HomeMy WebLinkAboutAgenda - Full - Finance Committee - 03/20/2024 -Finance Administration
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AGENDA
Council Finance & Audit Committee Hybrid Meeting
March 20, 2024
4:30 - 7:00 pm
CIC Room
Zoom Meeting https://zoom.us/j/8140111859
Approval of Minutes from the February 23rd, 2024, Council Finance Committee meeting.
1. 2024 Reappropriation L. Pollack
Discussion: 15 mins.
2. 2050 Tax Appropriations for 2024 L. Pollack
Presentation: 20 mins.
Discussion: 40 mins.
3. Poudre Fire Authority Intergovernmental Agreement D. Lenz
Presentation: 10 mins.
Discussion: 20 mins.
4.CCIP & Streets Maintenance Tax Renewals T. Storin
G. Sawyer
Presentation: 10 mins.
Discussion: 35 mins.
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Council Finance Committee
2024 Agenda Planning Calendar
Revised 03/06/24 ck
March 20th 2024
2024 Reappropriation 15 min L. Pollack
2050 Tax Appropriations for 2024 60 min L. Pollack
Poudre Fire Authority Intergovernmental Agreement 30 min D. Lenz
CCIP and Streets Maintenance Tax Renewals 45 min T. Storin
G. Sawyer
April 4th 2024
2025-2026 Budget Process Review 30 min L. Pollack
EPIC Home Loan Bank Renewal 15 min B. Tholl
G. Pease
May 2nd 2024
June 6th 2024
July 3rd 2024
August 1st 2024
Unscheduled Topics
Municipal Court Renovation and 215 N. Mason HVAC Update/Upgrade
September – Annual Adjustment Ordinance – Lawrence Pollack
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Finance Administration
215 N. Mason
2nd Floor
PO Box 580
Fort Collins, CO 80522
970.221.6788
970.221.6782 - fax
fcgov.com
Council Finance Committee Hybrid Meeting
CIC Room / Zoom
February 23, 2024
1:00 - 3:00 pm
Council Attendees: Mayor Arndt, Emily Francis, Kelly Ohlson
Staff: Kelly DiMartino, Tyler Marr, Travis Storin, Denzel Maxwell, Claudia Menendez,
Lance Smith, Jason Graham, Phil Ladd, Ryan Malarky, Andrea Smith,
Gunnar Hale, Monica Martinez, Drew Brooks, Brad Buckman, Dana Hornkohl,
Dave Lenz, Trevor Nash, Terri Runyan, Ginny Sawyer, Renee Reeves,
Lawrence Pollack, Jo Cech, Nina Bodenhamer, Victoria Shaw, Zack Mozer,
Carolyn Koontz
Others: Keivn Jones, Chamber
Meeting called to order at 1:00 pm
Approval of minutes from December 14, 2023, Council Finance Committee Meeting.
Emily Francis moved for approval of the minutes as presented. Mayor Arndt seconded the motion.
The minutes were approved unanimously via roll call by; Mayor Arndt, Emly Francis, Kelly Ohlson.
A. Scheduling & Chair for 2024 – 2025 Council Term – Travis Storin
Mayor Arndt was nominated to be Chairperson of the Council Finance Committee by Emily Francis. Mayor Arndt
was elected as Chairperson unanimously approved by roll call; Kelly Ohlson, Mayor Arndt and Emily Francis.
Upon confirmation from MPT Emily Francis, 2024 Council Finance Committee Meetings will take place as hybrid
meetings on the first Thursday of the month starting in April – 4-6 pm. The next meeting will be held
Wednesday, March 20th 4:30- 7 pm.
B. Utility Rate / Debt Forecast
Lance Smith, Sr. Director, Utilities Strategic Finance
SUBJECT FOR DISCUSSION – Utilities 2023 Capital Improvement Plans and Strategic Financial Plan Updates for
the Water, Wastewater and Stormwater Utilities
EXECUTIVE SUMMARY
The purpose of this agenda item is to provide the Council Finance Committee with an overview of the planning
processes underway within Fort Collins Utilities. This agenda item will focus on the Water, Wastewater and
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Stormwater Enterprise Funds. The Light & Power Enterprise Fund was presented for discussion last December.
The 2023 Capital Improvement Plans (CIPs) and the 2024 Strategic Financial Plans for each utility are outlined and
attached. The resulting investment projections set the basis for beginning the 2025-26 Budgeting For Outcomes
(BFO) cycle. The overall 10-year rate projections for each utility is also presented here along with the forecasted
debt issuance needs.
Recognizing that these utilities share customers, a more comprehensive view is also taken here of how the
combined plans will impact what our community pays for utility services over the coming decade and the levels
of service to be expected for such. The capital improvement plans are intended to maintain the current levels of
service for each utility through sustainable asset renewal plans and targeted new infrastructure. This can be
achieved through the higher than previously anticipated rate increases being planned, and timely debt issuances
shown here.
For the 2025-26 Budgeting For Outcomes process the table below summarizes the impact of the proposed rate
increases for the average residential customer.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. Does the Council Finance Committee support the Utilities Strategic Financial Plan assumptions ahead of
the 2025-26 BFO cycle? In particular, the projected rate increases necessary to meet anticipated revenue
requirements.
BACKGROUND/DISCUSSION
This is a continuation of the discussion that began in December with the presentation of the Electric utility
financial plan and associated rate and debt forecasts. With this presentation of the Water, Wastewater and
Stormwater utility’s financial picture, any feedback will be utilized in developing the initial 2025-26 budget
offers. After discussing each of these utility services, the comprehensive picture is presented and the forecasted
impacts on customer utility costs can be seen. The feasibility of the financial paths presented is then discussed.
