HomeMy WebLinkAboutCOUNCIL - COMPLETE AGENDA - 09/26/2023Fort Collins City Council
Work Session Agenda
6:00 p.m., Tuesday, September 26, 2023
Colorado Room, 222 Laporte Avenue, Fort Collins, CO 80521
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City of Fort Collins Page 1 of 1
City Council
Work Session Agenda
September 26, 2023 at 6:00 PM
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
Colorado River Community Room
222 Laporte Avenue, Fort Collins
Cablecast on FCTV
Channel 14 on Connexion
Channel 14 and 881 on Comcast
Carrie Daggett Kelly DiMartino Anissa Hollingshead
City Attorney City Manager City Clerk
CITY COUNCIL WORK SESSION
6:00 PM
A)CALL MEETING TO ORDER
B)STAFF/COMMUNITY REPORTS
1.Staff Report: Crime Trends
The purpose of this item is to update Council on current crime trends in Fort Collins.
C)ITEMS FOR DISCUSSION
2.2024 Budget Revision Recommendations.
The purpose of this work session item is to familiarize, and seek feedback from, Council on the
City Manager’s recommended revisions to the 2024 Budget. Based on direction from Council, the
2024 Budget Revisions will be combined with the previously adopted 2023-24 Biennial Budget.
The 2024 Annual Appropriation Ordinance is scheduled for first reading on October 17 and Second
Reading on November 21.
3.Occupancy Engagement Discussion.
The purpose of this work session item is to seek Council feedback regarding next steps for
community engagement regarding the Occupancy Ordinance.
D)ANNOUNCEMENTS
E)ADJOURNMENT
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 970.221.6515 (V/TDD: Dial 711 for Relay Colorado) for assistance. Please provide advance notice.
Requests for interpretation at a meeting should be made by noon the day before.
A solicitud, 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 970.221.6515 (V/TDD: Marque 711 para
Relay Colorado). Por favor proporcione aviso previo. Las solicitudes de interpretación en una reunión deben
realizarse antes del mediodía del día anterior.
Page 1
City Council Work Session Agenda Item Summary – City of Fort Collins Page 1 of 1
September 26, 2023
WORK SESSION AGENDA
ITEM SUMMARY
City Council
STAFF
Jeff Swoboda, Chief of Police
SUBJECT FOR DISCUSSION
Staff Report: Crime Trends
EXECUTIVE SUMMARY
The purpose of this item is to update Council on current crime trends in Fort Collins.
ATTACHMENTS
1. Presentation
Page 2
Item 1.
Headline Copy Goes Here
Crime Analysis Unit
Prepared by:
Max Eggenberger
Cynthia Flores
FCPS Crime Trends
Report
09/14/2023
Presenting:
Jeff Swoboda
Chief of Police
Page 3
Item 1.
Headline Copy Goes HereBenchmark Cities
2
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Item 1.
Headline Copy Goes HereFort Collins NIBRS Crime Trends
3
0
20
40
60
80
100
120
140
160
180
200
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2
2017 2018 2019 2020 2021 2022 2023
Crimes Overall Trending Up
Aggravated Assault Identity Theft Theft of Motor Vehicle Parts
Motor Vehicle Theft Drug Equipment Violations
0
50
100
150
200
250
300
350
400
450
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2
2017 2018 2019 2020 2021 2022 2023
Crimes Overall Trending Down
Simple Assault Shoplifting Theft From Building
Theft From Motor Vehicle All Other Larceny Drug/Narcotic Violations
0
500
1000
1500
2000
2500
3000
3500
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2
2017 2018 2019 2020 2021 2022 2023
Group A Crimes Stacked 2017 -2023
Crimes Against Persons Crimes Against Property Crimes Against Society
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Item 1.
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4
Priority Response Times
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Item 1.
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5
Drug Crime Trends and Comparisons
1301
655
388 377 350 321
935
405
278 229 228 139
1242
538
63
197 153 216
822
352
113 205
98 25
Plano, TX Fort Collins, CO Naperville, IL Overland Park, KS Broken Arrow, OK Norman, OK Plano, TX Fort Collins, CO Overland Park, KS Norman, OK Broken Arrow, OK Naperville, IL
2022 2023
Drug and Drug Equipment Crimes Comparison
Drug Violations Drug Arrests Equipment Violations Equipment Arrests
20
8 7
4 4 3 2 1 1 1 1 1 1 1 1 1
Overdose Deaths by Drug Type (JAN2022 thru AUG2023)
0
1
2
3
4
5
6
7
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug
2022 2023
JAN2022 through AUG2023 OD Death Totals
Page 7
Item 1.
Headline Copy Goes HereTransient-related Incident Heat Polygon Map
6
Transient Incidents 2018 -2020 Transient Incidents 2021 -2023
Polygons with more than 15 incidents are labeled
13% increase from 2018 to 2022
Page 8
Item 1.
Headline Copy Goes Here
7
Crime Prevention / Deterrence Investments
•Low Investment:
•Foliage: trim hedges / trees near home
•Makes approaching / hiding near home more challenging
•Neighborhood Watch: get to know your neighbors
•Locks:
•lock doors / windows in car and home, even when inside
•change locks after moving in or losing keys
•don’t hide keys outside
•High(er) Investment:
•Home Alarm System
•Motion Lights
•Security Cameras (Residential or HOA)
•Patio Patrol: https://www.fcgov.com/patiopatrol/
•Source: The International “Crime Prevention Through Environmental Design” Association
•"The Effect of CPTED on Crime and Fear of Crime: A Systematic Review" by Cozens et al. (2008)
•"CPTED and Crime Prevention: A Review of the Literature" by Saville and Cleveland (2015)
•"The Effectiveness of CPTED in Reducing Crime: A Meta-Analysis" by Welsh and Farrington (2009)
CPTED-City of Tacoma
Page 9
Item 1.
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Thank you!
8
Page 10
Item 1.
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***Supplemental Slides Follow***
-Not For Display
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Item 1.
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10
Drug Crime Trends and Comparisons
29
5 3
17
2 1
0
5
10
15
20
25
30
35
White White / Hispanic Asian African American / Black
OD Deaths by Sex and Ethnicity (JAN2022 thru AUG2023)
Male
Female
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Item 1.
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11
Crime / Clearance Rates
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2017 2018 2019 2020 2021 2022
Clearance Rates over Time
Crimes Against Person
Crimes Against Property
Crimes Against Society
Linear (Crimes Against Person)
Linear (Crimes Against Property)
Linear (Crimes Against Society)
0
10
20
30
40
50
60
2017 2018 2019 2020 2021 2022
Crime Rates over Time
Colorado - Crimes Against Person
Colorado - Crimes Against Property
Colorado - Crimes Against Society
Fort Collins Police Department -
Crimes Against Person
Fort Collins Police Department -
Crimes Against Property
Fort Collins Police Department -
Crimes Against Society
Page 13
Item 1.
Headline Copy Goes HereTraffic Citations
12
Year Total
2017 13756
2018 13317
2019 10946
2020 9913
2021 7550
2022 6913
2023*5455
Page 14
Item 1.
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13
Crime Rates: Benchmark Comparisons-Property Crime Rates
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Crime Rates: Benchmark Comparisons-Property Clearance Rates
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Crime Rates: Benchmark Comparisons-Persons Crime Rates
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Item 1.
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Crime Rates: Benchmark Comparisons-Person Clearance Rates
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Item 1.
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Crime Rates: Benchmark Comparisons-Society Crime Rates
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Item 1.
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Crime Rates: Benchmark Comparisons-Society Clearance Rates
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Item 1.
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Benchmark Response Time Comparisons-Priority 1
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Item 1.
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20
Benchmark Response Time Comparisons-Priority 2
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Item 1.
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Benchmark Response Time Comparisons-Priority 3
Page 23
Item 1.
City Council Work Session Agenda Item Summary – City of Fort Collins Page 1 of 6
September 26, 2023
WORK SESSION AGENDA
ITEM SUMMARY
City Council
STAFF
Travis Storin, Chief Financial Officer
Kelly DiMartino, City Manager
Lawrence Pollack, Budget Director
SUBJECT FOR DISCUSSION
2024 Budget Revision Recommendations.
EXECUTIVE SUMMARY
The purpose of this work session item is to familiarize, and seek feedback from, Council on the City
Manager’s recommended revisions to the 2024 Budget. Based on direction from Council, the 2024
Budget Revisions will be combined with the previously adopted 2023-24 Biennial Budget. The 2024
Annual Appropriation Ordinance is scheduled for first reading on October 17 and Second Reading on
November 21.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. What questions or feedback does Council have on the City Manager’s recommended revisions to the
2024 Budget?
BACKGROUND / DISCUSSION
Overview
The mid-cycle Budget Revision process is different from the biennial Budgeting for Outcomes (BFO)
process in that:
1. There is no broad request for new and innovative Offers. This is because the City is operating within
the approved 2023-24 Biennial Budget and these revisions should be exceptions based on information
not known at the time the budget was adopted in 2022.
2. Likewise, there is no review by BFO Teams or request for public engagement. However, the Executive
Leadership Team and City Manager conducted a comprehensive review to determine which requests
should be forwarded for Council's consideration. Revised revenue projections and available fund
reserves were carefully considered when making these recommendations.
The 2024 Budget Revisions include offers for Council’s consideration based on information that was not
available at the time the 2023-24 Budget was adopted, as well as a few administrative adjustments
Page 24
Item 2.
City Council Work Session Agenda Item Summary – City of Fort Collins Page 2 of 6
explained below. The following are key objectives which the 2024 Budget Revision recommendations are
intended to address:
Matching appropriations for ongoing expenditures to current ongoing revenue estimates
Council priorities
High-priority projects and other needs not known at the time of the adoption of the 2023-24 Budget
Fiduciary responsibilities and fund balance requirements
The recommended 2024 Budget Revisions meet these goals, as applicable. Recommended Revision
Offers to the 2024 Budget must also meet one of the following criteria:
The request is specifically directed by the City Manager or City Council.
The request is related to a previously approved offer where either revenue shortfalls or unforeseen
expenses are significantly impacting the delivery of that program or service.
REVENUE
Overall, most significant City revenue sources are coming in at, or above, the 2023 budget. Based on year-
to-date actual collections and other information, both Sales Tax and Property Tax forecasts are
recommended to be increased for 2024.
Sales tax collection through August is about $930k over budget. It is estimated that the total 2023
collections will be about $1.5M over budget, which raises the base of ongoing Sales Tax in 2024 by that
same amount. Staff recommends keeping Sales Tax growth on that higher base at the 2.5% growth
already included in the adopted 2023-24 Budget. This equates to about $1.5M of new ongoing revenue for
City operations in 2024. Of that amount, about $1.1M would be available in the General Fund.
Property Tax assessments this year are seeing 25% to 35% growth, or more. This will be realized as
increased Property Tax collections in 2024 over the budgeted increase of 13% already included in the
2023-24 Budget. This equates to about $2.1M of new ongoing revenue for City operations in 2024.
