HomeMy WebLinkAboutCOUNCIL - COMPLETE AGENDA - 10/12/2021 - WORK SESSIONCity of Fort Collins Page 1
Jeni Arndt, Mayor
Emily Francis, District 6, Mayor Pro Tem
Susan Gutowsky, District 1
Julie Pignataro, District 2
Tricia Canonico, District 3
Shirley Peel, District 4
Kelly Ohlson, District 5
Remote Meeting
City Hall West
300 LaPorte Avenue
Fort Collins, Colorado
Cablecast on FCTV
Channel 14 on Connexion
Channel 14 and 881 on Comcast
Carrie Daggett Kelly DiMartino Tammi Pusheck
City Attorney Interim City Manager Interim 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
October 12, 2021 ● 6:00 PM
(Amended 10/8/21)
• CALL TO ORDER.
1. 2022 Recommended Budget - Work Session #3. (staff: Kelly DiMartino, Travis Storin, Lawrence
Pollack; 10 minute presentation; 3 hour discussion)
This item has been amended to include the presentation slides.
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 discussion is a continuation of the overall budget discussion and Outcome review
items discussed at the September 14 and September 28 Work Sessions. Two Public Hearings to
gather input from the community about the 2022 Budget have also been completed.
The Recommended Budget is aligned with the City’s adopted 2020 Strategic Plan, the new Council
Priorities and community priorities. At the October 12, 2021 Work Session, staff will be looking for
guidance on the changes to the City Manager’s Recommended Budget that Council woul d like to
have incorporated into First Reading on November 2.
2. Overview of Light and Power Utility.
The purpose of this item is to provide Council an overview of the Light and Power Utility, answer
questions and receive feedback about direction of the utility.
• ANNOUNCEMENTS.
• ADJOURNMENT.
DATE:
STAFF:
October 12, 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 #3.
EXECUTIVE SUMMARY
This item has been amended to include the presentation slides.
The purpose of this work session is to review the 2022 Recommended Budget that was delive red to Council and
the City Clerk on September 1, 2021 pursuant to provisions of Article V, Section 2 of the City Charter. This
discussion is a continuation of the overall budget discussion and Outcome review items discussed at the
September 14 and September 28 Work Sessions. Two Public Hearings to gather input from the community about
the 2022 Budget have also been completed.
The Recommended Budget is aligned with the City’s adopted 2020 Strategic Plan, the new Council Priorities and
community priorities. At the October 12, 2021 Work Session, staff will be looking for guidance on the changes to
the City Manager’s Recommended Budget that Council would like to have incorporated into First Reading on
November 2.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. Which offers does Council have interest in including in First Reading of the 2022 Budget, including preferred
funding sources?
2. What clarifying questions does Council have on any of the Offers in the seven Outcomes discussed in the
previous budget work sessions?
BACKGROUND / DISCUSSION
Budgeting for Outcomes (BFO) Process Status
The 2021 budget process would typically have been a ‘revision year’, which is when 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 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 ado pt a one-year budget instead of
the traditional two-year (biennial) budget. Thereafter, the City will return to a two-year budget for the 2023-2024
fiscal period. Unlike in the modified process last year, the BFO Teams of City staff members were successful ly
invoked this year, and that added significant value to the process and the recommendations 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 Council as final decisions are being
made for the adopted 2022 Budget.
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October 12, 2021 Page 2
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 Strategi c Plan, as well as performance
measures directly related to the proposed program or service. These three integrated components of
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 several offers to support those priorities were created
and recommended for funding.
Public Engagement Update
The City’s Communications and Public Information Office was able to begin public engagement in May, returning
to the extended duration of gathering community input on the 2022 Budget from May through September, as it
was prior to the onset of the pandemic. (Attachment 1)
Changes to Offers originally included in the City Manager’s Recommended Budget
• Based on Council dialogue during the previous 202 2 Budget work sessions on September 14 and 28, staff
heard requests for funding several various offers, some at a scalable level. Staff has reviewed this guidance
and proposes the corresponding offers be grouped into the following categories:
1. Offers to include for First Reading with specific funding source recommendations
Outcome Offer Number & Title Funding Source(s)Ongoing One-Time
ENV 1.28 - Utilties : Water 1.0 FTE - Contractual Specialist
Water Conservation 501-Water Fund: Ongoing Revenue 86
T&M 20.6 - Parking Structure Security Upgrades 100-General Fund: ARPA ($446k)
294-Parking Services Fund: Reserves ($32k)478
C&R 55.14 - Lincoln Center - Sustainable Performance Hall
Lighting *273-Cultural Services Fund: Reserves 175
86 653
* = New Staff Recommendation (in alignment with increased Climate Action efforts)
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October 12, 2021 Page 3
2. Offers to include for First Reading funded by options available to Council (to be reviewed during the
work session)
Outcome Offer Number & Title Funding Source(s)Ongoing One-Time
C&R 35.8 - Library Park Irrigation Replacement - Enhanced General Fund Reserves / ARPA 100
C&R 35.9 - Rolland Moore Park Improvements - Enhanced *General Fund Reserves / ARPA 1000
NLSH 40.7 - Large Diameter Tree Pruning Enhanced Funding Increased General Fund Revenue 100
ENV 48.14 - 1.0 FTE Construction and Demolition Waste Increased General Fund Revenue 100
SAFE 53.2 - RESTORE West Nile Virus Program Community
Outreach, Education, and Data Collection *Increased General Fund Revenue 23
HPG 7.11 - City Facility Exterior Lighting: Dark Sky
Assessment and Conversion *General Fund Reserves / ARPA 100
ENV X.X - Additional Funding for Air Quality *Increased General Fund Revenue 215
T&M 9.9 - RESTORE - Street Sweeping - ARPA Funded **Increased General Fund Revenue 49
SAFE X.X - Add Back 1 Household Hazardous Waste Day
Supported by City Staff Increased General Fund Revenue 150
ENV / T&M 1.16 and 13.8 - Enhanced Climate Action ***Increased General Fund Revenue and Light & Power 299
936 1200
* = Scaled Down or Partial Recommendation
** = Remove ARPA Funding Increased General Fund Revenue 837
General Fund Reserves / ARPA 1200
Light & Power Fund Revenue 99
*** = Based on Offer 1.16 being 'scaled up' $99k (an increase to an
already funded Offer), and Offer 13.8 (previously unfunded) being
'scaled down' to $200k from $396k and funded
3. Offers of interest to Council – More discussion needed
Outcome Offer Number & Title Funding Source(s)Ongoing One-Time
ENV 1.22 - Utilities: 1.0 FTE - Environmental Regulatory Affairs
Technician TBD 93
T&M 11.13 - Neighborhood Traffic Mitigation Program
Expansion *TBD 130
SAFE 43.4 - 1.0 FTE - Parks Ranger TBD 86
SAFE / HPG X.X - All Unfunded Offers for Police and Legal Services
(Offers 18.20 / 18.21 / 66.2 / 18.19 / 18.24 / 18.13) **TBD 1,606
ENV X.X - Stream Restoration Design for 2023 Construction **TBD TBD
ENV X.X - Soil Amendments Improvements / Compliance **TBD TBD
1,915 0
* = Scaled Down or Partial Recommendation
** = Further Discussion and Guidance Needed
• Additionally, the following administrative changes are proposed:
o The eligibility criteria for the American Rescue Plan Act (ARPA) were defined after the release of the 2022
Recommended Budget. This accounting change will consolidate ARPA related expenditures into the
General Fund. As such, offers originally proposed to be expensed in other City governmental funds will be
expensed in the General Fund for 2022 and future years.
o The 2022 Budget for the Downtown Development Authority (DDA) was approved by its Board of Directors
on September 9, 2021. ‘Offer 61.1 – Downtown Development Authority Operating and Capital Budget’ has
been updated to reflect the final DDA 2022 Budget, as approved by the Board.
Council Budget Meetings
This work session concludes a series of work sessions scheduled in September and October to discuss the
proposed 2022 Budget, and will include Council discussion regarding overall priorities, policy issues and guidance
on what changes Council wants included in First Reading of the 2022 Budget.
Council is scheduled to consider budget adoption on the following dates:
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October 12, 2021 Page 4
Meeting Date Topic
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 Engagement Summary (PDF)
2. Powerpoint Presentation (PDF)
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Communications & Public Involvement
215 N. Mason St.
PO Box 580
Fort Collins, CO 80522
970.416.2209
fcgov.com
MEMORANDUM
DATE: October 6, 2021
TO: Mayor and City Councilmembers
THROUGH: Kelly DiMartino, Interim City Manager
Tyler Marr, Assistant City Manager
FROM: Amanda King, Communications & Public Involvement Director
RE: 2022 Budget Engagement Summary
Attached is the 2022 Budget Engagement Summary report. A memo with consolidated
letters and emails with budget feedback will be delivered in next Tuesday’s Read
Before packet.