Strategic Financial Planning Process
The strategic financial planning process is intended to provide a long-term plan for the efficient and effective
financial management of each utility in a manner that is consistent with the City’s values and mission and
aligned with the City’s biennial Budget Process and Strategic Planning Process. Much of the long-term strategic
direction for each utility requires significant capital investment spanning more than one budget cycle making a
long-term capital improvement plan necessary to support the strategic plan.
Whereas strategic planning sets the operational direction of where the utilities are going in the future, strategic
financial planning provides a financial context for this movement. The strategic financial plans ensure the long-
2023 2024 2025 2026
Res idential Utility Cost Baseline % Change Bill % Change Bill % Change Bill
Electric $84.20 5.0% $88.41 6.0% $93.71 5.0% $98.40
Water $51.00 4.0% $53.04 7.0% $56.75 9.0% $61.86
Wastewater $35.61 4.0% $37.03 6.0% $39.26 8.0% $42.40
Stormwater $22.42 3.0% $23.09 6.0% $24.48 6.0% $25.95
Total $193.23 4.3% $201.58 6.3% $214.20 6.7% $228.60
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term operational and fiscal objectives and level of service targets for each of the utilities are met in a financially
sustainable and resilient manner. The three main financial metrics from a long-term financial planning
perspective are:
1. Operating Margin > 3.0%
2. Debt Coverage Ratio > 2.0
3. Annual Rate Adjustments < 5.0%
The confidence in the long-term financial modeling that is the basis of these forecasts depends on the
assumptions used in the modeling. Some of those assumptions are macro-economic assumptions around long-
term inflation, how inflation affects the cost of debt service through the associated interest rates and how well
the economy is doing in general. The recent pandemic has stressed the economy with supply chain constraints,
yet it has also highlighted the necessity for utility services as is reflected in the relatively stable revenues for
such. Other assumptions are more micro-economic and, as such, depend on internal efforts to effectively
manage operating costs along with capital and resource planning. The financial resiliency of each of these utility
enterprise funds relies on active management of ongoing operating and maintenance expenses, as well as
planning for large capital expenditures and strong leadership over the coming decade.
The capital investment required to maintain the current levels of service provided by each of the four utility
services to the community requires a long planning horizon and consistent reevaluation and prioritization.
Ahead of the biennial budget process beginning both the 10-year Strategic Financial Plan and the associated 10-
year Capital Improvement Plan are updated and presented to the Council Finance Committee for discussion to
ensure that adequate operating revenues are expected to support the City Manager’s Recommended Budget.
Water Enterprise Fund
The 10-year Capital Improvement Plan (CIP) for the Water Fund consists of projects needed to provide an
adequate water supply such as Halligan Reservoir, a modern water quality laboratory, some improvements
needed at the water treatment plant and asset renewal both at the plant and the water distribution
infrastructure. It is anticipated in the CIP that it will take a few years to reach the targeted asset renewal rate of
1.0% per year.
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The 2023 CIP for Water has $458M of capital investments through 2033. This is a 60% increase over the 2021
plan. The 2023 CIP includes significant additional funding needed for the Halligan Reservoir - $308M compared
to $120M in 2021.
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Water Operations
The financial modeling involved in updating the strategic financial plan analyzes operating revenues and
expenses to determine the amount of operating income that can fund capital investment before issuing any new
debt.
Operating revenues have grown modestly over the past decade through rate increases while total water sales
have remained almost flat. Based on the projected revenue requirements for O&M and capital investment
revenues are projected to grow at a rate significantly higher than the past decade at 7.9% compared to 1.9%
since 2013.
The colored area represents the 80% confidence band around the expected operating revenue.
Water O&M expenses have increased at an inflationary rate over the past decade. This has been achieved
through active management. The rate and debt issuance forecasts in the plan assume that O&M will increase at
a rate close to the rate of inflation of 3.5% annually through 2033.
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The colored area represents the 80% confidence band around the expected operating expense.
By limiting O&M to a more modest rate of growth than in the past 2 years it is expected that the Water Fund will
generate sufficient operating income consistently to fund asset renewal investments at a level of 50-75% of the
targeted levels. This will limit the amount of debt issuance that is necessary over the coming decade.
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Water Rate and Debt Forecasts
Rate increases are anticipated to be significantly over inflationary pressures in the coming decade due to
significant changes in the necessary capital investments which require higher adjustments to ensure adequate
operating revenue is generated to support the system renewal investments. Some debt is anticipated to be
needed for capital investments over the next decade, as well.
It should be recognized that actual revenues realized from a rate increase are not typically the full amount of the
rate increase. There is some elasticity to rate adjustments. Additionally, most utility services are weather
dependent, so it is possible to occasionally realize more or less revenue than anticipated in rate design for a
given year although this weather variability is expected to balance out over an extended period.
Wastewater Enterprise Fund
Year 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033
Rate Increase 4.0% 4.0% 7.0% 9.0% 7-10% 7-10% 7-10% 7-10% 7-10% 7-10% 7-10%
Debt Issued ($M)$154.0 $43.0
2023 2022 2021 2020 2019
Water Adopted Rate Increase 4.0% 0.0% 2.0% 0.0% 0.0%
Realized Revenue Increase -8.8% 1.7% 1.7% 4.2% -6.1%
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Wastewater CIP
The Capital Improvement Plan for the Wastewater Fund includes improvements necessary at both water
reclamation facilities, a modern pollution control laboratory and a ramping up of investment in asset renewal
programs for the collection system. Prioritization of the capital projects will need to be considered before the
2025-26 budget process to ensure investments are made where needed the most.
The amount of anticipated capital investment is greater than what has been made over the previous decade by a
factor of over three, consistent with what has been seen in the other wet utilities in 2023. This will require
significant operational planning and project management to ensure that the bond revenue is utilized efficiently.
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Wastewater Operations
Operating revenues have grown very modestly over the past decade at 1.9% annually after going through some
larger rate adjustments through 2012. Moderate rate adjustments will be necessary going forward to increase
revenues in this fund as wastewater services are not metered but rather depend on the amount of water being
consumed by a customer. Conservation efforts on water usage can negatively impact revenues for the
wastewater utility. Almost no revenue growth in residential services over the past decade combined with
reduced commercial wastewater demands has put rate pressure on the wastewater utility.
