Success requires first expending ten units of effort to produce one unit of results. Your momentum will then produce ten units of results with each unit of effort. Charles Givens
1. Completed the Carnegie Library Renovation. 2. Summer Reading Program broke records - number of participants as well as weekly program attendance. 3. Addressed the retail sale of marijuana issue Citizens allowed to decide. 4. Revised nuisance laws; better code enforcement tools. 5. Acquisition key parcel in the Hogbacks Recreation Area. 6. Completed the preparation of the 2013 Comprehensive Annual Financial Report (CAFR); received an unqualified opinion for the City s independent auditor - GFOA s Certificate of Achievement for Excellence in Financial Reporting award. 2014 ACCOMPLISHMENTS
7. Completed the financial administration and compliance requirements for thirty State and Federal grants totaling $2,011,635 the most in our history. 8. Completion of the Riverwalk Trail west extension (Colorado AWPA Award) 2.5 miles 9. Design and reconstruction of the 400 Block of Main Street. 10. Initiated the Highway US50 Corridor Plan process. 11. Completed Pavement Management Plan. 12. Created the City s economic stimulus package. 2014 ACCOMPLISHMENTS
13. Produced a 1.7 billion gallon supply of drinking water for citizens. 14. Replaced the coating on 3.4 Million Gallon water storage tank preserved a long-term asset. 15. Completed the recovery and restoration of 1,369 acres of watershed area that was impacted by the 2013 Royal Gorge Fire. 16. Processed approximately 450 building permits. 17. Completed a long-term vision for the community s future a community branding and visioning plan. 18. Secured a $148,000 grant from the Economic Development Administration for the Royal Gorge Tourism Marketing Recovery Plan. 19. Completed design for the next phase of Macon Plaza improvement. 20. 2014 Election coordination. 2014 ACCOMPLISHMENTS
21. Coordinated families and arrangements for 93 burials. 22. Provided 1,898 utility line locates. 23. 340 Park Use Permits. 24. Reorganized the Forestry, Cemetery and Parks Departments into a single operation to improve efficiency and reduce operating costs accomplished more duties than previous year with half the full-time staff and more part-time employees of the previous year. 25. Completed planting of 5,000 seedling trees in the Royal Gorge Park. 26. Constructed 2 miles of new trail in the Royal Gorge Park and 5 miles in the Hogback Recreation Area. 27. Maintained the City s fleet of 190 licensed vehicles and equipment. 2014 ACCOMPLISHMENTS
28. Reduced Major Crime. 12% in 2014. 29. National Award Winner for National Night Out (first place in Colorado). 30. Completed body - worn camera study. 31. Instituted a K-9 program in Police Department ($25,000 raised). 32. Refinance City Hall to save $380,000. 2014 ACCOMPLISHMENTS
GOVERNMENT SERVICES AND REVENUE Sufficient and appropriate reserve Revenues are not adequate to handle all responsibilities of government GOAL
IMPROVE OPERATIONAL EFFICIENCY
CITY S PROPERTY TAX COLLECTIONS YEAR AMOUNT COLLECTED 2009 $354,185 2010 $402,271 2011 $400,602 2012 $395,091 2013 $393,896 2014 $386,200 2015 $383,100 DID YOU KNOW?
SALES TAX MILL CITY POPULATION RATE LEVY ALAMOSA 8,972 2.0 6.70 CAÑON CITY 16,400 2.0 2.90 CORTEZ 8,965 4.05 1.09 CRAIG 9,432 2.25 18.99 DELTA 9,093 3.0? EVANS 19,009 3.5 13.54 FIRESTONE 8,850 2.0 6.80 FORT MORGAN 10,762 3.0 13.25 FOUNTAIN 23,351 3.75 10.24 FRUITA 11,687 3.0 10.15 JOHNSTOWN 9,707 2.0 23.95 RIFLE 9,531 3.5 5.26 STERLING 12,829 3.0 14.05 SUPERIOR 10,512 3.46 9.48 TRINIDAD 9,515 4.0 17.58 STATE-WIDE COMPARISION
SALES TAX MILL LOCAL RATE LEVY BROOKSIDE - 2.79 CAÑON CITY 2.0 2.90 CAÑON CITY FIRE DISTRICT - 17.04 CAÑON CITY SCHOOL - 35.67 COAL CREEK - 15.47 FLORENCE 2.5 18.11 FREMONT COUNTY 2.5 12.91 WILLIAMSBURG - 3.32 LOCAL COMPARISON
ACTUAL vs. INFLATION ADJUSTED 2000-2014 INFLATION or ECONOMIC GROWTH?
