HomeMy WebLinkAbout10/03/2024 - YOUTH ADVISORY BOARD - AGENDA - Regular MeetingYOUTH ADVISORY BOARD
REGULAR MEETING
October 3, 2024 – meeting held at 222 Laporte Ave- Saint Vrain Room (3rd Floor)
7:00-9:00pm: Regular meeting
1. CALL TO ORDER
2. ROLL CALL
3. COMMUNITY PARTICIPATION
4. APPROVAL OF MINUTES
5. NEW BUSINESS
a. Building Tour with Micah Warners
b. PSD Mill Levy Ballot Measure Presentation with R. Lauren Hooten & Dr. Traci Gile
c. Consolidation Plan Presentation with Dianne Tjalkens
d. Our Climate Future Presentation with Honore Depew
6. DISCUSSION ITEMS
7. BOARD MEMBER REPORTS (COMMITTEES, EVENT ATTENDANCE, ETC.)
8. OTHER BUSINESS
9. ADJOURNMENT
NEXT MEETING
Date: November 7, 2024
Time: 7:00-9:00pm
Location: TBD
[Youth Advisory Board]
REGULAR MEETING
Thursday, September 05, 2024 – 7:00 PM
[215 N. Mason Street- Training Room 2E]
1. CALL TO ORDER
2. ROLL CALL
Present: Sophie, Ava, Hope, Sam, Maia, Neena, Scarlett, Charlotte, Kacy
Absent: Brooke, Vince, Jake
3. COMMUNITY PARTICIPATION - none
4. APPROVAL OF MINUTES
Motion: Maia
Second: Neena
5. NEW BUSINESS
a. Clay Frickey, Sr. Manager- Planning, Community Development and
Neighborhood Services: Qualitative Assessment Project - 15 Minute City
b. Dave Kemp, Sr. Planner- Trails: Strategic Trails Plan
6. DISCUSSION ITEMS
a. Fall 2024-Spring 2025 Work Plan Development & Discussion
7. BOARD MEMBER REPORTS (COMMITTEES, EVENT ATTENDANCE, ETC.)
8. OTHER BUSINESS
9. ADJOURNMENT
Motion Kacy
Second Neena
This means that
increases in property tax
collections do not
automatically result in
increases to PSD’s
funding. Voter-approved
mill levy overrides are
needed to increase
funding.
PSD is a Floor-Funded District
●Colorado’s School Finance Formula includes two primary
factors that increase the amount of per pupil funding districts
can receive:
○Size factor for small districts
○Cost-of-Living factor for metropolitan and rural areas
●PSD does not qualify for either of these factors and as a result
is a floor-funded district.
2024 Debt Free Schools Mill Levy
●The Board of Education referred a question for the November
election to provide $49 million annually, increasing with the
rate of inflation, to maintain the district’s schools as part of the
state’s Debt Free Schools Act.
●If passed, the mill levy would:
○Create a dedicated revenue source to improve and
extend the useful life of the district’s buildings.
○Allow the district to re-prioritize more of its general
fund for recruitment and retention, classroom resources,
career and technical education, and neighborhood schools.
2024 Debt Free Schools Mill Levy
●Attracting and retaining the best teachers and staff by maintaining competitive salaries
and providing necessary classroom materials.
●Providing the well-rounded education that today’s students will need for tomorrow’s
jobs and careers, including classrooms for career, technology, and skilled trades that
provide students with real world job skills and providing books, technology, facilities and other
materials needed for students to develop these skills.
●Supporting small, neighborhood schools to provide students individual attention and the
greater sense of community they need to learn and thrive.
●Maintaining and improving school buildings and facilities to ensure secure, healthy, and
comprehensive learning environments by replacing outdated electrical, plumbing, and HVAC
systems and addressing repairs and renovations to extend the useful life of buildings.
●Providing arts, music, library, and physical education supplies and facilities so
students receive a well-rounded education.
What is the Debt Free Schools Act?
●Created by the Colorado State Legislature in 2019 for school
districts to collect ongoing funding for maintenance and
infrastructure needs
●Allows districts to move away from relying on bonds, which
require districts to pay interest on debt, to finance ongoing
costs
●More fiscally responsible way to fund maintenance ,
particularly since maintaining our buildings will always be a
need
How will the money be spent?