The colored area represents the 80% confidence band around the expected operating revenue.
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Wastewater O&M has increased modestly over the past decade as well and is expected to continue to grow
modestly at around the historical inflationary level of 3-5%.
The colored area represents the 80% confidence band around the expected operating expense.
By limiting O&M to a more modest rate of growth in all departments it is expected that the Wastewater Fund
will generate sufficient operating income consistently to fund asset renewal investments at 50-75% of the
targeted levels. This will limit the amount of debt issuance that is necessary over the coming decade.
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The growing difference between the operating revenue and operating expense allows for more asset renewal to
be funded with less debt issuances than would be necessary without such operating income. Moderate rate
adjustments will allow for pledged revenues to be sufficient for any anticipated debt issuances over the next few
decades.
Wastewater Rate and Debt Forecasts
As the table below shows, there will be the need to issue debt for several capital investments over the next
decade. The first such issuance should be done in 2025 as part of the 2025-26 BFO cycle. Moderate rate
adjustments will be necessary to increase the net pledged revenues available for debt service as the debt is
issued.
Again, actual revenues realized from a rate increase are not typically the full amount of the rate increase. It is
typical to realize more or less revenue than anticipated in rate design for a given year due to customer response
to rate signals.
Year 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033
Rate Increase 4.0% 4.0% 6.0% 8.0% 6-8% 6-8% 6-8% 6-8% 6-8% 6-8% 6-8%
Debt Issued ($M)$59.0 $52.0 $59.0
2023 2022 2021 2020 2019
Wastewater Adopted Rate Increase 4.0% 0.0% 0.0% 0.0% 0.0%
Realized Revenue Increase 2.7% 1.1% 7.3% -1.9% -2.0%
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Stormwater Enterprise Fund
Stormwater CIP
The Capital Improvement Plan for the Stormwater Fund includes new cost estimates for all anticipated initial
buildout projects. Updating the cost estimates, along with some preliminary design refinements to some of the
project requirements, increased the anticipated 10-year capital investment needed to build out the stormwater
infrastructure from $171M in the 2021 CIP to $239M in the 2023 CIP. Cost adjustments for stream restoration
projects are also included in the plan which now shows $35M in stream restoration projects in addition to the
water quality and flood protection projects. The CIP will require investing almost 4 times as much each year in
capital infrastructure than the previous decade’s level of investment. This will require significant operational
planning and project management to ensure that the bond revenue is utilized efficiently.
The CIP with the current projection of flood protection and stream rehabilitation work is shown below.
The trend in the anticipated capital investments seen in all 4 utility’s CIPs is cautionary. With each review and
update of the capital improvement plans there is an escalation of the estimated total investment required. This
is being driven primarily by higher cost estimates for known capital projects but also from new projects being
identified.
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Stormwater Operations
Operating revenues have grown modestly over the past decade at an annual rate of 2.7% primarily through
annexations and infill development along with some modest rate adjustments.
The colored area represents the 95% confidence band around the expected operating revenue.
Stormwater O&M has increased at a higher rate of 6.0% annually over the past decade as more infrastructure is
built requiring more O&M. The financial forecast recognizes this but assumes that the growth can be managed
to increase at the rate of inflation.
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The colored area represents the 95% confidence band around the expected operating expense.
By managing O&M growth to a more modest rate of growth than in the past 2 years while increasing charges for
stormwater services it is expected that the Stormwater Fund will generate sufficient operating income
consistently to fund asset renewal investments at a level of 75-90% of the targeted levels. This will limit the
amount of debt issuance that is necessary over the coming decade.
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The growing divergence between the operating revenue and operating expense is necessary to increase the net
pledged revenues necessary to cover the increased outstanding debt over the next few decades.
Stormwater Rate and Debt Forecasts
With the strong operating income being generated every year in this utility only providing a fourth of the
anticipated capital investment required to fully build out the infrastructure for the community, it will be
necessary to issue significant debt to complete the remaining flood mitigation infrastructure. The table below
shows the amount of debt that is anticipated to be issued over the next decade. There will be the need to issue
debt for several capital investments over the next decade. The first such issuance was done in 2023 as part of
the 2023-24 BFO cycle. The next issuance is expected in 2026 as part of the 2025-26 BFO cycle. Moderate rate
adjustments will be necessary to increase the net pledged revenues available for debt service as the debt is
issued.
As with the other utilities, actual revenues realized from a rate increase are not typically the full amount of the
rate increase. Because customer growth has driven revenue increases in the recent past, this utility has seen a
consistently higher growth in revenues than the associated rate increases.
Conclusions and Next Steps
Over the past two meetings ten-year rate and debt forecasts have been discussed which indicate that the
significant capital investments expected over the coming decade can be achieved for each utility independently.
However, it is also necessary to look more holistically at the impact of these plans on our community. Because of
significant increases on the CIPs, larger rate increases will be needed in the next budget cycle to fund capital
investments. The longer-term rate projections shown above are subject to change as active measures are
developed and taken to manage O&M expenses to more modest rates of growth than in the most recent few
years. The table here shows a combined rate impact to our ratepayers that is larger than we have seen since
2012.