However, there are risks to that new property tax revenue associated with State Proposition HH, which is
to be voted on this fall. If Prop HH passes, the County Assessor is estimating reduced growth to be realized
at a 23% reduction. This would equate to about $1,450,000 of new ongoing revenue for City operations in
2024. This conservative lower amount has been modeled to ensure increased ongoing revenue is available
to cover increased ongoing expenses approved by Council in the 2024 Budget Revisions process.
2022 Year-end reserve balances have been finalized and previously shared with the Council Finance
Committee. Unassigned fund balances (i.e., reserves) are available in excess of the requested amounts
for the 2024 Budget Revisions.
Page 25
Item 2.
City Council Work Session Agenda Item Summary – City of Fort Collins Page 3 of 6
Summary of 2024 Revenue Changes and Available Reserves
The revenue and reserves above are available to fund the recommended additions to the 2024 Budget.
The table below summarizes those proposed additions, and the attachment contains the details of those
recommended offers.
Description
General
Fund -
Ongoing
General
Fund -
1-Time
Cultural
Services
Light &
Power Water Stormwater Broadband TOTAL
Summary of Revenue Changes & Reserves
-Increased 2024 Sales Tax forecast for General Fund
(ongoing)
$1,110,390 $1,110,390
-Increased 2024 Property Tax forecast for General Fund
(ongoing)
1,450,000 $1,450,000
-Increased 2024 Carnegie Center revenue forecast (ongoing)25,000 $25,000
-Available Ongoing Revenue from the 2023-24 Budget 3,200,000 360,000 1,200,000 1,159,674 $5,919,674
-Available Reserves (1-Time, if requested)8,100,000 $8,100,000
-Less: 2023 Reappropriation (1-Time)(602,754)(52,500)($655,254)
-Less: 2023 Supplemental Approps (ongoing)(582,000)($582,000)
-Less: 2023 Supplemental Approps (1-Time)(1,125,100)($1,125,100)
Subtotal of Funding Changes 1,978,390 6,372,146 25,000 3,200,000 307,500 1,200,000 1,159,674 14,242,710
Revenue & Expenditures by Fund
Page 26
Item 2.
City Council Work Session Agenda Item Summary – City of Fort Collins Page 4 of 6
Summary of 2024 Recommended Additions
After netting out the proposed additions, fund balances are still strong and well above minimum fund
balance requirements.
Fund / Revision Requested FTE Ongoing $One-Time $ Total
General Fund
Rental Housing Program with 4.0 FTE 4.00 410,950 78,750 489,700
1.0 FTE Carnegie Center for Creativity Programming 1.00 114,899 114,899
Municipal Court Services - 1.0 FTE Deputy Court Clerk II 1.00 73,000 18,000 91,000
Municipal Court Services - Technology - 189,201 146,410 335,611
Additional Prosecution Staff 1.00 195,197 19,472 214,669
Waste Contracting Operating Budget plus 2 FTE 2.00 309,014 - 309,014
Bringing the operations of the TRC in-house plus 3 FTE 3.00 299,564 311,476 611,040
Encampment cleaning and prevention additional funds - 111,000 - 111,000
Expansion of the Enterprise Service Management (ESM) System - 68,500 87,500 156,000
Household Hazardous Waste - - 114,240 114,240
Total General Fund 12.00 $1,771,325 $775,848 $2,547,173
Cultural Services & Facilities
1.0 FTE Carnegie Center for Creativity Programming - 25,000 - 25,000
Total Cultural Services & Facilities Fund 0.00 $25,000 $0 $25,000
Light and Power Fund
Debt service for 2023 Bond Issuance - 2,954,708 - 2,954,708
Total Light and Power Fund 0.00 2,954,708 0 2,954,708
Water Fund
Poudre Instream Flows Plan: Early Design and Cost Estimating Phase - - 60,000 60,000
Total Water Fund 0.00 0 60,000 60,000
Stormwater Fund
Encampment cleaning and prevention additional funds - 64,000 - 64,000
Household Hazardous Waste - - 89,760 89,760
Total Stormwater Fund 0.00 $64,000 $89,760 $153,760
Broadband Fund
Debt service for 2023 Bond Issuance - 1,159,674 - 1,159,674
Total Broadband Fund 0.00 $1,159,674 $0 $1,159,674
TOTAL ALL FUNDS 12.00 5,974,707 925,608 6,900,315
Page 27
Item 2.
City Council Work Session Agenda Item Summary – City of Fort Collins Page 5 of 6
Summary of Available Reserves and Revenue after Recommended Additions
The 2024 Budget Revisions allow the City to include a small number of additional budget requests to the
2024 Budget, which address Council priorities that benefit our community.
In addition to the recommended budget revisions, there are a few other recommended administrative
changes for the 2024 Budget, as follows:
Modification to 2023-24 Offers 14.4 and 17.1: After the budget was completed, an organizational
staffing decision was made to move the Network Engineers from Broadband back to central Information
Technology (IT). This removes the need for the transfer of money from IT to Broadband. Instead of
being transferred, those funds will now be used to pay the personnel expenses within IT.
a. There is no change in expenses for IT.
b. The removal of the transfer of funds impacts Broadband by reducing the associated transfer
revenue and the previously budgeted expenses in the same amount of $835 with no net financial
impact.
Modification to 2023-24 Offer 15.6: Police District One is located on the first floor of the Civic Center
Parking Structure. In April 2022, when the budget offer was submitted, the building was owned by Post
Modern Development, with a rent of $84k for 2024. In December of 2022, the Civic Center Parking
Structure was purchased by the City. Now that the City owns the building, there is no longer any rent
to be paid for this facility.
a. The removal of the transfer of funds impacts Operations Services by reducing the associated
transfer revenue and the previously budgeted expenses in the same amount of $84k with no net
financial impact.
Modification to 2023-24 Offer 1.42: This offer to update the Water Efficiency Plan was approved for
$100k in 2023 and $150k in 2024. A Colorado Water Conservation Board (CWCB) grant for this effort
was awarded and appropriated with Ordinance No. 034, 2023, thus the $150K in 2024 no longer needs
to be appropriated.
a. That budgeted amount of $150k will remain in Water Fund reserves for future use, as approved by
Council.
Additional information about the Northern Colorado Regional Airport
Given the various discussions that have occurred in 2023 regarding the Northern Colorado Regional
Airport, the work session presentation will also include related information about the airport’s sources and
uses of funds, as well as information on the contractual agreements with the City of Loveland to fund airport
operations.
Description
General
Fund -
Ongoing
General
Fund -
1-Time
Cultural
Services
Light &
Power Water Stormwater Broadband TOTAL
Available Revenue and Reserves 1,978,390 6,372,146 25,000 3,200,000 307,500 1,200,000 1,159,674 14,242,710
2024 Budget Revision Requests
-Ongoing Requests (1,771,325)(25,000)(2,954,708)(64,000)(1,159,674)(5,974,707)
-One-Time Requests (775,848)(60,000)(89,760)(925,608)
Total of 2024 Revisions (1,771,325)(775,848)(25,000)(2,954,708)(60,000)(153,760)(1,159,674)(6,900,315)
Net Impact (positive = available)$207,065 $5,596,298 $0 $245,292 $247,500 $1,046,240 $0 N/A
Page 28
Item 2.
City Council Work Session Agenda Item Summary – City of Fort Collins Page 6 of 6
NEXT STEPS
With Council guidance to move forward, first reading of the 2024 Annual Appropriations is scheduled for
October 17. Second reading is then scheduled for November 21 due to the cancellation of the November
7 Council meeting for municipal elections.
ATTACHMENTS
1. 2024 Budget Revision Offer Narratives
2. Presentation
Page 29
Item 2.
City Council Work Session
2024 Budget Revisions
September 26, 2023
Page 30
Item 2.
2024 Budget Revision Requests
Fund / Revision Requested FTE Ongoing $ One-Time $ Total
General Fund
Rental Housing Program with 4.0 FTE 4.00 410,950 78,750 489,700
1.0 FTE Carnegie Center for Creativity Programming 1.00 114,899 114,899
Municipal Court Services - 1.0 FTE Deputy Court Clerk II 1.00 73,000 18,000 91,000
Municipal Court Services - Technology - 189,201 146,410 335,611
Additional Prosecution Staff 1.00 195,197 19,472 214,669
Waste Contracting Operating Budget plus 2 FTE 2.00 309,014 - 309,014
Bringing the operations of the TRC in-house plus 3 FTE 3.00 299,564 311,476 611,040
Encampment cleaning and prevention additional funds - 111,000 - 111,000
Expansion of the Enterprise Service Management (ESM) System - 68,500 87,500 156,000
Household Hazardous Waste - - 114,240 114,240
Total General Fund 12.00 $1,771,325 $775,848 $2,547,173
Cultural Services & Facilities
1.0 FTE Carnegie Center for Creativity Programming - 25,000 - 25,000
Total Cultural Services & Facilities Fund 0.00 $25,000 $0 $25,000
Light and Power Fund
Debt service for 2023 Bond Issuance - 2,954,708 - 2,954,708
Total Light and Power Fund 0.00 2,954,708 0 2,954,708
Water Fund
Poudre Instream Flows Plan: Early Design and Cost Estimating Phase - - 60,000 60,000
Total Water Fund 0.00 0 60,000 60,000
Stormwater Fund
Encampment cleaning and prevention additional funds - 64,000 - 64,000
Household Hazardous Waste - - 89,760 89,760
Total Stormwater Fund 0.00 $64,000 $89,760 $153,760
Broadband Fund
Debt service for 2023 Bond Issuance - 1,159,674 - 1,159,674
Total Broadband Fund 0.00 $1,159,674 $0 $1,159,674
TOTAL ALL FUNDS 12.00 5,974,707 925,608 6,900,315
Page 31
Item 2.
City of Fort Collins
2024 Revision - Offer Request/Reduction Form
Offer Name:
Outcome:NLSH (Neighborhood Livability & Social Health)Contact:
Svc Area:Planning, Dev & Transportation Related Offer #:n/a
Department:Comm Dev & Neighborhood Svcs Capital?No
Offer Description:
Ongoing One-Time Total
Expense Fund(s):1)100 - General Fund $410,950 $78,750 $489,700
Total $410,950 $78,750 $489,700
FTE (if part of the offer, identify the position and salary):
#
1.00 Salary $90,000
1.00 Salary $80,000
1.00 Salary $65,000
1.00 Salary $50,000
Ongoing One-Time Total
Funding Source(s):1)100-General Fund: Reserves $410,950 $78,750
$489,700
Total $410,950 $78,750 $489,700
This revision offer will support the continuation of program implementation activities for the Rental Housing Program approved by City
Council in June 2023. It includes staffing and resources for registering all long-term rentals; improvements to the complaint-based rental
inspection system and system; and improving education and outreach efforts for landlords and renters. This offer was scaled from $615K
and 6.5 FTEs (1 rental manager, 1.5 inspectors, 2.5 engagement specialist, 1.5 Admin/Tech) to $490K and 4 FTEs (rental housing
manager, inspector, engagement specialist, and Admin/Tech) which includes $69K for contracting additional support for culturally
compent community engagement and Admin/Tech support for rental registration. The 4.0 FTEs align with the Council approved
approrpriation in 2023. Scaling the offer may impact the implementation and cost recovery timeline; it will limit additional support for
mediations; and may impact response times for complaint-based rental inspections if volumes continue to increase.