$73,608,205 Capture ¼ of Leakage = $1.47 Million ESTIMATED RETAIL SALES LEAKAGE
$1,280,000 $1,260,000 $1,260,000 $1,270,000 $1,390,000 $1,590,000 $1,560,000 $1,700,000 $1,670,000 $1,680,000 $1,680,000 RGB&P ATTENDANCE & REVENUE
CONDITION OF OUR STREETS Excellent 2% Good 11% Satisfactory 11% Fair 10% Poor 12% Very Poor 15% Serious 23% Failed 15% 65% 115 MILES OF CITY STREETS
Annual Street Maintenance Budget $400,000 +/- $10 Million Per Year Over the Next 30 Years Required to Bring and Maintain Complete Street System in a Satisfactory Condition Is $2.0 Million Additional Per Year Realistic? Sales Tax Rate Revenue Generated 2.0% $ 5.80 Million 3.5% $ 8.70 Million 3.0% $10.15 Million 4.5% $11.60 Million
Quality of Life and Community Amenity Improvements River Corridor Improvements Replace the Incline at Royal Gorge Park Highway 50 corridor improvements Support for our Community serving agencies Maintaining staffing at competitive market rates Increasing costs for all forms of insurance WHERE WILL THE REVENUE COME FROM?
UNDERSTANDING AND PROMOTING A VISION FOR OUR FUTURE Cañon City Branding And Vision Plan Downtown Strategic Plan Royal Gorge Park Area Master Plan In Progress Highway 50 Corridor Improvement Plan - In Progress Carnegie Library Strategic Plan Heritage Center Of The Royal Gorge Region Plan Eastern Fremont County Trails Plan - In Progress City Bike and Pedestrian Plan Community Street And Pavement Management Plan Hogback Recreation Area Master Plan
COOPERATION AND PULLING IN THE SAME DIRECTION
1. PUBLIC SAFETY - SAFE STREETS AND COMMUNITY Handled several department and community tragedies in 2014 Continue to reduce major crime in community Continue community policing approach Continue to build effective crime mapping, analysis and patrol Well-trained officers Combined Communication Center mid-2015 Officer retention - challenge GOAL
2. MORE EFFICIENT GOVERNMENT Strive for more efficient operations Made difficult choices regarding staffing and operations Cut about $1.3 million in operating expenses over two years Contracts for service when cost savings possible and quality maintained Continue to direct in the future more funding for capital / community improvements GOAL
3. ECONOMIC DEVELOPMENT must grow revenues Promote a stronger tax base Diversify Retain / Expand Attract Build a much stronger Economic Development Program Communication Partnerships Targets Advance the Community Brand in our collective actions Tourism marketing Improve marketing coordination PR Firm to develop a campaign and position and market the Brand Develop a plan for funding GOAL
ECONOMIC DEVELOPMENT (CON T) Attracting new business and jobs Improve access to businesses along Highway 50 Business Park Strengthen and attract business Downtown Economic development incentive program No Building Permit Fees for new development No Use Tax for new development Now Water Tap Fee for new development 2 Years Regulatory changes and flexibility Continue to pursued a Regional Building Department Appropriate flexibility User friendly
4. CONTINUE TO IMPROVE DOWNTOWN Attract more Shoppers to Improve Business Outdoor cafes Macon Plaza a gathering and event space Gateway arch Heritage Tourism focused on our history and branding Downtown Development Authority Business retention, expansion and attraction Targeted recruitment retail plan to promoted the Brand Marketing Event planning and coordination Monitor performance and accomplishments GOAL
IMPROVE DOWNTOWN (CON T) Expand public art downtown Develop a retail incubator Promote property investment Façade Restoration Renovation Loan Programs Tax Credits Fee Waivers Flexible Regulation Better information and education
5. BETTER USE OF THE ROYAL GORGE PARK ASSET Promote a National Park Quality experience Promotes the Community Brand Greater revenue generation and community attraction Consider annexation of the Park to promote community interests Develop Trail System with Connection to Community Design the Tunnel Drive to Fremont Peak Trail Connection Royal Gorge Park Resort community attraction Amphitheater On-going capital improvement plan do not let asset diminish GOAL
6. STRENGTHEN CODE ENFORCEMENT TO IMPROVE NEIGHBORHOODS 7. BETTER COMMUNITY PARTNERSHIPS Pulling in the same direction Focused on advancing a Community Brand and Image GOAL
8. IMPROVE PERCEPTIONS OF THE COMMUNITY Not Business Friendly Difficult to Deal With Prison Town Pass-Through Community No Jobs for Spouses Develop a new Community Vocabulary
9. MAINTAIN THE FINANCIAL HEALTH OF THE CITY Strong reserve in the General Fund and Water Enterprise Fund - 25% of annual expenditures Maintain a 5 year capital improvement plan that advances City goals Develop an 5 year investment plan Maintain a high municipal credit rating Very little debt Consider all option for growing revenues for community improvements Public and Private Investment Consider reasonable taxing options Pursue all appropriate grants Other GOAL
CAÑON CITY STATE POPULATION 16,415 MEDIAN INCOME $ 37,008 $ 58,433 PER CAPITA INCOME $ 18,691 $ 31,109 MEDIAN HOUSE VALUE $150,700 $236,898 MEDIAN AGE 42.9 36.1 HIGH SCHOOL OR LOWER 53.0% 32.0% SOME COLLEGE/ASSOC. 27.0% 31.0% BACHELOR S OR HIGHER 28.0% 37.0% PERSONS BELOW POVERTY 24.5% 13.2% OUR COMMUNITY
IT IS EASY TO CRITIZE, BUT IT TAKES LEADERSHIP TO BUILD. WE ARE BUILDING A BETTER CAÑON CITY FOR TODAY AND TOMORROW