Year 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033
Rate Increase 3.0% 3.0% 6.0% 6.0% 5-7% 3-5% 4-6% 4-6% 6-8% 6-8% 6-8%
Debt Issued ($M)$45.0 $58.0 $76.0
2023 2022 2021 2020 2019
Stormwater Adopted Rate Increase 3.0% 0.0% 0.0% 2.0% 2.0%
Realized Revenue Increase 4.6% 0.0% 0.7% 2.7% 2.6%
2023 2024 2025 2026
Res idential Utility Cost Baseline % Change Bill % Change Bill % Change Bill
Electric $84.20 5.0% $88.41 6.0% $93.71 5.0% $98.40
Water $51.00 4.0% $53.04 7.0% $56.75 9.0% $61.86
Wastewater $35.61 4.0% $37.03 6.0% $39.26 8.0% $42.40
Stormwater $22.42 3.0% $23.09 6.0% $24.48 6.0% $25.95
Total $193.23 4.3% $201.58 6.3% $214.20 6.7% $228.60
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Discussion / Next Steps;
Water
Kelly Ohlson; (regarding slide #7 - see above) in 2021, we had $107M for Halligan and then in 2023 we had
$240M. What is the difference in the numbers?
Lance Smith; we have been going through the permitting process for quite some time. As we got near to the
end of the federal permitting process, we really started sharpening our pencils and got a new cost estimate,
which we know is significantly higher, but we feel it is much more realistic than what we had.
Kelly 0hlson; it is a big change in 2-3 years.
Lance Smith; it is – we hired some consultants and did some design work around that.
Emily Francis; in the packet it says $308M.
Jason Graham; $308M is the total cost, $240M is the construction.
Mayor Arndt; does this include estimated litigation?
Jason Graham; I am not sure.
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Mayor Arndt; I think we need to add that to this estimate.
Travis Storin; one other area in that same vein, but on the other side of the ledger – I don’t think this
presumes any grant funding at this point, but we have taken steps to allow this contract to be federalized,
should we identify a grant opportunity. We do think that with the federal legislation in the last 2 ½ years,
this could be a really good candidate. Legal reserve notwithstanding, at this point, fairly conservative on the
funding side.
Kelly Ohlson; Halligan history – a historical perspective would be helpful just so Council and others can learn
in the future, I would like to see a slide of the history of Halligan estimates going back 20-25 years for the
next time we discuss this. You can break it out into permitting, construction or however you want.
Mayor Arndt; let’s include what we have already paid out as part of the decision set.
Jason Graham; we can do that –
ACTION ITEM; create a historical slide going back to 2002 showing estimate revisions / cost changes / what
we have already paid out.
Travis Storin; Lance is signaling the biggest mover of our rate increase here is the capital plan and the
biggest mover to the capital plan is Halligan.
Wastewater
2021 - 2024 – significant changes – declining operating margin – costs increasing – debt coverage ratio – to
meet debt service
Emily Francis; can you speak more about the development fees declining?
Lance Smith; even though development is happening on the east side of town that is not impacting
wastewater.
Tyler Marr; it tracks overall that we saw a decline in development activity last year as interest rates went up.
Mayor Arndt; Less and less of a revenue source.
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Stormwater
Fund has $19M in operating revenue
Mayor Arndt; what is the spike in 2025? Downtown?
Lance Smith; in 2025 we have the Oak Street Project as part of the Downtown Stormwater Improvement
Program and in 2030 we have the next phase of that. Also, the Magnolia / Maple Outfall – higher cost
estimates. We have seen O&M growth at 6% annually over the last decade – when we look at what we had
forecasted 2021 versus 2024. We issued $40M instead of $80M in debt in 2024 to pay for the Oak Street
portion. Going forward we will need to issue more debt but will also need to manage O&M costs.
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Mayor Arndt; O&M is higher because of the intensity of the storms we are seeing –is there any impact on
that from climate change issues? Why is O&M going up higher than others?
Jason Graham; we don’t know exactly why it is going up other than we do have increased monitoring, some
aging infrastructure, staff. We can’t say it is due to storms or the magnitude.
Lance Smith; mowing is a bit part of it.
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Lance Smith; (see slide 15 above) rate increases have been less than 3% but going forward, I would not say they
are gradual or modest. Part of what is driving that is O&M is starting to increase as inflation becomes an issue.
We are going to need to Issue more debt to fund the CIP and will have significantly more outstanding debt than
we currently have. Primary drivers behind rate pressures.
What does this mean to a residential customer? This is not in range of gradual and modest. – recommending
that we go with this level of rate increase;
6.3% in 2025
6.7% in 2026
We are going to work on limiting O&M growth to the extent that we can.
Some of the capital projects may get delayed.
Litigation and permitting – internally we will look to see if we can push things out.
Mayor Arndt; it is hard to know the ins and outs – I trust you.
Residential drinking water is a right and we should keep that base level with the least amount of rate
increase – instead of saying the base rate goes up by 4% - folks getting hit hard with cost-of-living increases;
food, shelter, etc. I prefer to graduate this up gradually.
Emily Francis; I would agree with shifting more. I am curious in reading and looking at this, at what point do we
say this isn’t a great plan for our future. We need to look at alternatives to leveling out rate increases,
and if that means changing or altering. I am not comfortable with where we are at. We need to adjust our
plans, so we have a more even approach and what are those trade- offs?
Tyler Marr; we have begun to have those conversations already, as we tend to agree. As Lance said,
we are not here today to say these are modest and gradual increases. I think and Jason can speak to this in
more detail, but depending on the fund some of those tradeoffs are clearer than others. For example, the cost
of not issuing the debt in Stormwater is that we stay at status quo. We don’t advance some of the downtown
plan – we could just delay an outfall by however many years. That might not be palpable to some folks, and it is
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a very clear lever you can pull. In Wastewater, the headworks replacement – some of those are key operational
items. If we don’t find a way to get to some of these asset maintenance goals, we risk system failures in the long
term that could actually be more expensive. There are tradeoffs and we will continue to go through the CCIPs
with a fine-tooth comb and depending on the fund, the cost of doing business is substantially increasing.
Emily Francis; one of the things that is challenging for council members is keeping track of all of the approvals
you make and how that might lead to rate increases like this. What will happen to the update the plan or
prioritization or coming back? Understanding the multiple impacts on top of each can get lost when they are
spread out over 10 years.
