HomeMy WebLinkAboutCOUNCIL - COMPLETE AGENDA - 04/13/2021 - WORK SESSIONCity of Fort Collins Page 1
Wade Troxell, Mayor Remote Meeting
Ross Cunniff, District 5, Mayor Pro Tem City Hall West
Susan Gutowsky, District 1 300 LaPorte Avenue
Julie Pignataro, District 2 Fort Collins, Colorado
Ken Summers, District 3 Cablecast on FCTV
Melanie Potyondy, District 4 Channel 14 on Connexion
Emily Gorgol, District 6 Channel 14 and 881 on Comcast
Carrie Daggett Darin Atteberry Delynn Coldiron
City Attorney City Manager City Clerk
Upon request, the City of Fort Collins will provide language access services for individuals who have limited English
proficiency, or auxiliary aids and services for individuals with disabilities, to access City services, programs and
activities. Contact 221-6515 (V/TDD: Dial 711 for Relay Colorado) for assistance. Please provide 48 hours advance
notice when possible.
A petición, la Ciudad de Fort Collins proporcionará servicios de acceso a idiomas para personas que no dominan el
idioma inglés, o ayudas y servicios auxiliares para personas con discapacidad, para que puedan acceder a los
servicios, programas y actividades de la Ciudad. Para asistencia, llame al 221-6515 (V/TDD: Marque 711 para Relay
Colorado). Por favor proporcione 48 horas de aviso previo cuando sea posible.
City Council Work Session
April 13, 2021
6:00 p.m.
CALL TO ORDER.
1. Hickory Village Mobile Home Park Sale. (staff: JC Ward, Kyle Stannert; 10 minute presentation; 30
minute discussion)
The purpose of this item is to provide an update on the potential for Hickory Village Mobile Home Park
(MHP) to become a resident-owned community (ROC) and to seek feedback from Council members
on the desired level of City engagement in that process.
2. Financial Update and Response to COVID-19 Pandemic Impacts. (staff: Travis Storin, David Lenz;
15 minute presentation; 20 minute discussion)
The purpose of this work session is to provide Council with an update to the City’s preliminary financial
condition at year-end 2020, to illustrate the response to the economic impacts of the COVID-19
pandemic, to provide an updated outlook for the balance of 2021 and to offer a first glimpse into the
environment facing us as we start the process of evaluating 2022 Budget for Outcome (BFO) offers.
City of Fort Collins Page 2
3. Council End of Term Report. (staff: Darin Atteberry, Tyler Marr; 20 minute presentation; 40 minute
discussion)
The purpose of this item is to review the work plan, priorities, and highlights of Council's 2019-2021
term.
ANNOUNCEMENTS.
ADJOURNMENT.
DATE:
STAFF:
April 13, 2021
JC Ward, Senior Planner
Kyle Stannert, Deputy City Manager
Ryan Mounce, City Planner
Caryn Champine, Director of PDT
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
Hickory Village Mobile Home Park Sale.
EXECUTIVE SUMMARY
The purpose of this item is to provide an update on the potential for Hickory Village Mobile Home Park (MHP) to
become a resident-owned community (ROC) and to seek feedback from Council members on the desired level of
City engagement in that process.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
Staff is seeking direction from Council on potential short - and long-term engagement actions:
1) Does Council have any questions or feedback on opportunities for the city to engage as community
conveners in the potential creation of a Resident Owned Community (ROC) for Hickory Village Mobile Home
Park?
2) In recognition of the quick timeline to form ROC's and the complexity of the process, should City programs be
developed to support future MHP sale/Resident Owned Community opportunities?
BACKGROUND / DISCUSSION
On March 3, 2021, the owner of Hickory Village MHP agreed to sell the park to a corporate operator. According
to state law the potential sale triggered a 90-day window for residents to make an offer to purchase the park and
become a ROC. Neighborhood meetings with the Hickory Village community have revealed that there is strong
support to pursue this option. Staff from Neighborhood Services and Planning Departments met with
representatives from Thistle, a non-profit affordable housing organization, which provides technical assistance
and helps arrange financing for ROC’s in Colorado. With the high purchase price ($23 million) and short timeline,
Thistle staff have expressed a desire for local support for the formation of a ROC.
Hickory Village Sale Status and Timeline
Hickory Village is one of nine MHP’s in Fort Collins and contains approximately 200 manufactured housing units,
a majority of which are owned by their residents. In early March, residents and the City received notification from
the owner of the intent to sell the property to a buyer for a purchase price of $23 million. Recently passed state
legislation requires 90-day advance notice of the sale of an MHP and provides the opportunity for residents to
submit their own offer to purchase the property, potentially leading to a resident owned community.
The decision to pursue resident ownership requires the support of a large majority of Hickory Village residents as
well as the ability to organize a cooperative, arrange financing, and submit an offer to the current owner. Timing is
an especially critical aspect to any potential resident ownership decision, as residents and partners have as few
as 90 days from the original notice of the intent to sell (March 3, 2021) to complete these tasks.
Thistle, a ROC technical assistance provider, is meeting with Hickory Village residen ts and local partners to
provide information about resident ownership and to ascertain what level of interest residents at Hickory Village
may have in the idea of a resident ownership proposal. Key dates in the timeline thus far include:
1
Packet Pg. 3
April 13, 2021 Page 2
• March 3: Notice of sale mailed/posted for residents; trigger date for state required 90 -day notice and
opportunity to purchase period.
• March 9: The City receives mailed notice of intent to sell Hickory Village.
• March 15: Staff met with Mi Voz Leaders’ Council to discuss fears and outline potential paths forward.
Resident leaders had a strong interest in becoming a ROC.
• March 18: Staff met with Thistle to discuss the feasibility and process of Hickory Village becoming a ROC.
• March 25: Thistle hosted a neighborhood meeting with 45 Hickory Village residents to provide information
and resources on becoming a ROC.
• April 3: Thistle hosted a follow-up neighborhood meeting with 125 Hickory Village residents to provide
information and resources on becoming a ROC. The residents have formed an interim leadership board and
are continuing pursuit of ownership.
• June 1: The end of the state-required 90-day notification period and the earliest a sale of the property to
another buyer could be completed.
Resident Owned Communities (ROC) Overview
Resident owned communities are a growing trend that gives manufactured housing residents greater control over
the rules, operations, maintenance, and monthly lot rent within their neighborhood. ROC’s often form when an
existing MHP is for sale as residents form a cooperative to own and operate the overall community. Residents still
own their individual units, but they also have a share in the larger cooperative which sets park rules and lot rent
which often are better aligned with the needs and priorities of its resident owners.
While a growing trend, resident ownership can be difficult to achieve for a variety of reasons:
• An existing MHP owner must be a willing seller and a large percentage of residents must agree to participate
to form the cooperative and submit a competing offer.
• In Colorado, MHP residents and ROC partners often have a limited time window to organize and find the
necessary financing.
• MHP’s are increasingly viewed as investment properties and residents and ROC p artners must often compete
against large corporations and private equity firms to purchase a community.
• Certain park characteristics may be needed to form a ROC, such as a minimum number of units, high
resident ownership rates, and acceptable infrastructure conditions.
• Although ROC’s typically stabilize rent long-term, at the time of conversion there may be a large one-time
increase in rental prices.
Process of Becoming a ROC
1. Either before or during a MHP sale, residents typically receive information and organizing assistance about
resident ownership so they can understand the opportunities and challenges. At Hickory Village, Thistle, a
certified technical assistance provider within the ROC USA, is currently working with residents and local
partners.
2. If residents decide to pursue resident ownership, a cooperative must be formed, and an interim Board of
Directors selected. The resident cooperative is the entity that purchases the property. Typically, 70 -80% of
residents need to agree to participate.
3. Due diligence is completed on all aspects of the property. Financial scenarios are reviewed while the
cooperative and its partners secure financing and submit their purchase offer to the park owner.
4. If successful, the cooperative becomes the landowner and helps manage future operations, rules, and lot
rent.
1
Packet Pg. 4
April 13, 2021 Page 3
Colorado ROC Trends
ROC’s are in operation across the country, with larger concentrations in the Northeast and Pacific Northwest.
ROC’s are relatively new to Colorado with several formed in the past several years in Canon City and Longmont.
Based on media reports and information from Thistle, several aspects appear to be common to the formation of
Colorado ROC’s thus far:
• Subsidies, grants, and other financial partnerships are often invol ved as part of financing a ROC. In Colorado,
this amount has been close to 25% of the purchase price. These grants, no/low interest loans or other
subsidies are typically used to help keep rents lower upon the transition to resident ownership. Key partners
in previous deals have included the Colorado Division of Housing, Colorado Health Foundation, and the
support of other local partners or jurisdictions where the MHP is located.
• Residents have a buy-in amount to help form the cooperative. The maximum buy -in amount is typically limited
to a maximum of $1,000 per household.
• The overall process for resident ownership generally takes 90-150 days. While it can extend longer, recent
Colorado legislation only requires a minimum of a 90-day sale notice and opportunity to purchase. As of April
13, the Hickory Village sale is 41 days into this timeline.
Summary of Colorado Mobile Home Park Act Section 38-12-217
• MHP owners are required to provide notice of their intent to sell to all tenant homeowners and the municipality
or county where the park is located.
• Within 14 days of the MHP owner listing the park for sale, they must provide notice to each tenant
homeowner, any homeowners association, the municipality or county where the park is located, and the
Colorado Division of Housing.
• Within 14 days of a MHP owner intending to make a final, unconditional acceptance of an offer for the sale or
transfer of the park, they must give notice to each tenant homeowner, any homeowners association, the
municipality or county where the park is located, and the Colorado Division of Housing.