●$21.5 million in qualifying expenses (i.e. building
maintenance and infrastructure) will be allocated to the mill
levy and the equivalent amount will be repurposed in the
general fund to be used for salaries, classroom materials,
career and technical education, and neighborhood schools
●$22.9 million will be dedicated to building maintenance,
repairs, and replacement cycles
●$4.6 million is the state-required pro-rata share for
PSD-authorized charter schools
How will the money be spent?
How will the money be spent?
Please visit: https://www.psdschools.org/community/2024-mill-levy for more
information about what each school/department can expect from the mill.
●Five-Year Maintenance
Plan for Facilities Projects
○To be updated
regularly and on
five-year intervals
●HVAC/air conditioning
upgrades
●Salary support for all staff
●Small school support to
stabilize budgets
●Curricular fees
●Curricular programming
and services
●Preventative maintenance
●Replacement cycles
Why Does PSD Need This Mill?
●$1 billion in maintenance needs and $800,000 per year to address them.
○~$650-700 million to maintain in-building mechanical systems
■Additionally, millions of dollars in funding are needed to maintain exterior items like irrigation,
asphalt, playgrounds, etc. These items are not included in $650-700 million estimate.
■This estimate also does not include the cost of design and installation. These are estimates for
materials and equipment only.
○~$250-300 million in HVAC upgrades to air conditioning 32 schools without it
○~$6.4 million to install solar, where feasible
NOTE: The above estimates are based on known costs and systems today. We anticipate increasing needs as
well as emergent needs overtime.
●There is insufficient existing budget to create replacement cycles for curricular materials, arts and
athletics equipment, etc.
●There is insufficient existing budget to renovate classroom spaces.
●PSD must compete with neighboring districts to attract and retain the best teachers and staff and we are
already paying staff below market rates.
What is the impact to taxpayers if the measure
passes?
Residential Home
Value
Tax Increase per Year Tax Increase per
Month
$300,000 $75.63 $6.30
$400,000 $100.84 $8.40
$500,000 $126.05 $10.50
$600,000 $151.26 $12.60
$700,000 $176.47 $14.70
For businesses, which are assessed at a rate of 27.9% compared to 6.7% for
residential properties, the tax increase would be $113.92/year per $100,000 of
non-residential value.
What is the impact to taxpayers if the measure fails?
Residential Home
Value
Tax Decrease per
Year
Tax Decrease per
Month
$300,000 - $110 -$9.16
$400,000 -$147 -$12.25
$500,000 -$184 -$15.33
$600,000 -$220 -$18.33
$700,000 -$258 -$21.50
For businesses, which are assessed at a rate of 27.9% compared to 6.7% for
residential properties, the tax decrease would be $166/year per $100,000 of
non-residential value.
How is PSD demonstrating fiscal responsibility to
taxpayers?
●The district cut $6.6 million in staffing and operating budgets last
year to balance the district’s decreasing budget.
●Continual monitoring for opportunities to create financial efficiencies in
our system.
○86% of district budget is staffing.
○Reductions to budget result in reductions to staff, programming, and
services.
●Seeking a mill, not a bond, to provide an ongoing and sustainable
source of revenue for costs that will be ongoing year over year into
the future.
What happens if the mill fails?
●The district has $800,000 in annual funding to support repairs and maintenance in
our schools.
○Once this is spent, programs and staffing will need to be cut to pay for
necessary repairs and maintenance.
●There will be insufficient funding to replace curricular and classroom materials, like
art supplies, musical instruments, athletic equipment, school buses, etc.
●There will be insufficient funding to renovate buildings to respond to changing
future needs.
●There will be insufficient funding to provide extra support to small neighborhood
schools.
●Taxes paid by home and business owners collected for PSD will decrease.
Pro and Con Statements
Those who support the mill levy say:
-PSD needs an ongoing, sustainable source of
funding to pay for building maintenance, which is
needed annually, and to fund necessary replacement
cycles for things like school buses, musical
instruments, curricular materials, physical education
and athletic equipment, technology, and security
equipment, etc.
-PSD’s teachers and staff should be paid at market
rates to attract and retain top talent to support our
students.