Travis Storin; the immediate parliamentary action that is in front of you is proposed rate increases for next year
that would be brought to Council this fall. As a committee member, you could say to staff, I want to see this
again a year from now. I don’t want to wait the normal 2 years for the next budget cycle. A lot of us on staff
leadership across the city including utilities had similar sticker shock. There are some O&M questions but
primarily we are talking about the capital plan. We have our own questions around; ok we have big movers like
Halligan but even the others like Stormwater and Wastewater – this is just a higher level of capital than we have
actually been able to construct. We have our own questions too, like these are the plans that make those asset
management needs whole on paper but what are we actually able to deliver on in the physical world? There is
no real action in front of you until this fall when rates come up. I think the near-term rates are pretty solid and
we can juggle where that impact is felt in our community. It is the longer-term rate increases that have us most
concerned.
Emily Francis; I am in favor of having this comes back in one year – What the tradeoffs are and to look at a
potentially lower level of service.
Kelly Ohlson; one slide was almost $1B of capital – the four columns added up to 900M+. Certain elements have
been in love with Halligan for a long time - others have not. I don’t know what else to eliminate.
Unless there is something with the big projects that are really driving this -
The main thing driving this is the capital – don’t know what we can slow or eliminate?
The other complicating factor is that all of these need to be in the mix. If we don’t get federal dollars. someone
else will. Having them in the mix right now is probably a good thing.
I have wondered about this for years; I think we have errored on the side of keeping the rates low when we
could have gradually built-up reserves over the last decade. The chickens may have come home to roost.
Jason Graham; you are correct in that large capital projects are what is driving the rate increases.
We continually look at our CIPs – how can we put those in the right years so we can properly resource and pay
for them so there is no big hit on rates. Items like headworks are needed for employee safety, wastewater
treatment for pollution, for hauled waste (porta potty) that infrastructure is old and dated. It is a corrosive
environment. We have had that on the CIPs in the past. We have tried different strategies, but it is getting to
the point where we need to act. Same thing with the laboratories (water quality and pollution control
laboratories). Luckily the federal government has given us an influx of money that we can hopefully leverage and
use to help stabilize these rates.
Mayor Arndt; could we partner – outside Fort Collins – synergistic partners– why are we all building multiple
pipes. I want to encourage people to think regionally, very open minded. – synergistically – it makes we crazy –
it feels like we could come together. The labs – can we share? Are we duplicating where we could be
collaborating? There is a balance between paying it forward and pushing it forward to our kids and grandkids –
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maybe we don’t have top of the top – don’t saddle our kids and grandkids with crumbling infrastructure. Get as
many grants as we can.
Jason Graham; we do provide services to many of our neighboring communities because they don’t have
service.
Tyler Marr; we do have a contracted firm looking at utility infrastructure – just in utilities – hoping that will yield.
Kelly Ohlson; timing of these things – maybe stretch it out a little bit but if it is irresponsible – which council
members like raising rates – if you guys prove it is what it is - Capital and inflation, construction costs are the
primary driver we are getting a new pollution lab – not free – wastewater – it is a good thing. Do we need
Halligan - it is what it is – the other part of the story – historically the city undercharged for water for where we
live, we undercharge for electrical – a lot has changed in the last decade –it would be good to tell the whole
story – historically our rates have been low in comparison to other communities – don’t’ think we will be the
highest of all –
Lance Smith; in 2024 – we estimate we are among the lowest utility rates. Less than Loveland, Boulder,
Longmont etc. Starting at a point when our rates are relatively low – there are folks in our community who are
struggling to pay their bills.
Kelly Ohlson; it is important to tell the story – nobody wants to raise the rates –tough choices and decisions have
to be made - it helps if you can tell the story that we are competitive – and help those who struggle.
Travis Storin; Summary
The reason this is coming forward now is because of the budget process that kicks off over the summer. The
rate increase assumption is a big input in determining how much money will be on the table for Utilities to get
their work done over the next 2 years. We would build a budget based on the rate increases we have presented
today. The next place this will come up will be a September Work Session
I am sensing that there is interest in pausing at the September Work Session and talking a little bit more about
the near rate increases and any work we have done on the capital plan between now and then.
Review this plan annually with this committee, not every 2 years.
C. Laporte Multimodal Grant Match
Gunnar Hale, P.E. Engineering, Civil Engineer I
Monica Martinez, Manager, FP&A, PDT Finance
SUBJECT FOR DISCUSSION
Laporte Multi-Modal Grant Match – Transportation Alternative Program Grant Appropriation
EXECUTIVE SUMMARY
Laporte Avenue between Fishback Avenue and Sunset Street is a two-lane arterial roadway and most of the
roadway within the Project limits lacks adequate bicycle and pedestrian facilities including sidewalk, bike lanes,
curb, and gutter. The City was awarded a $2,500,000 Transportation Alternative Program grant from the North
Front Range Metropolitan Planning Organization (NFRMPO) to fund construction of the Laporte Avenue Multi-
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Modal Improvement Project. The grant award requires a 20% local match of $2,500,000. It is suggested that
CCIP Bike, CCIP Pedestrian, TCEF program funds, Transportation Services Fund Reserves and General Fund, be
used for the local match portion, as well as an additional $50,000 in overmatch funds. The City will be required
to contribute 20% of the local match funds as well as the local overmatch funds. The City’s financial commitment
to fund construction will be $625,750 in local funds and $50,000 in local overmatch funds for a total of $675,750
to complete the $3.175M construction.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
• Is Council Finance supportive of an out of cycle supplemental appropriation for the Transportation
Alternative Program (TAP) and required local match to fund construction for the Laporte Avenue Multi-
Modal Improvement Project.