• After each notice above, a MHP owner must give tenant homeowners a 90 -day opportunity to make an offer
to purchase the park. MHP owners must negotiate in good faith with any group o r association of homeowners
or their assignees who submits an offer to buy the park.
Violations of state law for Mobile Home Park Act Oversight or Residents’ Right to Purchase are enforced by the
Department of Local Affairs Mobile Home Park Oversight Program, which began in May 2020. However, It is
unlikely that DOLA could take action to stop the sale of a park, were DOLA to become engaged in this matter.
And, although it would seem appropriate for a delay in the sale to be an available remedy for a failu re to give
required notices, Colorado Revised Statutes Section 38-12-217(15) says DOLA and the office of administrative
courts do not have the authority to issue injunctive relief in response to a complaint alleging a violation of the
statute, or to delay a transfer or transaction involving the property.
ROC Benefits
ROC’s stabilize rent for residents (after initial increases at the time of purchase) and maintain rent at or below the
rents of nearby commercially owned communities, due to the absence of a profit margin in community costs.
Additionally, ROC members sign perpetual leases, meaning they can live in the ROC as long as they choose so
long as they pay rent and follow the rules. Therefore, ROC’s serve as one method of securing affordable housing
options, while providing residents with collective decision-making power regarding park rules and community
initiatives. These attributes align ROCs with City policy goals for affordable housing, residents’ rights, and
manufactured housing preservation.
A ROC also helps meet Council and City priorities for the preservation of manufactured housing and stabilizing
residents’ housing. As owners of the land underneath their homes, residents have the direct input and control
over the future of the property they traditionally lack when living within a non-resident owned community. A sale
1
Packet Pg. 5
April 13, 2021 Page 4
and potential closure of the property in a ROC could only occur through the consent of its resident owners. The
direct resident decision-making authority of a ROC provides an enhanced layer of protections and preservation
support beyond the City’s recent adoption of a manufactured housing zone district.
Considerations for the City
Potential short-term City roles for Hickory Village MHP Sale
• Take no action: City staff would not actively participate in this process other than to direct inquiries regarding
this process to agencies involved.
• Be a convener: The City’s Neighborhood Services and CPIO departments can provide engagement support;
connecting residents, community partners such as Housing Catalyst, The Family Center-La Familia and
Thistle, and park owners (if/when appropriate).
• Be a convener and financial partner: The City can provide engagement as described above, as well as
financial support.
Potential long-term City roles
Staff could create a program to assist in future conversions to ROC’s. This may include supporting residents in
the formation of residents’ associations and the creation of a plan for becoming resident -owned should the
opportunity arise. Staff can also continue their engagement with property owners, ensuring they fully understand
state laws regarding MHP sales and are aware of all selling options. Other financial support considerations could
be explored to include creation of a grant, loan, or other funding program to prepare for future MHP sales.
ATTACHMENTS
1. Powerpoint Presentation (PDF)
1
Packet Pg. 6
April 13, 2021
Hickory Village Mobile Home Park Sale
ATTACHMENT 1 1.1
Packet Pg. 7 Attachment: Powerpoint Presentation (10145 : Hickory Village Mobile Home Park Sale)
2
Direction Sought
1)Does Council have any questions or feedback on opportunities for the City to
engage as community conveners in the potential creation of a Resident
Owned Community (ROC) for Hickory Village Mobile Home Park?
2)In recognition of the quick timeline to form ROC’s and the complexity of the
process, should City programs developed support future MHP sale/Resident
Owned Community opportunities?
1.1
Packet Pg. 8 Attachment: Powerpoint Presentation (10145 : Hickory Village Mobile Home Park Sale)
Overview: Hickory Village Sale
§Hickory Village Mobile Home Park
§Located along Hickory Street, west of
N. College Ave
§Approximately 205 units
§Notice of sale published on March 3, 2021
§Recent state legislation requires a 90-
day notice before sale occurs
§Sale price: $23 million
3
1.1
Packet Pg. 9 Attachment: Powerpoint Presentation (10145 : Hickory Village Mobile Home Park Sale)
Resident Ownership Opportunity
§90-day sale notice also provides opportunity for
residents to submit an offer to purchase.
§If accepted, offer would create a resident
owned community (ROC).
§Thistle, a ROC technical assistance provider, is
meeting with Hickory Village residents and local
partners.
§Education & training
§Determining interest & feasibility
§Prior involvement in other Colorado ROC's
4
1.1
Packet Pg. 10 Attachment: Powerpoint Presentation (10145 : Hickory Village Mobile Home Park Sale)
Sale / Opportunity to Purchase Ti meline
§MAR 3:Notice of sale. Triggers 90-day notice & opportunity to purchase period
§MAR 9:City receives mailed Hickory Village sale notice
§MAR 15: Staff meet with Mi Voz Leaders’ Council to discuss Hickory Village sale and
outline potential paths
§MAR 18: Staff meet with Thistle to discuss sale and feasibility/history of other ROCs
in Colorado
§MAR 25: Thistle meets with Hickory Village residents to discuss ROC process
§APR 3:Follow-up meeting between Thistle and Hickory Village residents.The
majority of participating residents want to pursue a ROC.
§JUN 1: End of 90-day opportunity to purchase period
5
1.1
Packet Pg. 11 Attachment: Powerpoint Presentation (10145 : Hickory Village Mobile Home Park Sale)
ROC Overview
§Resident Owned Communities (ROC):
§Resident cooperative is formed to purchase and operate their mobile
home community
§Cooperative owns the land and operates the community; better
alignment with resident priorities
§Lot rent, park rules, maintenance & amenities
§ROC's promote City policy goals:
§Preservation / stabilization of existing manufactured housing
§Alignment and accountability to resident priorities
§Residents’rights and livability improvements
6
1.1
Packet Pg. 12 Attachment: Powerpoint Presentation (10145 : Hickory Village Mobile Home Park Sale)
ROC Challenges
§Difficult to organize and arrange financing within 90 days
§Hickory Village ~42 days into process (as of 4/13/21)
§Need a willing seller and must compete against private buyers
§Seller is not required to sell to residents, only to consider the
residents' offer in good faith
§Ty pically requires a large majority of resident support / participation
§One-time buy-in required to form cooperative
§A r ent increase upon transition to a ROC is likely
§Few local examples
§First ROC's in Colorado began several years ago
§Financial assistance by state and local entities have been required
7
1.1
Packet Pg. 13 Attachment: Powerpoint Presentation (10145 : Hickory Village Mobile Home Park Sale)
City Engagement Roles:Hickory Village
§Ta ke no action:
§No longer participate in this process
§Direct all future resident inquiries to agencies involved
§Be a convener:
§Connect, facilitate, and support residents,community partners,
and park owners through process
8
1.1
Packet Pg. 14 Attachment: Powerpoint Presentation (10145 : Hickory Village Mobile Home Park Sale)
City Engagement Roles:Hickory Village
§Be a convener and financial partner:
§Provide engagement and facilitation throughout the process
§Connect residents wi th community partners and MHC owners
§Financial support
§Low or no interest loans
§Grants
§Down payment assistance
9
1.1
Packet Pg. 15 Attachment: Powerpoint Presentation (10145 : Hickory Village Mobile Home Park Sale)
City Engagement Role:Long-Te rm
§Resident Engagement:
§Organizing resident associations
§Roadmap to ROC
§Owner Engagement:
§Clarity on state law and selling options
§Financial Support:
§Designated ROC fund, loan, or grant program
§Partnerships with community funding organizations
10
1.1
Packet Pg. 16 Attachment: Powerpoint Presentation (10145 : Hickory Village Mobile Home Park Sale)
11
Direction Sought
1)Does Council have any questions or feedback on opportunities for the City to
engage as community conveners in the potential creation of a Resident
Owned Community (ROC) for Hickory Village Mobile Home Park?
2)In recognition of the quick timeline to form ROC’s and the complexity of the
process, should City programs developed support future MHP sale/Resident
Owned Community opportunities?
1.1
Packet Pg. 17 Attachment: Powerpoint Presentation (10145 : Hickory Village Mobile Home Park Sale)
DATE:
STAFF:
April 13, 2021
David Lenz, FP&A Director
Travis Storin, Chief Finance Officer
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
Financial Update and Response to COVID-19 Pandemic Impacts.
EXECUTIVE SUMMARY
The purpose of this work session is to provide Council with an update to the City’s preliminary financial condition
at year-end 2020, to illustrate the response to the economic impact s of the COVID-19 pandemic, to provide an
updated outlook for the balance of 2021 and to offer a first glimpse into the environment facing us as we start the
process of evaluating 2022 Budget for Outcome (BFO) offers.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
What questions or feedback do Councilmembers have related to the update on the City’s financial condition and
near-term outlook?
BACKGROUND / DISCUSSION
In response to the COVID-19 outbreak, the City was required to deviate from its normal course of business
related to the biennial Budgeting for Outcomes (BFO) process and management of its financial affairs during
2020. The City was faced with a high degree of uncertainty over the estimates of revenue impacts from the
pandemic and instituted emergency cost reduction efforts in 2020. The City instituted a modified, one -year BFO
process for 2021 that was informed by the cost reductions and lower revenue forecasts projected in mid -2020.