-PSD needs funding to renovate classrooms and
buildings to ensure that these spaces are adequately
equipped, safe, and productive learning
environments to best prepare students for the future.
Those who do not support the mill levy
say:
-Taxes are already high for residents and
businesses in the district and should not
be increased any more.
-PSD has already received funding from
local voters, for example in a bond
measure in 2016 and in a mill levy
override for increases to teacher and
classified salaries in 2019. The district
does not need additional funding.
-It would have been more fiscally
responsible for PSD to close
under-enrolled schools before asking
voters for additional funding.
Poudre School District
2024 Mill Levy Ballot Issue 4A
Why is PSD asking for a mill
levy increase?
The state of Colorado allows school districts to ask voters
to approve additional funding as part of the Debt Free
Schools Act.
• 4A is a mill levy that will create a dedicated funding
source to improve and extend the useful life of the
district’s buildings.
• 4A will allow the district to reprioritize more of its gener-
al fund for teachers and staff, classroom resources, career
and technical education, and neighborhood schools.
• 4A will provide sustainable funding for the district’s
strategic priorities.
• 4A requires local voter approval and will ensure that local
funds are used for Poudre School District and its students.
The district’s mill levy question will provide sustainable funding as part of the state’s Debt Free
Schools Act to improve and extend the useful life of the district’s buildings. If approved, the
mill levy will allow the district to reprioritize more of its general fund for staff recruitment and
retention, classroom resources, career and technical education, and neighborhood schools.
Recruitment and Retention:
• Our district faces challenges attracting and keeping exceptional teachers and staff because
of high cost of living and housing.
• Average PSD teacher salary is less than similar districts along the Front Range.
• First year teacher salaries are $6,700 less than Cherry Creek and $4,000 less than
St. Vrain Valley Schools.
• PSD needs adequate funding to ensure we are paying all district staff at market rates and
recognizing everything that all district employees do to provide innovative, healthy, and safe
classrooms and learning environments for our students..
School maintenance:
• PSD currently has about $800,000 annually available for building maintenance to
address more than $1 billion in facility maintenance needs.
• The district needs additional resources to replace outdated electrical, plumbing, and HVAC
systems and address routine repairs and renovations to extend the useful life of buildings.
Classroom resources:
• The district will expand classrooms for career, technology, and skilled trades classes that
provide students with real-world job skills.
• PSD is committed to providing the highest quality, up-to-date, and innovative classroom
materials at all grade levels so teachers and students have the best tools possible for learning.
• District needs to invest in books, technology, and other library materials and create
replacement cycles for musical instruments, athletics equipment, and other necessary
classroom materials.
Neighborhood schools:
• PSD wants to ensure that students have the individual attention and the greater sense of
community they need to learn and thrive by supporting small, neighborhood schools.
• Board of Education has listened to community feedback about maintaining small,
neighborhood schools and has made this a part of the mill levy question.
How much would this cost me?
Learn more and FAQs: https://www.psdschools.org/community/proposed-2024-mill-levy
or scanning the QR Code.
TheBoardofEducationreferredaquestionforthe
Novemberelectiontoprovide$49millionannually
tomaintainthedistrict’sschoolsaspartofthestate’s
DebtFreeSchoolsAct.
Please visit https://www.psdschools.org/community/2024-mill-levy
for additional tax estimates and information.
Tax Estimate
$126.05 per year Estimate for a $500,000 value
home in the district
$113.92 per year For every $100,000 in
commercial value
Poudre School District
2024 Mill Levy Ballot Issue 4A
Those who support the mill levy say:
• PSD needs an ongoing, sustainable source of funding to pay for
building maintenance, which is needed annually, and to fund
necessary replacement cycles for things like school buses, musical
instruments, curricular materials, physical education and athletic
equipment, technology, and security equipment, etc.
• PSD’s teachers and staff should be paid at market rates to attract and
retain top talent to support our students.
• PSD needs funding to renovate classrooms and buildings to ensure
that these spaces are adequately equipped, safe, and productive
learning environments to best prepare students for the future.
Those who oppose the mill levy say:
• Taxes are already high for residents and businesses in the district and
should not be increased any more.
• PSD has already received funding from local voters, for example in
a bond measure in 2016 and in a mill levy override for increases to
teacher and classified salaries in 2019. The district does not need
additional funding.