The proposed Rental Housing Program fee structure is designed to cover all administrative costs as projected for the first five years of
implementation. Full implementation of the program is expected in early 2025.
NLSH 1.1 - Increase housing supply and choice and address inequities in housing to ensure that
everyone has healthy, stable housing they can afford.
Rental Housing Prgram
Marcy Yoder
Choose Primary Strategic
Objective:
Addresses rental protections outlined in the Housing Strategic Plan with the intent of increasing
healthy, stable housing for renters.
A performance measure has not yet been created, see explanation below for the proposed metric, if
this Enhancement offer is funded
How does Offer Support
Primary Strategic Objective:
staff will develop performance measures that ensure timely and appropriate service delivery i.e.
response times, completion rates, etc., and indicators of program outcomes
Performance Measure(s)
& Explanations:
#1
Explanation:
Lead Rental Inspector
Admin Tech
Program Manager
Title
Engagement Specialist - Landlords
Page 32
Item 2.
City of Fort Collins
2024 Revision - Offer Request/Reduction Form
Offer Name:
Outcome:C&R (Culture & Rec)Contact:
Svc Area:Community & Operation Services Related Offer #:50.9
Department:Cultural Services Capital?No
Offer Description:
Funding this offer will support the reopening of the Carnegie Center for Creativity (CCC) in the summer of 2024 after a significant $6.2 M
renovation. The CCC closed in 2020 due to the COVID 19 pandemic. It was decided to keep it closed through 2021 and begin necessary
and planned ADA and other updates including installing a new elevator. Additionally, with the passing of the 2015 Community Capital
Improvement Program ballot measure, the CCC was scheduled for a major renovation beginning in 2024. With the building closure and
the elevator construction underway, staff recommended and City Council supported commencing the larger renovation work in 2022 to
leverage the current situation and minimize future closure time at the CCC. To support the renovation, staff has been successful in
raising over $2.9M as of mid-June. $2.4M from Colorado Creative Industries, $214K from the Downtown Development Authority, $200K
from the Bohemian Foundation, $50K from a community member, $25K from the Gates Family Foundation and $25K grant from El
Pomar Foundation.
The CCC is a creative reuse of the historic 1904 Carnegie library building in Library Park. The CCC is one of the very few facilities in the
Fort Collins area that offers affordable exhibition, performance, and special event space. An important publicly accessible facility and a
significant historic building, the CCC is one of the few exhibition and event spaces open to the community to produce their own events or
co create events.
To capitalize on the reopening and to position the facility as an affordable and accessible asset for the entire community, the department
is requesting support for 1.0 Classified FTE who would coordinate activity, hourly employee support to safely run the facility (there
should always be two employees in the building) and programmatic funds to support community activation. The CCC will be supported
by the expertise of other Cultural Services facilities and programs, including Fort Collins Museum of Discovery to advise on
programming, The Lincoln Center for special event management, and the Visual Arts Program to support the gallery program and
produce related activity.
Additional Information
• Central to the FoCo Creates Arts & Cultural Master Plan is Goal 1 “Through the arts, foster an inclusive and equitable cultural and
creative community that represents all residents.” Goal 3 of the Plan includes – Community Engagement – “Enhance the City’s cultural
CR 2.3 - Expand opportunities to engage in arts and cultural programming throughout the community.
1.0 FTE Carnegie Center for Creativity Programming
Jim McDonald
Choose Primary Strategic
Objective:
This offer supports the reopening of the Carnegie Center for Creativity, as an accessable and
affordable creative space it is key to expanding cultural opportunities for the entire community. The
FoCo Creates Arts & Culture Master Plan specifically had the following action item "... capitalize on
the renovation of the Carnegie Center for Creativity in 2024, developing the faacility into a hub for
community cultural organizations and creative industries."
CR 14. Carnegie Cultural Center facility usage (# of weeks gallery rented)
How does Offer Support
Primary Strategic Objective:
We will ultimately change the measure slightly to reflect total cumulative participation.
Performance
Measure(s) &
Explanations:
#1
Explanation:
Page 33
Item 2.
City of Fort Collins
2024 Revision - Offer Request/Reduction Form
Offer Name:1.0 FTE Carnegie Center for Creativity Programming
Ongoing One-Time Total
Expense Fund(s):1)273 - Cultural Services & Facilities $139,899 $139,899
Total $139,899 $0 $139,899
FTE (if part of the offer, identify the position and salary):
#
1.00 Salary $55,896
Ongoing One-Time Total
Funding Source(s):1)273-Cultural Services Fund: Ongoing Revenue $25,000
$25,000
2)100-General Fund: Ongoing $114,899 $114,899
Total $139,899 $0 $139,899
Sr. Coordinator, Public Engagement
Title
facilities and city-wide programs to address community growth and demand, supporting the community’s vibrancy and health.”
•Goal 3 is followed by Strategy 3.1 “Provide and operate a variety of cultural facilities that support current and future needs of the
community.” And then Action 3.1b “Explore opportunities to capitalize on the renovation of the Carnegie Center for Creativity in 2024,
developing the facility into a hub for community cultural organizations and creative industries.”
•When it reopens, the CCC will also be supported by other Cultural Services facilities and programs, including Museum of Discovery,
Visual Arts and The Lincoln Center. The goal is to utilize the strong connections these programs have in the greater community,
including with nonprofit partners, to specifically engage with underrepresented communities, and to further the CCC as a welcoming
place for all.
• Though designed to be affordable, there is still a need for some rental revenue to support operations. The programmatic support
requested is to specifically lowers the barrier for people and nonprofit or community organizations in accessing the facility and to support
co-creation.
•The utilization of the CCC as a centralized creative center was supported by the City Council adopted Fort Collins Downtown Plan
(Policy AC 2c) in 2017. The Fort Collins City Plan, adopted in 2019, outlines Policy CR 1.3 - Community Engagement – “Enhance the
City’s cultural facilities and citywide programs to address community growth and demand, supporting the community’s vibrancy and
health.”
Page 34
Item 2.
City of Fort Collins
2024 Revision - Offer Request/Reduction Form
Offer Name:
Outcome:SAFE (Safe Community)Contact:
Svc Area:Judicial Services Related Offer #:68.9
Department:Municipal Court Capital?No
Offer Description:
This offer is to fund one additional 1.0 FTE Deputy Court Clerk II and some costs associated with on boarding a new employee (computer
equipment, software licenses) for the Municipal Court. City Council requested that the Chief Judge submit this offer during the 2024 BFO
Revision process. This offer originally included two 1.0 FTE Deputy Court Clerks but has been reduced to one based on anticipated
efficiencies from a new case management system.
In 2022, the Court processed approx. 28,000 cases between the general and Camera Radar/Red Light caseloads. Case processing
includes customer interactions in-person/virtual/email, data entry, payments, processing motions, scheduling hearings, addressing
failures to appear/pay/comply with conditions, DMV reporting, virtual and in-person hearings, CCIC warrant entry/QA/clearance, records
requests, defense counsel hearings, courtroom clerk duties, and document management. Fort Collins Police Services increased use of
Camera Radar/Red Light systems in 2023 and plans an increase in 2024, leading to a substantially increased caseload.
During the 2022 and 2023 State Legislative sessions, several new laws were created that have impacted the Municipal Court. New
requirements for online remote access to all court hearings regardless of whether the hearings are held virtually or in-person, full
compliance with accessibility standards which includes documents, emails, and other types of communication, and the automatic sealing
of all misdemeanor/petty offense type cases that are dismissed/acquitted are examples of new laws which require the Court to have the
appropriate number of staff members to ensure proper compliance.
The Court continues to increase its problem-solving focus by implementing additional alternative programing including a new treatment
program (Drug Court) and mental/substance use diversion partnering with UC Health later this year. These programs require a lot of staff
resources.
SAFE 5.9 - Provide innovative municipal court services that balance accountability and compassion
along with ever-changing state regulations.
Municipal Court Services - 1.0 FTE Deputy Court Clerk II
Jill Hueser/Patty Netherton
Choose Primary Strategic
Objective:
Municipal Court continues to develop restorative programing, improve efficiency, increase accessible
communication and virtual options, and adjust to new state regulations. Customer service needs
increase with the complexity of the Court's judicial processes. As this Court continues to grow and
take on new caseloads, improve services, comply with new legislation, provide multiple
communication options, offer online resolution options, and complete accurate case management, the
Court needs appropriate staffing to complete this critical work.
SAFE 12. Municipal Court Caseload
None given
How does Offer Support
Primary Strategic Objective:
SAFE 94. Municipal Court - The Right Track (formerly Special Agency Sessions)
The first chart states the total number of cases, both general and CR/RL that the Court completed
during each year. The second and third charts break down the amount of work completed on each
case for each caseload. Cases filed in Municipal Court can be simple with little direct interaction with
staff, or very complex with multiple interactions and follow-up for a year or more.
Performance
Measure(s) &
Explanations:
#1
#2
Explanation:
Explanation:
Page 35
Item 2.
City of Fort Collins
2024 Revision - Offer Request/Reduction Form
Offer Name:Municipal Court Services - 1.0 FTE Deputy Court Clerk II
Ongoing One-Time Total
Expense Fund(s):1)100 - General Fund $73,000 $73,000
2)100 - General Fund $18,000 $18,000
Total $73,000 $18,000 $91,000
FTE (if part of the offer, identify the position and salary):
#
A013 Salary $50,920
Ongoing One-Time Total
Funding Source(s):1)100-General Fund: Ongoing $73,000
$73,000
2)100-General Fund: Reserves $18,000 $18,000
Total $73,000 $18,000 $91,000
Deputy Court Clerk II
Title
The Court offers weekly virtual hearing options which are held simultaneously with in-person hearings. Zoom hearing increase access for
individuals with transportation, childcare, work, or other obstacles which hinder court appearances. Due to a new state law, in-custody
video arraignments were increased to three times a week. The Court needs enough staff to cover both types of hearing options and the
addition of new weekly hearings.
The Court is unable to provide quality customer service with the current staffing level. Reduced and or eliminated telephone customer
service and 72-hour or longer response time to customer emails is the norm for the Clerks’ Office. Long term effects on the quality of
customer service, the ability for staff members to participate in City-wide programs, take leave, and especially employee retention are
examples of lean staffing practices.
Page 36
Item 2.