During the June/July 2020 timeframe, the City estimated a potential revenue shortfall of approximately $31 million
for the year. Preliminary, unaudited results for year -end 2020 show that the estimated negative revenue impacts
were less severe than anticipated and the City’s efforts to curtail spending exceeded initial projections. These two
factors, combined with realized federal stimulus funds available to the City, resulted in a more favorable overall
financial position at year-end. However, these results were not evenly distributed among th e different funds
across the organization. This disparity also mirrors how the economic impacts of the pandemic been felt
unevenly in the greater Fort Collins, Colorado, and national landscapes.
As we look at updated view of the 2021 economic environment (and preview of 2022), we are cautiously
optimistic that financial recovery from the pandemic has taken a foothold. Sales tax collections over the past 6
months have rebounded to pre-pandemic levels. Additional stimulus funds from the recent $1.9 trilli on federal
package will continue to boost the local economy. Continuation of this better -than-expected performance will
allow for selective reinstatement of program and/or spending cuts that were instituted in the 2021 budget and set
the stage to allow for targeted budget increases as part of the 2022 budget.
ATTACHMENTS
1. Powerpoint Presentation (PDF)
2
Packet Pg. 18
Financial Update
Council Work Session
Ap ril 13, 2021
Tr avis Storin and David Lenz
ATTACHMENT 1 2.1
Packet Pg. 19 Attachment: Powerpoint Presentation (10140 : Financial Update)
Fiscal Stewardship
•Revenues of $500M+ per year; cash and investment holdings of $450M+
•48 employees across Accounting, Purchasing, Budget, Financial
Planning & Analysis, Safety/Risk Management, Sales Tax, and CityGive
•Service provider to PFA, Library District, DDA, and URA
•3rd party audits provided for annually by City Charter
•Moody’s AAA Rating –3-5% of local governments nationally
•Recipient of GFOA Financial Reporting Certification for 33 years
2
2.1
Packet Pg. 20 Attachment: Powerpoint Presentation (10140 : Financial Update)
Presentation Overview
•2020 Review –Expectations, Uncertainty and Outcomes
•2021 Update / 2022 Outlook
•Revenue Opportunities
•Challenges for 2022 BFO
•Appendix: Supplemental Appropriations Review
3
2.1
Packet Pg. 21 Attachment: Powerpoint Presentation (10140 : Financial Update)
Guidance Sought
•What questions or feedback do Councilmembers have related to the update on
the City’s financial condition and near-term outlook?
4
2.1
Packet Pg. 22 Attachment: Powerpoint Presentation (10140 : Financial Update)
2020 Overview
•2020 started strong –employment, growth
•Over the Cliff
•Dire predictions of economic collapse and shutdowns
•Early estimates of revenue shortfall -$25 to $50 Million (10-20%)
•Q2 saw actual revenue contraction
•Bracing for the unknowns -duration and recovery
•Cost containment efforts
•BFO process changes
•Spending cuts, Federal aid, potential use of reserves
•Closed an anticipated $31M funding gap; $15M in budget cuts
5
2.1
Packet Pg. 23 Attachment: Powerpoint Presentation (10140 : Financial Update)
July 2020: Closing the Revenue Gap
6
-31.2
0.0
6.6
7.4
3.4
0.3 1.2 1.0 2.4 7.8
1.1
-40.0
-30.0
-20.0
-10.0
0.0
Projected
Shortfall
Fed/State
Funding
Tier 1
Spending
Cuts
Hiring
Freeze
Closed
Facility
Furloughs
Transit
Expense
reductions
- NEW
CARES
Expense
Offset -
NEW
June
Sales/Use
Tax - NEW
Additional
Expense
Cuts
Reserve
Usage
Remaining
Funding
Gap
2020 Revenue Gap Closure -$M
$15 M in cuts to
budget
2.1
Packet Pg. 24 Attachment: Powerpoint Presentation (10140 : Financial Update)
City Revenue
7
•Roughly half of our revenue
comes from Utilities and half
comes from Governmental
activity
•Utility revenue driven by
demand and rate changes
•Governmental revenue
growth slowed starting in
2015 and fell off in 2020
•Grants and contributions
have a separate and
independent cadence
2.1
Packet Pg. 25 Attachment: Powerpoint Presentation (10140 : Financial Update)
Sales Tax History
8
2.1
Packet Pg. 26 Attachment: Powerpoint Presentation (10140 : Financial Update)
Sales Tax Collections -Category
9Wide range of outcomes across industries: some up nearly 20%, others down nearly 50%
2.1
Packet Pg. 27 Attachment: Powerpoint Presentation (10140 : Financial Update)
Sales Tax -Business Remittance
10
3k+ Businesses
Recovery has been a tale of two recoveries within the community
2.1
Packet Pg. 28 Attachment: Powerpoint Presentation (10140 : Financial Update)
Variance to Budget Variance to Budget
$ Millions % of Budget $ Millions % of Budget
Sales & Use Tax ($4.6)(3.3%)Personnel Costs $5.6 4.4%
Property Taxes $0.6 1.8%Purchased Prof &Tech Services $4.9 9.8%
Intergovt . Shared Reven ues $0.6 4.6%Purchased Property Services $6.4 13.5%
Culture,Parks, Rec & Nat A. Fees ($5.4)(32.7%)Other Pu rchased Services $6.6 14.1%
Payment in Lieu of Taxes ($0.2)(1.6%)Supplies $4.7 23.8%
General Government Fees ($1.0)(7.7%)Cap ital Outlay $9.0 38.6%
Transportation Fees ($1.4)(19.3%)Other $2.5 36.3%
Interest Reven ue ($1.3)(32.7%)Deb t & Other Uses $1.7 17.1%
Other Miscellaneous ($2.9)(11.2%)Frozen Ap propriations $12.0 100.0%
Total ($15.5)(5.9%)Total $53.4 15.6%
Ove r /(Under)Under /(Ove r)
Revenue Expenses
Governmental –2020 Preliminary Results
11
City finished the year $16M behind its revenue budget for the year while significantly
reducing expenditures and adjusting timing in response to the pandemic impacts.
TS2
TS3
2.1
Packet Pg. 29 Attachment: Powerpoint Presentation (10140 : Financial Update)
Utilities –2020 Preliminary Results
12
Utility Services finished the year slightly over its revenue budget while expenses were
significantly down due to lower purchase power costs and timing of expenditures.
Variance to Budget Variance to Budget
$ Millions % of Bud get $ Millions % of Bud get
Electricity ($1.2)(0.8%)Personnel Costs $0.2 0.6%
Water $3.0 10.0%Purchased Prof & Tech Services $0.8 13.3%
Wastewater ($0.6)(2.4%)Purchased Property Services $0.7 8.1%
Stormwater $0.4 2.3%Other Purchased Services $0.2 0.6%
Al l Other ($0.9)(3.0%)Supplies $11.1 10.1%
Capital Outlay $2.7 60.7%
Total $0.8 0.3%Other $3.9 37.9%
Frozen Ap prop riations $2.7 100.0%
Total $22.4 10.4%
Ove r /(Under)
Revenue
Under /(Ove r)
Expenses
2.1
Packet Pg. 31 Attachment: Powerpoint Presentation (10140 : Financial Update)
Ye ar-End Fund Balances
13
(1) Includes GID and URA balances but excludes DDA and General Employees Retirement Plan balances.
(2) Utility Funds balances reflect working capital amounts only.
Fund (1)Endi ng Balance Endi ng Balance Change
($ M illions)12/31/2019 12/31/2020 2020 vs.2019
Actual Preliminary
General Fund $72 $68 ($4)
Keep Fort Col lins Great Fund $8 $10 $2
Tr an sportation Fund $13 $11 ($2)
Capital Projects Fund $25 $17 ($8)
Other Govern men tal Funds $107 $117 $10
Util ity Funds (2)$170 $188 $18
In ternal Service Funds $32 $32 $0
Other Funds $9 $11 $2
Tot al $437 $453 $16
2.1
Packet Pg. 32 Attachment: Powerpoint Presentation (10140 : Financial Update)
2020 Key Takeaways
•Planned for a $31M governmental budget revenue shortfall (12%),
experienced a $16M shortfall (6%)
•Federal and state relief packages appear to have an impact to the
local and regional economy
•Disparate impact across the community and City organization
•Cost containment efforts (hard freezes and other pullbacks) had a
significant impact to the bottom line
14
2.1
Packet Pg. 33 Attachment: Powerpoint Presentation (10140 : Financial Update)
2021 Update / 2022 Outlook
15
2.1
Packet Pg. 34 Attachment: Powerpoint Presentation (10140 : Financial Update)
2021 Update
•Economic Environment
•Revenue update: Sales Ta x / Other
•Additional federal relief is in the works ~ $27.5M
•Other initiatives/programs
16
2.1
Packet Pg. 35 Attachment: Powerpoint Presentation (10140 : Financial Update)
Sales Tax: Fort Collins vs. National
17We have recovered to pre-pandemic levels over the past 6 months
2.1
Packet Pg. 36 Attachment: Powerpoint Presentation (10140 : Financial Update)
2021/22 Outlook: Using “New” sources
18
15.0
-4.1
5.0
6.0
??
3.2 4.3 Up to
9.4 Up to
13.2
-10.0
0.0
10.0
20.0
30.0
2021 Potential
Revenue
Upside
2022 Revenue
Growth
Mktplace
Facilitators
Remove Hiring
Freeze
Anticipated pay
increases
Sustainably
fund ongoing
expenses
Restore
Reductions
2022
Enhancements
2022 Funding
Status
Primary BFO objectives include evaluating previous reductions for
restoration and removing the hiring freeze.