• It would have been more fiscally responsible for PSD to close under-
enrolled schools before asking voters for additional funding.
Learn more and FAQs: https://www.psdschools.org/community/proposed-2024-mill-levy
or scanning the QR Code.
By the Numbers 2023-24 School Year
92%
Retention rate for PSD’s teachers and licensed staff. The district has
a 78 percent retention for classified staff and 90 percent rate for
its administration.
9% to 12%
Average Poudre School District teacher salary is 9 to 12 percent less than
similar districts along the northern Front Range, presenting a challenge in
recruiting and retaining exceptional teachers.
PROPOSED FUNDING PRIORITIES
$21.5 Million
$4.6 Million
$1 billion
Estimated amount of capital improvements and maintenance
needs in school buildings with no dedicated funding to address these needs.
$800,000
Annual amount available to Poudre School District in its general fund to maintain the
district’s schools and facilities. An estimated $1 billion in funding for improvements
and maintenance is needed.
32
Number of PSD schools that do not have mechanical cooling, with classroom
temperatures reaching well above 85 degrees during the hottest months of the year.
General fund support for teacher and
staff salaries, career and technical
education, classroom materials/
instruments, neighborhood schools
$22.9 Million
School Maintenance and Renovations
Charter school allocation*
*Required by Colorado statue
The Consolidated Plan
Consolidated Plan
The Consolidated Plan
•Is a five-year planning document for
the use of federal dollars
•Includes a needs assessment and
market analysis (current state)
•Housing
•Homelessness
•Community Development
•Identifies priorities and sets goals
•Earmarks resources
2
HUD Funding
Funding from HUD to Support
Community Development and
Affordable Housing
•Community Development
Block Grant (CDBG)
•HOME Investment Partnership
Program (HOME)
How much?
Approx $8.5 million over 5 years
•~$1,100,000/yr CDBG
•~$600,000/yr HOME
3
Overview of Funding Sources
CDBG: Community Development Block Grant
Purpose: Improve the physical, economic, and social conditions
for low-income people
Source: US Department of Housing and Urban Development
Eligible Uses: Projects must: principally benefit low- and
moderate-income persons, aid in the elimination of slums or
blight, and/or meet an urgent or unanticipated community need
4
Public service activities: May not exceed 15% of annual CDBG fund allocation (~$170,000/year)
Overview of Funding Sources
HOME: HOME Investments Partnerships Program
Purpose: Increase the supply of safe and sanitary housing
affordable to low income people
Source: US Department of Housing and Urban Development
Eligible Uses: Eligible uses include development of new
housing, rehabilitation of existing housing, tenant based rental
assistance and homeownership assistance.
5
Competitive Process
How are funds distributed?
•Competitive Process: City funds (HSP & AHF), CDBG and HOME
•Staff review for eligibility
•AHB ranking of housing applications
•HSHF Board reviews all applications and recommends funding for all
applications (40+).
•Council approves the recommendations.
6
HOME
AHF
28%
Consolidated Plan
2020-2024 Consolidated Plan
Goals
•Increase the supply of affordable
housing units
•Preserve existing affordable housing
•Provide emergency sheltering and
services
•Provide housing stabilization
services
•Increase access to services
7
Consolidated Plan
2020-2024 Consolidated Plan Achievements (in progress)
In 3 years*, CDBG & HOME funds have supported:
•55 new affordable rental housing units
•6 new affordable ownership units
•112 affordable housing units preserved
•94 people provided homelessness prevention support
•2238 people provided overnight shelter
•1367 people provide supportive services to improve living conditions
(case management, adult day care, behavioral health services,
supports for people with disabilities, etc.)
* Year 4 ends Sept 30, 2024. Year 5 runs Oct 1, 2025-Sept 30, 2026. New ConPlan begins Oct 1,
2026, but applications for Year 1 begin January 2025.