City of Fort Collins
2024 Revision - Offer Request/Reduction Form
Offer Name:
Outcome:SAFE (Safe Community)Contact:
Svc Area:Judicial Services Related Offer #:68.8
Department:Municipal Court Capital?No
Offer Description:
This offer is for additional funding needed by the Court to purchase a new case management system. The use of technology within the
judicial world is ever increasing. Zoom, WebEx, Online Dispute Resolutions, online payment systems, electronic files, electronic
signatures, ADA compliance, e-citations, e-filings, remote public access to all hearings, public portal options, and integrations with State
and local agencies are critical to the functionality and efficiency of a court. The Court's current system is missing and out of compliance
with several of these critical functionalities and does not have current plans to add these additional products. The Chief Judge's caseload
has files from different City offices who all use different case management systems, some built in-house. This adds a level of inefficiency
and disorganization that will be mitigated once all departments are using the same system.
During the 2022 and 2023 State Legislative sessions, several new laws were created that have impacted the Municipal Court. New
requirements for online remote access to all court hearings regardless of whether they are held virtually or in-person, full compliance with
accessibility standards which includes documents, emails, and other types of communication, increased in-custody video arraignments,
and the automatic sealing of all misdemeanor/petty offense type cases that are dismissed/acquitted are examples of new processes that
the Court can’t easily if at all accommodate with its current technology.
During the 2023-2024 BFO process, the Court received ARPA funds ($225.000) to purchase a new system. The amount requested
through BFO was based on the average cost of a new system according to the responses received during the RFI process which was
SAFE 5.9 - Provide innovative municipal court services that balance accountability and compassion
along with ever-changing state regulations.
Municipal Court Services - Technology
Jill Hueser/Patty Netherton
Choose Primary Strategic
Objective:
Municipal Court continues to develop programming, improve efficiency, increase accessibility options,
and adjust to new state regulations. An updated technology system will create an enterprise resource
platform for use by the Court, City Clerk's Office, Parking Services, Camera Red Light program, and
the City Attorney's Office for years into the future. As this Court continues to grow and take on new
caseloads, improved services, regulation compliance, multiple communication options, online
resolution options, and complete accurate case management, adoptive modern technology is a high
priority for this department.
SAFE 12. Municipal Court Caseload
None given
How does Offer Support
Primary Strategic Objective:
SAFE 94. Municipal Court - The Right Track (formerly Special Agency Sessions)
The first chart states the total number of cases, both general and CR/RL that the Court completed
during each year. The second and third charts break down the amount of work completed on each
case for each caseload. Cases filed in Municipal Court can be simple with little direct interaction with
staff, or very complex with multiple interactions and follow-up for a year or more.
Performance
Measure(s) &
Explanations:
#1
#2
Explanation:
Explanation:
Page 37
Item 2.
City of Fort Collins
2024 Revision - Offer Request/Reduction Form
Offer Name:Municipal Court Services - Technology
Ongoing One-Time Total
Expense Fund(s):1)100 - General Fund $146,410 $146,410
2)100 - General Fund $189,201 $189,201
Total $189,201 $146,410 $335,611
Ongoing One-Time Total
Funding Source(s):1)100-General Fund: Reserves $146,410
$146,410
2)100-General Fund: Ongoing $189,201 $189,201
Total $189,201 $146,410 $335,611
completed in 2021. In 2021, 2022, and 2023 new state regulations were passed that had significant impacts on the development of the
final RFP created by the Court in 2023. As a result, the Court received fewer proposals all with higher one-time and on-going costs.
After careful consideration of the proposals received, we would like to award the contract for the new system to Tyler Technologies who is
also the vendor for Fort Collins Police Services e-citation system. Their product has all the capabilities that we need now and well into the
future. Their government enterprise solution can be used by the City Clerk’s Office for liquor and marijuana licensing, Parking Services for
case management, Camera Radar/Red Light enforcement, future specialized programing, and the increasing case demand. The system
is subscription based with unlimited licenses and future updates/modules are included in the subscription price.
The Court will need $146,410 in one-time funding to implement the system. This is in addition to the $225,000 in ARPA funding already
received. Additionally, the Court will need a total of $189,201 in recurring annual maintenance costs for the system.
Page 38
Item 2.
City of Fort Collins
2024 Revision - Offer Request/Reduction Form
Offer Name:
Outcome:SAFE (Safe Community)Contact:
Svc Area:Legal Services Related Offer #:74.1.
Department:City Attorney's Office Capital?No
See Attachment CAO
Offer Description:
Ongoing One-Time Total
Expense Fund(s):1)100 - General Fund $195,197 $19,472 $214,669
Total $195,197 $19,472 $214,669
FTE (if part of the offer, identify the position and salary):
#
1.00 Salary $108,000
Ongoing One-Time Total
Funding Source(s):1)100-General Fund: Ongoing $195,197
$195,197
2)100-General Fund: One-time Revenue $19,472 $19,472
Total $195,197 $19,472 $214,669
Added Prosecution Resources
Carrie Daggett
Choose Primary Strategic
Objective:
SAFE 110. City Attorney Monthly Arraignment Data
We are working to identify data produced by the system that would represent the trends and
performance of the Prosecution team.
How does Offer Support
A performance measure has not yet been created, see explanation below for the proposed metric, if
this Enhancement offer is funded
There are many elements of the Prosecution function and arraignments are continuous and represent
a high volume of work for the Prosecutors. The trends in this data reflect one element of this evolving
workload.Performance
Measure(s) &
Explanations:
#1
#2
Explanation:
Explanation:
Assistant City Attorney II G002-012
Title
See Attachment CAO
SAFE 5.1 - Improve overall community safety while continuing to increase the level of public trust and
willingness to use emergency services.
Page 39
Item 2.
AƩachment #CAO Offer request and narraƟves.
Offer Name: Added ProsecuƟon Resources
Outcome: SAFE (Safe Community)
Service Area: Legal Services
Department: City AƩorney’s Office
Primary Strategic ObjecƟve: SAFE 5.1 ‐ Improve overall community safety while continuing to
increase the level of public trust and willingness to use emergency services.
How does Offer Support Primary Strategic Objective:
Summary:
The CAO represents the City in all legal proceedings, including heavy and increasing caseloads in
Municipal Court. Prosecution workload is directly affected by City enforcement activities, including
programs such as red light and speed cameras, nuisance code enforcement and the increase of
homelessness related crimes such as trespass and depositing rubbish. Expanding Court programs and
proceedings also require continued increases in prosecution resources to adequately represent the City
in the court process.
These Prosecutor functions are very time sensitive and critical to the completion of the enforcement
process for City laws and legal requirements. Adequate resources for Prosecution are necessary to give
effect to the City’s investments in regulatory programs, enforcement resources and Court resources and
programs.
Explanation:
All defendants have a right to speedy trial within 91 days, so the cases must be resolved in a short time
frame. Prior to trial the Prosecutors must review the case and evidence, attend arraignments, and meet
with the defendant and attorneys, make plea offers, review and respond to motions, prepare for and
conduct hearings and trials, prep witnesses, prepare plea paperwork for thousands of cases a year. In
addition to daily court settings the Prosecutors must also attend meetings, conduct legal research,
advise liquor, marijuana enforcement and other code enforcement divisions of the City, participate in
treatment courts, and many other important tasks related to the administration of justice on behalf of
the City.
The Prosecution team represents the City in all Municipal Court proceedings, which are scheduled by the
Court and presided over by the Chief Municipal Court Judge or one of the numerous Assistant Judges
and/or Referees who cover the daily court docket. Many days there are multiple court settings being
conducted simultaneously in front of the Municipal Court Judge, Assistant Judges, and/or Referees. The
daily court obligations require multiple prosecutors to handle several hundred cases each week. The
Prosecution team is required to attend court everyday Monday‐Friday throughout the year in order to
prosecute cases on behalf of the City.
Based on these legal requirements the CAO must provide sufficient staffing to cover the variety of
Municipal Court obligations every day and if this function is not adequately staffed, other attorneys in
CAO must be pulled away from their work with other City departments, programs and projects to
Page 40
Item 2.
accommodate whatever is required to meet the time sensitive and daily court settings. The number of
arraignments alone exceeds 150 each week.
Offer DescripƟon:
Summary:
This offer funds a prosecutor posiƟon and provides the start‐up expenses for a new prosecutor to
effecƟvely funcƟon, as well as ongoing associated costs, such as purchase and maintenance of a soŌware
license to access the Court’s system.
Historically, The CAO used an ongoing part‐Ɵme contractual prosecutor posiƟon to manage workload for
the ProsecuƟon team. In mid‐2023 when the contractual posiƟon was vacant due to a reƟrement, a full‐
Ɵme posiƟon was created and filled, in order to begin to address the various demands noted above. This
offer would allow conƟnuaƟon of the full‐Ɵme posiƟon while resuming the use of the contractual
posiƟon.
This offer funds resources that are intended to meet the currently known demands. While we anƟcipate
the demands will conƟnue to grow in the coming months and years, it is difficult to predict the impacts
to ProsecuƟon of the various expansions and changes. We will conƟnue to monitor and request
adjustments to reflect the needs as they become evident.
Additional Explanation:
With ongoing evolution in the system of criminal and civil enforcement under the City Code, the
Prosecution role has continued to grow and change. The effects of prior changes to state law, which
have added new mandatory requirements, such as increasing the number of cases that qualify for court‐
appointed defense counsel, continue to make cases more time consuming for not only the Court but
also the Prosecutors who continue to do an increasing number of pre‐trial conferences with defense
attorneys. Pursuant to recently changed state law, bond hearings must be held within 48 hours of arrest.
To comply with the law, Municipal Court bond hearings have increased by 50% which has increased
prosecution time to prepare for the additional hearings each week. Prior to each bond hearing, the
Prosecutors must review charges, reports, evidence, criminal history of the defendant, consider
appropriate plea offers and make recommendations for bond.
In addition, the continued increase in the use of body camera videos and the time involved in reviewing
a high volume of videos in connection with the rising number of cases coming through Municipal Court
have drastically increased the work involved in reviewing evidence in cases.
With increased caseloads and special programs, the Court has expanded the use of assistant judge time
to conduct an additional docket of Court proceedings on Wednesdays. This additional court time has
substantially increased the amount of prosecutor time required for simultaneous tasks and fulfilling
court obligations. Simultaneous dockets and special programs in multiple settings require more
overlapping prosecutor hours to accomplish all the work that goes into each case, court setting, and
hearing, more of the time. Non‐jury trial is also set simulations to regular dockets, which require the
Prosecutors to further prepare witnesses, exhibits, and testimony during the same time as other court
appearances.
Page 41
Item 2.
The Prosecution team is instrumental in the function and success of The Right Track program, which
supports persons experiencing homelessness, and other alternatives in responding to violations of the
Code. Prosecutors analyze cases and evidence, identify defendants who are appropriate for the
program, consult with probation, and once a person is in the program prosecutors continue to work
closely with Police, Code Enforcement, other special commissioned officers, and the court to manage
compliance and enforcement issues and develop strategies for effective approaches to address priority
concerns.
Other expanded special court programs, such as traffic circles, also continue to strain the Prosecution
resources available to keep up with the current case load. As further expansion of Court programs and
services occurs, this will also further increase the time required to complete each
prosecution. Specifically, we anticipate we will have additional future needs not addressed in this offer
as a result of the addition of drug court and other specialty and expanded Courts.