TS1DL1
2.1
Packet Pg. 37 Attachment: Powerpoint Presentation (10140 : Financial Update)
Risks
19
•Uneven impacts continue
•Some Funds negatively impacted
•Funding for increased ongoing maintenance costs
•Signs of inflationary impacts (fuel, consulting/contract labor rates)
•Impacts of hiring freeze and job openings on service delivery levels
2.1
Packet Pg. 39 Attachment: Powerpoint Presentation (10140 : Financial Update)
American Rescue Plan Act (ARPA)
20
•Current estimates indicate $27.5M available for state and local aid
•Other funds available for childcare, utility bills, libraries, small
business, travel/tourism, and broadband
•Considerably broader definition of eligible expenses vs. CARES
•Have until 12/31/2024 to spend
•Tr easury Guidelines expected by week of 4/12
•Programs / timing for utilization -TBD
2.1
Packet Pg. 40 Attachment: Powerpoint Presentation (10140 : Financial Update)
2021-2022 Key Takeaways
•The fiscal challenges look slightly different than 2020:
•Restoring 2020 reductions, lifting hiring freeze, and compensation strategies
•Likely to be limited enhancement offers without dedicated funding
•Several City revenue opportunities with still-unknown community
impacts
•We’re playing the long game –BFO 3 years in a row
21
2.1
Packet Pg. 41 Attachment: Powerpoint Presentation (10140 : Financial Update)
•Returning Sales Tax growth to pre-pandemic levels of growth & flat
Use Tax projections
•Development activity is healthy
•Development review volume, including pre-submittal activity, continues to
be steady compared to past 5 years
•Revenues related to development review anticipated to remain consistent
wi th 2020 levels for 2021 and 2022
•Ongoing offers can include non-personnel inflation of 2%
22
Macro Considerations
2.1
Packet Pg. 42 Attachment: Powerpoint Presentation (10140 : Financial Update)
Closing
•What questions or feedback do Councilmembers have related to the update on
the City’s financial condition and near-term outlook?
23
2.1
Packet Pg. 43 Attachment: Powerpoint Presentation (10140 : Financial Update)
Appendix
24
2.1
Packet Pg. 44 Attachment: Powerpoint Presentation (10140 : Financial Update)
2020/21 Supplemental Appropriations
25
2.1
Packet Pg. 45 Attachment: Powerpoint Presentation (10140 : Financial Update)
26
Supplemental Appropriations
1/1/2020 –3/31/21
Fundi ng Source To tal
Gr an ts 26,083,357$
Un an ti ci pate d Revenue 21,336,920$
Prior A ppropriati ons 317,657$
Re se rv es 28,168,010$
Gran d Total 75,905,944$
2.1
Packet Pg. 46 Attachment: Powerpoint Presentation (10140 : Financial Update)
27
Supplemental Appropriations
1/1/2020 –3/31/21
•$5.3M in January 2020 for Ta ft Hill Improvement Project Federal Grant, LarCo Contribution
•$5.0M in January & April 2020 for the Epic Homes Loan Program External Capital
•$3.7M in January 2020 for Climate Action Plan Mitigation & Resilience Light & Power Fund Reserves
•$1.2M in February 2020 for Land Bank Property Acquisition General Fund Reserves
•$8.7M in May 2020 for Natural Areas Annual Reappropriation Natural Areas Fund Reserves
•$4.1M in June 2020 for College Ave / Tr ilby Rd Intersection Improvements Federal and State Grants
•$9.0M in July 2020 for the CVRF (Coronavirus Relief Fund) CARES Act Funding
•$1.5M in August 2020 for West Elizabeth BRT Design Grant, CSU Contribution, Reserves
•$10.3M in December 2020 for Transit Services CARES Act Funding
•$1.5M in December 2020 for Hail Damage Repairs Insurance Claim Proceeds
•$1.5M in January 2021 for Small Business Relief Fund Add’l Revenues
•$4.5M in March 2021 for South Ti mberline Improvements Project Federal Grant, Reserves
•$3.5M total for CDBG / HOME Annual Federal Grants, Coronavirus Grants
•$8.0M total for Reappropriation (2020 & 2021) and 2020 Annual Adjustment Reserves, Add’l Revenues
2.1
Packet Pg. 47 Attachment: Powerpoint Presentation (10140 : Financial Update)
DATE:
STAFF:
April 13, 2021
Darin Atteberry, City Manager
Tyler Marr, Deputy Director, Information & Employee
Services
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
Council End of Term Report.
EXECUTIVE SUMMARY
The purpose of this item is to review the work plan, priorities, and highlights of Council's 2019 -2021 term.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. Does Council have any clarifying questions or requests for further information on any of the priorities or other
items presented?
2. What feedback or suggestions would Council like to offer on the future of remote/hybrid meetings and their
use for public meetings?
BACKGROUND / DISCUSSION
Every two years, following the municipal election and the seating of new Councilmembers, Council gathers for a
strategic planning retreat. In this setting, they discuss and establish their priorities of focus for the following two
years. These priorities are guiding elements for staff in the updating of the Strategic Plan and in the formation of
the City Manager’s Recommended Budget, and also guide the work plans of many policy -oriented staff members
across various departments. The priorities of this Council were established formally by Resolution 2019 -076 and
included 20 distinct priorities. Staff has tracked the progress made through the Council Priorities Dashboard,
which is updated quarterly. While the pandemic and associated response certainly impacted the overall work
plan, much progress was made and there is additional work that will continue past this Council’s term. A final
update to the Priorities Dashboard for this Council’s term is included (Attachment 1). These agenda materials
and additional highlights will be discussed as part of the presentation.
Council formed two ad-hoc committees to support the equity and inclusion and affordable housing priorities ,
respectively. Both committees helped advance these two priorities in a targeted fashion. Council held work
sessions and adopted formal plans on many additional priorities, including the Housing Strategic Plan and Parks
and Recreation Master Plan. The presentation highlights additional policy decisions made by Council i n addition
to staff progress and efforts.
Naturally, other things arise over the course of any given Council term that requires the attention of City
Leadership beyond the adopted priorities, including operational areas of focus and budget that are worth
highlighting too. Council, the community, and the organization were required to be agile and make significant
adjustments in 2020 due to a truly unusual year of events. Some major items not captured in a council priority that
are worth reflection include:
• A global pandemic that upended “business as usual,” caused a tremendous amount of community suffering,
spurned what is likely to be a years’ long recovery effort - but that also highlighted areas of amazing resilience
within the community and organization;
• The two largest wildfires in Colorado’s history that directly impact the City’s watershed and supply;
3
Packet Pg. 48
April 13, 2021 Page 2
• The funding of the highest priority transportation project in the City in the Vine/Lemay realignment and grade -
separated crossing;
• The opening of the Northern Colorado Regional Law Enforcement Training Center; and
• The opening of the Poudre River White Water Park.
A specific facet of Council’s dialogues over the past year, having taken place during the COVID -19 pandemic, has
been the remote or hybrid setting for each regular meeting or work session. This represented a significant shift
away from how public meetings were traditionally conducted and presented choices for how to do so after the
pandemic and in the future. The Zoom Webinar platform chosen early in the lockdown-era allows for remote
participation by Council, residents, and staff, and includes other features that are difficult to emulate in an in -
person setting such as simultaneous interpretation. As we look toward a post -COVID reality, staff is interested in
Council’s feedback around aspects and components of remote and hybrid meetings that should continue or how
the City could better refine processes, both for Council specifically but also for Boards and Commissions and
other meetings.
ATTACHMENTS
1. Council Priorities Dashboard (PDF)
2. Powerpoint Presentation (PDF)
3
Packet Pg. 49
1 PROGRESS KEY – APPROXIMATE COMPLETION: 25% 50% 75% 100% End of Term, March 2021
CITY COUNCIL
PRIORITIES DASHBOARD
The purpose of this dashboard is to track the progress of priorities established during the June 2019 Council retreat and adopted
in July 2019. It will be updated quarterly to provide current information and to guide the scheduling of items on the Six-Month
Planning Calendar.
Last Updated: End of Term; March/April 2021
Next Major Update: TBD
PROGRESS
COUNCIL
RETREAT PRIORITY INTENDED OUTCOMES SERVICE AREA ACTIONS AND STATUS
ECONOMIC HEALTH
AFFORDABLE AND
ACCESSIBLE
CHILDCARE
Continue to identify barriers and
needs related to increasing the
supply of affordable childcare,
looking at a variety of solutions
including development incentives
and flexibility to ensure that
childcare is not a career and
lifestyle limiting factor in Fort
Collins
Sustainability
Services
Next Council Action:
Memo with status updates included in
March 25 Council packet
Other Info:
• Childcare was added as a policy
statement category in the City’s
2021 Legislative Policy Agenda.
• Recreation Department continues to
offer childcare services during
school-out days and spring/summer
break, including scholarships or
reduced fee options for low-income
families.
• City staff has a new benefit,
Care@Work, that offers free,
unlimited access to Care.com’s
premium membership to find
caregivers, tutors, senior caregivers,
pet walkers and sitters,
housecleaners, errand runners, and
access to other families looking for
shared-care arrangements like a
Nanny Share or Learning Pod.
ATTACHMENT 1 3.1
Packet Pg. 50 Attachment: Council Priorities Dashboard (10142 : End of Term Report)
2 PROGRESS KEY – APPROXIMATE COMPLETION: 25% 50% 75% 100% End of Term, March 2021
CITY COUNCIL
PRIORITIES DASHBOARD
PROGRESS
COUNCIL
RETREAT PRIORITY INTENDED OUTCOMES SERVICE AREA ACTIONS AND STATUS
SMALL BUSINESS
PLAN
Develop strategies that can
advance the City’s stated goals of
incubating, expanding, and
retaining existing employers.