ATTACHMENT 1 1.1
Packet Pg. 6 Attachment: 2022 Budget Engagement Summary (10604 : Review of the 2022 Recommended Budget - Work Session #3)
2022 Budget Engagement Summary
Community Engagement Strategy: Due to this year’s off-cycle, one-year budget, staff pursued a public engagement
process designed to inform both the 2022 Budget and the pending Strategic Plan update. Engagement took place mid-
April through September, and also included administering the Community Survey in the spring, so that data would be
available for budget offer evaluation. The engagement plan aimed to inform the community of the budget process and to
involve community members in prioritizing strategic outcomes, objectives and trade-offs reflected in the Recommended
Budget. In addition, engagement methods aimed to either confirm or identify changes to community priorities and values
from the 2020 Strategic Plan, particularly in light of the pandemic and ongoing community recovery. Continued health and
safety best practices required engagement efforts be held primarily online.
Methods:
Animated Budget 101 videos in English/Spanish
Dual language online forums, presentations and listening sessions
OurCity project page with online engagement activities in both English/Spanish
Website and social media promotion
Public Hearings
Community Survey
Participation:
OurCity:
o 2,400 total page visits
o 1,700 aware visitors, 846 informed visitors, 183 engaged
o 112 survey responses
o 161 ideas submitted
Social Media:
o Facebook 63,500+ reached (double the 2021 engagement)
o Twitter 32,000+ impressions
o YouTube 450+ views
o Total social media reach & impressions (all platforms): 153,500+
Feedback Summary - What we Heard:
OurCity Poll & Survey Results:
Do the seven strategic outcomes identified in the City’s strategic plan generally resonate with you as priorities for
the City?
o Yes – 90.2%
o No – 9.8%
Has the COVID-19 pandemic shifted these priorities for you?
o Yes – 22%
o No – 78%
1.1
Packet Pg. 7 Attachment: 2022 Budget Engagement Summary (10604 : Review of the 2022 Recommended Budget - Work Session #3)
Objectives that should be prioritized in the 2022 Budget in each Outcome Area:
Neighborhood Livability & Social Health
o 1.1 Improve and increase availability and choice of quality housing that is affordable to a broad range of
income levels.
o 1.9 Create and maintain a safe, healthy and resilient urban forest.
o 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 non-recurring.
Culture & Recreation
o 2.2 Address critical park, recreation equipment and trail lifecycle and maintenance needs and continue the
planned buildout of the system.
o 2.5 Ensure safety and welfare in City parks, natural areas, trails, and cultural and recreation facilities for
visitors and employees.
o 2.4 Identify criteria, process and funding options to refresh neighborhood and community parks.
Economic Health
o 4.1 Intensify efforts to improve resilience and to meet 2030 climate, energy and 100% renewable electricity
goals.
o 4.6 Sustain and improve the health of the Cache la Poudre River and all watersheds within the city.
o 4.2 Improve indoor and outdoor air quality.
Environmental Health
o 4.1 Intensify efforts to improve resilience and to meet 2030 climate, energy and 100% renewable electricity
goals.
o 4.4 Provide a reliable, high-quality water supply.
o 4.6 Sustain and improve the health of the Cache la Poudre River and all watersheds within the city.
Safe Community
o 5.6 Protect mission-critical physical and virtual infrastructure, in addition to privacy data, against increasing
cybersecurity threats.
o 5.1 Improve overall community safety while continuing to increase the level of public trust and willingness to
use emergency services.
o 5.7 Reduce incidents of, and impacts from, disruptive and unwanted behaviors with creative approaches
that balance compassion and consequences.
Transportation & Mobility
o 6.3 Ensure equitable access to and expansion of all sustainable modes of travel, with emphasis on growing
transit ridership.
o 6.2 Manage traffic congestion and improve high-priority intersections for all users.
o 6.1 Improve safety for people using all modes of travel.
o 6.7 Manage safety, congestion and quality of life impacts from train operations in Fort Collins.
High Performing Government
o 7.6 Utilize technology, data, metrics and process improvements to innovate, guide decisions and enhance
service delivery.
o 7.7 Address long-term projected gap between available revenue and what is required to meet known and
emerging needs.
o 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.
1.1
Packet Pg. 8 Attachment: 2022 Budget Engagement Summary (10604 : Review of the 2022 Recommended Budget - Work Session #3)
OurCity Themes:
Of the ideas for funding submitted on the OurCity platform, the majority were around Transportation & Mobility, with
a focus on expanded transit and bicycling opportunities, and Neighborhood Livability & Social Health, with a focus on
housing and homelessness services. Other common themes across OurCity and social media comments include:
Maintaining and enhancing park, recreation and trail amenities
Enhancing air quality monitoring
Supporting local businesses and economic recovery
Community Survey:
Top 3 outcome areas to be prioritized:
o NLSH
o Environment
o Transportation
Which outcomes should have more funding/effort
o NLSH (60%)
o Transportation (55%)
Open question – top 3 themes (what’s the most important thing the City should be focusing on and why)
o Affordable housing and cost of living
o Traffic
o Mobility
Full Community Survey results memo from Aug. 12, 2021:
https://citydocs.fcgov.com/?cmd=convert&vid=218&docid=3524781&dt=MAIL+PACKET
Attachments:
Submitted ideas & supporting 2022 Offers
Letters to City Council
Full text submitted comments
1.1
Packet Pg. 9 Attachment: 2022 Budget Engagement Summary (10604 : Review of the 2022 Recommended Budget - Work Session #3)
Ideas & Supporting Offers
Below are service ideas submitted on OurCity, grouped by common themes, and the 2022 BFO Offers that support
those ideas.
1. Air Quality
a. Remove 4 way stops
b. The City should use the money it gets from the State Severance Tax and the Federal Mineral
Leasing fund for regional air quality monitoring
c. Air quality/climate change. Need to go beyond monitoring air quality. Need short and long term
plan to combat these threats to life quality.
d. We need continuous air quality monitoring
e. 2022 Offers
i. 48.3 Air Quality
ii. 48.4 Climate Commitment
iii. 48.13 Local and Regional Air Quality Monitoring - Improved AQ Priority & Regionalism
2. Bikes
a. Bike park
i. Prioritize the citizen requested bike park in n. old town so all can access great mountain
biking without driving. Other cities are leading.
ii. Given Fort Collins' reputation as a bike friendly city, I recommend a bike oriented
recreation park (similar to Valmont in Boulder).
b. More bike lanes & trails in north & NE part of the city
i. Add safer bike trails in the northern part of the city
ii. Connect North East Fort Collins to trail network
iii. Connect North East Fort Collins to bike lane + sidewalk network
iv. 2022 Offers
1. 13.1 FC Moves Mobility Management
2. 13.5 CCIP - Bicycle Infrastructure
3. 13.9 Fort Collins Travel Survey
4. 41.1 Recreational Trail Development
c. The times I feel the least safe in Fort Collins is when I'm walking or biking and an angry motorist
threatens me.
3. Development
a. Match Planning Staffing with Growth and Development Pressure
b. We need Environmental Preservation buildings codes
c. Historic Surveys need to be funded
d. Recycle or reuse buildings rather than throwing them away
e. 2022 Offers
i. 22.12 1.0 FTE Zoning Department (Conversion of Part-Time Zoning Admin Support to
1.0 FTE Classified Business Support)
ii. 22.13 1.0 FTE Contractual - Planning Technician - ARPA Funded
iii. 22.18 1.0 FTE Business Support Conversion of Contractual to Classified -
Development Review
4. Economic Health
a. Penalize conglomerates who hold commercial real estate vacant for longer than 2 years (esp.
along College Ave).
1.1
Packet Pg. 10 Attachment: 2022 Budget Engagement Summary (10604 : Review of the 2022 Recommended Budget - Work Session #3)
5. Homelessness and Social Well-being
a. Housing first model and Shelter for all
i. Create a city based system for assisting the homeless
ii. Needs based assistance
iii. Resources for the homeless, and police officer accountability towards civilians
iv. Better support for homeless population
v. Homeless community needs the ability to have a safe area during this covid pandemic.