The need for direct legal support to specialized teams such as the Public Nuisance Ordinance team and
the Homeless Outreach and Proactive Engagement (HOPE) team has also grown. With recent law
changes and staff programming, the Prosecution team dedicates approximately 30 hours (about 0.75 of
one Prosecutor FTE) per week to these two initiatives. The Prosecutors meet regularly with staff, Police,
and others on the teams to identify ongoing trends and concerns, discuss ways to address the needs of
the teams, and provide legal research, guidance, and support regarding enforcement efforts, as well as
write letters for enforcement actions, all prior to being cited with a violation and following prosecution
and court disposition of violations.
The 2023‐2024 budget included funding for Police Services and Municipal Court to enable substanƟal
increases in the red‐light camera/camera radar program. In the first 6 months of 2023, the total red‐
light/camera radar Ɵckets issued exceeded 10,900. With the two new redlight intersecƟons going online
in early September along with the two new operaƟonal radar vans, citaƟons issued will drasƟcally
increase. Prosecutors must respond to moƟons filed by defendants within 7 days. The Prosecutors must
review the documentaƟon and video evidence, ensure equipment and signage are in compliance with
operaƟonal standards, review and respond to moƟons, and prepare for and prosecute each trial that is
set.
In addiƟon, there have been dramaƟc increases in the number of Building Energy and Water Score
(BEWS) enforcement cases (from 150 violaƟons in the first full enforcement year of 2022 to an expected
400 in 2023). The increase in BEWS citaƟons will add addiƟonal dedicated BEWS dockets to the
upcoming court calendar where Prosecutors will need to meet with defendants, assess compliance, and
handle cases in front of a Referee assigned by the court.
Finally, there has also been an increase in the number of parking enforcement appeals reviewed and
managed that have further strained the resources of the ProsecuƟon team. The Prosecutors must
respond to all parking appeals by reviewing evidence and citaƟons, defendant parking history, and
respond in wriƟng to the request to dismiss or reduce charges within 7 to 10 days of when each appeal
that is filed.
All of these increasing demands have created more pressure to maintain adequate ProsecuƟon team
capacity. This offer is designed to keep us with the changes that are already occurring and to meet the
needs of the current systems and programs.
Page 42
Item 2.
City of Fort Collins
2024 Revision - Offer Request/Reduction Form
Offer Name:
Outcome:ENV (Environmental Health)Contact:
Svc Area:Sustainability Services Related Offer #:
Department:Environmental Services Capital?No
Offer Description:
Ongoing One-Time Total
Expense Fund(s):1)100 - General Fund $309,014 $309,014
Total $309,014 $0 $309,014
FTE (if part of the offer, identify the position and salary):
#
1.00 Salary $114,269
1.00 Salary $99,205
Ongoing One-Time Total
Funding Source(s):1)100-General Fund: Ongoing $309,014
$309,014
Total $309,014 $0 $309,014
Sr. Specialist - Classified (staggered hire dates Jan, July, Oct)
Lead Specialist - Classified
Title
This offer funds the City Residential Waste Collection Program which was adopted by Council on second reading April 18, 2023. The program
enables actions essential to meeting Fort Collins’ adopted goal to produce zero waste by 2030 and also aligns with several adopted plans and
other Council priorities. Those plans include: Our Climate Future, Big Move 2: Zero Waste Neighborhoods, City Plan, Principle ENV 5: Create a
Zero Waste System, Strategic Plan, and Environmental Health 4.3 Zero Waste
This offer supports additional funding needed for start-up costs related to creating the contracted waste collection program and is an extension of
ordinance 056, 2023 which appropriated prior year reserves to support these costs. Costs include personnel and programmatic expenses
necessary to administer the program. Moving forward an adminstrative fee of $1.35 per household per month will be collected to recover the City’s
costs of administering the Program when the program begins on 9/30/2024.
Additional information:
- Note: In the materials accopanying the 2023 Contracting program adoption and related 2023 appropriation, staff presented estimated costs for
2024. Those estimates represented net costs of the program (i.e. costs less revenue). This offer lists all funds requiring appropriation and thus is a
higher dollar amount than shown in April materials. This offer also appropriates anticipated revenue - making the net cost roughly equivalent to the
2024 number presented previously. Funding is in the General Fund, dependent on Waste Contracting Fee Revenue.
ENV 4.3 - Accelerate efforts to achieve 2030 zero waste goals.
Waste Contracting Operating Budget plus 2 FTE
Lindsay Ex/Megan DeMasters
Choose Primary Strategic
The Contracted Residential Waste Collection Program enable actions essential to meeting Fort Collins’ adopted
goal to produce zero waste by 2030 by increasing recycling efforts and also by increasing the diversion of yard
trimmings city-wide.
ENV 10. Community solid waste diversion rate
Offer supports increased diversion of yard trimmings from landfill by including yard waste collection for all
residents from April-November
How does Offer Support
Primary Strategic Objective:
ENV 12. Tons of community recycled or composted materials, including cardboard
Offer supports residents in increasing recycling and reducing waste material that otherwise would be sent to
landfills for disposal.Performance
Measure(s) &
Explanations:
#1
#2
Explanation:
Explanation:
Page 43
Item 2.
City of Fort Collins
2024 Revision - Offer Request/Reduction Form
Offer Name:
Outcome:ENV (Environmental Health)Contact:
Svc Area:Sustainability Services Related Offer #:
Department:Environmental Services Capital?Yes
Offer Description:
"This Offer will fund initial steps to bring the operations of the Timberline Recycling Center in-house, including:
•Purchasing truck to haul materials
•Purchasing equipment for Hard-to-Recycle Yard site operations (e.g. bins, front-loader, etc.)
* 3 FTE plus incidental & training costs (Pls note, 2024 FTE costs reflect partial costs only based on staggerred hiring dates.
Fully loaded cost for FTE will increase by approx 145k in 2025)
Background: The City’s recycling drop-off center was created in 2001 and accepted only everyday recyclables (bottles, cans,
paper, etc.) This facility on Riverside Avenue behind the Rivendell school became a fixture in the community and was well used
for many years. In 2017, the equipment from the recycling center was moved to 1903 S. Timberline Road and the site was
expanded to also include a Hard to Recycle Materials yard; both halves together are now the Timberline Recycling Center. Since
moving to its current location, the Hard-to-Recycle Yard has been operated by a contractor that also hauls materials from both
sides of the site.
Project details: Staff has identified a pathway to initiating City operation of the site by late 2024, with continued hauling by the
current vendor until the delivery of the City’s own hauling truck (estimated to arrive in mid-2025). Bringing the TRC fully in-house
on this accelerated timeline is projected to cost an estimated:
•$311,476 in one-time capital costs for equipment (current hard to recycle equipment is owned by the contractor)
•$236,040 for operating costs (e.g. staffing/safety training/Lease Purchase) during the transition period (2.0 FTE; July start date,
and 1.0 FTE; November start date)
Impact: The Timberline Recycling Center is visited by over 400 recyclers per day. This offer ensures the City’s goals for this well-
loved community resource will be more directly within the City’s control, allowing flexibility for piloting new materials, ways to
make the site more welcoming, accessible and inviting, and update safety and customer service practices.
Additi l I f ti
ENV 4.3 - Accelerate efforts to achieve 2030 zero waste goals.
Bringing the operations of the TRC in-house
Lindsay Ex/Jacob Castillo
Choose Primary Strategic
Objective:
The Timberline Recycling Center (TRC) is a key piece of community recycling infrastructure,
especially for those who may not have convenient access to recycling service at their home.
Bringing TRC operations fully in house supports more recycling due to more direct influence
over the materials accepted, customer service training, and the ability to pilot equity and
inclusion practices which can help bring more people to the site.
ENV 10. Community solid waste diversion rate
How does Offer Support
Primary Strategic Objective:
Tons of materials recycled at the Timerbline Recycling Center.
Performance
Measure(s) &
Explanations:
#1
Explanation:
Page 44
Item 2.
City of Fort Collins
2024 Revision - Offer Request/Reduction Form
Offer Name:Bringing the operations of the TRC in-house
Ongoing One-Time Total
Expense Fund(s):1)100 - General Fund $236,040 $311,476 $547,516
2)100 - General Fund $63,524 $63,524
$299,564 $311,476 $611,040
FTE (if part of the offer, identify the position and salary):
#
2.00 Salary $78,833
1.00 Salary $12,015
Ongoing One-Time Total
Funding Source(s):1)100-General Fund: Prior KFCG 0.25% for Ot $236,040 $236,040
100-General Fund: Prior KFCG 0.25% for Ot $0 $311,476
$311,476
2)100-General Fund: Ongoing $63,524 $63,524
$299,564 $311,476 $611,040
Truck Driver (Operator 1 - Starting Nov 1)
Gate House Attendants (Half -Year July 1 hire date)
Title
Additional Information
•This offer is for both equipment that will be ordered in 2024 and likely delivered in 2025 and for operations staff in 2024.
oDue to long ordering lead times, it’s important to fund these components in the 2024 midcycle process to avoid delays in
transferring to City operations.
•Existing site operations and maintenance costs for the portion of the site already operated by the City are funded through
Ongoing Offer 32.6. Additional personnel incidentals, safety training, and lease purchases costs were added as needed.
•Council Finance Committee has reviewed this change in operations for the site and supported staff’s recommendation to submit
an Offer to the Revision Process.
•Waste Reduction and Recycling staff are developing the Sustainable TRC Plan, which includes a fresh look at TRC operations
and to plan for the next five years.
NOTE: This offer may need to scale down as staff confirms operational details and transition timing. This offer recognizes the
request from Council Finance Committee to accelerate bringing operations in-house. Therefore, it represents the upper-end of
the transition cost in 2024. Any unused funds would be returned if unused due to timing shifts.
•This project includes developing an all-inclusive budget, which will include equipment replacement planning for future years.
•Recent engagement has brought a focus on the challenges with accessibility of the TRC to members of the disability
community. Through the Sustainable TRC plan, staff is working to identify ways to increase accessibility of the TRC for all
community members.
Links to Further Details
• www.fcgov.com/TRC Timberline Recycling Center webpage, including a link to a virtual tour of the site at the top of the page.
Note on Appropriation for truck purchase:The total anticipated price of the truck is 283,000 plus the lease purchase loan costs at
4.5% resulting in 4 payments each year totaling 63,524. Sustainability Svcs will pay fleet this amount who will then pay back the
purchse costs to the bank. Because of this internal payment, the total expenses for the truck appear to be twice as high;
however, the total cost to the City's General Fund will only be 63,524 annually.
Page 45
Item 2.