BACKGROUND/DISCUSSION
TAP Background
In June 2023, the NFRMPO awarded the City with a TAP grant for the construction of the Laporte Avenue Multi-
Modal Improvement Project
The approved funding breakdown is as follows:
TAP grant $2,500,000
Local Match (City) $625,750
Local Overmatch (City) $50,000____
Total $3,175,750
The total local match request from the City is $675,750. Suggested local match breakdown is as follows:
Transportation Capital Expansion Fee (TCEF) ($225,000), CCIP Bike ($122,727), CCIP Pedestrian ($102,273),
Transportation Services Fund Reserves ($750) and General Fund ($225,000) be used to support this
supplemental appropriation request.
Laporte Corridor Background
The Laporte Corridor within the project limits of Fishback Avenue and Sunset Street currently lacks adequate
bicycle and pedestrian facilities including sidewalk, bike lanes and curb and gutter.
The roadway experiences heavy bicycle and pedestrian traffic especially with Poudre High School, many
residential neighborhoods, and businesses located adjacent to the project limits.
• Several near misses and at least one serious vehicle-pedestrian accident have occurred.
• The corridor currently experiences a higher-than-expected volume of traffic accidents due to the lack of
adequate infrastructure
Laporte Avenue is master planned to be on the City’s low-stress bicycle network. The Project will address the
safety concerns and lack of multi-modal infrastructure.
Laporte Corridor Project Status
TAP Grant submitted – 2020
$750,000 awarded.
MMOF Grant submitted – 2020
$250,000 awarded.
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Revitalizing Main Street Grant awarded – 2021
$1,437,500 awarded.
TAP Grant Submitted – 2023
$2,500,000 awarded.
East Segment 100% Design – Completed Fall 2023
West Segment 90% FOR Design – January 2024
East Segment Construction – March 2024
West Segment Construction – June 2024
Staff is recommending appropriation of the City’s construction local match and overmatch for several reasons.
• In line with guiding themes and principles of the City Strategic Plan:
o Multimodal Transportation
Discussion / Next Steps;
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
Is Council Finance supportive of an out of cycle supplemental appropriation for the Transportation Alternative
Program (TAP) and required local match to fund construction for the Laporte Avenue Multi-Modal Improvement
Project.
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Gunnar Hale; we are using the full extent of the right of way we own for this project east bound from Taft Hill.
(see slide #8 above). There are a few houses on the west bound segment (see slide #9 above)– Sunset where we
will need to buy right of way.
Kelly Ohlson; this has been approved in numerous ways before now. You are bringing this to us now (1 month
before construction starts) because of the General Fund amount in the mix.
What do you mean when you say that you are negotiating the construction costs? Did we bid the project out?
Gunar Hale; for CMGC (Construction Manager, General Contractor) projects, we will negotiate the costs of the
projects. Because of the size of this project and the blessing from CDOT, we chose CMGC so we can have a
quicker timeline. We have to compare the costs from the CMGC contractor with an independent estimate as
well to prove the costs are true and accurate.
CMGC is kind of a bridge in between a bid and an RFP in a lot of ways. It is not the straight math problem of low
bid when we use that as a tool for procurement. We brought on the contractor midway through the design. The
benefit of bringing them on early is the collaboration and to anticipate and plan for problems that might arise as
opposed to things happening in the field and causing delays.
Kelly Ohlson; who decides who we negotiate with?
Gunnar Hale; in the beginning when we chose SEMA as the CMGC we put this out to bid and multiple
contractors bid on the contract, then we choose who we think will do the best job.
Kelly Ohlson; this is a good project. Where did the other $3M that was previously allocated go? It can’t all be in
design.
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Gunnar Hale; the east segment is covered with that beginning $3M that we have in the project. The west
segment is where we need the funding. The additional $3M we are asking for from the General Fun is the local
match for the west segment of the project.
Monica Martinez; we would usually go to our Transportation Services Fund as that is where we always go first
for any sort of local match for capital projects, but we do not have the needed amount in that fund this year, so
we have to come forward to request General Fund dollars.
Emily Francis; I am supportive of this. I would like to meet with Brad to discuss the design. We have been out
there a few times before. I just want to make sure I understand the on again off again street, paths, and
sidewalks so I can answer questions.
Mayor Arndt; I am thrilled and an absolute yes. This is one of my priorities - safe route to schools (to Poudre
High School). It has been a challenge for the students -this will be a huge improvement- happy to support this –
long time coming. Mulberry improvements as well have made a huge difference. Lots of safety concerns - our
kids deserve better.
Travis Storin; will move this on to the full Council on the consent agenda as soon as possible.
Meeting adjourned at 2:50 pm
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COUNCIL FINANCE COMMITTEE
AGENDA ITEM SUMMARY
Staff: Lawrence Pollack, Budget Director
Date: March 20, 2024
SUBJECT FOR DISCUSSION
Review of the 2024 Reappropriation Ordinance to appropriate prior year reserves.
EXECUTIVE SUMMARY
The purpose of this item is to reappropriate monies in 2024 that were previously authorized by
City Council for expenditures in 2023 for various purposes. The authorized expenditures were
not spent or could not be encumbered in 2023 because:
• There was not sufficient time to complete bidding in 2023 and therefore, there was no known
vendor or binding contract as required to expend or encumber the monies; or
• The project for which the dollars were originally appropriated by Council could not be
completed during 2023 and reappropriation of those dollars is necessary for completion of
the project in 2024.
Additionally, there may have been sufficient unspent dollars previously appropriated in 2023 to
carry on programs, services, and facility improvements in 2024 for those specific purposes.
In the above circumstances, the unexpended and/or unencumbered monies lapsed into individual
fund balances at the end of 2023 and reflect no change in Council policies.
Monies reappropriated for each City fund by this Ordinance are as follows:
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
Does the Council Finance Committee support moving forward with the 2024 Reappropriation
Ordinance on the Consent Agenda at the April 2, 2024 Council meeting?