8
Examples of Funded Projects
9
Housing
•Habitat for Humanity: Harmony Cottage
•Housing Catalyst: Plum Street
Rehabilitation
•Habitat for Humanity: Poudre Build #8
•Housing Catalyst: Impala Project
•Housing Catalyst: Village on Bryan
Rehabilitation
•Mercy Housing: Northfield
•Neighbor to Neighbor: Coachlight Plaza
Rehabilitation
•Neighbor to Neighbor: 44 Unit Rehabilitation
•Housing Catalyst: Village on Bryan
Rehabilitation
Human Services
•Catholic Charities: Samaritan House
•Crossroads Safehouse: Domestic
Violence Emergency Shelter
•Family Housing Network: Shelter
Programs
•Neighbor to Neighbor: Homelessness
Prevention
Consolidated Plan
Inputs used to determine
priorities for the Plan:
•Data
Census, HUD, Colorado DOH,
CAHPS, PIT, Housing Catalyst,
PSD, MLS, CoFC, etc.
•Stakeholder Outreach
Interviews, listening session,
workshops & focus groups,
boards & commissions
•Community Outreach
Community questionnaire, lived
experience groups, public
meetings
10
Consolidated Plan
2025-2029 Consolidated Plan
•What are our highest
priority community needs,
both current & anticipated?
•What goals can we
achieve with CDBG &
HOME funds?
•How should we prioritize
funding?
11
Timeline
Timeline
•Now-December:
•Collect community and stakeholder input
•Collect and analyze available data
•October: Public meeting
•December: Draft plan goals
•January-March: Continue outreach to refine and prioritize goals and
funding
•April: Complete draft Consolidated Plan
•May: Public Review Period
•July: Council Approval
•August 2025: Final due to HUD
12
Questions/Contact
More Info & Questionnaire:
fcgov.com/socialsustainability/consolidated-plan
Questions?
Too shy to ask now? Contact me later:
Dianne Tjalkens
CDBG Program Administrator
dtjalkens@fcgov.com
970-221-6734
13
Questions/Contact
Additional Information
14
Eligible Projects
CDBG National Objectives $5,375,000 over 5 years
•Low - and Moderate-Income (LMI) Benefit
•Activities that benefit LMI populations
•Ex: services for seniors, homeless shelter, micro loans for LMI business owners, job
training, etc.
•LMI Housing
•Ex: homeowner rehab, rental acquisition, homebuyer assistance
•LMI Jobs
•Ex: business loans, commercial rehab, infrastructure to a business
•Slum and Blight Remediation
•Area Basis
•Ex: code enforcement, infrastructure, commercial rehab
•Spot Basis
•Ex: acquisition, clearance, relocation, historic preservation, remediation of
contaminated property, building rehab
•Urban Renewal
•Activities in Urban Renewal or Neighborhood Development Program action
areas
•Ex: infrastructure, economic development
•Urgent, Unanticipated Community Need
15
Eligible Projects
CDBG Eligible Uses $5,375,000 over 5 years
•Homeownership rehabilitation: energy efficiency, handicapped accessibility,
emergency repairs, weatherization
•Homeownership purchase: direct homeownership assistance to LMI households (ie:
downpayment assistance)
•Rental housing activities:
•Acquisition: site clearance and assemblage, site improvements
•Rehabilitation: labor and materials, energy efficiency improvements, utility
connections, conversion of a closed building from one use to a residential use
•Off-site infrastructure: installation of roads & public utilities in support of
housing
•Public facilities: develop facilities for persons with special needs and homeless shelters
•Public service activities:may not exceed 15% of annual CDBG fund allocation
($806,250 over 5 years—$161,250 per year)
16
Eligible Projects
HOME Eligible Uses $3,500,000 over 5 years
•Affordable Rental Housing: acquisition, rehabilitation, new
construction & tenant based rental assistance
•At least 90% of families must have incomes below 60% AMI; the
remainder must qualify as low-income
•Affordable Ownership Housing: acquisition, rehabilitation, new
construction & down-payment assistance
•100% of families qualify as low-income
•Includes: Building or rehabilitating housing for rent or ownership,
providing homeowners with funds to purchase or rehabilitate, site
acquisition, improvement or demolition to make way for HOME-
assisted development. All units must meet current property standards.