City of Fort Collins
2024 Revision - Offer Request/Reduction Form
Offer Name:
Outcome:SAFE (Safe Community)Contact:
Svc Area:Planning, Dev & Transportation Related Offer #:66.2
Department:Comm Dev & Neighborhood Svcs Capital?No
Offer Description:
Ongoing One-Time Total
Expense Fund(s):1)100 - General Fund $111,000 $111,000
2)504 - Stormwater Fund $64,000 $64,000
Total $175,000 $0 $175,000
Ongoing One-Time Total
Funding Source(s):1)100-General Fund: Ongoing $111,000
$111,000
2)504-Stormwater Fund: Ongoing Revenue $64,000 $64,000
Total $175,000 $0 $175,000
Funding this offer will provide safe cleanup of homelessness encampments and provide funding for site work to prevent creation of
encampments. Encampments contain a wide variety of hazardous materials which need to be removed for public safety. This
materials include needles, soiled clothing, human waste and drugs that must be handled and disposed of in the proper manner. Due
to the hazards found on these sites, a private contractor conducts the cleanups. There is a cross departmental team (Parks, Natural
Areas, Code, Police, Stormwater, Outreach FC, etc.) working together to identify and mitigate these areas.
SAFE 5.1 - Improve overall community safety while continuing to increase the level of public trust
and willingness to use emergency services.
Encampment cleaning and prevention additional funds
Marcy Yoder
Choose Primary Strategic
Objective:
This offer provides for contractual cleanups of encampments which reduces the risk to the
community public spaces.
SAFE 38. % of residents responding always safe/usually safe - Trails
Relates to residents feeling safe in parks and natural areas. Encampments are often found in and
around natural areas.
How does Offer Support
Primary Strategic Objective:
SAFE 35. % of residents responding always safe/usually safe - Parks
This offer relates to residents feeling safe on trails. Encampments are often found near the trail
system.Performance
Measure(s) &
Explanations:
#1
#2
Explanation:
Explanation:
Page 46
Item 2.
City of Fort Collins
2024 Revision - Offer Request/Reduction Form
Offer Name:
Outcome:HPG (High Performing Gov't)Contact:
Svc Area:Information & Employee Svcs Related Offer #:
Department:Information Technology Capital?No
Offer Description:
Ongoing One-Time Total
Expense Fund(s):1)603 - Data And Communications Fund $68,500 $68,500
2)603 - Data And Communications Fund $87,500 $87,500
Total $68,500 $87,500 $156,000
Ongoing One-Time Total
Funding Source(s):1)100-General Fund: Ongoing $68,500
$68,500
2)100-General Fund: Reserves $87,500 $87,500
Total $68,500 $87,500 $156,000
This offer is to extend the "Freshservice" IT Service Management (ITSM) portal into an Enterprise Service Management (ESM) portal,
encompassing Human Resources, Operation Services, Communications & Public Involvement, and Emergency Preparedness &
Security. This centralization and standardization of service request management would offer all City employees visibility into the status
of service requests, tracked communications, and a consistent framework across departments. Benefits to Information and Employee
Service area employees handling service tickets include central management of tickets, internal collaboration, cross-department
collaboration, metrics for assessing value delivered to service requestors, and a continuous improvement model, managed centrally.
To enable these ESM features for 70 IES employees, the ongoing cost for licensing will increase $68,500 annually. Additionally, the
implementation of ESM, will be through a phased plan and tailored approach, requiring professional services to assess and create a
service delivery practice for the City. The one-time cost for a 3-month assessment and to begin implementation will be $87,500 for 3rd
party professional services. The transformation into an ESM portal will drive efficiency, transparency, and collaboration, reflecting our
commitment to excellence in serving both our employees and our community. Once completed, the framework can be leveraged to
phase in many other departments throughout the City to holistically increase value to enterprise stakeholders.
HPG 7.6 - Optimize technology, data analysis and process improvements to innovate, guide
decisions and enhance service delivery.
Expansion of the Enterprise Service Management (ESM) System
Charles Caudle
Choose Primary Strategic
Objective:
Simplify and standardize service management practice throughout IES to enhance value delivered
by departments through a standard framework and continuous improvement model.
HPG 96. Information Technology Internal Service Survey
How does Offer Support
Primary Strategic Objective:
Freshservice include metrics and dashboards for departments to internally assess how to best
deliver value and meet strategic goals. This include out-of-the-box service metrics, based on an
international service management framework, and the ability to create custom dashboards to
review workloads and stakeholder satisfaction.
Performance
Measure(s) &
Explanations:
#1
Explanation:
Page 47
Item 2.
City of Fort Collins
2024 Revision - Offer Request/Reduction Form
Offer Name:
Outcome:ENV (Environmental Health)Contact:
Svc Area:Utility Services Related Offer #:
Department:Ut Enviro Regulatory Affairs Capital?No
Offer Description:
Ongoing One-Time Total
Expense Fund(s):1)504 - Stormwater Fund $204,000 $204,000
Total $0 $204,000 $204,000
Ongoing One-Time Total
Funding Source(s):1)504-Stormwater Fund: Ongoing Revenue $89,760
$89,760
2)100-General Fund: Ongoing $114,240 $114,240
Total $0 $204,000 $204,000
No Household Hazardous Waste events were held in 2020 and 2021. In 2022 one event was held. During 2023/2024 budget cycle,
one event was funded for 2023 but not for 2024. The Larimer County Landfill is in process of moving locations and there could be
potential to partner with them moving forward. The construction of the new landfill location will not be completed in time for
coordination in 2024. While discussions to evaluate feasibility of partnering will continue, to hold a household hazardous waste
event in 2024 the City would need to fund and host it.
ENV 4.5 - Protect and enhance natural resources on City-owned properties and throughout the
community.
Household Hazardous Waste
Kathryne Marko
Choose Primary Strategic
Objective:
By diverting materials, such as expired chemicals and unused paint, this program reduces
potential for illicit discharges and illegal dumping, which can impact local soil, groundwater,
surface water, and air quality.
ENV 77. Total pounds of waste collected at HHW events
How does Offer Support
Primary Strategic Objective:
Staff track the amounts and types of materials collected at the HHW event.
Performance
Measure(s) &
Explanations:
#1
Explanation:
Page 48
Item 2.
City of Fort Collins
2024 Revision - Offer Request/Reduction Form
Offer Name:
Outcome:ECON (Economic Health)Contact:
Svc Area:Financial Services Related Offer #:6.1
Department:Accounting and Treasury Capital?No
Offer Description:
Ongoing One-Time Total
Expense Fund(s):1)501 - Light & Power Fund $2,954,708 $2,954,708
Total $2,954,708 $0 $2,954,708
Ongoing One-Time Total
Funding Source(s):1)501-Light & Power Fund: Ongoing Revenue $2,954,708
$2,954,708
Total $2,954,708 $0 $2,954,708
The Light and Power Fund issued bonds in 2023 for a par value of approximately $37M. This Revision request is for the ongoing debt
service to repay the debt. This covers the principal and interest repayment for 2024.
ECON 3.5 - Invest in and maintain utility infrastructure and services while ensuring predictable
utility rates.
Debt Service for Light and Power
Blaine Dunn
Choose Primary Strategic
Objective:
This Debt Service is for capital infrastructure for the City's Light and Power Utility
Not applicable
How does Offer Support
Primary Strategic Objective:
Not needed for debt service
Performance
Measure(s) &
Explanations:
#1
Explanation:
Page 49
Item 2.
City of Fort Collins
2024 Revision - Offer Request/Reduction Form
Offer Name:
Outcome:ENV (Environmental Health)Contact:
Svc Area:Utility Services Related Offer #:
Department:Ut Water Resources Div Capital?No
Offer Description:
Ongoing One-Time Total
Expense Fund(s):1)502 - Water Fund $60,000 $60,000
Total $0 $60,000 $60,000
Ongoing One-Time Total
Funding Source(s):1)502-Water Fund: One-Time Revenue $60,000
$60,000
Total $0 $60,000 $60,000
The Poudre Instream Flows Plan (the Plan) is an innovative solution created by regional partners to address dry up points and flow
depletions that are harmful to the health of the Cache la Poudre (Poudre) River. The Plan is a collaboration between the City of Fort
Collins (the City) and others to increase and protect flows in the Poudre River between the canyon mouth and its confluence with
the South Platte River near Greeley. The goal of the project is to move the Plan into the implementation phase by upgrading existing
diversion structures with bypass flow, flow gauges, fish passage, and boat chutes.This offer is specific to early design, planning and
cost estimates for the Little Cache and Arthur diversion structure upgrades and is being shared with Natural areas at a 45% Utilties/
55% Natural Areas cost split.
ENV 4.6 - Sustain and improve the health of the Cache la Poudre River and all watersheds
within Fort Collins.
Poudre Instream Flows Plan: Early Design and Cost Estimating Phase
Jen Dial/Jill Oropeza
Choose Primary Strategic
Objective:
This project will support management of City-owned water shares for conservation and habitat
benefits by leaving additional water in the Poudre River.
ENV 177. Total amount of protected in-stream flows for Cache la Poudre River
How does Offer Support
Primary Strategic Objective:
City-owned water rights will be left in the river and measured as an indicator of conservation and
habitat protection.
Performance
Measure(s) &
Explanations:
#1
Explanation:
Page 50
Item 2.
City of Fort Collins
2024 Revision - Offer Request/Reduction Form
Offer Name:
Outcome:ECON (Economic Health)Contact:
Svc Area:Financial Services Related Offer #:6.4
Department:Accounting and Treasury Capital?No
Offer Description:
Ongoing One-Time Total
Expense Fund(s):1)505 - Broadband Fund $1,159,674 $1,159,674
Total $1,159,674 $0 $1,159,674
Ongoing One-Time Total
Funding Source(s):1)505-Broadband Fund: Ongoing Revenue $1,159,674
$1,159,674
Total $1,159,674 $0 $1,159,674
Connexion issued bonds in 2023 for a total par value of $20.3M. This offer is for the ongoing debt service to repay the bonds. This
covers the principal and interest repayment for 2024.
ECON 3.6 - Deliver exceptional broadband services while finding innovative ways to leverage the
network in the city and in the region.
Debt Service for Connexion
Blaine Dunn
Choose Primary Strategic
Objective:
This Debt Service is for capital infrastructure necessary for the buildout of the City's Broadband
Utility
Not applicable
How does Offer Support
Primary Strategic Objective:
Not needed for debt service
Performance
Measure(s) &
Explanations:
#1
Explanation:
Page 51
Item 2.
2024 Budget Revisions
City Council Work Session –September 26, 2023Page 52
Item 2.
2Today’s Agenda
1)Budget Revision Process Overview
2)2024 Financial Context
–Available revenue and reserves
–Recommended 2024 Revision expenses
3)Review of the 2024 Revision Offer requests
Page 53
Item 2.
3Where Revisions fit in our Biennial Budget Process
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
2022(Adoption of the 2-year Budget)X = Council review and adoption of the Strategic Plan
Strategic Planning Process Budgeting for Outcomes2023(Year 1 of the2-year Budget)2024 Budget Revisions
X
Strategic Planning
X
Revenue
Budget ‘mid-cycle’ Revision Process
Offer Creation BFO Teams
Evaluate Offers
Exec
Review
Budget
Prep Council Process
Community Engagement
Inputs and work on 2024 Strategic Plan
Page 54
Item 2.
