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Home My WebLink AboutCOUNCIL - AGENDA ITEM - 09/28/2021 - 2022 RECOMMENDED BUDGET - WORK SESSION #2DATE: STAFF: September 28, 2021 Kelly DiMartino, Interim City Manager Travis Storin, Chief Finance Officer Lawrence Pollack, Budget Director WORK SESSION ITEM City Council SUBJECT FOR DISCUSSION 2022 Recommended Budget - Work Session #2. EXECUTIVE SUMMARY The purpose of this work session is to review the 2022 Recommended Budget that was delivered to Council and the City Clerk on September 1, 2021 pursuant to provisions of Article V, Section 2 of the City Charter. This is a continuation of the overall budget discussion and Outcome review item discussed at the September 14 Work Session. Since then, the first of two Public Hearings to gather input from the community has been completed. The Recommended Budget is aligned with the City’s adopted 2020 Strategic Plan, the new Council Priorities and community priorities. At this work session, staff will present a summary overview of these strategic Outcome areas: • Neighborhood Livability and Social Health • Safe Community • High Performing Government GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED 1. What clarifying questions does Council have on the Outcomes being presented? 2. What follow-up items are there on budget issues related to these Outcomes? BACKGROUND / DISCUSSION Budgeting for Outcomes (BFO) Process Status The 2021 budget process would typically have been a ‘revision year’, which is where the second year of the City’s two-year, or biennial, budget would be revised. However, the City’s budgeting process was significantly impacted by the global pandemic. It was determined that modifications would need to be made to the processes for both 2020 and 2021, due to the significant unknowns about impacts to our community. In response, in 2020 City Council approved Ordinance No. 067 to suspend the City Code to allow the adoption of a one -year budget and temporarily revise the City’s budgeting process. For 2022, the primary impact of these modifications is that Council will again adopt a one-year budget instead of the traditional two-year (biennial) budget. Thereafter, the City will return to a two-year budget. Unlike in the modified process last year, the BFO Teams of City staff members were successf ully invoked this year, and that added significant value to the process and the decisions made by the executive team. Also, public engagement for the 2022 Recommended Budget resumed as it normally did prior to the pandemic. Initial feedback received in May and June helped inform the decisions for the recommended budget, and the remaining inputs through September will be shared with City Council as final decisions are being made for the adopted 2022 Budget. Key components of our budgeting process continued this cycle, including budget requests based on the programs and services provided to the community, a key aspect of Budgeting for Outcomes. These budget requests specify direct linkage to at least one strategic objective in the City’s adopted 2020 Strateg ic Plan, as well as performance measures directly related to the proposed program or service. These three integrated components of September 28, 2021 Page 2 program/service level offers, linkage to strategic objectives, and inclusion of performance metrics are an important part of the City’s ongoing organizational performance management process and executive review. Another important modification this year was to also focus on the newly elected Council’s adopted priorities. These were included in the executive conversations and sev eral offers to support those priorities were created and recommended for funding. Budget Meetings Council has a series of work sessions scheduled in September and October to discuss the proposed 2022 Budget. These work sessions will include staff presentations regarding specific Outcomes, followed by an opportunity for questions and discussion. The final work session will include Council discussion regarding overall priorities, policy issues and guidance on what changes Council wants included in First Re ading of the 2022 Budget. Key dates for Council discussions and Public Hearings are as follows: Meeting Date Topic September 28, 2021 Work Session Presentation, Questions and Discussion: 1. Neighborhood Livability and Social Health 2. Safe Community 3. High Performing Government October 5, 2021 Regular Meeting Budget Public Hearing #2 of 2 October 12, 2021 Work Session General Discussion – Final Council Direction November 2, 2021 Regular Meeting First Reading of the 2022 Budget and the 2022 Appropriation Ordinance November 16, 2021 Regular Meeting Second Reading of the 2022 Budget and the 2022 Appropriation Ordinance ATTACHMENTS 1. 