17
Overview of Funding Sources
AHF: Affordable Housing Fund
Purpose: Increase the supply of housing affordable to low
income people
Source: City of Fort Collins General Fund and KFCG
Eligible Uses: Acquisition of real property, soft costs associated
with housing development, relocation expenses, site
improvements, housing construction, housing rehabilitation,
homeownership assistance
18
Overview of Funding Sources
HSP: Human Services Program
Purpose: Provide social services to low income people
Source: City of Fort Collins General Fund and KFCG
Eligible Uses: Public services
KFCG: Keep Fort Collins Great
Purpose: Sales tax originally passed in November 2010,
renewed for 2020-2030, to fund critical services and programs for
the community
Source: .85 percent sales tax
Eligible Uses: Road improvement projects, increased staffing
and facilities for emergency responders, diverse needs in the
Parks and Recreation Department, and other community priorities
19
Headline Copy Goes Here
Honore Depew
Youth Advisory Board:
October 2024 Presentation
Our Climate Future
Overview
2025-26 Budget
Process
07-17-2024
Headline Copy Goes HerePresentation Outline
Our Climate Future (OCF) Overview & Background
•OCF Big Moves and Core Concepts
•OCF Pathways to Goals
•Greenhouse Gas Reduction, Zero Waste, and 100% Renewable Electricity
•City Council Priorities for 2024-25
2025-26 Budget Process
•BFO Overview and Timeline
•2050 Tax –OCF Funding
•Revenue for Climate & Air Quality investments
2
Headline Copy Goes Here
3
Our Climate Future Strategic Alignment
Strategic Objective ENV 1: Implement the Our Climate Future Plan
to advance the City’s greenhouse gas, energy and waste goals;
reduce air pollution; and improve community resilience.
Headline Copy Goes HereAmbitious OCF Goals
4
•Greenhouse Gas Emissions Reduction
•50% below 2005 baseline by 2026
•80% below 2005 baseline by 2030
•Carbon Neutral by 2050
•100% renewable electricity by 2030
•Zero waste, or 100% landfill diversion, by 2030
Headline Copy Goes Here
OCF Big Moves and
Core Concepts
5
Headline Copy Goes HereOur Climate Future Big Moves
6
BETTER TOGETHER RESOURCE BETTER
LIVE BETTER
BREATHE BETTER
• Shared Leadership and Community Partnership
• Zero Waste Neighborhoods
• Climate Resilient Community
• Convenient Transportation Choices
• Live, Work and Play Nearby
• Efficient, Emissions Free Buildings
• Healthy Affordable Housing
• Local, Affordable and Healthy Food
• Healthy Local Economy and Jobs
• Zero Waste Economy
• Healthy Natural Spaces
• 100% Renewable Electricity
• Electric Cars and Fleets
Headline Copy Goes Here
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Mitigation Resilience Equity
OCF – Expanding what climate action means
Headline Copy Goes HereOCF Guiding Principles
We all share responsibility for Our Climate Future. Responding to the ongoing climate emergency requires
shared leadership between businesses, community organizations, government, and residents.
Injustices have the same root cause . Exploiting people and nature causes environmental injustice, racial
injustice, and climate disruption.
Governments are accountable for injustice. The City of Fort Collins, and other governments, have an
obligation to help correct past and ongoing harms by investing in the most impacted communities.
People know what they need. The most impacted people are best able to define successful solutions. OCF
listens to and trusts what they say is needed.
Equitable solutions are best. Solutions to limit and respond to climate disruption should also address equity
and fairness.
Headline Copy Goes Here
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Shared Leadership and Community Partnership
City-led Co-led Community-led
How can collaborative projects…
•share leadership and influence
•distribute roles and recognize
strengths
•respect existing governing
structures
How can the community…
•take ownership and action
•build capacity and organize
•secure funding and resources
•leverage but not depend on
City support
How can the City…
•increase community
influence on our work
•increase accountability
on equity
Headline Copy Goes Here
OCF Pathways to Goals
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Headline Copy Goes Here
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Emissions Forecast
2030 “Do Nothing More” Forecast
•Includes population growth, weather,
existing regulations and resource
changes
•Range based on historic variation
Headline Copy Goes Here
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Emissions Pathways to 2030
Pathways
•Quantified pathways
result in a 70% carbon
emissions reduction by
2030
Headline Copy Goes Here
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Emissions Pathways to 2030
Pathways
Electricity
Buildings
Industrial Manufacturing
Transportation
Waste
Land Use
Undetermined to Goal
2030
24.5%
15.0%
4.5%
4.0%
0.9%
0.1%
10%
Headline Copy Goes Here
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Community Waste Pathways to 2030
Pathways
Construction and Demolition
Materials Recycling
Food Scraps & Yard Trimmings
Composting
City Industrial Materials
Recycling
Remaining potential
(e.g., behavior change, circular
economy, extended producer
responsibility, etc.)