Places to stay 24/7 in safety.
vi. 2022 Offers
1. 22.2 Long-Range Planning
2. 47.1 Social Sustainability Leadership/Housing & Homelessness
3. 47.2 Human Service Programs & Affordable Housing
4. 47.3 Homelessness Initiatives - Continuing Support
5. 47.4 CCIP - Affordable Housing Capital Fund
6. 47.5 Homelessness Position and Outreach Fort Collins Funding
7. 47.6 Housing Strategic Plan Implementation and Housing Manager
8. 47.13 Homelessness Initiatives Increase - ARPA Funded
9. 47.14 Future 24/7 Shelter Engagement Support
b. Food security
i. 2022 Offers
1. 47.2 Human Service Programs & Affordable Housing
6. Housing
a. More Multifamily/Apartment housing
b. Create zoning rules and set aside land for tiny home communities + tiny homes as ADUs for infill
along primary transit corridors
c. Remove Single-Family Zoning
d. Find creative solutions that provide increased density throughout town, not just downtown and
around CSU
e. 2022 Offers
i. 10.12 Mobile Home Park Livability Code Enforcement
ii. 22.2 Long-Range Planning
iii. 22.14 Land Use Code Updates - Phase 2
iv. 48.11 Innovate Fort Collins Challenge – Housing/Climate Nexus - ARPA Funded
7. Local Business Support
a. We need to be supporting our local businesses more than we support businesses from outside our
borders
b. NoCo Market online
c. 2022 Offers
i. 22.11 Expanded Technical Assistance for Small Business - ARPA Funded
ii. 49.4 Business & Workforce Support
iii. 49.8 1.0 FTE Contractual Conversion to Classified - Minority Business Specialist
iv. 49.9 Economic Health Strategic Plan - ARPA Funded
8. Nature in the City
a. Use Northern Colorado Wildlife Center to improve habitats in the city
1.1
Packet Pg. 11 Attachment: 2022 Budget Engagement Summary (10604 : Review of the 2022 Recommended Budget - Work Session #3)
9. Parks and Recreation
a. Break down natural areas/parks/other dept silos to deliver outdoor recreation plan desired by
citizens that includes more nearby trail miles
b. Education and licensing for wilderness access
c. More pickle Ball courts! There are so many new players, and empty tennis courts that can be
converted!
d. Plant More Trees
e. How many people know about the Museo?
10. Transportation
a. Train issues
i. Train Overpasses & Quiet Zones along Timberline
ii. Overpasses or underpasses (or something) for the trains running through town so they
don't have to stop traffic and blare their horns
b. Tell us how much of our tax money goes towards paying for parking that often sits vacant
c. Public transportation
i. Transfort/buses
1. On transfort routes that have lighter usage why not replace the big buses with
smaller shuttle style vehicles.
2. No Buses With an Hour Wait
3. Expanded Bus Service Outside of Regular Commute Times
4. Please expand public transportation. The increase in population and traffic make
it a necessity. The more convenient the more usage.
5. 2022 Offers
a. 19.3 Dial-A-Ride
b. 19.4 Poudre Express Regional Transit Service Partnership from
Greeley to Fort Collins
c. 19.10 RESTORE: Transfort Service Level - ARPA FTA Funded
ii. Support incentives for reducing traffic on I25. Commuter rail along front range and fewer
1 passenger cars. This is also air quality issue
iii. Remove Free Parking
iv. Incentivize "Walkable/Bikeable" Communities / Economic areas
v. Create a Light Rail plan that can easily connect Fort Collins to other Urban Centers
vi. We need "streetcar commercial districts"... even if our streetcar is no longer a city-wide
form off transportation
d. Road safety
i. Protected Bike Lanes
ii. More Roundabouts... Fewer Signals
iii. Harmony Road overpass for bikes
iv. Please more speed bumps approaching and in front of every school for children's' safety.
v. Change the snowplow priority to make sure that bike routes are plowed in the winter.
vi. Canyon/Whitcomb Road Fix
vii. Providing safe route to biking trails from SE FoCo locations. There isn’t a safe way to
connect to the bike trail system currently.
viii. Close the street in front of City Park Pool and add a drop-off area as recommended by
City staff and the City Park Tomorrow Design Workshop
ix. 2022 Offers
1. 9.6 Snow and Ice Removal Level of Service
2. 13.3 Active Modes
3. 21.16 CCIP - Siphon Bike / Pedestrian Overpass
1.1
Packet Pg. 12 Attachment: 2022 Budget Engagement Summary (10604 : Review of the 2022 Recommended Budget - Work Session #3)
11. Waste Reduction
a. Cleaning up/reducing waste including composting
b. Make it easier to compost waste
c. Leverage things like "Trash Tag" to help incentivize citizens to keep areas clean.
d. 2022 Offers
i. 48.2 Waste Reduction & Recycling
ii. 48.5 Municipal Sustainability
iii. 48.6 Timberline Recycling Center
iv. 48.11 Innovate Fort Collins Challenge – Housing/Climate Nexus - ARPA Funded
12. Water Conservation
a. North East Fort Collins cannot access XIP grant - please partner with ELCO + FCLWD + Northern
Water to expand this program to homeowners.
b. We need to be more aggressive about water conservation.
c. 2022 Offers
i. 1.27 Utilities: Water Conservation
ii. 1.29 Utilities: Water Conservation Xeriscape Incentive Program for HOAs and
Commercial Properties
iii. 1.31 Utilities: Water - Meters Operation and Maintenance
iv. 1.34 Utilities: Water - Meter Capital – Ongoing
1.1
Packet Pg. 13 Attachment: 2022 Budget Engagement Summary (10604 : Review of the 2022 Recommended Budget - Work Session #3)
2022 Budget ReviewCity Council Work Session – October 12, 2021ATTACHMENT 21.2Packet Pg. 14Attachment: Powerpoint Presentation (10604 : Review of the 2022 Recommended Budget - Work Session
22021 Council Budget MeetingsSeptember 14thWork Session• Culture and Recreation• Economic Health• Environmental Health• Transportation and MobilitySeptember 28thWork Session• Neighborhood Livability and Social Health• Safe Community• High Performing GovernmentSeptember 21stCouncil Meeting• Budget Public Hearing #1 of 2October 12thWork Session• Budget Public Hearing #2 of 2October 5thCouncil Meeting• General Discussion – Final Council DirectionNovember 2ndCouncil Meeting• First ReadingNovember 16thCouncil Meeting• Second ReadingWe are here1.2Packet Pg. 15Attachment: Powerpoint Presentation (10604 : Review of the 2022 Recommended Budget - Work Session
3Public Engagement Summary•Methods:–Two public hearings–Three online forums–Online surveys, idea generators & engagement activities–Social media & digital –More accessible information viaoBudget-in-Briefs at www.fcgov.com/budgetoBudget 101 videos at ourcity.fcgov.com/2022budget–Community Survey•Participation:–2,400 page visits to ourcity.fcgov.com/2022budgeto112 survey responseso161 funding/service ideas submitted–153,500 social media reachNew Budget in Brief–Published in Spanish and English–24 pages–Available in hard copy–www.fcgov.com/budget1.2Packet Pg. 16Attachment: Powerpoint Presentation (10604 : Review of the 2022 Recommended Budget - Work Session
4Public Engagement Summary•Asked community about specific budget items, community priorities, pandemic/recovery impacts•Due to off-cycle budget, engagement designed to inform both the 2022 Budget and 2022 Strategic Plan update•Common response themes:–Expand transit and bicycling opportunities–Address housing cost/availability & invest in homelessness services–Maintain and enhance park, recreation & trail amenities–Increase air quality monitoring–Support local businesses & economic recovery1.2Packet Pg. 17Attachment: Powerpoint Presentation (10604 : Review of the 2022 Recommended Budget - Work Session
5Summary of Council Requested Follow UpsWork Session Date # of Council Requests8/31/2021 59/14/2021 169/28/2021 11Total 32Thursday Packet Date # of Requests Addressed9/9/2021 59/23/2021 69/30/2021 610/7/2021 15Total 321.2Packet Pg. 18Attachment: Powerpoint Presentation (10604 : Review of the 2022 Recommended Budget - Work Session
6ARPA Funded Offers – Ongoing CostsWhile funding expected ongoing expenses with the one-time nature of ARPA is not sustainable, there will be a significant consideration in the 2023-24 Budget where the remaining ARPA money is expected to fund budget requests associated with the Recovery Plan.Outcome Offer Number Offer Name Offer TotalHPG 7.22 RESTORE: Two Part‐time Hourly Facility Maintenance Helpers ‐ ARPA Funded 55,075$ SAFE 18.18 5.0 FTE ‐ Mental Health Response Team build out; 1 Sergeant and 4 Officers ‐ ARPA Funded 809,170 NLSH 22.13 1.0 FTE Contractual ‐ City Planner ‐ ARPA Funded 81,258 HPG 32.6 Expanded Community Outreach and Engagement ‐ ARPA Funded 55,000 C&R 34.21 Increased Funding for the Reduced Fee Scholarship Program ‐ ARPA Funded 100,000 HPG 44.4 Diversity, Equity & Inclusion (DEI) Office ‐ Professional Services Increase ‐ ARPA Funded 25,000 HPG 44.6 Language Access Services for City Council Meetings and High Priority Civic Engagement Events ‐ ARPA Funded 34,560 NLSH 47.12 Affordable Housing Fee Credit Fund ‐ ARPA Funded 350,000 NLSH 47.13 Homelessness Initiatives Increase ‐ ARPA Funded 201,000 NLSH 47.9 Human Service Program Increase ‐ ARPA Funded 150,000 C&R 55.12 1.0 FTE Contractual ‐ Cultural Services Community Programs Manager with Program Support ‐ ARPA Funded 169,575 C&R 55.13 Cultural Services Access Fund for Low‐Income Residents ‐ ARPA Funded 185,000 SAFE 57.6 Municipal Court Services‐Mental Health, Addiction, and Teen Diversion Services ‐ ARPA Funded 75,000 HPG 65.2 RESTORE: Operational Budget for General Legal Services ‐ ARPA Funded 20,420 2,311,058$ 1.2Packet Pg. 19Attachment: Powerpoint Presentation (10604 : Review of the 2022 Recommended Budget - Work Session