General Fund $2,498,249
Cultural Services Fund 55,000
Recreation Fund 251,064
Museum Fund 61,265
Transportation Services Fund 1,288,625
Water Fund 52,500
Data & Communications Fund 390,600
Total $4,597,303
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BACKGROUND/DISCUSSION
The Executive Team has reviewed the Reappropriation requests to ensure alignment with
organization priorities and the Budget staff reviewed the requests to verify that all met qualification
requirements. The 2024 Reappropriation requests are as follows, by fund:
GENERAL FUND
City Clerk’s Office
1) City Clerk Elections - $188,375
Purpose for funds: This offer was developed to fund the 2023 regular municipal election on
the presumption that a regular municipal election would occur in April of 2023 and would be
conducted by the City Clerk's Office. City Council put a ballot question before the voters in
November 2022 which changed the regular municipal election date to November in odd
numbered years.
Reason funds not expensed in 2023: The 2023 election expenditures resulted in cost savings
due to the election being coordinated with Larimer County in a November election and not
conducted by the City.
The remaining funds are requested to be reappropriated to support the 2024 coordinated
election, which will include the City's anticipated sales tax renewal ballot questions. A 2024
election was not fully budgeted in the 23-24 BFO cycle.
2) Legislative Management System Implementation - $27,945
Purpose for funds: A legislative management system provides the backbone for how
information about policy decisions gets to and from the City Council. Currently, the City
uses an agenda management system that is past its useful life for receiving ongoing support
and updates from the vendor, and is not as robust as newer solutions on the market.
Implementation of a new legislative management system will provide the public with greater
access to City legislative information, provide time savings for City staff and the Clerk’s
Office, and decrease demands on IT for setup and support.
Reason funds not expensed in 2023: The City's competitive selection process took place in
the second half of 2023, resulting in a vendor engagement and the start of software
implementation in first quarter of 2024. Now with a vendor under contract, first-year costs
have been priced at $127,945, as compared to the original first-year project estimate of
$150,000 in 2023. No expenditures occurred in the first year of the project budget. This
request is to reappropriate $27,945 of the unspent $150,000 to increase the 2024 budget to
meet the new first-year software implementation cost. Year-two and annual ongoing costs of
the Legislative Management System have been priced at $89,600, as compared to the original
project estimate budget of $100,000 ongoing.
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Community Development and Neighborhood Services
3) Administration of 1041 Regulations - $320,000
Purpose for funds: Ordinance 2023-076 was adopted in June 2023 to ensure the City had
adequate oversight of 1041 regulations by retaining the services of a third-party consultant to
assist in the review of proposals and permit applications to conduct designated activities or
develop within a designated area, and to conduct follow up inspections and monitoring
related to issued permits.
Reason funds not expensed in 2023: Although several RFPs were initiated, followed by local
vendor interviews, an RFP re-scoping exercise, direct outreach to out-of-state companies, and
timeline extensions to the RFP, City Staff did not receive any proposals to contract services
for this program. On January 4, 2024, the City Manager approved a hiring exception for a
Classified FTE (1) for the purpose of administering 1041 regulations.
4) Rental Housing Services - $65,000
Purpose for funds: Last year, City Council passed an ordinance that will require most
housing providers to register their rental properties annually (exceptions are mobile home
parks and owner-occupied rentals). They also approved staffing to develop educational
opportunities and provide resources for both housing providers and tenants. This is an
exciting opportunity for the City to be a partner to housing providers and tenants, and an
active supporter of quality affordable rental housing in the community. This budget was
designed to cover the startup costs of the program, including materials for new staff, for
community consultants to build equity and inclusivity into the program, and to create
communication materials for both housing providers and tenants.
Reason funds not expensed in 2023: Funding appropriation was delayed and hiring of the
Rental Housing Manager was not complete until October of 2023, which left little time for
expenditure of funds. These startup funds are critical for ensuring that the rental housing
program is a success. If these funds are not appropriated, we will have reduced capacity for
education and engagement with the thousands of community members who are part of the
rental market. These funds are pivotal to the start-up phase of the program which was built to
have higher hourly and consultant needs.
5) Digital Transformation (Licensing, Permitting, and Code Enforcement) - $757,000
Purpose for funds: This project represents a vital opportunity to simplify, standardize, and
improve processes in preparation for a dramatic and sustained increase in community
demand for licensing and permitting. The current licensing and permitting environment relies
on a patchwork of Accela-based systems, spreadsheets, paper applications, and online forms.
This means that customers must navigate multiple different systems and requirements
depending on the specific license/permit they are seeking. In addition, process improvements
and system changes within Accela currently require the investment of significant funding and
rely on extensive IT support and use of third-party contractors. This initiative will include
simplifying and standardizing business processes alongside the evaluation of optimal digital
solutions to build a more holistic, customer-centered software ecosystem that incorporates a
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wider range of internal users. The result will be implementation of a more holistic, customer-
centered software ecosystem to increase efficiency, advance accessibility, and improve the
overall customer experience.
Reason funds not expensed in 2023: Project funds were partially encumbered ($170,000)
and spent ($22,500) in 2023 to procure an additional contractor at the strong recommendation
of the City's IT department, since the scope of the desired software functionality expanded
significantly to include the needs of Utilities, Clerk, IT, and Community Development within
this "digital transformation" priority. This contractor was utilized to synthesize needs from
these multiple parties, to better ensure that the future software solution meets the project's
vision, guiding principles, and key success factors, ultimately providing a more consistent
user experience, and better internal coordination and efficiencies. With the expansion of the
project scope, the selection contractors helped assemble a 600-page RFP which was released
on January 12, 2024; and closed February 16, 2024. Initial vendor evaluation phase is in
progress with procurement anticipated in May. The funds requested for reappropriation in
2024 are expected to be encumbered in 2024 with the selected vendor, and the work is
expected to extend into 2025. The team anticipates that the remaining budget will be fully
utilized for this phase of configuration and implementation. Future budget appropriations are
anticipated for any expansion of the scope, additional implementation phases, necessary
change management tasks, and ongoing maintenance and subscriptions for user and
administrator accounts.