2030
12%
6%
2%
27%
15% Landfilled
Headline Copy Goes Here
Highlights for NRAB: #2, #5, #6, #8
City Council Priorities for 2024 -26
Headline Copy Goes Here
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Reduce climate pollution and air pollution through best practices,
emphasizing electrification (#6)
Problem Statement
Building energy use accounts for over 2/3 of the community emissions inventory;
vehicle transportation emissions account for 25%; small engines (such as lawn and
garden equipment) contribute to both local Greenhouse Gas emissions and air
pollution; and the North Front Range is in a severe non -attainment zone for air
quality under the Clean Air Act. Without significantly reducing emissions from these
sectors, it will be impossible to improve air quality and meet Council-adopted climate
goals.
Examples of short-term goals
•Adopt policies and performance standards for energy use in existing buildings and new building energy
codes for new construction
•Strategic allocation of 2050 Tax funds through 2024 & 2025/2026 budgeting for outcomes process
•Continue electric conversion of City -owned, gas-powered equipment
Headline Copy Goes Here
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Accelerate Zero Waste infrastructure and policies (#5)
Problem Statement
Fort Collins is currently missing the nearby infrastructure needed to meet its
commitments to becoming a Zero Waste and Carbon Neutral community. Policies
and programs for diverting material away from landfills are dependent upon viable,
community-scale facilities for recycling, composting, and other waste diversion
actions.
Examples of short-term goals
•Infrastructure pathways: Develop clear pathway to local/regional construction & demolition waste sorting
facility to enhance opportunities for recycling of building materials and for local/regional food scrap
processing facility/facilities to enhance opportunities for keeping materials out of landfills
•Policies leveraging existing infrastructure: Implement the contracted hauling program to expand yard
trimmings collection; develop policy for commercial/multi -family yard trimmings
•Once infrastructure pathways identified: Engage in policy/program development for residential and
commercial food scraps as well as construction and demolition materials
Headline Copy Goes Here
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Improve human and social health for vulnerable populations (#2)
Problem Statement
Obstacles and barriers exist that impede access to services for our underserved
community members. We need to work with our regional partners and invest in a
robust and accessible safety net to create conditions where one is not needed.
Existing oil and gas wells in and around Fort Collins cause harmful pollution and
have negative environmental and human health impacts.
Examples of short -term goals
•Healthy Homes program funding to implement more residential home improvements in underserved
communities
•Develop and implement plans to remove or mitigate obstacles and expand funding and services to our
underserved community members
•Take direct actions to ensure compliance and reduce oil and gas operations in and around Fort Collins,
especially in northeast Fort Collins
Headline Copy Goes Here
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Advance a 15-Minute City by accelerating our shift to Active Modes
(#8)
Problem Statement
Multiple departments and funding sources are necessary to implement the Active
Modes Plan and Vision Zero Plan, with an emphasis on Safe Routes to School.
Examples of short-term goals
•Prioritize Active Modes and Safe Routes to School projects for all implementing departments and existing
funding sources (e.g. FC Moves, Streets, Traffic, Engineering, Parks)
•Update a substantive set of policies, standards and guidelines that are currently barriers to implementing the
AMP and Vision Zero.City Staff will complete an audit in 2024
•Leverage upcoming Tax Renewal efforts (Community Capital Investment Program and Street Maintenance
Program Tax) and Budgeting for Outcomes (including 2050 Tax) to further prioritize and centralize funding for
collective impact of Active Modes Plan and Strategic Trails Plan implementation
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Budgeting for
Outcomes -
BFO 101
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How Does City of Fort Collins Allocate Revenue?