Assist in ongoing efforts
underway by community
organizations and continue focus
on innovation and start-ups
Sustainability
Services
Next Council Action:
No pending Council actions.
Optional Business Site Visits
(opportunities for virtual visits exist;
coordinate with EHO to arrange)
Other Info:
• Supported the distribution of
approximately $840,000 of State
funds, authorized by the General
Assembly in December 2020, to 164
businesses through the Small
Business Relief Program.
• Launched a new grant program to
support tax preparation and financial
reporting for small businesses that
have received financial assistance.
Or to prepare for the next round of
grants.
• Small Business Assistance Program
(CARES funded): provided $1.9
million in direct support to 204
businesses – 90 of which are
restaurants (all materials available in
Spanish and other languages upon
request; technical assistance
available for owners without internet
access).
• Collaborating with regional partners
to develop a regional economic
recovery strategy – will provide
guidance to local strategies.
• Initiated process of hiring a full-time
contractual Business Specialist
targeting support of minority-,
Spanish speaking-, and women-
owned businesses.
• Developed and deployed a $5.0
million county-wide loan program
targeting businesses with 20 or
fewer employees.
3.1
Packet Pg. 51 Attachment: Council Priorities Dashboard (10142 : End of Term Report)
3 PROGRESS KEY – APPROXIMATE COMPLETION: 25% 50% 75% 100% End of Term, March 2021
CITY COUNCIL
PRIORITIES DASHBOARD
PROGRESS
COUNCIL
RETREAT PRIORITY INTENDED OUTCOMES SERVICE AREA ACTIONS AND STATUS
STRATEGIES THAT
CREATE
COMMUNITY JOBS
Engage with and assist/convene
community partners to address
opportunities for those who are
underemployed or non-college
bound with the use of an equity
lens. Consider strategies to help
reduce the mismatch between
available jobs and skills in the
workforce
Sustainability
Services
Next Council Action:
Recovery Planning Work Session
scheduled for May 25, 2021.
Other Info:
• Working across the region on a
coordinated and collaborative
response and recovery plan to
COVID-19 focused on workforce
retraining, business adaptation, and
leaning into recovery opportunities –
this strategy is ultimately about
putting the local labor force to work.
Titled the Reignite Our Economy
and covering both counties.
• Providing a direct distribution of
Personal Protective Equipment to
businesses based on need and
availability in December 2020.
• On-going collaboration with the
County’s Workforce Development
Board on regional response to
COVID-19 workforce challenges.
• Maintaining NoCoRecovers.com
with regional partners as a one-stop
shop for business support resources
and up to date COVID-19
information. This has helped
businesses to keep operating and
keep employing community
members.
• Working with Social Sustainability
and private employers to develop a
strategy for Diversity and Inclusion
related to workforce development
• On-going engagement in Talent 2.0
with multiple partners
3.1
Packet Pg. 52 Attachment: Council Priorities Dashboard (10142 : End of Term Report)
4 PROGRESS KEY – APPROXIMATE COMPLETION: 25% 50% 75% 100% End of Term, March 2021
CITY COUNCIL
PRIORITIES DASHBOARD
PROGRESS
COUNCIL
RETREAT PRIORITY INTENDED OUTCOMES SERVICE AREA ACTIONS AND STATUS
UNDERGROUNDING
OF ELECTRIC
INFRASTRUCTURE
(TRANSMISSION
AND DISTRIBUTION)
Understand current status and
develop strategy to complete
undergrounding of all electric
system infrastructure within Fort
Collins to improve reliability and
community aesthetics, including
Platte River’s and other utilities’
transmission lines and the
remaining distribution lines
owned by Light & Power to
provide for a more dynamic power
grid
Utilities Next Council Action:
Whitepaper for undergrounding
distribution and transmission infrastructure
Other Info:
Distribution:
• Construction nearly complete on the
Milfred Lane & Primrose Drive
overhead conversion areas.
• Designs are in progress for the two
remaining projects to be released for
construction in the area south of
Drake & Taft.
• Construction will begin to
underground the overhead line that
runs through the Two Creeks
Natural Area in April 2021. This line
alone accounts for 20% of our
remaining overhead distribution
system.
• Utilities is working closely with
Connexion for joint construction
opportunities.
• Undergrounding focus will shift to
the College & Trilby area for design
and construction in late 2021.
Transmission:
• Fort Collins staff is delayed in
developing a joint white paper with
Platte River regarding Transmission
infrastructure undergrounding.
Engineering resources are being
focused on the capital budget
revisions needed for 2020 and the
2021 budget.
• There are at least three transmission
providers that operate within Fort
Collins GMA. Platte River, Western
Area Power Administration, and Xcel
Energy. Initial estimates based on
current construction costs for
underground transmission are $0.5B.
3.1
Packet Pg. 53 Attachment: Council Priorities Dashboard (10142 : End of Term Report)
5 PROGRESS KEY – APPROXIMATE COMPLETION: 25% 50% 75% 100% End of Term, March 2021
CITY COUNCIL
PRIORITIES DASHBOARD
PROGRESS
COUNCIL
RETREAT PRIORITY INTENDED OUTCOMES SERVICE AREA ACTIONS AND STATUS
ENVIRONMENTAL HEALTH
REDUCE PLASTIC
POLLUTION
Understand current state and
prevalence of plastic pollution
within Fort Collins and expand
educational efforts and develop
strategies to reduce or eliminate
plastic pollution in Fort Collins.
Continue to track advances in
treatment technology for reducing
or eliminating microplastics from
water supplies (drinking,
stormwater, wastewater, and
instream)
Utilities/
Sustainability
Services
Next Council Action:
Memo in Q2 or Q3 about alignment with
State legislation, as the situation warrants.
Other Info:
• A memo informing City Council of the
cancellation of the microplastics study
sent on 3/25/2021. The study was
cancelled due to ongoing lack of staff
capacity resulting from Cameron
Peak Wildfire response and recovery
needs and additional technical
support needed for the Halligan
Water Supply Project. The issue will
continue to be monitored and needs
for future study will be brought
forward as needed.
• Awareness campaign funded by 2020
BFO offer included a spring / summer
campaign for residents called May the
Fork be With You and a fall / winter
campaign that highlights businesses
reducing single-use plastic and tips
for all businesses.
• City Council passed ordinance 026 to
establish regulations regarding
disposable bags and mitigation of
other sources of single use plastic
pollution on February 16th 2021 and
also passed Resolution 2021-023
referring the Disposable Bag
ordinance to the April election.
• Public engagement occurred through
OurCity Web site for plastics,
including business tips and a survey
to gain community input prior to
Council’s referral of the Disposable
Bag ordinance to the April election.
Since referral, links to relevant
Council materials have been posted
to the OurCity site.
3.1
Packet Pg. 54 Attachment: Council Priorities Dashboard (10142 : End of Term Report)
6 PROGRESS KEY – APPROXIMATE COMPLETION: 25% 50% 75% 100% End of Term, March 2021
CITY COUNCIL
PRIORITIES DASHBOARD
PROGRESS
COUNCIL
RETREAT PRIORITY INTENDED OUTCOMES SERVICE AREA ACTIONS AND STATUS
PROTECT AND
ENHANCE
INSTREAM RIVER
FLOWS
Continue to improve and protect
the ecological condition, aesthetic
quality, and resiliency of the
Poudre River and its
watershed/tributaries
Community
Services/
Utilities
Next Council Action:
Other Info:
• Funding for Emerging Contaminants
education and outreach was cut in 2020
in response to COVID-19 budget impacts.
Targeted messaging around Emerging
Contaminants and pharmaceuticals
disposal have been incorporated into
existing Utilities outreach programs and
website information is routinely updated
to inform customers about the importance
of and how to properly dispose of
pharmaceuticals and over the counter
medications to reduce impact on water
resources. This initiative is considered
complete.
• The City’s Urban Lakes Policy and
Guidance Team and SWCA
Environmental Consultants made
significant progress on developing the
Urban Lakes Guidance in Q1 of 2021.
Interviews and/or surveys of internal and
external subject matter experts is nearly
complete and a database of lakes is
being developed. The Urban Lakes
Guidance and accompanying map
package are anticipated by mid-July. A
scope of work for the Urban Lakes Policy
will be developed in Q2 of 2021.
• A draft 40% design plan set has been
created for the new Environmental
Learning Center diversion structure. A
request for proposals for a general
contractor for the construction phase has
been created and will be released in early
April. The ELC Team partnered with CSU
to secure $69,000 in grant funding from
Nature in the City to improve ADA access
and trail connectivity at the site.
• The Poudre Flows Plan is the proposed
instream flow augmentation plan the City
is working on with several other partners.
The project remains on track to seek the
two main necessary approvals of this
plan: (1) CWCB approval; and (2) Water
Court approval. The project was
presented to the CWCB board in
November and will do so again in
January to be able to file the application
in Water Court in early 2021.
Realistically, Water Court approval will
take 2-3 years.
3.1
Packet Pg. 55 Attachment: Council Priorities Dashboard (10142 : End of Term Report)
7 PROGRESS KEY – APPROXIMATE COMPLETION: 25% 50% 75% 100% End of Term, March 2021
CITY COUNCIL
PRIORITIES DASHBOARD
PROGRESS
COUNCIL
RETREAT PRIORITY INTENDED OUTCOMES SERVICE AREA ACTIONS AND STATUS
IMPROVED AIR
QUALITY
Continue to reduce the impacts
and prevalence of radon and
ozone within the City through
regional collaboration, reduction
in ground level ozone, and
expanded education. Improve
understanding of
microparticulates (particulate
matter 2.5 microns or less in
diameter) in Fort Collins and any
disparate impacts they may be
influencing.