7ARPA Funded Offers – One-Time CostsOutcome Offer Number Offer Name Offer TotalHPG 7.25 Facility Restroom and Common Area Additional Cleaning ‐ ARPA Funded270,000$ NLSH 10.8 Eviction Legal Fund ‐ ARPA Funded220,000 T&M 20.3 Parking Structure Critical and Preventative Repairs ‐ Enhanced ‐ ARPA Funded 745,400 NLSH 22.10 Electronic Plan Review Implementation and Licensing ‐ ARPA Funded 75,000 NLSH 22.11 Expanded Technical Assistance for Small Business ‐ ARPA Funded 30,000 NLSH 47.8 Childcare System Support ‐ ARPA Funded170,000 ENV 48.11 Innovate Fort Collins Challenge – Housing/Climate Nexus ‐ ARPA Funded 100,000 ECON 49.9 Economic Health Strategic Plan ‐ ARPA Funded 100,000 1,710,400$ 1.2Packet Pg. 20Attachment: Powerpoint Presentation (10604 : Review of the 2022 Recommended Budget - Work Session
8Additional Offers of Interest by Council1.2Packet Pg. 21Attachment: Powerpoint Presentation (10604 : Review of the 2022 Recommended Budget - Work Session
9Additional Offers of Interest by Council•City Council has expressed interest in finding a way to fund several initiatives that were not included in the 2022 City Manager’s Recommended Budget•Staff has reviewed these requests comprehensively and organized them into three categoriesA. Offers to include for 1stReading with specific funding source recommendationsB. Offers to include for 1stReading funded by options available to CouncilC. Offers of interest to Council – More discussion needed1.2Packet Pg. 22Attachment: Powerpoint Presentation (10604 : Review of the 2022 Recommended Budget - Work Session
10A) Offers to include for 1st Reading with specific funding sourcesOutcome Offer Number & Title Funding Source(s) Ongoing One‐TimeENV1.28 ‐ Utilties : Water 1.0 FTE ‐ Contractual Specialist Water Conservation501‐Water Fund: Ongoing Revenue 86T&M 20.6 ‐ Parking Structure Security Upgrades100‐General Fund: ARPA ($446k)294‐Parking Services Fund: Reserves ($32k)478C&R55.14 ‐ Lincoln Center ‐ Sustainable Performance Hall Lighting *273‐Cultural Services Fund: Reserves 17586 653* = New Staff Recommendation (in alignment with increased Climate Action efforts)All values in 1,000s1.2Packet Pg. 23Attachment: Powerpoint Presentation (10604 : Review of the 2022 Recommended Budget - Work Session
11B) Offers to include for 1st Reading funded by options available to CouncilAll values in 1,000sOutcome Offer Number & Title Funding Source(s) Ongoing One‐TimeC&R 35.8 ‐ Library Park Irrigation Replacement ‐ Enhanced General Fund Reserves / ARPA 100C&R 35.9 ‐ Rolland Moore Park Improvements ‐ Enhanced *General Fund Reserves / ARPA 1000NLSH 40.7 ‐ Large Diameter Tree Pruning Enhanced Funding Increased General Fund Revenue 100ENV 48.14 ‐ 1.0 FTE Construction and Demolition Waste Increased General Fund Revenue 100SAFE53.2 ‐ RESTORE West Nile Virus Program Community Outreach, Education, and Data Collection *Increased General Fund Revenue 23HPG7.11 ‐ City Facility Exterior Lighting: Dark Sky Assessment and Conversion *General Fund Reserves / ARPA 100ENV X.X ‐ Additional Funding for Air Quality *Increased General Fund Revenue 215T&M 9.9 ‐ RESTORE ‐ Street Sweeping ‐ ARPA Funded **Increased General Fund Revenue 49SAFEX.X ‐ Add Back 1 Household Hazardous Waste Day Supported by City StaffIncreased General Fund Revenue & Stormwater 180ENV / T&M 1.16 and 13.8 ‐ Enhanced Climate Action ***Increased General Fund Revenue and Light & Power 299966 1200* = Scaled Down or Partial Recommendation** = Remove ARPA FundingIncreased General Fund Revenue 787General Fund Reserves / ARPA 1200Stormwater Fund Revenue 80Light & Power Fund Revenue 99*** = Based on Offer 1.16 being 'scaled up' $99k (an increase to an already funded Offer), and Offer 13.8 (previously unfunded) being 'scaled down' to $200k from $396k and funded1.2Packet Pg. 24Attachment: Powerpoint Presentation (10604 : Review of the 2022 Recommended Budget - Work Session
12C) Offers of interest to Council – More information neededAll values in 1,000sOutcome Offer Number & Title Funding Source(s) Ongoing One‐TimeENV1.22 ‐ Utilities: 1.0 FTE ‐ Environmental Regulatory Affairs TechnicianTBD 93T&M 11.13 ‐ Neighborhood Traffic MiƟgaƟon Program Expansion *TBD 130SAFE 43.4 ‐ 1.0 FTE ‐ Parks Ranger TBD 86SAFE / HPGX.X ‐ All Unfunded Offers for Police and Legal Services (Offers 18.20 / 18.21 / 66.2 / 18.19 / 18.24 / 18.13) **TBD 1,606ENV X.X ‐ Stream Restoration Design for 2023 Construction **TBD TBDENV X.X ‐ Soil Amendments Improvements / Compliance **TBD TBD1,915 0* = Scaled Down or Partial Recommendation** = Further Discussion and Guidance Needed1.2Packet Pg. 25Attachment: Powerpoint Presentation (10604 : Review of the 2022 Recommended Budget - Work Session
Existing Air Quality Related Offers13• Funds 4.0 FTE for Air Quality Division• Supports existing indoor and outdoor air quality programs• Additional low-cost particle sensors• Updated web data to support regional displays• Targets spatial representation of impacts from wildfires• $200K from Environmental Protection Agency (EPA)• Indoor air quality and energy efficiency focus• Targets Environmental Justice communitiesOffer 48.3: Air Quality ($451,785)Offer 48.13 : Local and regional air quality monitoring ($35K)EPA Grant: Indoor Air Quality and Energy Efficiency ($0)1.2Packet Pg. 26Attachment: Powerpoint Presentation (10604 : Review of the 2022 Recommended Budget - Work Session
Additional AQ Options14• Flexibility in objectives and priorities• Informed by additional community engagement• Scope and cost TBD• Anticipated to only partially fund regional efforts• May require additional funding (e.g., grants or other partners)Option 1: AQ Monitoring Fund ($100-$400K)Option 2: Air Toxics Monitoring Study ($418K)Option 3: AQ Education and Outreach Coordinator ($115K)• Fully funded 2-year study• Aligned with community requests• Monitoring scope already developed (CSU, City and State)• Large City investment for research effort, may inform ongoing monitoring needs• Improved AQ messaging and outreach• Increase connections with community partners• Aligns with regional needs• Anticipated as ongoing needStaff Recommendation: $100K from Option 1 + Option 3Total = $215K1.2Packet Pg. 27Attachment: Powerpoint Presentation (10604 : Review of the 2022 Recommended Budget - Work Session
Existing HHW Resources and Options15• Typical HHW is accepted at Larimer County residents for free, such as:• Paint• Lawn chemicals• Automotive fluids• Batteries• Cleaners• Much more…• Also includes a “Drop N’ Swap” to encourage reuseLarimer County Household Hazardous Waste ProgramTimberline Recycling CenterHard to Recycle Materials Yard open 5 days/week• Accepts at No Charge:• Paint• Antifreeze•Oil• Batteries• Other materials ($5 gate fee), e.g., electronicsAdditional Options• Paint Stewardship and Recycling (6 locations)• Automotive Fluids accepted most auto shops• City’s A-Z recycling tool: https://www.fcgov.com/a-zRecent utility bill insert sent to over 40,000 households1.2Packet Pg. 28Attachment: Powerpoint Presentation (10604 : Review of the 2022 Recommended Budget - Work Session
Incorporating a HHW Event 16• Continued support, funding, and promotion of TRC ABOP program at $20,000 to allow residents year-round options.• Continued exploration of partnership opportunities with Larimer County to promote other options for the community.Maintain Existing Options Incorporate Hosting 1 HHW Event in 2022• Gives residents opportunity to drop off all of their household hazardous waste at one central location on a Saturday. • Restores a popular event to the community.• Cost $180,000 for Contractor Support, Staff and Disposal Costs.• Needed funding of Offer 1.22 (ERA Technician) to open up staff capacity to support event and address increasing environmental compliance needs at $93,000.1.2Packet Pg. 29Attachment: Powerpoint Presentation (10604 : Review of the 2022 Recommended Budget - Work Session