4Objectives of the Budget Revision Process
The recommended Budget Revisions are intended to address:
–Adjustments to ongoing expenditures to match current ongoing revenue estimates,
if declining
–Council priorities, high-priority projects and needs not known during last BFO
–Fiduciary responsibilities & fund balance
Criteria for New Requests:
–The request is specifically directed by the City Manager or City Council
–The request is related to a previously approved Offer where either unanticipated
revenue shortfalls or unforeseen expenses are significantly impacting the delivery
of that program or service. These also need approval by the City Manager.
The Budget Revision process it not Budgeting for Outcomes (BFO):
–There is no ‘call for Offers’ to support the Strategic Plan
–There is no vetting and comparison of Offers by BFO Teams
Page 55
Item 2.
52024 Budget Revisions Timeline
Sept. 7:Council Finance Committee meeting
Sept. 26:Council Work Session
Oct. 17:1st Reading of the 2024 Annual Appropriation
Nov. 21:2nd Reading (due to no Council meeting on Election Day)
Page 56
Item 2.
6Cost Assumptions included in the 2023-24 Budget
2023 2024
General Inflation 3.5%2.5%
Salary Adjustments*7.0%5.0%
Medical Costs / Prescriptions (Rx)7.2%7.2%
Dental Costs 0.0%0.0%
Retirement 401/457 Contributions No Change
Budget Staffing of Total Personnel Costs 96%96%
Page 57
Item 2.
7Utility Rate Adjustments Included in the 2023-24 Budget
Actual Actual Budget Budget
2021 2022 2023 2024
Electric 3.0%2.0%5.0%5.0%
Water 2.0%0.0%4.0%4.0%
Wastewater 0.0%0.0%4.0%4.0%
Stormwater 0.0%0.0%3.0%3.0%
Utility Rates Adustments
•No recommended updates to the previously approved 2024 rate increases
•Electric rate increases nearly always include anticipated increased power
supply costs from Platte River Power Authority (PRPA)
•Last Wastewater increase was 3.0% in 2018
•Last Stormwater increase was 2.0% in 2020Page 58
Item 2.
82023 High-Level Financial Summary
Governmental Revenue
–Sales Tax
2023 budgeted at 3.5% growth
YTD growth through August is over budget $929k
Forecasting ~ $1.5M of collections above budget in 2023
General Fund receives 74% of Sales Tax collections; the
four ¼ cent taxes receive the balance
This equates to about $1.1M of increased General Fund
ongoing revenue in 2024
–Property Tax
2023 assessments coming in at 25% to 35% growth, or more
2024 Budget included growth of 13%; Proposition HH could reduce the
increase to 23%
23% equates to ~ $1.45M of increased General Fund ongoing revenue in 2024
Month
Net Sales Tax
% over/under
budget
YTD $ over
budget
Jan 4.5%
Feb -1.2%
Mar 3.3%
Apr 1.5%
May 4.7%
Jun -3.0%
Jul -2.3%
Aug -0.7%$929,000
Page 59
Item 2.
9
Governmental Revenue (continued)
–Other Governmental Revenue
Overall Governmental revenues coming in at or over budget
No revenue streams of significance that warrant modification in 2024
Utility Revenue
–Overall Utility revenues coming in at or over budget
–No revenue streams of significance that warrant modification in 2024
Governmental Expenses
–Nearly all Service Areas are under budget YTD per the July financial report
Utility Expenses
–All Funds are under budget YTD per the July financial report
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
2023 High-Level Financial Summary
Page 60
Item 2.
10General Fund 2022 Year-End Fund Balance
2021 2022
Appropriated,
Min. Policy, or
Scheduled
Available but
with some
Constraints
Available for
Nearly Any
Purpose
Assigned - Minimum 60 day Policy 34.2$ 37.7$ 37.7$ -$ -$
Non-spendable
Advances - - - - -
Landbank inventory 2.5 2.5 2.5 - -
Udall Endowment 0.1 0.1 0.1
Restricted
TABOR Emergency 7.7 7.7 7.7 - -
Police Radio Network 0.3 0.3 0.1 0.2 -
Donations & Misc 1.0 1.6 - 1.6 -
Economic Rebates - 0.1 - 0.1 -
Committed
Traffic Calming - - - - -
Culture & Recreation 0.3 0.3 0.3 - -
Affordable Housing Land Bank 0.1 0.1 - 0.1 -
Police Regional Training Facility 0.1 0.1 - 0.1 -
General Fund - Year End 2022 - $85.5M
Page 61
Item 2.
11General Fund 2022 Year-End Fund Balance (continued)
2021 2022
Appropriated,
Min. Policy, or
Scheduled
Available but
with some
Constraints
Available for
Nearly Any
Purpose
Assigned
Prior Year Purchase Orders 6.9 5.3 5.3 - -
Manufacturing Use Tax Rebate 0.2 0.1 0.1 - -
Digital Equity 0.1 0.5 - - 0.5
Golf Irrigation System 0.4 - - - -
Opioid Settlement - 0.1 - - 0.1
Camera Radar 1.2 1.4 0.5 - 0.9
Waste Innovation 0.2 0.2 - - 0.2
Cultural Services 0.5 0.6 0.6 - -
Reappropriation 0.8 0.6 0.6 - -
Budgeted use of reserves 5.5 5.5 5.5 - -
Child Care Needs 0.3 0.3 - - 0.3
Police Radios 0.6 0.7 - - 0.7
Hughes Land Purchase 2.0 2.0 2.0 - -
ERP Replacement 2.5 2.5 - - 2.5
Rolland Moore Updates - - - - -
Rental Registration Startup - - - - -
TRC Equipment - - - - -
Talent / Compensation - - - - -
Unassigned 19.0 15.2 7.1 - 8.1
Year End Total 86.5$ 85.5$ 70.1$ 2.1$ 13.3$
General Fund - Year End 2022 - $85.5M
Of that amount,
2023 year-to-date
supplemental
appropriations
approved by
Council = $1.1M.
Likewise, the 2023
Annual
Reappropriation
Ordinance (from
reserves) = $600k
That leaves $6.4M
available for nearly
any Council
approved purposePage 62
Item 2.
12Available Funding
Description
General
Fund -
Ongoing
General
Fund -
1-Time
Cultural
Services
Light &
Power Water Stormwater Broadband TOTAL
Summary of Revenue Changes & Reserves
-Increased 2024 Sales Tax forecast for General Fund
(ongoing)
$1,110,390 $1,110,390
-Increased 2024 Property Tax forecast for General Fund
(ongoing)
1,450,000 $1,450,000
-Increased 2024 Carnegie Center revenue forecast (ongoing)25,000 $25,000
-Available Ongoing Revenue from the 2023-24 Budget 3,200,000 360,000 1,200,000 1,159,674 $5,919,674
-Available Reserves (1-Time, if requested)8,100,000 $8,100,000
-Less: 2023 Reappropriation (1-Time)(602,754)(52,500)($655,254)
-Less: 2023 Supplemental Approps (ongoing)(582,000)($582,000)
-Less: 2023 Supplemental Approps (1-Time)(1,125,100)($1,125,100)
Subtotal of Funding Changes 1,978,390 6,372,146 25,000 3,200,000 307,500 1,200,000 1,159,674 14,242,710
Revenue & Expenditures by Fund
Page 63
Item 2.
132024 Budget Revision Offers
Fund / Revision Requested FTE Ongoing $One-Time $ Total
General Fund
Rental Housing Program with 4.0 FTE 4.00 410,950 78,750 489,700
1.0 FTE Carnegie Center for Creativity Programming 1.00 114,899 114,899
Municipal Court Services - 1.0 FTE Deputy Court Clerk II 1.00 73,000 18,000 91,000
Municipal Court Services - Technology - 189,201 146,410 335,611
Additional Prosecution Staff 1.00 195,197 19,472 214,669
Waste Contracting Operating Budget plus 2 FTE 2.00 309,014 - 309,014
Bringing the operations of the TRC in-house plus 3 FTE 3.00 299,564 311,476 611,040
Encampment cleaning and prevention additional funds - 111,000 - 111,000
Expansion of the Enterprise Service Management (ESM) System - 68,500 87,500 156,000
Household Hazardous Waste - - 114,240 114,240
Total General Fund 12.00 $1,771,325 $775,848 $2,547,173
Cultural Services & Facilities
1.0 FTE Carnegie Center for Creativity Programming - 25,000 - 25,000
Total Cultural Services & Facilities Fund 0.00 $25,000 $0 $25,000
Page 64
Item 2.
142024 Budget Revision Offers
Fund / Revision Requested FTE Ongoing $One-Time $ Total
Light and Power Fund
Debt service for 2023 Bond Issuance - 2,954,708 - 2,954,708
Total Light and Power Fund 0.00 2,954,708 0 2,954,708
Water Fund
Poudre Instream Flows Plan: Early Design and Cost Estimating Phase - - 60,000 60,000
Total Water Fund 0.00 0 60,000 60,000
Stormwater Fund
Encampment cleaning and prevention additional funds - 64,000 - 64,000
Household Hazardous Waste - - 89,760 89,760
Total Stormwater Fund 0.00 $64,000 $89,760 $153,760
Broadband Fund
Debt service for 2023 Bond Issuance - 1,159,674 - 1,159,674
Total Broadband Fund 0.00 $1,159,674 $0 $1,159,674
TOTAL ALL FUNDS 12.00 5,974,707 925,608 6,900,315 Page 65
Item 2.
15Summary of Proposed Changes
Description
General
Fund -
Ongoing
General
Fund -
1-Time
Cultural
Services
Light &
Power Water Stormwater Broadband TOTAL
Available Revenue and Reserves 1,978,390 6,372,146 25,000 3,200,000 307,500 1,200,000 1,159,674 14,242,710
2024 Budget Revision Requests
-Ongoing Requests (1,771,325)(25,000)(2,954,708)(64,000)(1,159,674)(5,974,707)
-One-Time Requests (775,848)(60,000)(89,760)(925,608)
Total of 2024 Revisions (1,771,325)(775,848)(25,000)(2,954,708)(60,000)(153,760)(1,159,674)(6,900,315)
Net Impact (positive = available)$207,065 $5,596,298 $0 $245,292 $247,500 $1,046,240 $0 N/A
Page 66
Item 2.
16Northern Colorado Regional Airport
•Beginning operations in 1964,jointly owned by Loveland and Fort Collins
since 1979
•2020 Master Plan adopted by both Councils after joint meeting in fall 2020
•Operating under 2015 Amended and Restated Intergovernmental Agreement
–IGA provides that if either city does not pay its one-half expenses in a given
year,it will cede 10%of its ownership to the other city
•For 2023,the sole direct operating expense of each City is $189,170 for an
FAA ground lease associated with the Northern Colorado Law Enforcement
Training Center
–IGA provides that each city is responsible for 50%of the annual lease
payment
Page 67
Item 2.