Sustainability
Services
Next Council Action:
Other Info:
• 2020 annual air quality update memo
provided in January 2021.
• Fort Collins received a “Clear Air
Champion” award for progress in
electrifying our fleet and lawn &
garden equipment from the Regional
Air Quality Council in December
2020. Mayor Troxell accepted the
award.
• Healthy Homes program recruited
and trained 9 new volunteers in 2021,
and is offering indoor air quality home
assessments by phone.
• Healthy Homes secured funds
through CARES to assemble
disinfecting kits, and is distributing
both English and Spanish kits through
La Familia and Meals on Wheels.
• In 2020, CSU partnered with the City
to submit EPA grant proposals related
to wildfire resiliency. Still awaiting
final EPA decisions.
3.1
Packet Pg. 56 Attachment: Council Priorities Dashboard (10142 : End of Term Report)
8 PROGRESS KEY – APPROXIMATE COMPLETION: 25% 50% 75% 100% End of Term, March 2021
CITY COUNCIL
PRIORITIES DASHBOARD
PROGRESS
COUNCIL
RETREAT PRIORITY INTENDED OUTCOMES SERVICE AREA ACTIONS AND STATUS
MITIGATE IMPACTS
OF OIL AND GAS
ENCROACHMENT
INTO GROWTH
MANAGEMENT
AREA
Understand current and potential
surface impacts of oil and gas
production within the growth
management areas and consider
strategies to mitigate those
impacts. Evaluate the impact and
needed/desired changes as a
result of Senate Bill 181 through a
robust public engagement
process
Planning,
Development &
Transportation
/Sustainability
Services
Next Council Action:
The next Council Work Session to provide
feedback on draft local regulations is
anticipated for fall 2021
Other Info:
• No new drilling expected. SB181
increases local authority and allows
for comprehensive changes to LUC
that could apply to existing and future
oil and gas wells.
• A Council Work Session was held on
January 26, which provided input and
direction for staff in the development
of local siting regulations. Potential
elements to be explored include, but
are not limited to:
• Registration and permitting
requirements;
• Impact and maintenance fines
and fees;
• Requirements for existing
facilities;
• Reclamation requirements;
• Financial securities and
insurance;
• Development review and
approval process;
• Environmental protection
standards above state
requirements;
• Emergency Preparedness Plan
requirements;
• Additional monitoring, testing and
reporting requirements for air,
water, odor.
3.1
Packet Pg. 57 Attachment: Council Priorities Dashboard (10142 : End of Term Report)
9 PROGRESS KEY – APPROXIMATE COMPLETION: 25% 50% 75% 100% End of Term, March 2021
CITY COUNCIL
PRIORITIES DASHBOARD
PROGRESS
COUNCIL
RETREAT PRIORITY INTENDED OUTCOMES SERVICE AREA ACTIONS AND STATUS
NEIGHBORHOOD LIVABILITY & SOCIAL HEALTH
EQUITY AND
INCLUSION
Implement the usage of an equity
lens, including staff and Council
training, develop indicators and
metrics and consider a resolution
regarding anti-discrimination
Sustainability
Services/
Information &
Employee
Services
Next Council Action:
Memo with final Equity Indicators report
included in April 1 Council Packet.
Other Info:
• Staff presented to the Ad-Hoc
Committee in January on select
findings from the equity indicator work
• The final indicator report has been
finalized, and as noted above, will be
included in the 4/1 Council packet,
along with a 1-pager helping to
describe the report findings. Staff is
currently working on internal and
external communication plans for
sharing the report community wide.
• CUNY ISLG is working to finalize
work on setting benchmark
comparisons for the indicator work,
with expected results early April.
• Staff have begun work on an Equity
Dashboard
• A Budget Equity team formed to help
embed EDI considerations into the
BFO process.
• Staff have developed a cohort of
internal trainers for the racial justice
curriculum, and trainings across the
organization have started
• Staff is developing Principles of
Community for the organization, at
Council direction, as a public
commitment to ensuring local
government is inclusive and
welcoming to all
• Chief Equity and Inclusion Officer
position will close for applications on
May 3rd.
3.1
Packet Pg. 58 Attachment: Council Priorities Dashboard (10142 : End of Term Report)
10 PROGRESS KEY – APPROXIMATE COMPLETION: 25% 50% 75% 100% End of Term, March 2021
CITY COUNCIL
PRIORITIES DASHBOARD
PROGRESS
COUNCIL
RETREAT PRIORITY INTENDED OUTCOMES SERVICE AREA ACTIONS AND STATUS
AFFORDABLE AND
ACHIEVABLE
HOUSING
STRATEGIES
Engage the community and a
cross-section of stakeholders to
create dialogue and continue
efforts around affordable housing
Sustainability
Services
Next Council Action:
Council Consideration of Kechter Land
Bank Purchase and Sale Agreement, set
for May 4 (conditioned on all legal
documentation being finalized) and
Assignment of 2021 Private Activity
Bonds (will be added to Council calendar
for June). Council Work Session for
Housing Strategic Plan Implementation
will be added for Q3 2021.
Other Info:
• Ad Hoc Housing Committee
focused on wrap up report out to
complete its charge.
• Meaghan Overton hired as
Housing Manager.
• Housing Strategic Plan
unanimously adopted by City
Council.
• Community summit scheduled to
kickoff implementation in
April/May. Community members
can RSVP at fcgov.com/housing
or fcgov.com/vivienda
• Land Bank Option for 5 acres at
Montava extended through 2022
• Council Finance Committee
expressed support for the sale of the
Kechter Land Bank parcel for $25,000
to develop 54 for-sale permanently
affordable townhomes.
• Land Bank Program City Code
updated to remove reverter language
for non-compliance and replace with
development specific tools to maintain
permanent affordability.
• Following the off-cycle appropriation
for Land Use Code (LUC) updates
approved by Council, staff has
released an RFP for consultant
support of housing-related LUC
changes and code reorganization.
Consultant selection and onboarding
will occur in Q2.
3.1
Packet Pg. 59 Attachment: Council Priorities Dashboard (10142 : End of Term Report)
11 PROGRESS KEY – APPROXIMATE COMPLETION: 25% 50% 75% 100% End of Term, March 2021
CITY COUNCIL
PRIORITIES DASHBOARD
PROGRESS
COUNCIL
RETREAT PRIORITY INTENDED OUTCOMES SERVICE AREA ACTIONS AND STATUS
OPTIMIZATION OF
ALLEYS OUTSIDE
OF DOWNTOWN
Develop strategy for identifying
and improving alleys outside of
the downtown core, to maintain
and ensure basic functionality,
appearance and safety.
Additionally, explore how to fully
utilize their potential and create
opportunity through additional
public spaces and enable access
for accessory dwelling units or
affordable housing options
Planning,
Development &
Transportation
Next Council Action:
No Council action planned at this time;
Staff will schedule an update to Council in
2021.
Other Info:
• An updated memo has been
completed that shows an inventory
and condition assessment of the
downtown alleys, as well as
improvement recommendations and
opportunities. The memo will be sent
to City leadership in early April.
LOW-INCOME
BENEFITS/REBATES
STREAMLINING AND
CONSOLIDATION
Continue to simplify access to and
participation in the variety of
income-qualified benefits and
rebates the City offers. Explore
elimination of redundant
application and verification
requirements as well as potential
impacts of setting a single income
level which qualifies residents for
all programs
Financial
Services/
Sustainability
Services
Next Council Action: None currently
scheduled; Staff will schedule a staff
report at a 2021 Council meeting to
provide an update.
Other Info:
• Redeploy offer was funded in the
2021 budget to hire the Income-
Qualified Navigator position.
Recruitment is underway.
• Code for America efforts are in-
progress to create a common
platform for all income-qualified
rebate offerings.
• Sales tax (grocery) rebate will be the
first program to be brought onto the
new platform in time for the 2021
rebate window
3.1
Packet Pg. 60 Attachment: Council Priorities Dashboard (10142 : End of Term Report)
12 PROGRESS KEY – APPROXIMATE COMPLETION: 25% 50% 75% 100% End of Term, March 2021
CITY COUNCIL
PRIORITIES DASHBOARD
MOBILE HOME
PARK
PRESERVATION
AND RESIDENT
PROTECTIONS
Develop policies/programs to
preserve mobile home parks as a
source of affordable housing and
enhance resident protections,
particularly around issues of utility
gouging and eviction
Planning,
Development &
Transportation
Next Council Action:
Staff is engaged in conversations with
Hickory Village Mobile Home Park
regarding an anticipated change in
ownership and options for a co-op or
resident-owned park. This may result in
an item for Council consideration.
Additionally, one remaining split-zoning
parcel containing a manufactured housing
community is anticipated for partial
rezoning to the new MHP zone district.
This item is anticipated to advance for
P&Z recommendation and Council
consideration once conditions improve for
in-person outreach and engagement to
the impacted community.
Other Info:
• Research into reliable sub-metering
of water utilities for manufactured
housing parks is underway. This is a
long-term effort with ongoing
monitoring and research to determine
best practices for Fort Collins.
• Enforcement of violations of the
Colorado Mobile Home Park
Oversight Act and Amendments have
been handled by the Colorado
Department of Local Affairs through a
complaint-based system since May
2020. However, Staff is aware of
accountability concerns based on
community input and complaint
tracking of the state process
• Staff and the CAO are working to
investigate and develop mechanisms
for local enforcement of state law to
protect mobile home park residents
and improve accountability for
property managers and MHP owners
and would like to bring options for
Council to consider in a Work Session
in 2021.