Climate Action17City Manager’s Recommended Budget• 45 offers advance climate action • Multiple outcome areas • Impact of reducing GHG emissions by ~2.7%Investments and Actions Beyond Budget• Partnerships, e.g., Platte River, CC4CA, etc.• Policies, e.g., building and land use codes• Community-led initiatives Additional Opportunities to Advance Goals• Council Priority and OCF Implementation 1.2Packet Pg. 30Attachment: Powerpoint Presentation (10604 : Review of the 2022 Recommended Budget - Work Session
Additional Offers Recommended18• Expands an existing City brand• Focus on travel demand management (TDM)• Includes $$ for staff, consulting, programming• Note scaled offer• Fully restores Energy Services funding to pre-pandemic levels • Program marketing• Customer incentives • 1-time LED fixture conversion of 47 house lights in Performance Hall• Reduce energy costs, energy use, and GHG emissionsOffer 13.8: Shift Your Ride Travel Options Program ($200K)Offer 1.16: Energy Services -Full RESTORE (+$99K)Offer 55.14: Lincoln Center –Efficient Hall Lighting ($174K)Additional recommendations for climate investments = $473K and additional 0.2% impact1.2Packet Pg. 31Attachment: Powerpoint Presentation (10604 : Review of the 2022 Recommended Budget - Work Session
19Funding Options1.2Packet Pg. 32Attachment: Powerpoint Presentation (10604 : Review of the 2022 Recommended Budget - Work Session
20Available Funding•The executive team convened to discuss all available funding options•Recommended funding includes:Funding Source ($ values in millions) Ongoing One-Time1. Increasing the 2022 Sales Tax revenue forecast 2.3M*2. General Fund Reserves (from 2021 underspend) Up to $17M3. Potentially unused previously appropriated 2021 ARPA 1.7M4. Additional 2022 ARPA via Revenue Replacement eligibility TBD* Of the $2.3M, the General Fund portion would be $1.85M1.2Packet Pg. 33Attachment: Powerpoint Presentation (10604 : Review of the 2022 Recommended Budget - Work Session
21Why is this Funding Available Now?1. Increasing the 2022 Sales Tax revenue forecast• 2022 year-to-date revenue intake unprecedently greater than budgeted2. General Fund Reserves (from 2021 underspend)• Future anticipated reserves not historically used in the budget3. Potentially unused, previously appropriated 2021 ARPA• In advance of the Recovery Plan, applications to utilize the appropriated $4.3M are estimated at $2.6M, leaving $1.7M available under that appropriation 4. Additional 2022 ARPA via Revenue Replacement eligibility• The plan to use $4.3 in 2021 / $4.1 in 2022 was initial recommendation; primarily saving the majority for the 2023-24 Budget to resource the Recovery Plan•These non-traditional funding sources are all available to Council•Not considered available at the time for use in the Recommended Budget1.2Packet Pg. 34Attachment: Powerpoint Presentation (10604 : Review of the 2022 Recommended Budget - Work Session
22$ 130.8 $ 147.5 $ 151.8 $ 139.9 $ 152.6 $ 152.6 - 20.0 40.0 60.0 80.0 100.0 120.0 140.0 160.0 180.0As of March (2021 Budget)As of May(2021 4+8)As of Oct 5(2021 8+4)Sales/Use Tax Forecasts Throughout 2021(in millions)20212022$154.9Revising 2022 Revenue Budget to “reset” to 2% growth, incorporating 2021’s favorable development, could add $2.3MOption 1 : Re-baseline 2022 Revenue Forecast -OngoingFunding based on Year-to-Date Actual Results & New 8-4 Analysis1.2Packet Pg. 35Attachment: Powerpoint Presentation (10604 : Review of the 2022 Recommended Budget - Work Session
23Option 2: Increase 2022 Reserves -1-Time Funding based on 2021 Underspend and New 8+4 Analysis•Historic practice is to not use anticipated current‐year reserve increases in the subsequent year’s budget•i.e., 2022’s budget would only use “known, in‐the‐bank” reserves from 2020•Current‐year reserve generation would apply to the 2023‐2024 BFO Cycle•BLT recommended $4.0M of 2020 year‐end General Fund reserves in the 2022 budget•In the case of 2022, BLT applied approximately $1.3M of anticipated 2021 reserve generation•2021 Budget predicted $56.2M of year‐end General Fund reserves; excluding ARPA, current projections amount to $73.5.1.2Packet Pg. 36Attachment: Powerpoint Presentation (10604 : Review of the 2022 Recommended Budget - Work Session
City of Fort Collins$28.1M Total Allocation from ARPA State and Local Fiscal Recovery FundCouncil Approved Ordinance No. 079, 2021$4.3M for short-term, immediate needs• Development of Fort Collins Recovery Plan• Application for these funds available•Option 3: Anticipate using approximately $2.6M in 2021Council Approval of Fort Collins Recovery Plan, December 2021~$19.8M for long-term recovery and resilience• Remaining funds tied to the recovery plan• 2023 - 2024City Manager’s Recommended Budget 2022~$4M for mid-term response and recovery• Identified opportunities to utilize ARPA funding source• Recommendation to BLT•Option 4: Able to close 2022 gaps under revenue recovery eligibilityOptions 3 & 4 – increased use of ARPA -1-Time Funding based on 2021 Usage and 2022 Availability1.2Packet Pg. 37Attachment: Powerpoint Presentation (10604 : Review of the 2022 Recommended Budget - Work Session
25Questions for City Council1. Which offers does Council have interest in including in 1streading of the 2022 Budget, including preferred funding sources?2. What clarifying questions does City Council have on any of the Offers in the seven Outcomes discussed in the previous budget work sessions?1.2Packet Pg. 38Attachment: Powerpoint Presentation (10604 : Review of the 2022 Recommended Budget - Work Session
262021 Council Budget MeetingsSeptember 14thWork Session• Culture and Recreation• Economic Health• Environmental Health• Transportation and MobilitySeptember 28thWork Session• Neighborhood Livability and Social Health• Safe Community• High Performing GovernmentSeptember 21stCouncil Meeting• Budget Public Hearing #1 of 2October 12thWork Session• Budget Public Hearing #2 of 2October 5thCouncil Meeting• General Discussion – Final Council DirectionNovember 2ndCouncil Meeting• First ReadingNovember 16thCouncil Meeting• Second ReadingWe are here1.2Packet Pg. 39Attachment: Powerpoint Presentation (10604 : Review of the 2022 Recommended Budget - Work Session
DATE:
STAFF:
October 12, 2021
Theresa Connor, Interim Utilities Executive Director
Gretchen Stanford, Interim Deputy Director
John Phelan, Energy Services Manager
Adam Bromley, Director of Operations & Technology
Lance Smith, Utilities Strategic Finance Director
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
Overview of Light and Power Utility.
EXECUTIVE SUMMARY
The purpose of this item is to provide Council an overview of the Light and Power Utility, answer questions and
receive feedback about direction of the utility.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. Does Council have any questions or feedback about direction of the Light and Power Utility?
BACKGROUND / DISCUSSION
Electricity powers our lives, the local economy, homes, and businesses that make Fort Collins the amazing place
it is. Light and Power provides electricity to nearly 77,000 residential, commercial, i nstitutional, and industrial
customers. Formed by community initiative in 1935, Light and Power has grown with Fort Collins, and boundaries
will eventually extend to the entire growth management area. With an overall budget of over $140 million, Light
and Power is part of the Utilities organization with 120 employees and the support of 100 Utilities employees from
other service areas. It is the largest single service unit in the City.
Light and Power is a municipally owned electric utility and a part owner with three other cities of Platte River
Power Authority (Loveland, Longmont, and Estes Park). The electricity industry, around the globe and here in
Colorado, is changing rapidly to envision a future electric system very different from the legacy systems in use for
nearly 100 years. Solar panels, wind turbines, and batteries will support an interconnected system across many
states. Individual homes and businesses will be able to choose to provide some of their energy directly. Our
buildings and electric vehicles will become part of the system, adjusting use up or down to help align the demand
with the supply. Light and Power is well-positioned to help lead this transition.
The challenges Light and Power face today and tomorrow require new technology, innov ation, and foresight.
Investments in our distribution system and customer programs will help Light and Power continue a legacy of
highly reliable, affordable, and environmentally responsible electricity services.
Fort Collins traditionally has been served by coal power plants and long-established hydro-electric sources. Light
and Power is a municipally owned electric utility and a part owner (with three other cities) of Platte River Power
Authority, giving us substantial influence and control over electricity supply options. Currently, non-fossil
resources account for over 50% of our electricity sources, resulting in a sharp decrease in emissions from
previous years.