2022 Budget Work Session #2 Presentation (PPTX) 2022 Budget Review City Council Work Session –September 28, 2021 Attachment 1 22021 Council Budget Meetings September 14th Wo rk Session •Culture and Recreation •Economic Health •Environmental Health •Transportation and Mobility September 28th Work Session •Neighborhood Livability and Social Health •Safe Community •High Performing Government September 21st Council Meeting •Budget Public Hearing #1 of 2 October 12th Wo rk Session •Budget Public Hearing #2 of 2October 5th Council Meeting •General Discussion –Final Council Direction November 2nd Council Meeting •First Reading November 16th Council Meeting •Second Reading We are here 3 Neighborhood Livability & Social Health Fort Collins provides a high-quality built environment, supports connected neighborhoods, seeks to advance equity and affordability, and fosters the social health of the community. 4Neighborhood Livability & Social Health –Funding Sources 2022 Total Funding: $19.3M -Neighborhood Services -Equity Opportunities -Homelessness Support -Affordable Housing 5Neighborhood Livability & Social Health –Outcome Overview Neighborhood Livability & Social Health includes: Ø Addressing the impact of increasing poverty, as well as increasing concerns about housing affordability and homelessness Ø Equitable access to City services, amenities and information for all neighborhoods Ø Encouraging an inclusive, equitable community that embraces diversity Ø Encouraging the development of quality and affordable housing options for residents of all income levels Ø Managing where and how the City grows in the future while maintaining our unique character and sense of place 6Neighborhood Livability & Social Health –Linkage to Strategic Objectives 1.1 –Improve and increase availability and choice of quality housing that is affordable to a broad range of income levels 47.2 Human Service Programs & Affordable Housing 47.6 Housing Strategic Plan Implementation and Housing Manager 47.12 Affordable Housing Fee Credit Fund -ARPA F unded 1.2 –Collaborate with other agencies to address poverty issues and other identified high priority human service needs, and to make homelessness rare, short-lived and nonrecurring 10.8 Eviction Legal Fund -ARPA F unded 47.1 Social Sustainability Leadership/Housing & Homelessness 47.2 Human Service Programs & Affordable Housing 47.5 Homelessness Position and Outreach Fort Collins Funding 47.8 Childcare System Support -ARPA F unded 47.13 Homelessness Initiatives Increase -ARPA F unded Note: Black text indicates Ongoing Offers. Green text indicates offers that are a type of enhancement 7Neighborhood Livability & Social Health –Linkage to Strategic Objectives 1.3 –Improve accessibility of City and community programs to low and moderate-income residents and increase participation in services to eligible, income-qualified residents 26.1 Low Income, Senior and Disabled Resident Rebate Program 26.2 Digital Equity Rebate Program 1.4 –Advance equity for all, leading with race, so that a person’s identity or identities is not a predictor of outcomes 32.6 Expanded Community Outreach and Engagement -ARPA F unded (HPG) 44.4 Diversity, Equity & Inclusion (DEI) Office -Professional Services Increase -ARPA F unded (HPG) 44.5 Diversity, Equity & Inclusion (DEI) Office (HPG) 68.1 Strengthening Relationships with Indigenous Communities to Develop City Land Acknowledgement Note: Black text indicates Ongoing Offers. Green text indicates offers that are a type of enhancement Indicates the offer was submitted to another Outcome. It is shown on this slide due to strong alignment with the displayed strategic objective 8Neighborhood Livability & Social Health –Linkage to Strategic Objectives 1.5 –Enhance the quality of life in neighborhoods, empower neighbors to solve problems, and foster respectful relations 10.1 Code Compliance 10.2 Neighborhood Services 10.3 Mediation and Restorative Justice 10.4 Larimer Humane Society 12.1 Graffiti Abatement Program 71.1 Analysis of Implementing 15-Minute Neighborhoods in Fort Collins 1.6 –Align land use regulations and review procedures to guide development consistent with City Plan 22.1 Development Services 22.6 Engineering Development Review 22.10 Electronic Plan Review Implementation and Licensing -ARPA F unded 22.11 Expanded Technical Assistance for Small Business -ARPA F unded Note: Black text indicates Ongoing Offers. Green text