•Uses a priority-based process called Budgeting for Outcomes or BFO
•The process focuses on community priorities, reflected in the City’s Strategic Plan
•Offers for the 2025 -2026 budget cycle are organized into seven Outcome Areas:
•Neighborhood and Community Vitality
•Culture and Recreation
•Economic Health
•Environmental Health
•Safe Community
•Transportation & Mobility
•High Performing Government
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Strategic Linkages
Key Outcome
Strategic Objectives
Budget Offers for Programs and Services
• The City’s 7 highest -level priorities / areas of focus
• Used in City Plan, Strategic Plan, BFO, Community Outreach
• Multiple Objectives (i.e., goals) per Outcome
• Achieving the Objectives helps realize our Outcomes
• Documented in the City’s Strategic Plan
• Progress shown by metrics linked to each Objective
• Includes all City programs and services
•Offers designed to help achieve the Objectives
•Multiple Offers can be linked to one Objective
•Metrics are tied to each budget Offer
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Big Picture of Strategic Planning and Execution
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2024 Strat Plan:
5 Yr. View
BFO 2025-26
ELECTIONS
Onboard
new Council
2023
Delivery of BFO Programs & Initiatives
approved in the 2025-26 Budget
2024 2025 2026
Year 1 Budget Year 2 Budget Year 1 Budget Year 2 Budget
Delivery of BFO Programs & Services
approved in 2023-24 Budget
The New Council’s Priorities are a Key Input into the Refreshed Strategic Plan;
the Purpose of the Budget is to Resource the Strategic Plan
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Where the Money Comes From (Revenue)
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Budgeting For Outcomes (BFO) Timeline
•July - Aug Public Engagement to inform Recommended Budget
•Aug 30 City Manager's Recommended Budget published
•Sep - Oct Public Engagement regarding the Recommended Budget
•Sep 10 Council Work Session #1
•Sep 17 Council Meeting – Public Hearing #1
•Sep 24 Council Work Session #2
•Oct 1 Council Meeting – Public Hearing #2
•Oct 8 Council Work Session #3
•Nov 6 or 7 Council Meeting – First Reading of the Budget Ordinance
•Nov 15 Council Meeting – Second Reading of the Budget Ordinance
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2050 Tax – OCF Funding
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2050 Tax
Summary 2023 Ballot Language:
•SHALL CITY OF FORT COLLINS TAXES BE INCREASED BY $23,800,000 IN THE FIRST FULL FISCAL
YEAR (2024), AND BY SUCH AMOUNTS COLLECTED ANNUALLY THEREAFTER, FROM A .50% SALES AND
USE TAX BEGINNING JANUARY 1, 2024, AND ENDING AT MIDNIGHT ON DECEMBER 31, 2050, WITH THE
TAX REVENUES SPENT ONLY FOR THE FOLLOWING:
•50% FOR THE REPLACEMENT, UPGRADE, MAINTENANCE, AND ACCESSIBILITY OF PARKS FACILITIES
AND FOR THE REPLACEMENT AND CONSTRUCTION OF INDOOR AND OUTDOOR RECREATION AND
POOL FACILITIES,
•25% FOR PROGRAMS AND PROJECTS ADVANCING GREENHOUSE GAS AND AIR
POLLUTION REDUCTION, THE CITY’S 2030 GOAL OF 100% RENEWABLE ELECTRICITY, AND THE
CITY’S 2050 GOAL OF COMMUNITY-WIDE CARBON NEUTRALITY,AND
•25% FOR THE CITY’S TRANSIT SYSTEM, INCLUDING, WITHOUT LIMITATION,
INFRASTRUCTURE IMPROVEMENTS, PURCHASE OF EQUIPMENT, AND UPGRADED AND EXPANDED
SERVICES;
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Goals for 2025-26 Process for 2050 Tax OCF Funds
•Develop 2050 Tax – OCF Funding recommendations strategically to advance Big
Moves in a balanced way
•Maintain focus and commitment to resilience and equity
•Give staff time to consider new programs and needs
•Expand decision -making beyond OCF Lead and OCF Exec teams
•Better integrate support for community -led work
25% FOR PROGRAMS AND PROJECTS ADVANCING GREENHOUSE
GAS AND AIR POLLUTION REDUCTION, THE CITY’S 2030 GOAL OF
100% RENEWABLE ELECTRICITY, AND THE CITY’S 2050 GOAL OF
COMMUNITY-WIDE CARBON NEUTRALITY