In October 2018, Council adopted a goal of 100% Renewable Electricity by 2030. Months la ter, Platte River
Power Authority adopted a Resource Diversification Policy that includes a target of 100% non-carbon resources
by 2030. Looking towards electricity emissions in 2030, Platte River has announced a new 150 -megawatt solar
project to be online by 2024; plans to close Rawhide Unit 1 coal generator by 2030; and their Integrated
Resources Plan calls for 90% non-carbon sources by 2030. Since electricity makes up about half of Fort Collins
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community inventory, these commitments will contribute immensely toward reducing emissions.
For over 100 years, Light and Power has been matching the production of electricity to the aggregate load shape
of the demand. As we proceed to increase the amount of variable renewable electricity sources, such as wind and
solar, we also will need to begin shaping and flexing the demand load to align with the supply. This transition will
take years, with electricity supply, demand and storage working together to achieve a reliable, affordable, and
clean energy system.
None of this happens without the daily round-the-clock efforts of staff to operate and maintain the over 2,000
miles of underground cable, seven substations, and thousands of transformers and streetlights. Fort Collins
residents and businesses experience extra ordinary, industry-leading, reliability. Each year, the customer service
and billing staff support the administration of nearly 1 million bills.
The Numbers (2020 data)
• Residential customers - 68,505
▪ 36% of electricity use
• Commercial customers - 8,775
▪ 31% of electricity use
• Industrial customers - 14
▪ 33% of electricity use
• Community annual use - 150,000,000 kilowatt-hours
• Community peak demand - 318 megawatts (2021)
• Number of employees - 120
• 2021 Operating Budget - $143 million
• 2021 Capital Budget - $12 million
Customer Satisfaction Survey
To continually improve services, Utilities requested feedback from residential electric customers about their
experiences and quality of services they receive from Light and Power. Beginning in 2020 , Utilities contracted
with J.D. Power, a global independent market research company, to conduct residential electric and water
customer satisfaction surveys. The advantages of using J.D. Power are:
1. Utilities can compare our results nationwide to west mid-size utilities (143 of the largest electric utility brands
across the U.S., representing more than 102 million households).
2. With J.D. Power national data and results, staff has access to key performance indicators that drive higher
overall customer satisfaction.
3. Utilities receives expert reporting, analysis, and recommendations in relation to our data from J.D. Power
experts.
In the most recent survey during the pandemic, J.D. Power results say, “Open and frequent communication about
policies and assistance programs has proven to be key in maintaining high customer satisfaction, especially
during the pandemic.” It proves that timely responses and open communication are high priorities for excellent
customer service.
At this time, Utilities has residential results and will have feedback from our commercial accounts at the end of
October 2021. It is important to note that JD Power acknowledges that Fort Collins Utilities has one of the lowest
average bills when compared to utilities of similar size in the west. The average west mid-size utility bill is $125
and the Fort Collins’ average bill per JD Power’s evaluation is $91.
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Residential 2020
• Wave 1 - April through May
▪ Responses: 1,048
▪ Total surveys sent out via email: 22,224
• Wave 2 - October through November
▪ Responses: 808
▪ Total surveys sent out via email: 22,334
• Total responses - 1,856
• Response Rate - 4.1%
Commercial 2021
• One wave only - June through August
▪ Closed on 08/27/21
▪ Findings received by the end of October
▪ Total surveys sent out via email: 2,334
▪ Responses: not yet available
In 2020, the Residential Electric survey achieved a response rate of 4.1%, which is a rate four times higher than
our previous survey participation rate. In addition to Overall Satisfaction, the survey uses six factors for
measuring customer satisfaction.
Overall Satisfaction
Fort Collins Utilities scored 742, which is below the industry average of 751 and below the mid -size west utilities
average of 745. It is an excellent score for a newly participating utility. However, Fort Collins Utilities’ score of
742 was below the top quartile score of 816, which is an overall customer satisfaction greater than 75% of
national utilities, e.g., a top-performing utility.
Quality & Reliability
Fort Collins Utilities scored 842, above the industry average of 782 and above the mid -size west utilities average
of 782.
Billing and Payment
Fort Collins Utilities scored 811, just above the industry average of 803 and mid-size west utilities average of
799.
Price
Fort Collins Utilities scored 619, below the industry average of 700, and below the average of mid -size west
utilities of 690. The average reported customer electric monthly bill in Fort Collins was $91, lower than the
national average of $121 per month and lower than the average mid-size west utilities of $125 per month.
Communication
Fort Collins Utilities scored 663, below the industry average of 721 and below the average mid -size west utilities
of 701.
Corporate Citizenship
Fort Collins Utilities scored 705, below the industry average of 708, and below the mid -size west utilities average
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of 707.
Customer Care
Fort Collins Utilities scored 777, below the industry average of 809 and below the average of mid -size west
utilities of 809. Customer service includes both the phone and digital experience. Overall, Utilities performed
above average on the phone experience and below average on the digital experience.
The chart below shows what drives overall satisfaction when a customer is responding to the survey, and
provides us with the comparison between the mid-size west utility industry.
In summary, the utility industry nationwide continues to respond to the needs and desires of our customers and
scores continue to increase yearly. Partnering with J.D. Power enables Fort Collins Utilities to compare our
performance within the evolving industry to measure and achieve outstanding customer service.
Background of the Infrastructure System
Light and Power operates and maintains the electric system that serves Fort Collins’ residential and commercial
customers, as well as designs and installs all new electrical infrastructure. The utility is committed to delivering
safe, reliable, affordable electric service while supporting the values of the community. It also is focused on the
implementation of new technologies that support Our Climate Future goals and initiatives, more effective
strategic planning, and more efficient business processes. Light and Power provides servi ce within the city limits
and will eventually provide service to the entire Growth Management Area.
In the 1960s, Council mandated that new electric facilities would no longer be allowed overhead. In the 1980s,
Light and Power embarked on a 20+ year initiative to actively convert existing overhead facilities to underground.
The forward thinking of the City and Light and Power leadership to proactively transform our electric utility in this
way has far reaching effects on our distribution system safety, f inancial health, and reliability. Following is a
summary of our distribution system at a very high level, highlighting the attributes:
• Seven substations
• 2,000 miles of conductor - 99.8% is underground
• 8,600 transformers - 385 Art in Public Places Transformer Installations
• 12,000 streetlights - 40% are Light Emitting Diode (LED) lights
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• 318.6 MW peak load
Reliability
Light and Power operates and maintains a system that is 99.8% underground. The underground equipment
installed to run the electric system dates as far back as the early 1970s and, in rare cases, the 1960s. As the
equipment reaches the end of its operating life, Light and Power personnel perform analyses, record failure
analysis, and use that data to understand trends in how well our f acilities are meeting their expected lifetime.
This historical data paired with recent outage information, the environment in which the equipment is installed
(e.g., soil and water chemistry), and time installed are all used in a statistical analysis to pr edict where future
outages are most likely to occur. These predicted locations make up the list of prioritized capital replacement
projects as part of our ongoing asset management program. The data drives where we make monetary
investments, so we can keep reliability high while ensuring good stewardship of our rate payers’ money.
Light and Power reports on three different reliability metrics:
• SAIDI - how long, on average, each customer was without power in the last year
• SAIFI - how many times per year the average customer experienced a power outage
• CAIDI - how long, on average, it takes to restore power to a customer experiencing a power outage
Considering these metrics, on average, a customer in Fort Collins can expect to experience a single outage
about every 5.5 years, which will last 62 minutes on average. Our reliability performance is among the best in
North America.
Electric Resources and Goals
Fort Collins is a member-owner of Platte River Power Authority, a joint action agency providing electr icity
generation and transmission services. Platte River provides 100% of the electricity to Fort Collins, and we are a
47% equity owner of Platte River.
All four owner cities have recognized Platte River’s Resource Diversification Policy goal of a 100% noncarbon
resource mix by 2030. This policy was adopted by Platte River’s Board of Directors in 2018 to proactively work
toward achieving a 100% noncarbon resource mix by 2030, while maintaining three pillars of safely providing
reliable, environmentally responsible, and financially sustainable energy and services. When adopting this policy,
the board also recognized certain external requirements related to technology evolution and market development.
In the most recent Integrated Resources Plan (2020), the Platte River board endorsed a portfolio path where
Platte River retires all its coal-fired generation by 2030 while continuing to reliably meet the owner communities’
load obligations by economically adding new resources and continuing to meet or exceed all environmental
regulations. The recent announcement of plans to retire Rawhide Unit 1 by 2030 aligns well with this portfolio.
Platte River also has committed to exiting their partial ownership of two coal units in the Craig complex.
In March 2021, with the adoption of the Our Climate Future plan, Council reaffirmed the community carbon
emissions and renewable electricity goals. Our Climate Future also includes these additional goals related to
energy for the community:
• Provide 5% of community electricity from local distributed renewable sources by 2030.
• Achieve a 20% reduction in forecast electricity use between 2021 and 2030 through efficiency and
conservation programs in all building types and industrial processes .