indicates offers that are a type of enhancement 9Neighborhood Livability & Social Health –Linkage to Strategic Objectives 1.7 –Develop options & assess the feasibility of annexing the Mulberry Corridor 4.2 Utilities: Stormwater Basin Master Planning (SAFE) 1.8 –Preserve and enhance manufactured housing communities as a source of affordable housing and create a safe and equitable environment for residents 10.2 Neighborhood Services 10.12 Mobile Home Park Livability Code Enforcement 22.2 Long-Range Planning 1.9 –Create and maintain a safe, healthy and resilient urban forest 40.1 &2 Urban Forest Management and Tree Replacement 40.4 Contractual Pruning of Large Diameter Trees 40.5 Emerald Ash Borer Infestation Management 40.9 Co-created Canopy (Private Tree Planting Subsidy) Note: Black text indicates Ongoing Offers. Green text indicates offers that are a type of enhancement, including continuing enhancements 10 Council Discussion – Neighborhood Livability & Social Health Offers 11 Safe Community Fort Collins provides a safe place to live, work, learn and play 12Safe Community –Funding Sources 2022 Total Funding: $103.9M -Police -Stormwater -Fire -Municipal Court 13Safe Community –Outcome Overview A s afe and healthy community includes: Ø A s afe and welcoming city in which to live, work, learn and play Ø Proactive and skilled police and fire services Ø Safe, reliable and best practice floodplain management Ø An active emergency management system focused on prevention, preparedness and recovery with key partnerships to effectively respond to emergencies Ø Ensuring that hazard mitigation efforts and investments are made equitably 14Safe Community –Offer Linkage to Strategic Objectives 5.1 –Improve overall community safety while continuing to increase the level of public trust and willingness to use emergency services 18.2 Police Patrol Services 18.9 Police Colorado Regional Information Sharing Project [CRISP] 43.3 Natural Areas Rangers and Visitor Services 53.1 We st Nile Virus Program Management 57.1 Municipal Court Services -General and Camera Radar/Red Light Caseload 5.2 –Meet the expected level of core and specialized police services as the community grow s 18.3 Police Special Operations Division 18.10 Police Regional Training Facility [Jointly owned with Loveland] -Operation & Maintenance 18.25 Restore: Police Tr aining and Non-personnel Note: Black text indicates Ongoing Offers. Green text indicates offers that are a type of enhancement 15Safe Community –Offer Linkage to Strategic Objectives 5.3 –Partner w ith Poudre Fire Authority to provide high-quality fire prevention, community risk reduction and emergency response services 2.21 Utilities: Light & Power -Joint Training Field with Poudre Fire Authority (ECON) 62.1 Poudre Fire Operation, Maintenance & Capital (General Fund) 5.4 –Continue to deploy comprehensive emergency preparedness and management strategies 46.1 City Manager ’s Office: Office of Emergency Preparedness and Security 5.5 –Address flooding risk for the protection of people, property and the environment 4.1 Utilities: Stormwater Engineering 4.2 Utilities: Stormwater Basin Master Planning 4.5 Utilities: Stormwater -North Mason Stormwater Improvements -Phase 1 4.16 Poudre River Flow Consolidation Upstream of College Avenue Study Note: Black text indicates Ongoing Offers. Green text indicates offers that are a type of enhancement 16Safe Community –Offer Linkage to Strategic Objectives 5.6 –Protect mission-critical physical and virtual infrastructure, in addition to privacy data, against increasing cybersecurity threats 31.1 IT Cybersecurity 31.2 Cyber Risk Management and Remediation 31.3 1.0 FTE -Information Technology Systems Engineer -Data Management 5.7 –Reduce incidents and impacts of disruptive and unwanted behaviors with creative approaches that balance compassion and consequences 18.23 5.0 FTE -Mental Health Response Te am -ARPA F unded 43.2 Encampment Cleaning and Prevention 57.6 Municipal Court -Mental Health, Addiction, & Teen Diversion -ARPA F unded 5.8 –Improve security at City facilities and properties 43.1 Parks Ranger Program 46.2 Emergency Preparedness and Security Programming and Te chnology Note: Black text indicates Ongoing Offers. Green text indicates offers that are a type of enhancement 17 Council Discussion – Safe Community Offers 18 High Performing Government Fort Collins exemplifies an efficient, innovative, transparent, effective and collaborative city government 19High Performing Government –Funding Sources 2022 Total Funding: $122.70M -City Council and City Clerk -Human Resource -Communications -Legal -Utility Customer Service 20High Performing Government –Outcome Overview A h igh-performing government includes: Ø Effective and efficient local governance where all community voices are valued Ø Fiscal sustainability and transparency Ø A c ollaborative and community-based approach to problem solving Ø Core processes that are consistently used across the organization Ø An organizational culture of continuous improvement in all areas Ø A w orkforce of talented people who care deeply about public service and trust Ø Citywide strategies and standards for meaningful and inclusive involvement in governance and decision-making 21High Performing Government –Offer Linkage to Strategic Objectives 7.1 –Provide world-class municipal services through operational excellence and a culture of innovation 3.12 Utilities: Customer Service & Administration –Customer Care & Te chnology 8.2 Boards and Commissions 8.4 Elections 25.3 Sales Tax Services 44.1 City Council 44.3 Policy, Legislative, Compliance & Performance Excellence 7.2 –Maintain the public trust through a high performing board, as well as organizational transparency, legal/ethical behavior and regulatory compliance 8.5 Council Redistricting Study 25.2 Accounting and Financial Transaction Services 44.1 City Council 65.1 General Legal Services Note: Black text indicates Ongoing Offers. Green text indicates offers that are a type of enhancement 22High Performing Government –Offer Linkage to Strategic Objectives 7.3 –Improve effectiveness of community engagement with enhanced inclusion of all identities, languages and needs 32.1 FCTV Video Services 32.3 Inclusive Public Engagement 32.4 Public, Educational and Governmental Programming (PEG) 32.6 Expanded Community Outreach and Engagement -ARPA F unded 44.6 Language Access Services for City Council Meetings and High Priority Civic Engagement Events -ARPA F unded 7.4 –Attract, retain, engage, develop and reward a diverse and competitive workforce to meet the needs of the community now and in the future 24.1 Human Resources (HR) Core Services 24.2 Ta lent Development 24.3 Vo lunteer Services Program 44.5 Diversity, Equity & Inclusion (DEI) Office Note: Black text indicates Ongoing Offers. Green text indicates offers that are a type of enhancement 23High Performing Government –Offer Linkage to Strategic Objectives 7.5 –Foster a culture of safety, well-being, resilience and sustainability across the City organization 24.4 We llness 27.1 Safety & Risk Management Programs & Services 27.3 0.75 FTE Hourly Conversion and Increase to 1.0 FTE Classified – Sr. Coordinator, Risk Management 45.1 Sustainability Services Administration 7.6 –Utilize technology, data, metrics and process improvements to innovate, guide decisions and enhance service delivery 25.4 Strategic Financial and Budgeting Services 25.5 Program Evaluation and FC Lean 28.2 IT Applications -E-Government Services 28.3 IT Applications -Geographic Information Services 29.1 IT Infrastructure -Network Services Note: Black text indicates Ongoing Offers. Green text indicates offers that are a type of enhancement 24High Performing Government –Offer Linkage to Strategic Objectives 7.7 –Address long-term projected gap between available revenue and what is required to meet known and emerging needs 25.4 Strategic Financial and Budgeting Services 7.8 –Maintain and protect assets and infrastructure to drive reliability, cost effectiveness, efficiency and improve the customer experience 3.1 Utilities: Customer Service & Administration -Locating Operations 7.2 Fleet Maintenance –Ongoing 7.25 Facility Restroom and Common Area Additional Cleaning -ARPA F unded 29.5 IT Infrastructure -Asset Equipment Replacement -Ongoing 7.9 –Proactively influence policy and legislative development at all levels 44.1 City Council 44.3 Policy, Legislative, Compliance & Performance Excellence 44.8 State Legislative Advocacy Note: Black text indicates Ongoing Offers. Green text indicates offers that are a type of enhancement 25 Council Discussion – High Performing Government Offers 262021 Council Budget Meetings September 14th Work Session •Culture and Recreation •Economic Health •Environmental Health •Transportation and Mobility September 28th Work Session •Neighborhood Livability and Social Health •Safe Community •High Performing Government September 21st Council Meeting •Budget Public Hearing #1 of 2 October 12th Work Session •Budget Public Hearing #2 of 2October 5th Council Meeting •General Discussion –Final Council Direction November 2nd Council Meeting •First Reading November 16th Council Meeting •Second Reading We are here