17Northern Colorado Regional Airport
Operating Revenues 2019 Actual 2020 Actual 2021 Actual 2022 Actual 2023 Budget
Hangar Rental $131,782 $224,059 $247,095 $242,000 $255,000
FBO Rent 92,586 92,586 92,713 94,172 94,134
Gas and Oil Commissions 190,731 111,192 265,576 119,000 190,000
State & County Aircraft Fuel Tax 156,661 119,829 127,754 140,000 166,500
Land Lease 650,497 694,391 738,561 749,900 891,600
Miscellaneous 40,253 33,999 212,966 110,000 36,800
Total Operating Revenue $1,262,510 $1,276,056 $1,684,665 $1,455,072 $1,634,034
Operating Expenses
FTE 6 6 6 8 9
Personal Services $596,508 $641,868 $668,421 $827,312 $1,089,540
Supplies 72,675 68,129 74,945 100,000 115,400
Purchased Services 732,671 513,984 435,275 678,619 1,506,360
Total Operating Expenses $1,401,860 $1,223,987 $1,178,647 $1,605,939 $2,711,309
City of Fort Collins Contribution Actual YTD
*Portion Included in Land Lease Revenue $177,339 $180,751 $183,395 $190,800 $103,043
City of Loveland Contribution
*Portion Included in Land Lease Revenue $177,339 $180,751 $183,395 $190,800 $103,043
Page 68
Item 2.
18
What questions or feedback does Council
have on the City Manager’s recommended
revisions to the 2024 Budget?
Guidance Requested
Page 69
Item 2.
19
Back-up Slides
Page 70
Item 2.
20Historical City Fund Balance
$75.0 $69.8 $66.3 $71.8 $62.8
$86.5 $85.5
$149.6 $156.5 $165.0
$179.7 $200.4
$227.3 $222.2
$15.4 $12.7 $9.8
$8.5
$9.7
$3.7 $1.3
$50.9 $52.6 $54.5
$56.3
$62.1
$54.0 $50.9
$17.6 $15.4 $14.6
$13.5
$10.9
$12.5 $12.8
$26.7 $25.6 $24.7
$36.2
$31.9
$29.6 $30.9
$44.0 $52.7 $57.6
$64.3 $63.1
$65.2 $64.8
0 %
2 0%
4 0%
6 0%
8 0%
1 00 %
$0
$50
$10 0
$15 0
$20 0
$25 0
$30 0
$35 0
$40 0
$45 0
$50 0
2 01 6 2 01 7 2 01 8 2 019 202 0 2 02 1 202 2
Fund Balance / Reserves by Year
(in millions)
General F und B alanc e U tilities excl. Br oadband KFCG
Co mb in ed Cap. Exp. Fees Transpor tation Capital P rojects & C CIP
Other F und s F und Balance as per cent of Exp ens es
$379 $385 $392
$430
$441
$479 $468
Page 71
Item 2.
21Historical General Fund Balances
Page 72
Item 2.
City Council Work Session Agenda Item Summary – City of Fort Collins Page 1 of 2
September 26, 2023
WORK SESSION AGENDA
ITEM SUMMARY
City Council
STAFF
Sylvia Tatman-Burruss, Senior Project & Policy Manager
Ginny Sawyer, Lead Project & Policy Manager
SUBJECT FOR DISCUSSION
Occupancy Engagement Discussion.
EXECUTIVE SUMMARY
The purpose of this work session item is to seek Council feedback regarding next steps for community
engagement regarding the Occupancy Ordinance.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. Do Councilmembers have feedback on the engagement plan?
2. What additional information do Councilmembers need to inform their policy decision?
BACKGROUND / DISCUSSION
The City has had an adopted occupancy ordinance since 1963. The current version of the City’s occupancy
ordinance limits occupancy of residential dwellings to a family of any size plus one additional unrelated
occupant, or to no more than three unrelated occupants. Active enforcement began in 2005 when violation
of the Ordinance was classified as a civil infraction. Since then, Council has had several in-depth
conversations about occupancy and nuisance regulation as part of the community dialog about
neighborhood livability. The City’s Housing Strategic Plan, formally adopted in March 2021, addressed
how the occupancy ordinance limits housing options and poses challenges related to fair housing
compliance. A Rental Housing Task Force was formed to explore rental housing registration and discuss
options for changing the occupancy ordinance. Council discussed occupancy regulations on August 23,
2022, and different occupancy options were discussed on May 9, 2023.
Throughout these conversations there was not a strong consensus among residents.
The current effort will include:
Review options considered through the Rental Registration and Rental Housing Task Force process.
Review previous studies and analysis.
Re-engage the internal Occupancy Core Team with staff from Neighborhood Services, Zoning,
Parking, and Building Services.
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Item 3.
City Council Work Session Agenda Item Summary – City of Fort Collins Page 2 of 2
Consider outreach methods, including an Advisory Group with members recommended by Council.
The goal of engagement will be to avoid binary options and instead focus on potential options and tradeoffs
that consider various methods, including regulations by bedroom, number of adults, square footage, zone
districts, etc.
NEXT STEPS
Analyze options and consider the formation of an Advisory Group.
If an Advisory group is formed, consider internal or external facilitation.
ATTACHMENTS
1. Project Plan and Engagement Summary
2. Work Session Summary, May 9, 2023
3. Presentation
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Item 3.
PROJECT PLAN AND ENGAGEMENT SUMMARY
PROJECT TITLE:
Occupancy Regulations Changes
OVERALL PUBLIC INVOLVEMENT LEVEL:
Inform and Consult/Involve
BOTTOM LINE QUESTION:
1. What are the best options for increasing occupancy while maintaining neighborhood quality?
2. How to best address occupancy and adapt regulations without a definition of family?
KEY IMPACTED RESIDENTS:
1. All residents (renters, homeowners)
TIMELINE:
October 2023 - Jume 2024
Phase 1:
Timeframe: October - December 2023
Key Actions:
Review of policies, peer cities, and options underway
Engagement plan in development
Consideration of Council directed Advisory Group
PHASE 2:
Timeframe: January - March 2024
Key Actions:
Convene Advisory Group and/or engage the community through focus groups
Council work session by mid-March
PHASE 3:
Timeframe: March – June 2024
Key Actions:
Solidify feasible options
Draft code language
Council work session (if needed)
Council regular meeting for code consideration
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Item 3.
Community Development & Neighborhood
Services
Planning & Development Services
281 North College Avenue
P.O. Box 580
Fort Collins, CO 80522.0580
970.221.6376
970.224.6111- fax
MEMORANDUM
Date: May 11, 2023
To: Mayor Arndt and City Councilmembers
Through: Kelly DiMartino, City Manager
Tyler Marr, Deputy City Manager
Caryn Champine, Director of Planning, Development, and Transportation
Paul Sizemore, Director of Community Development and Neighborhood Services
From: Marcy Yoder, Neighborhood Services Manager
Meaghan Overton, Housing Manager
Megan Valliere, Graduate Management Assistant
Re: May 9, 2023 Work Session Summary – Occupancy Regulations
__________________________________________________________________
The primary purpose of the May 9 work session was to receive Council guidance on potential changes to
the City’s occupancy regulations. The work session included an overview of existing conditions, policy
analysis completed to date, and a summary of community engagement. Key policy topics for this work
session included 1) the current family definition used in the City’s occupancy regulations; 2) the maximum
number of occupants in a home; and 3) the City’s current extra occupancy process. Staff also sought
Council direction on the timeline for future community engagement. The staff presentation was provided
by Caryn Champine, Marcy Yoder, Meaghan Overton, and Megan Valliere. Mayor Arndt was absent; all
other Councilmembers were in attendance.
Summary of Feedback
Overall, staff heard support from most Councilmembers to continue working on the City’s occupancy
regulations, and to engage with community members about potential occupancy ordinance revisions in
the summer and fall of this year. Specific feedback is summarized below:
Council indicated support for continuing to regulate occupancy. Several Councilmembers
discussed the benefits of limits on occupancy.
Most Councilmembers indicated support for removing “family” from the definition and
enforcement of the occupancy ordinance.
There was a range of opinions about how to regulate the maximum number of occupants in a
dwelling. Councilmembers discussed regulating by the number of bedrooms and the number of
adults. Most Councilmembers indicated that they wanted to review additional potential options,
particularly those that were identified as potential solutions by community members.
Specific implications Council was concerned about included impacts to multi-generational families
and overcrowding of homes with many bedrooms.
Several Councilmembers supported changes to the City’s extra occupancy regulations that could
create an administrative permit process (rather than a land use approval).
Councilmembers requested additional research and data including:
DocuSign Envelope ID: DB93F1FF-6F5D-416F-94B1-EF95FEF08927
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Item 3.
o Information about the impact of occupancy changes in communities that have modified
their regulations recently (Denver and cities in Iowa and Oregon were mentioned)
o Updated market research where possible
o A heat map of the geographic distribution of occupancy complaints and founded
violations
o Updates on the implementation of the Public Nuisance Ordinance
Clarifications
Councilmembers discussed several scenarios under the current occupancy regulations that are/are not
permitted. Staff would like to clarify scenarios related to single parents (i.e., an adult and their
dependents). The current occupancy regulations specifically state that two adults and their dependents
may live together in a single dwelling unit. This was incorrect in the AIS materials. Additional scenarios
are outlined below:
Allowable scenarios: Unallowable scenarios:
Two adults and their dependents, plus one
additional occupant
A family of any size and configuration, plus
one additional occupant
Two adults and their dependents, plus an
adult and their dependents (i.e., three single
parents)
Two adults and their dependents, plus two
additional occupants
A family of any size and configuration, plus
an adult and their dependents (i.e., a single
parent)
A family of any size and configuration, plus
two additional occupants
Next Steps
Councilmembers supported pausing work on occupancy pending the outcome of a petition that
could impact next steps with this work. The deadline for petition signatures is June 27.
Staff will plan to re-assess the scope and content of public engagement in late June/early July,
after the outcome of the petition process is known.
As additional research and data is completed, staff will inform Council via memorandum.
DocuSign Envelope ID: DB93F1FF-6F5D-416F-94B1-EF95FEF08927
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Item 3.
Occupancy Project and Engagement Plan
September 26, 2023
City Council Work Session
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Item 3.
2Project and Engagement Plan
Questions for working group:
1.What are the best options for increasing occupancy while
maintaining neighborhood quality?
2.How to best address occupancy and adapt regulations without a
definition of family?
Goals:
Avoid binary options
Focus on potential solutions
Identify tradeoffs
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Item 3.
3Project and Engagement Plan
October -December 2023
Review of policies, peer cities, and options underway
Engagement plan in development
Consideration of Council recommended Advisory Group
January -March 2024
Convene Advisory Group and/or engage the community through focus
groups
Council work session by mid-March
March –June 2024
Solidify feasible options
Draft code language
Council work session (if needed)
Council regular meeting for code considerationPage 80
Item 3.
4Councilmember Feedback
1.Do Councilmembers have feedback on the engagement plan?
2.What additional information do Councilmembers need to inform
their policy decision?
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Item 3.