The City’s role as the community’s electricity provider and energy code authority, and a recognition of the
importance of natural gas use, drive the following additional energy objectives:
• Annual reliability metrics of Customer Average Interruption Duration Index (CAIDI) is a measure of how long,
on average, it takes to restore power to a customer experiencing an electric outage. Target is less than 45
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minutes.
• System Average Interruption Duration Index (SAIDI) is a measure of how long, on average, each customer
was without power in the last year. Target is less than 30 minutes.
• System Average Interruption Frequency Index (SAIFI) is a measure of how many times per year the average
customer experiences a power outage. Target is less than 0.66 annually.
• Achieve a 10% reduction in forecast natural gas use between 2021 and 2030 through efficiency, conservation
and electrification programs in all building types and industrial processes.
• Advance efficiency, indoor environmental quality, installed performance and readiness of distributed energy
resources through adoption and enforcement of updated energy codes on a three -year cycle. Adopt current
International Energy Conservation Codes (IECC) with local amendments within one year of issuance.
• Support the deployment of distributed energy resources to achieve bi-directional demand flexibility capacity of
5% of peak loads by 2030.
Distributed Energy Resources
Distributed energy resources, or DERs, are increasingly important aspects of the electric system. From an old -
fashioned thermostat to a rooftop solar system or an electric car, these devices and systems will be essential to
optimizing and operating a clean renewably powered grid.
DERs are physical or virtual devices or systems that can be deployed on the electric distr ibution system or on
customer premises to provide value to all customers through electric system optimization and/or individual
customer benefits. The general types of DERs include:
• Distributed generation - Technologies located on the distribution system that generate energy, such as
rooftop solar;
• Energy efficiency - Methods of reducing energy used by equipment, appliances or processes while still
providing the same beneficial results;
• Beneficial electrification - Replaces fossil fuel use with electricity to reduce emissions and energy costs,
including greater use of electric vehicles and electric heat pump technology;
• Demand response - Also known as responsive load, refers to shifts in energy usage to better align with
times that energy supply is more readily available; and
• Distributed energy storage - Includes technologies like batteries that can store energy from the electric
system when it’s plentiful or inexpensive and return it to the system when needed.
Programs and Services
Utilities offers a comprehensive set of services to help all customer segments manage their use and bills. These
efforts leverage programs, pricing, and education to support overall outcomes of efficiency, conservation, grid
flexibility, carbon savings and affordability. The programs accumulate savings over time - in fact, our overall
community electricity use would be 15% higher without the programs implemented since 2005. This reduction in
use is saving Fort Collins customers over $20 million in lower utility bills th is year, with associated lower
wholesale costs.
Fort Collins helped to establish the American Public Power Association (APPA) Smart Energy Provider program
and continues to be designated. Efficiency offerings are one of the performance areas scored in t his program.
Programs and services to help manage energy use and utility bills include:
● Residential
▪ Time-of-Day (TOD) pricing (conservation, EV friendly)
▪ Epic Homes (streamlined efficiency with loans and real estate documentation)
▪ Efficiency Works Marketplace (online store)
▪ Solar and battery incentives
▪ MyEnergy home energy reports and online portal
▪ Peak Partners demand response (thermostats, water heaters)
● Low income
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▪ Income Qualified Assistance Program, Medical Assistance Program, Payment Assistance
● Commercial, institutional, industrial
▪ Efficiency Works Business
▪ Solar rebates
▪ Peak Partners with coincident peak notification
▪ Integrated Design Assistance Program (new construction)
Looking ahead to 2030 and beyond, Energy Service s will shift the design and implementation of customer
programs with three co‐optimized outcomes:
● Carbon reduction
● Customer load shaping
● Grid flexibility
The overall goal is to improve the energy productivity of buildings while improving occupant c omfort, safety, and
health, as well as enhancing the purpose and performance of the activities taking place in buildings. An additional
goal is to use energy more productively and efficiently while improving outcomes for historically underserved
groups and supporting other sustainability objectives.
Challenges, Opportunities, Innovation
The electric utility industry, and Fort Collins Light and Power, are facing unprecedented change in the coming
decades. We know there will be more variable wind and solar generation sources, new technologies and
business models that together mean evolving risks and opportunities.
Fundamentally, solving these challenges involves a set of dynamic and changing relationships between
customers and Utilities, between Utilities and Platte River, and between Platte River and the regional electric
system.
History of Innovation
Light and Power has a long history of innovation and adoption to a changing Fort Collins and now, a changing
world. From our underground distribution syst em to the formation of Platte River to the rapid adoption of air
conditioning and implementation of advanced metering and TOD pricing, each step has prepared us for what
comes next. Looking ahead, we see rapid increases in renewable energy, electrification of building and
transportation uses, and the integration of Connexion as opportunities for innovation.
A partial list of these utility challenges includes:
● Customer DERs
▪ Electrification - building heat and transportation
▪ Solar and batteries
● Growing climate risks
▪ Extreme heat
▪ Smoke
▪ Reliability for safety and emergency management
● Efficiency and conservation
▪ Improving comfort, health and safety
▪ Reaching historically underrepresented groups
▪ Updated financial models
▪ Residential and commercial rates which align with scaled-up solar
▪ Wholesale and retail rate alignment over time as the system evolves
▪ Capital planning over the next decade
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▪ Electric capacity fees and EV charging
Utilities is fortunate to have a wide range of tools in the toolbox for addressing these challenges, including:
● Physical system
▪ Substations, transformers, cable (reliability prioritization)
▪ Advanced metering
● Software and controls
▪ Advance distribution management system (ADMS)
▪ Distributed energy resources management system (DERMS)
● Manage, forecast, control and monitor distributed assets
● Broadband infrastructure alignment
● Planning
▪ Coordinated capital and budget planning
▪ DER Strategic Plan with Platte River and cities
▪ Integrated Distribution System Planning
● Programs and services
▪ Designed for equity, carbon savings and grid flexibility
For over 100 years, Utilities has been matching the production of electricity to the aggregate load shape of the
demand. As we proceed to increase the amount of variable renewable electricity sources, such as wind and
solar, we also need to begin shaping and flexing the demand load to align with the supply. This transition will
take years, with electricity supply, demand and storage working together to achieve a reliable, affordable, and
clean energy system. The alignment of our customer pricing with that from Platte River and eventual markets, will
be critical to the integration of DERs and the financial sustainability of Utilities.
Light and Power can leverage investments of time and money in our electric system, pricing structures, software,
planning, programs and broadband to deliver on clean energy and equity goals while meeting our community’s
needs for reliable and affordable electricity.
Financial Outlook
The Colorado Association of Municipal Utilities (CAMU) conducts semi-annual rate comparisons across the state.
The three charts below show how customers in Fort Collins benefit from the long -term planning and maintenance
of infrastructure through lower rates than other Coloradoans while enjoying higher than average reliability.
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Light and Power Capital Improvement Plan
The Capital Improvement Plan (CIP) for the Light and Power utility includes capital improvements to meet new
growth through development and annexations, as well as a significant increase in asset renewal of the distribution
system. The Light and Power CIP is currently being updated and will be presented to the Council Finance
Committee this winter.
Light and Power Operations
Operating revenues have grown modestly over the past decade with rate increases often not being fully realized.
Modest rate adjustments will be necessary to increase revenues in this utility service over the coming decade to
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meet the anticipated increase in the level of capital investment.
The colored area represents the 95% confidence band around the expected operating expense.
Light and Power Operations & Maintenance expenses have increased 2.5% over the past decade. If this can be
maintained over the coming decade, this Enterprise Fund will be well -positioned to meet the anticipated increase
in capital investments.
The colored area represents the 95% confidence band around the expected operating expense.
The combination of operating revenues increasing very modestly and O&M increasing at a slightly faster rate will,
over time, reduce the operating income being generated for this utility. However, operating income is expected to
remain adequate to meet all operating requirements, climate goals and debt service needs with modest rate
adjustments.
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Light and Power Rate and Debt Forecasts
As the table below shows, very modest rate adjustments are anticipated along with the issuance of $20 -30 million
of debt over the coming decade to provide adequate financial resources to complete the anticipated $150 -225
million of capital improvements.
