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Budget Office
Teresa Molloy
Budget Manager
350 Kimbark Street
Longmont, CO 80501
(303) 651-8970



For several years now, the Longmont City Council and staff have been faced with the challenge of providing quality municipal services to our residents within a difficult economic environment. As we approach 2015 and beyond, it is important for us to determine what the appropriate role of City government is (what should be provided), and how to allocate resources based on the priorities of our customers. The process involves several steps that lead up to a prioritized list and quartile ranking of City services which will help guide staff and Council in the allocation of resources in the 2015 budget, as outlined below.


How would you allocate City resources?

Imagine having $1,000 to invest in achieving the City’s mission. Where would you invest your money? What services and programs are most important to you? Almost 1,200 people did just that during the month of April, 2014 and the results are in for City Council to consider on May 13, 2014 at their Council meeting. To see the final tally, check out the Council Communication. These rankings will be used to weight all external programs after the staff scoring (mandates, reliance on the City, population served) is completed.


fiscal fitness

The steps are summarized below:



Step 1

Identify the Right Results

The purpose of this step is to determine City-wide results.  In essence, what do you think your local government should provide. The Longmont City Council with feedback from several hundred residents, business owners and service providers, determined that in order to be great, the City needs to focus on having

  • Safe Community

  • Reliable, Innovative and Resilient Infrastructure

  • Thriving Economic Climate

  • Vibrant Amenities and Opportunities for All

  • Responsible Internal Operations and Governance

Step 2

Define the Results

The next step is to define the outcomes for each Result and the underlying assumptions and factors that influence the outcomes.  Accurate prioritization requires a clear definition of the result such that the cause and effect relationship can be identified and reflected in the scoring process.  The definitions should be clear, comprehensive, logical and measurable and identify the influences and factors that are most critical to the achievement of the Result.

The definitions and assumptions were developed by the City Council with feedback from the community.

Safe Community

• We provide, in partnership with the community, planning and prevention activities to avoid/mitigate crime, hazards and disaster;
• Laws are enforced and justice administered;
• Health and safety codes and regulations are met and/or exceeded where fiscally appropriate;
• Appropriate response and assistance is provided in times of personal and community need, including emergencies;
• Safety net and mental health services are available and accessible for our vulnerable populations; and,
• Safe, secure and connected neighborhoods are supported.

Reliable, Innovative and Resilient Infrastructure

• Planning and maintenance of our high quality utility services are balanced with appropriate costs Citywide;
• The transportation system is safe, affordable and accessible; connected locally and regionally by a variety of modes;
• We preserve, protect and enhance the natural environment; and,
• We promote and practice responsible conservation and recycling.

Thriving Economic Climate

• Natural amenities, the built environment and neighborhoods are comprehensively well planned and developed, now and into the future;
• Entrepreneurs, new and existing business of all sizes and types are planned for, invested in and attracted;
• Sustainable, resilient revenue streams are encouraged, providing a diverse tax base;
• Streamlined processes are provided;
• Diverse housing options and opportunities are supported;
• Partnerships across the City and region are actively developed to leverage opportunities that maximize potential economic, social and educational benefits; and,
• Opportunities in the market are anticipated and realized.

Vibrant Amenities and Opportunities for All

• Community members can pursue and enjoy diverse, affordable and accessible entertainment, educational, arts, cultural, and recreational activities;
• The physical and social health of individuals and families are supported;
• Opportunities to connect with others, within neighborhoods, and the community abound;
• Information about services and opportunities is easily accessible; and
• People choose Longmont because we are a beautiful, welcoming community where people of all ages want to live, learn, work, visit, play and can thrive.

Responsible Internal Operations and Governance

• Responsive, timely, efficient operations support City services to be their best;
• There is clear, inclusive, transparent leadership and collaboration;
• We develop and maintain strong partnerships;
• Local, state and federal rules, regulations and mandates are followed;
• The City's human and physical capital is protected, invested in, and valued;
• Public funds are prudently managed and responsibly leveraged; and,
• We act with the highest integrity and ethics.

Step 3



Value the Results

The goal of this step is for the community to place a relative value on the Results.  With the outcomes identified in step 2 as supporting information, the public will be asked to identify the value of each Result via a scoring method that requires they give relative weights based on the perceived importance of the Result to the community. 



Step 4


Score City Programs

Once the programs are identified, departments will go through a process to score these programs based on how the program influences the outcomes of each Result that was identified in step 2.   The relative value of the Results will be used to weight the scoring scale such that a program that meets the result with the greatest value has the potential to achieve the highest score. Programs that accomplish more than one result will also have the ability to obtain a higher score.  Other basic program attributes such as legal mandates, capacity for revenue generation and demand for the service will also be evaluated during the scoring process.  The process will also include a peer review.

Step 5


Staff will present the prioritized list of services to council in June at their retreat for discussion and direction.  The intent would be to get direction from Council regarding how they would like to use or incorporate this information into staff budget preparation.  It is intended that this prioritization list and quartile ranking become the basis for how funding will get allocated in 2015.