 7th Street, DoubleTree Hotel at Lincoln
Park) - Council Master Calendar

Sunday, March 24

Council Master Calendar

4

33

2/21/2019 8:37 AM

March 25, 2019 March 31, 2019
Monday, March 25

March 2019

April 2019

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7 8 9 10 11 12 13
14 15 16 17 18 19 20
21 22 23 24 25 26 27
28 29 30

Tuesday, March 26

11:30am - 12:30pm Greeley Chamber of Commerce (Gates)

5:00pm - 6:00pm City Council Worksession (1001 11th Avenue)

6:00pm - 7:00pm Youth Commission (Smail)

Wednesday, March 27

Thursday, March 28

7:00am - 8:00am Upstate Colorado Economic Development
(Gates/Hall) (Upstate Colorado Conference Room) - Council Master
Calendar

2:00pm - 3:00pm Government Agencies Meeting Hosted by the
City of Greeley (Council's Chambers, City Center South Campus, 1001
11th Avenue) - Council Master Calendar

Friday, March 29

Saturday, March 30

Sunday, March 31

Council Master Calendar

5

34

2/21/2019 8:37 AM

City Council Meeting Schedule

Date

Description

Ordinance - Intro - Parking Code Changes
Ordinance - Final - Fiber Conduit Colocation
Ordinance - Final - 65th Ave and HWY 34 Eminent Domain
Ordinance - Final - Gateway Estates 2nd Filing 1st Replat
Planning Commission Interviews
End of Year Financial Report
March 12, 2019
CDBG Annual and 5-year Reports and Setting of Funding Priorities
Worksession Meeting
Multi-Family and Commercial Raw Water Requirements
Atmos Pipe Improvement Program Overview
Volunteer Week Proclamation
Acceptance of the CDBG Annual and 5-year Reports and Funding Priorities
Ordinance - Intro - Second Additional Appropriation
Ordinance - Intro - Historic Preservation Code Repeal/Replace
March 19, 2019
Ordinance - Intro - Salary Increase for City Manager
Council Meeting
Ordinance - Intro - Salary Increase for City Attorney
Ordinance - Intro - Salary Increase for Municipal Judge
Ordinance - Final - Parking Code Changes
Board & Commission Appointments
ACE/Workforce Development Presentation
March 26, 2019
Kersey, Evans, Greeley IGA
Worksession
WPFC Master Plan
Monthly Financial Report
Holocaust Memorial Observances (leave as first proclamation)
National Youth Service Day Proclamation
Mayor's Water Challenge Proclamation
April 2, 2019
Ordinance - Final - Salary Increase for City Manager
Council Meeting Ordinance - Final - Salary Increase for City Attorney
Ordinance - Final - Salary Increase for Municipal Judge
Ordinance - Final - Second Additional Appropriation
Ordinance - Final - Historic Preservation Code Repeal/Replace
April 9, 2019
Building Code Updates
Worksession Meeting Emberald Ash Borer Presentation/Update
April 16, 2019
Arbor Day Proclamation
Council Meeting Board & Commission Appointments
April 23, 2019
Worksession Meeting Monthly Financial Report
May 7, 2019
National Tourism Week Proclamation
Council Meeting Ordinance - Intro - Building Code Updates
May 14, 2019
Worksession Meeting
May 21, 2019
Ordinance - Intro - Building Code Updates
Council Meeting Board & Commission Appointments
May 28, 2019
Worksession Meeting Monthly Financial Report
June 4, 2019
Council Meeting
June 11, 2019
Worksession Meeting
March 5, 2019
Council Meeting

Staff Contact
Joel Hemesath
Mark Hoekstra
Joel Hemesath
Brad Mueller
Betsy Holder
Renee Wheeler
Becky Safarik
Sean Chambers
Joel Hemesath
Betsy Holder
Becky Safarik
Renee Wheeler
Brad Mueller
Sharon McCabe
Sharon McCabe
Sharon McCabe
Joel Hemesath
Betsy Holder
Ben Snow
Brad Mueller
Sean Chambers
Renee Wheeler
Betsy Holder
Betsy Holder
Betsy Holder
Sharon McCabe
Sharon McCabe
Sharon McCabe
Renee Wheeler
Brad Mueller
Brad Mueller
Andy McRoberts
Betsy Holder
Betsy Holder

Consent
Regular
Regular
Regular
tbd
0.50
0.75
0.50
0.50
Recognitions
Consent
Consent
Consent
Consent
Consent
Consent
Regular
Regular
0.50
0.50
tbd
0.50
Recognitions
Recognitions
Recognitions
Regular
Regular
Regular
Regular
Regular
0.75
0.75
Recognitions
Regular

Renee Wheeler
Betsy Holder
Brad Mueller

0.50
Recognitions
Consent

Brad Mueller
Betsy Holder

Regular
Regular

Renee Wheeler

0.50

35

Greeley City Council
Status Report of Council Petitions

Council Request

Council Meeting,
Worksession, or
Committee
Meeting Date
Requested

Status or Disposition
(After completion, item is shown one time
as completed and then removed.)

At the direction of Roy Otto, Water
& Sewer Director Sean Chambers
has prepared a memo on this
subject which was attached to the
February 19th Council Meeting
Agenda, Item # 8.
At the direction of Roy Otto, Public
Works Director Joel Hemesath will
be preparing a memo on this
subject within the next two weeks.

Sean
Chambers

At the direction of Roy Otto,
Community Development Director
Brad Mueller will continue
researching creative solutions to
this issue.

Brad Mueller

01-2019

Councilmember Hall requested
that staff begin researching the
City’s non-potable water system
and better uses for the City’s nonpotable water supply.

February 5,
2019 Council
Meeting

02-2019

Councilmember Suniga requested
that staff provide more information
regarding potential projects to
build sidewalks leading to the new
City park on C Street between 23rd
and 35th Avenues.
Councilmembers encouraged staff
to continue looking for other
creative options for addressing the
trash in alleyways, etc., issue in
particular parts of the community.

February 5,
2019 Council
Meeting

03-2019

February 12,
2019
Worksession

Assigned to:

Joel
Hemesath

36

Worksession Agenda Summary
February 26, 2019
Agenda Item Number 7
Sharon McCabe, Human Resources Director, 970 -350-9714

Title:
Executive Session for Annual Review of the Municipal Court Judge
Background:
An Executive Session is needed for the a nnual review of the Municipal
Court Judge.
The Executive Session should immediately follow this item. If Council
concurs, the motion listed below is needed first.
Decision Options:
A motion to adjourn the Council Worksession and move into an Executive
Session immediately for the purposes of discussing personnel who report to
Council as provided for under C.R.S. 24 -6-402(4) (f) and Greeley Municipal
Code Section 2.04.020 (6) a.
Attachments:
None

City Council Worksession Agenda - City of Greeley, Colorado

37