• Content creation of the Mobile Home
Park Handbook is underway in
concert with Mi Voz. The handbook
is expected to be finalized by October
2021.
3.1
Packet Pg. 61 Attachment: Council Priorities Dashboard (10142 : End of Term Report)
13 PROGRESS KEY – APPROXIMATE COMPLETION: 25% 50% 75% 100% End of Term, March 2021
CITY COUNCIL
PRIORITIES DASHBOARD
PROGRESS
COUNCIL
RETREAT PRIORITY INTENDED OUTCOMES SERVICE AREA ACTIONS AND STATUS
• An education program with
community clean-up days leading up
to regular proactive Code Compliance
patrols will be implemented over the
next three years, with a concentrated
engagement effort in 2021 and 2022
that will enable city staff to learn the
full scope of the work, build
relationships with residents and
management, and support MHP’s
compliancy prior to any official
inspection. A BFO offer for 2022 is
anticipated.
CULTURE & RECREATION
EQUITABLE
PARTICIPATION IN
CULTURE AND
RECREATION
PROGRAMS
Understand current state of
participation in cultural and
recreation programming and
subsequently make adjustments
to current practices to improve
equitable participation through
potentially expanded
programming and targeted
support
Community
Services
Next Council Action:
No Council action planned at this time.
Other Info:
Cultural Services Department:
• APP program has translated four
2021 “Call for Artists” into Spanish.
This is a first.
• Established access and opportunity
programs continue with the goal to
ensure welcoming, inclusive and
accessible facilities and programs.
Recreation Department:
• Recreation provides reduced fees,
programs, and passes for
participants meeting income-eligible
requirements to be able to participant
in recreational activities. This
program has received 50% more
requests for funding than is allocated
through the BFO process.
• For the first time some programming
is being offered in Spanish.
• Partnered with Salud to provide
COVID-19 vaccine clinics at
Recreation facilities to historically
underrepresented groups.
3.1
Packet Pg. 62 Attachment: Council Priorities Dashboard (10142 : End of Term Report)
14 PROGRESS KEY – APPROXIMATE COMPLETION: 25% 50% 75% 100% End of Term, March 2021
CITY COUNCIL
PRIORITIES DASHBOARD
PARK REFRESH
AND FUTURE
NEEDS
Complete assessment of current
and future needs of parks, with
the use of an equity lens, and
explore funding options that
include private and public
partnerships to secure resources
for timely refresh of parks
Community
Services
Next Council Action:
Council adopted the Parks & Recreation
Master Plan in January 2021.
Other Info:
• As part of the update to the Parks
and Recreation Master Plan, park
and facility refresh was considered
through development of a detailed
capital improvement plan for asset
management.
• The Parks & Recreation Plan update
includes an assessment of every
park in the city and provides potential
funding options for refresh.
• Council provided direction for further
exploration and identification of
potential strategies for long-term,
sustainable funding, based on Master
Plan findings This work has begun
and is being communicated through
Council Finance Committee in 2021.
3.1
Packet Pg. 63 Attachment: Council Priorities Dashboard (10142 : End of Term Report)
15 PROGRESS KEY – APPROXIMATE COMPLETION: 25% 50% 75% 100% End of Term, March 2021
CITY COUNCIL
PRIORITIES DASHBOARD
PROGRESS
COUNCIL
RETREAT PRIORITY INTENDED OUTCOMES SERVICE AREA ACTIONS AND STATUS
TRANSPORTATION
ENCOURAGE AND
INCREASE
TRANSFORT USE
/ ADDITIONAL BUS
RAPID TRANSIT
(BRT) CORRIDORS
Understand existing barriers to
use and develop strategies that
expand and make easier the use
of Transfort. Continue efforts
underway to construct and add
additional BRT corridor projects to
the system
Planning,
Development &
Transportation
Next Council Action:
No Council action planned at this time.
Other Info:
• PDT planning, transit and
engineering staff have selected the
consultant team to complete the 30%
design of the West Elizabeth multi-
modal and BRT corridor. Work has
begun and recent meetings with the
Federal Transit Administration (FTA)
have been encouraging about the
viability of this project for future grant
funding.
• The City was awarded an FTA
planning grant for $280,000 to plan
Transit Oriented Development (TOD)
along the proposed BRT project that
will extend the MAX corridor along
north College Ave. Staff has selected
a consultant to perform the work for
the North College TOD. Preliminary
work has begun with an expected
completion of the 2nd quarter of 2022.
• Planning is underway for a rapid
resumption of suspended service as
restrictions are lifted, as well as a
robust marketing campaign to
encourage ridership recovery.
• Two current study projects are being
conducted to plan for the future build
out of the Transit Master Plan,
adopted by Council in April of 2019:
1. Fleet Electrification Plan, 2. North
Transit Maintenance Facility
feasibility study. These two projects
will provide crucial information which
will inform decisions for planning and
operations of future service levels,
specifically the two BRT projects
listed above.
3.1
Packet Pg. 64 Attachment: Council Priorities Dashboard (10142 : End of Term Report)
16 PROGRESS KEY – APPROXIMATE COMPLETION: 25% 50% 75% 100% End of Term, March 2021
CITY COUNCIL
PRIORITIES DASHBOARD
PROGRESS
COUNCIL
RETREAT PRIORITY INTENDED OUTCOMES SERVICE AREA ACTIONS AND STATUS
HIGH PERFORMING GOVERNMENT
EFFECTIVE,
INNOVATIVE AND
HIGH-PERFORMING
BOARD
Equip City Council with the
resources, training, and tools to
be a highly effective, innovative,
and high-performing governing
body in conjunction with the City’s
Leadership System
City Manager’s
Office/
Information &
Employee
Services
Next Council Action:
Darin and Teresa spent time with
Councilmembers beginning the week of
September 20, 2020 through mid-October
to listen to expectations, needs and ideas.
All interviews with the Councilmembers
were completed, and a summary memo
was sent to Council on January 18, 2021.
Inputs related to onboarding were shared
with the Council onboarding team. A new
section on development was written for
the 2021 Council Resource Guide. The
new Council will have an opportunity to
decide what they want to do as a group
and what they might want to pursue
individually in service to their elected
position.
Additionally, the Direct Reports
Compensation Ad Hoc Committee work
was summarized in a Leading Talent
section in the 2021 Council Resource
Guide.
3.1
Packet Pg. 65 Attachment: Council Priorities Dashboard (10142 : End of Term Report)
17 PROGRESS KEY – APPROXIMATE COMPLETION: 25% 50% 75% 100% End of Term, March 2021
CITY COUNCIL
PRIORITIES DASHBOARD
PROGRESS
COUNCIL
RETREAT PRIORITY INTENDED OUTCOMES SERVICE AREA ACTIONS AND STATUS
CITY FINANCIAL
SUSTAINABILITY
Increase understanding of
revenue trends to inform revenue
diversification, appropriate City
fees, and efforts to increase tax
generation within Fort Collins
Financial
Services
Status:
• Council adopted Ordinances in fall
2020 to establish nexus for internet
retailers to license and remit City
sales tax. Through three months, the
City is collecting approximately
$500K per month.
• Capital Expansion, Utility PIF, and
development review fee updates
complete and approved by council
• All fees (capital expansion, utility
PIF, development review, etc) are
scheduled to come forward
concurrently in 2021, effective in
2022.
3.1
Packet Pg. 66 Attachment: Council Priorities Dashboard (10142 : End of Term Report)
18 PROGRESS KEY – APPROXIMATE COMPLETION: 25% 50% 75% 100% End of Term, March 2021
CITY COUNCIL
PRIORITIES DASHBOARD
REIMAGINE
BOARDS AND
COMMISSIONS
Better structure the board and
commission system to set up
success into the future, align with
Outcome Areas and allow for
integrated perspectives. Explore
models that allow for greater use
of Ad Hoc meetings, diverse
stakeholders and additional
community participation
City Manager’s
Office / City
Clerk’s Office
Next Council Action:
Second reading of Ord. No. 049, 2021 will
be at the April 20 regular meeting.
Other Info:
• On March 16, 2021 Council
unanimously adopted on first reading
Ordinance No. 049, 2021, Repealing
and Reenacting Chapter 2, Article III
of the Code of the City of Fort Collins
Relating to Boards and
Commissions.
• The Code changes in the ordinance
are based on two years of research,
engagement, and Council direction
to reduce barriers to participation,
increase consistency and clarity, and
avoid redundancy.
• Four Council work sessions were
held to discuss this priority between
Q3 2019 and Q1 2021.
• The approved amendments to City
Code included: shorter term options
for members; restructuring board
“groups” and their respective naming
structure (Type 1 & Type 2 advisory
boards / quasi-judicial commissions);
adjusting the number of members
per board; and providing greater
flexibility to convene multiple boards
around a specific issue; among other
enhancements.
• Staff is working on continuous
system improvements, as previously
directed by Council (e.g., handbook
revisions and meeting logistics) to
reduce barriers to participation and
improve board function.
• Short- and long-term appointments
were made, and remote meeting
access was continued throughout the
process to ensure board continuity.
