City Testimonials: "I hope that you have received 500 calls saying THANK YOU for the new playground at Bonforte Park! It is a terrific neighborhood park and we so appreciate the improvements. I walk by every day and see so many children and parents enjoying themselves." -Citizen Comment "The crew from Engine 15A were professional, knowledgeable, courteous, and extremely helpful, not only did this group of professionals represent the Fire Department in a positive light, they also speak to a city government that is responsive and courteous to the public."- Citizen Comment "We've found with projects we're doing, the City seems to be as proactive as they possibly can be." -Real Estate CEO "Grateful for the progress made by CSPD to curb shoplifting." -Business Loss Prevention Manager "Not only was my concern addressed in a professional and timely manner, but Finance Planning & Analysis Manager Leslie Hickey took the time to let me know that changes were on the way. This is the direct opposite of some folks' perception of local government." -Citizen Comment "Thank you very much for fixing the potholes on the round about for Squirrel Tail and Brainard as well as the divot by the water outlet on Squirrel Tail towards Musgrave. Thank you, thank you, thank you!" -Citizen Comment "Accounts Payable Supervisor Patti McFarland was true to her word, she called me back within days to give a status report. Then she called again to update me. Then, she called today to let me know she had been able to contact the unreachable tow company, received an invoice, and would be reimbursing the portion the business manager agreed to pay! I know that it was a sustained effort because I tried for several months and got nowhere. I can't express my overwhelming gratitude to Patti and your office for their work in this matter. We run a service-based business and try to learn from other organizations whenever we can. I will bring up this instance at our weekly meeting as an example of good service to be commended and followed.Thanks to you and Patti for the surprisingly positive experience I had with your office." -Local Small Business Owner "Thanks to Traffic Technician Pete Doyle, his community attitude to work with the residents is commendable. Thank you once again." -Citizen Comment "Streets Operations Manager Bard Lower has provided me superb customer service, above and beyond what could reasonably be expected. I know that this has been a priority for your administration, and I felt it important to let you know that it is working. Mr. Lower and his associates deserve kudos for their proactive, thorough handling of this five-year-old snow plowing issue and I am grateful to you as well for making the City more responsive to citizen requests." -Citizen Comment "As a new resident of Colorado Springs, it’s apparent that the City really does excel in taking care of its residents and treats its citizens more like neighbors and friends than just customers on a long “to-do” list. Thank you for all your exceptional service." -Citizen Comment
You are here: Home / Mayor Bach News / Mayor Bach and Executive Team Brief Media

Mayor Bach and Executive Team Brief Media

August 22, 2012 By

On Tuesday morning, Mayor Steve Bach and members of his Executive team briefed the media on a city reorganization plan.

The Mayor opened the briefing by touching on the importance of voting in the upcoming City election on the Memorial Health System. He also encouraged the community to come out for the Stage 5 Finish of the USA Pro Cycling Challenge in Downtown Colorado Springs Friday afternoon, August 24th.

The highlights of the reorganization plan are as follows:

Executive Branch Reorganization

With the retirement of Steve Cox last month, Mayor Bach will take on the role of Interim Chief of Economic Vitality with two direct reports in that area: Principal Analyst Bob Cope and Donna Nelson, who leads Spirit of the Springs and Small Business initiatives. Aviation Director Mark Earle will now report directly to Mayor Bach.  Other departments formerly reporting to Steve Cox, including Housing Development, Innovation & Sustainability, and the Parking Enterprise, will report to Nick Kittle, Manager of Administrative Services & Innovation. (See attached Executive Branch Organizational Chart.)

 

Finance

  • Consolidate and reorganize the Finance Department to result in ongoing annual General Fund salary and benefit savings of more than $320,000+.
    • Budget Office and Budget Manager are under the direction of the Chief Financial Officer.
    • Reclassify two division manager positions, and three professional positions to lower classifications – total of five positions downgraded.
    • Eliminate one manager position, one professional position and one administrative position – total of three positions eliminated.
  • Better utilize resources, cross-train staff, and better align workgroups
    • Budget staff and accounting staff moved to same work space will provide cross functional support
    • Payroll and Pension administration – moved to more secure and private workspace – better customer service to discuss pay related issues and retirement decisions in a more appropriate setting
    • AR moved to Sales Tax Division – technical staff will provide cross functional support
  • Implement a new software system for sales-and-use tax collections that is scheduled to be available to taxpayers in early 2013 that will be a more business-friendly process for remitting sales and use taxes and will offer online submittal and payment options.

Public Works – Streets Division

  • Restore highly visible, valuable service that was cut in previous budget cycles, while outsourcing another key service to achieve an overall cost savings to the City.
    • Procure road resurfacing activities (paving, chip seal, and slurry seal) though an open competitive bidding process using private sector contacting firms
    • Restore the alley and gravel roadway maintenance program
    • Reduce the number of full time Streets Division employees by 8%
    • Sell City paving equipment to reduce maintenance and fuel costs
    • Realign staff resources within Public Works to be more efficient such as combining Stormwater Engineering with Engineering Development Review
  • Innovate
    • Open a competitive bidding process to allow private contractors to plow snow in the City. In 2013, we will expand the area that private snow plowing will occur.  If this proves to be cost effective and provides a high level of service for our citizens we will look to further outsource in future budget cycles.
    • Continue the 50/50 cost-sharing program that allows citizens to partner with the City to fix broken or missing sidewalk sections
    • Partner with Colorado Springs Utilities to seek to completely outsource the current City Fleet Division to a  private sector service provider
  • Initial $100,000 in annual savings

Planning                    

  • Reorganize geographic teams to foster single-team contact from entitlement to certificate of occupancy
    • Eliminate six positions (4 filled, 2 vacant)
    • Re-assign three positions
    • 20% reduction in Land Use Review and Development Review Enterprise Planning salary expenses
  • Reduce initial entitlement review times
    • On average, 35% reduction in initial review time
    • Create an “everyday Rapid Response” approach to assisting owners, businesses and developers
  • Reduce entitlement submittal fees
    • Reflect actual staff time spent
    • 50% reduction in fees greater than $750
  • $350,000+ annual savings in Salary/Benefits and Operating Expenses.
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