ATTACHMENTS
1. Powerpoint Presentation (PDF)
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Fort Collins Light & Power Utility OverviewOctober 12, 2021Sustainable, Safe, Reliable and Affordable Electric Service City Council Work SessionATTACHMENT 12.1Packet Pg. 51Attachment: Powerpoint Presentation (10758 : Light and Power)
2Question for CouncilAre there any questions or feedback about the direction of Fort Collins Light & Power? 2.1Packet Pg. 52Attachment: Powerpoint Presentation (10758 : Light and Power)
Overview1 | Strategic Alignment2| Customer Overview & Voice 3| System Overview & Challenges4| Innovation & Opportunities5| Financial Considerations6| How it Happens 7| Questions, Comments & Discussion32.1Packet Pg. 53Attachment: Powerpoint Presentation (10758 : Light and Power)
4City Strategic Plan AlignmentEconomic Health 3.5Environmental Health 4.1 High Performing Government 7.1 Our Climate Future Goals• Reduce 2030 greenhouse gas emissions by 80% below 2005 baseline levels• Provide 100% renewable electricity by 2030 with grid and local sources• Additional targets for local renewables, electricity and natural gas efficiency, grid flexibility, electric reliability and energy codes2.1Packet Pg. 54Attachment: Powerpoint Presentation (10758 : Light and Power)
Our Customers5Customer Accounts68,505 residential8,775 commercial14 industrial2.1Packet Pg. 55Attachment: Powerpoint Presentation (10758 : Light and Power)
6J.D. Power ThemesReliable Utilities Service• Underground lines• Few outagesCare for the Environment• Renewable energy focus• Conservation programsGreat Customer Service• Well informed/responsive• Sense of community2.1Packet Pg. 56Attachment: Powerpoint Presentation (10758 : Light and Power)
J.D. Power ThemesElectric Rates • Time-of-Day pricing• Pricing changesCommunication• Conservation tips, rebates• Utility scamsBilling & Technology• Billing system• Text messaging72.1Packet Pg. 57Attachment: Powerpoint Presentation (10758 : Light and Power)
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2.1Packet Pg. 59Attachment: Powerpoint Presentation (10758 : Light and Power)
Overhead Power LinesTrimmed TreesLess Security2.1Packet Pg. 60Attachment: Powerpoint Presentation (10758 : Light and Power)
Underground Power LinesArt in Public PlacesIncreased SecuritySome SolarAdvanced MetersUnderground VaultsTree Growth2.1Packet Pg. 61Attachment: Powerpoint Presentation (10758 : Light and Power)
Electrified HeatingIncreased SolarElectric VehiclesBattery Storage‘Smart’ Homes2.1Packet Pg. 62Attachment: Powerpoint Presentation (10758 : Light and Power)
Distribution System and Service Area137 substations8,600 transformers2,000 miles of cable12,000 streetlightsOver 318-megawatt peak load this year2.1Packet Pg. 63Attachment: Powerpoint Presentation (10758 : Light and Power)
14Infrastructure Overview - Electricity Sources• 100% non-carbon• 2020 integrated resource plan for zero-coalElectric carbon emissions are down 38% from 2005.Solar – 4%Fossil (coal, natural gas, purchases) – 54%Wind – 23%Hydro – 19%Fort Collins 2020 ResourcesPlatte River Power Authority 2030 Goals2.1Packet Pg. 64Attachment: Powerpoint Presentation (10758 : Light and Power)
15Reliability - Data Driven Investment and PrioritiesTrasAllCSULoadCat3_4CriteriaMet")3"4MODOHgrt40yrs_Water_OptHSGi_Bin!(Cold Spot - 99% Confidence!(Cold Spot - 95% Confidence!(Cold Spot - 90% Confidence!Not Significant!(Hot Spot - 90% Confidence!(Hot Spot - 95% Confidence!(Hot Spot - 99% ConfidenceModified Overhead Transformers+40 Years Old, Water in VaultTransformers in Cable Replacement Areas, (Modified Overhead,+40 Years Old )CSU Loading Study: Transformer Load Criteria MetCable Replacement Area Boundaries Developed with Failure Data and Multivariate Geostatistical Analysis2.1Packet Pg. 65Attachment: Powerpoint Presentation (10758 : Light and Power)
16Infrastructure Overview – ReliabilityLoveland, CO (2019)Poudre Valley REA, CO (2019)Colorado Springs, CO (2019)City of Chattanooga, TN (2019)Fort Collins, CO (2019)Fort Collins, CO (Jul 2021)Austin Energy, TX (2019)Naperville, IL (2019)APPA 2nd Quartile (Median), SAIDI = 42.3APPA 3rd Quartile, SAIDI = 84.9APPA 1st Quartile, SAIDI = 20.80204060801001201401601800.0 0.2 0.4 0.6 0.8 1.0 1.2 1.4 1.6 1.8 2.0CAIDI, MinutesSAIFI, Occurances2019, Utilities Reporting to EIA861 w/ >25k Cust (366)Desired Result:Utility ComparisonsData Source: Department of Energy’s Energy Information Office Survey on ReliabilityJul 2021Desired ResultData Source: Department of Energy’s Energy Information Office Survey on Reliability (EIA861)http://www.eia.gov/electricity/data/eia861/index.htmlJul 2021<-- Fewer Outages More Outages --><-- Shorter Outages Longer Outages -->2.1Packet Pg. 66Attachment: Powerpoint Presentation (10758 : Light and Power)
CustomersCustomers• Residential• Low-income• Commercial, institutional & industrialToolsTools• Programs•Pricing• BehaviorOutcomesOutcomes• Efficiency• Conservation• Grid flexibility• Carbon savings• Affordability17Infrastructure Overview - Customer Energy Services2.1Packet Pg. 67Attachment: Powerpoint Presentation (10758 : Light and Power)
Infrastructure Overview - Distributed Energy Resources18Distributed Generation Energy EfficiencyBeneficial ElectrificationDemand Response Distributed Energy StorageWhat are Distributed Energy Resources, or DERs?Devices or systems that provide value to all customers and help optimize the electric system2.1Packet Pg. 68Attachment: Powerpoint Presentation (10758 : Light and Power)
19History of Innovation and AdaptationLight & Power Utility FormedUnderground OrdinancePlatte River Power Authority Formed• Growth of Customers & A/C• Implementation of Energy ProgramsUndergrounding InfrastructureTime-of-Day Pricing & Connexion broadband• Electrification • Additional Renewable ElectricityAdvanced MeteringFirst Energy PolicyFuel Embargo No Natural Gas2.1Packet Pg. 69Attachment: Powerpoint Presentation (10758 : Light and Power)
20Challenges, Opportunities, Innovation2020More Wind& SolarEvolving RisksNewTechNew Business ModelsChanging Relationships with Customers and Platte River2.1Packet Pg. 70Attachment: Powerpoint Presentation (10758 : Light and Power)
21Challenges, Opportunities, InnovationCustomer DERsGrowing ClimateRisksEfficiency & ConservationComfort, Health& SafetyHistorically Under-Represented GroupsUpdated Financial ModelsSustainable &Scalable Local SolarElectrificationWholesale & RetailRate Alignment Challenges and Opportunities2.1Packet Pg. 71Attachment: Powerpoint Presentation (10758 : Light and Power)
22Challenges, Opportunities, InnovationSoftware & ControlsPhysical SystemPlanningPrograms & ServicesBroadband Infrastructure AlignmentTools for Innovation Changing RelationshipsPricing2.1Packet Pg. 72Attachment: Powerpoint Presentation (10758 : Light and Power)
23Financial Overview($50,000,000)$0$50,000,000$100,000,000$150,000,000$200,000,0002011 2013 2015 2017 2019 2021 2022 2024 2026 2028 2030Light & Power Fund Operating Income (2011-2031)OPERATING INCOMETotal Operating RevenueTotal Operating Expenses2.1Packet Pg. 73Attachment: Powerpoint Presentation (10758 : Light and Power)
24Capital Improvement Plan$0$5,000,000$10,000,000$15,000,000$20,000,000$25,000,0002022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032Light & Power Capital Improvement Plan(2022‐2032)StreetlightsSubstationsBuilding / FleetAnnexations / RelocationsTechnology / AMIDistribution InfrastructureNew Construction2.1Packet Pg. 74Attachment: Powerpoint Presentation (10758 : Light and Power)
Ongoing Monthly BillsRecover costs to operate the utility, programs and distribution system to provide servicesRecoup expenses for ongoing maintenance & renewal of the distribution systemCollect for any associated wholesale costs25Rates & Fees‘One-Time’ Fees & ChargesRecover capacity costs to buy-in to the existing systemCollect for site-specific costsProvide funding for future growth-related capital investments2.1Packet Pg. 75Attachment: Powerpoint Presentation (10758 : Light and Power)
26Financially Affordable / Competitive Rates2.1Packet Pg. 76Attachment: Powerpoint Presentation (10758 : Light and Power)
27How It Happens2.1Packet Pg. 77Attachment: Powerpoint Presentation (10758 : Light and Power)
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34How It HappensAH372.1Packet Pg. 84Attachment: Powerpoint Presentation (10758 : Light and Power)
Slide 34AH37 the picutre of link was probably meant to represent customer interaction, but replaced it with cogen.Aimee Housh, 9/20/20212.1Packet Pg. 85Attachment: Powerpoint Presentation (10758 : Light and Power)
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38Are there any questions or feedback about the direction of Fort Collins Light & Power? Are there any questions or feedback about the direction of Fort Collins Light & Power? Undergrounding Power Lines2.1Packet Pg. 89Attachment: Powerpoint Presentation (10758 : Light and Power)
For More Information:THANK YOU!fcgov.com/Light-Power2.1Packet Pg. 90Attachment: Powerpoint Presentation (10758 : Light and Power)