3.1
Packet Pg. 67 Attachment: Council Priorities Dashboard (10142 : End of Term Report)
19 PROGRESS KEY – APPROXIMATE COMPLETION: 25% 50% 75% 100% End of Term, March 2021
CITY COUNCIL
PRIORITIES DASHBOARD
PROGRESS
COUNCIL
RETREAT PRIORITY INTENDED OUTCOMES SERVICE AREA ACTIONS AND STATUS
Ongoing
REIMAGINE
COMMUNITY
ENGAGEMENT
Continue to improve open
government, community
engagement and communication
efforts to ensure transparency
and informed decisions by
engaging a representative and
inclusive cross-section of the
community
Information and
Employee
Services
Next Council Action:
International Association for Public
Participation (IAP2) training and Council
onboarding opportunities being
considered for Q2 2021.
2022 Budget Enhancement Offer for
Expanded Community Outreach and
Engagement
Other Info:
• Continued alignment with Equity &
Inclusivity and Reimagining Boards &
Commissions work.
• Refresh of OurCity online
engagement platform underway.
• 2022 Budget and Strategic Plan
update outreach and engagement
planning underway.
• Hosted a 2021 Engagement Preview
forum with key stakeholders and
partners to highlight upcoming
projects and how to get involved as
well as solicit feedback from partners
on what issues they’d like to engage
on.
• Annual Community Survey being
conducted in April/May 2021 to help
inform the 2022 Budget and
Strategic Plan update.
• Expanded translation and
interpretation will continue into 2021
with additional focus on best
practices/guidelines and process
refinement.
3.1
Packet Pg. 68 Attachment: Council Priorities Dashboard (10142 : End of Term Report)
City Council End of Term ReportATTACHMENT 23.2Packet Pg. 69Attachment: Powerpoint Presentation (10142 : End of Term Report)
Two Years in Review23.2Packet Pg. 70Attachment: Powerpoint Presentation (10142 : End of Term Report)
Questions for Discussion1. Does Council have any clarifying questions or requests for further information on any of the priorities or other items presented?2. What feedback or suggestions would Council like to offer on the future of remote/hybrid meetings and their use for public meetings?33.2Packet Pg. 71Attachment: Powerpoint Presentation (10142 : End of Term Report)
Neighborhood Livability & Social HealthPRIORITIES:• Equity & inclusion• Affordable & achievable housing strategies• Optimization of alleys outside of downtown• Low-income benefits/rebates• Mobile home park preservation and resident protections4ACCOMPLISHMENTS:• Equity indicators• Equity BFO improvements• Equity office/officer• Principles of community• Housing Strategic Plan• COVID-19 response• Manufactured Housing Resources and Zone District3.2Packet Pg. 72Attachment: Powerpoint Presentation (10142 : End of Term Report)
Neighborhood Livability & Social HealthPRIORITIES:• Equity & inclusion• Affordable & achievable housing strategies• Optimization of alleys outside of downtown• Low-income benefits/rebates• Mobile home park preservation and resident protections5ACCOMPLISHMENTS:• Equity indicators• Equity BFO improvements• Equity office/officer• Principles of community• Housing Strategic Plan• COVID-19 response• Manufactured Housing Resources and Zone District3.2Packet Pg. 73Attachment: Powerpoint Presentation (10142 : End of Term Report)
Neighborhood Livability & Social HealthPRIORITIES:• Equity & inclusion• Affordable & achievable housing strategies• Optimization of alleys outside of downtown• Low-income benefits/rebates• Mobile home park preservation and resident protections6ACCOMPLISHMENTS:• Equity indicators• Equity BFO improvements• Equity office/officer• Principles of community• Housing Strategic Plan• COVID-19 response• Manufactured Housing Resources and Zone District3.2Packet Pg. 74Attachment: Powerpoint Presentation (10142 : End of Term Report)
Culture & RecreationPRIORITIES:• Equitable participation in culture & recreation • Park refresh & future needs7ACCOMPLISHMENTS:• Parks & Rec Master Plan• FoCo Creates Master Plan• Mind Matters Exhibit•E-bikes• White Water Park Opening• Recreation centers – vaccine sites3.2Packet Pg. 75Attachment: Powerpoint Presentation (10142 : End of Term Report)
Culture & RecreationPRIORITIES:• Equitable participation in culture & recreation • Park refresh & future needs8ACCOMPLISHMENTS:• Parks & Rec Master Plan• FoCo Creates Master Plan• Mind Matters Exhibit•E-bikes• White Water Park Opening• Recreation centers – vaccine sites3.2Packet Pg. 76Attachment: Powerpoint Presentation (10142 : End of Term Report)
Economic HealthPRIORITIES:• Affordable & accessible childcare• Small business plan• Strategies that create community jobs• Undergrounding of electric infrastructure 9ACCOMPLISHMENTS:• Economic Assistance/Recovery for COVID-19• $3M in small business support•Childcare• Regional Effort• Grant funding & Teaching Tree upgrade3.2Packet Pg. 77Attachment: Powerpoint Presentation (10142 : End of Term Report)
Economic HealthPRIORITIES:• Affordable & accessible childcare• Small business plan• Strategies that create community jobs• Undergrounding of electric infrastructure 10ACCOMPLISHMENTS:• Economic Assistance/Recovery for COVID-19• $3M in small business support•Childcare• Regional Effort• Grant funding & Teaching Tree upgrade3.2Packet Pg. 78Attachment: Powerpoint Presentation (10142 : End of Term Report)
Economic HealthPRIORITIES:• Affordable & accessible childcare• Small business plan• Strategies that create community jobs• Undergrounding of electric infrastructure 11ACCOMPLISHMENTS:• Economic Assistance/Recovery for COVID-19• $3M in small business support•Childcare• Regional effort• Grant funding & Teaching Tree Upgrade3.2Packet Pg. 79Attachment: Powerpoint Presentation (10142 : End of Term Report)
Environmental HealthPRIORITIES:• Reduce plastic pollution• Protect & enhance instream river flows• Improved air quality• Mitigate impacts of oil & gas12ACCOMPLISHMENTS:• Our Climate Future• Ballot initiative• Fire response• Community Engagement3.2Packet Pg. 80Attachment: Powerpoint Presentation (10142 : End of Term Report)
Environmental HealthPRIORITIES:• Reduce plastic pollution• Protect & enhance instream river flows• Improved air quality• Mitigate impacts of oil & gas13ACCOMPLISHMENTS:• Our Climate Future• Ballot initiative• Fire response• Community Engagement3.2Packet Pg. 81Attachment: Powerpoint Presentation (10142 : End of Term Report)
Environmental HealthPRIORITIES:• Reduce plastic pollution• Protect & enhance instream river flows• Improved air quality• Mitigate impacts of oil & gas14ACCOMPLISHMENTS:• Our Climate Future• Ballot initiative• Fire response• Community Engagement3.2Packet Pg. 82Attachment: Powerpoint Presentation (10142 : End of Term Report)
Safe CommunityACCOMPLISHMENTS:• Mental health resource team• Police training center• COVID-19 response• Fire Response• Equity Focus/ Ad-hoc Committee153.2Packet Pg. 83Attachment: Powerpoint Presentation (10142 : End of Term Report)
Safe CommunityACCOMPLISHMENTS:• Mental health resource team• Police training center• COVID-19 response• Fire Response• Equity Focus/ Ad-hoc Committee163.2Packet Pg. 84Attachment: Powerpoint Presentation (10142 : End of Term Report)
Transportation & MobilityPRIORITIES:• Encourage & increase Transfort use17ACCOMPLISHMENTS:• Vine and Lemay Funding• Regional Initiatives (Airport/I-25)3.2Packet Pg. 85Attachment: Powerpoint Presentation (10142 : End of Term Report)
Transportation & MobilityPRIORITIES:• Encourage & increase Transfort use18ACCOMPLISHMENTS:• Vine and Lemay Funding• Regional Initiatives (Airport/I-25)3.2Packet Pg. 86Attachment: Powerpoint Presentation (10142 : End of Term Report)
High Performing GovernmentPRIORITIES:• Effective, innovative & high performing board• City financial sustainability• Reimagine boards & commissions• Reimagine community engagement19ACCOMPLISHMENTS:• Appointment of Chief Judge Hueser• Remote meetings• Fiscal performance/one-year budget• COVID-response3.2Packet Pg. 87Attachment: Powerpoint Presentation (10142 : End of Term Report)
High Performing GovernmentPRIORITIES:• Effective, innovative & high performing board• City financial sustainability• Reimagine boards & commissions• Reimagine community engagement20ACCOMPLISHMENTS:• Appointment of Chief Judge Hueser• Remote meetings• Fiscal performance/one-year budget• COVID-response3.2Packet Pg. 88Attachment: Powerpoint Presentation (10142 : End of Term Report)
High Performing GovernmentPRIORITIES:• Effective, innovative & high performing board• City financial sustainability• Reimagine boards & commissions• Reimagine community engagement21ACCOMPLISHMENTS:• Appointment of Chief Judge Hueser• Remote meetings• Fiscal performance/one-year budget• COVID-response3.2Packet Pg. 89Attachment: Powerpoint Presentation (10142 : End of Term Report)
High Performing GovernmentPRIORITIES:• Effective, innovative & high performing board• City financial sustainability• Reimagine boards & commissions• Reimagine community engagement22ACCOMPLISHMENTS:• Appointment of Chief Judge Hueser• Remote meetings• Fiscal performance/one-year budget• COVID-response3.2Packet Pg. 90Attachment: Powerpoint Presentation (10142 : End of Term Report)
Questions for Discussion1. Does Council have any clarifying questions or requests for further information on any of the priorities or other items presented?2. What feedback or suggestions would Council like to offer on the future of remote/hybrid meetings and their use for public meetings?233.2Packet Pg. 91Attachment: Powerpoint Presentation (10142 : End of Term Report)
3.2Packet Pg. 92Attachment: Powerpoint Presentation (10142 : End of Term Report)