Economic Health Office
6) Placer AI Software - $32,750
Purpose for funds: Placer AI is a location-based analytics company. Charting both foot and
vehicular traffic, Placer data provides insight into how people move through the City. This
data will be used to better understand and mitigate capital project construction impacts on
local business, as well as assist in other economic development efforts like site selection and
business retention.
Reason funds not expensed in 2023: This reappropriation is necessary because contract
negotiations between Placer AI, City Purchasing, and CAO were not completed before the
end of 2023.
7) Small Business Revolving Loan Fund - $25,000
Purpose for funds: The accumulated economic development fund was set aside to create the
City of Fort Collins Revolving Loan Fund for Small Businesses and Startup companies
operating in Fort Collins. The City will use the funds to support program access to capital for
small businesses in Fort Collins city limits, including those that have historically not had
access to traditional financial capital markets.
Reason funds not expensed in 2023: $25,000 is set aside each year to cover administrative
and marketing costs of the third-party and City Economic Health Office. The Revolving
Loan Fund was not launched at the end of Q4, 2023, so these funds need to be reappropriated
and held for a Q1/Q2 2024 launch of the fund.
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Emergency Preparedness and Security (EPS)
8) Security Technology for Emergency Preparedness - $13,456
Purpose for funds: This offer provides funding for security technology upgrades to
Community Services public facilities, with priorities being set by Community Services staff
in conjunction with EPS. Specifically, this reappropriation request is to finish security
camera infrastructure projects at Northside Aztlan, Museum of Discovery, and the Lincoln
Center.
Reason funds not expensed in 2023: Security cable installation at the three forementioned
public facilities was planned and contracted in 2023. However, the projects were not
completed until late 2023 and early 2024 due to schedule coordination with contractors.
Three invoices for the completed work have been received and are scheduled to be paid in
2024, totaling $13,456.
Environmental Services
9) CivicSpark Fellowship for Our Climate Future - $22,800
Purpose for funds: This Fellowship provides an opportunity for an early-career professional
to work full-time in local government, partially subsidized by the federal AmeriCorps
program, through a nonprofit called CivicWell. The City’s contribution is roughly the same
as what has been historically allocated for a part-time program assistant, thanks to the
partnership with CivicWell. Typically, the 11-month Fellowship runs from September to
August of the following year and there is a slight discount if the funds are paid in full at the
start of the contract period.
Reason funds not expensed in 2023: This cycle, the placement was shortened to a three-
quarter placement, beginning in January 2024. This resulted in a timing issue for funding
held in 2023 for the 2023-24 cohort. We are requesting the 2023 funds be reappropriated to
support the original request that historically would have been funded in full beginning in Q4,
2023.
Municipal Court
10) Larimer County Jail Contract - $18,260
Purpose for funds: Through an annual contract with Larimer County, the City of Fort Collins
is provided joint use of the Jail and Larimer County Sheriff services. Instead of paying per
bed space used, per bond issued at the jail, and per in-custody hearing held, the City pays a
set price for the use of these services. In 2023, City reserved two bed spaces per day to
ensure there was space available if a Municipal Court defendant upon conviction of an
applicable municipal ordinances or a finding of contempt of court by a Judge was sentenced
to serve jail. The Court held approximately 140 in-custody hearings involving over 800 cases
and used approximately 900 jail bed spaces in 2023. Accordingly, the City's reserved bed
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spaces for 2024 has increased from two to three bed spaces per day, as it had been prior to
2023.
Reason funds not expensed in 2023: The 2023 Annual Jail Services contract with Larimer
County totaled $106,500, while the Municipal Court budgeted $125,000 in 2023 for this
service. For 2024, the contract was raised to $195,000 while our budget is only $130,000. To
offset this difference, we are requesting the 2023 savings to be reappropriated to the 2024
budget.
11) Opioid Relief Fund - $75,000
Purpose for funds: To date, the City has received a total of $170,169 as part of a national
opioid settlement. The Council Finance Committee and City Council supported an
appropriation of $75,000 in August 2023 to establish a municipal drug court program that
would provide evidence based problem-solving court practices. No expenditure occurred in
2023 as part of the new Drug Court program.
Reason funds not expensed in 2023: Municipal Court is in the process of hiring 1 FTE
Probation Officer. Because this program is one of the first in its kind for a Municipal Court in
Colorado, the Court is carefully vetting potential candidates and their qualifications to make
sure that the creation of this program is considered a best practice from the start. The position
was originally planned to start in 2023 but is now anticipated to start in the second quarter of
2024.
Police Information Systems
12) Northern Colorado Regional Communication Network (NCRCN) Radio
Redundancy- $30,000
Purpose for funds: This reappropriation is for additional needed radio infrastructure to create
redundancy to the communication system within the Northern Colorado Radio
Communication Network.
Reason funds not expensed in 2023: In 2023, ORD 41 was approved to fund needed repairs
on the radio towers on top of Poudre Valley Hospital and just north of Horsetooth Mountain,
however, there is a final phase of this project that is necessary to close weaknesses in the
communication system. This last phase will create redundancy between the 911 call center
and Platte River Power Authority so that communication could continue if the existing fiber
node wasn't functioning. This will be completed by Q3 of 2024.
Police Office of the Chief
13) City Give - Rifle Plates - $102,563
Purpose for funds: This reappropriation is for the remaining portion of a charitable gift
designated by the donor as a demonstration of appreciation for Police Services to be used
toward personal protection equipment.
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Reason funds not expensed in 2023: In 2022 and 2023 Police Services purchased personal
protection equipment for all applicable officers. The Chief of Police continues to explore
ways to spend the remaining amount that will meet the current needs of Police Services and
also honor the donor’s designated intent.
14) Santa Cops Donation - $500
Purpose for funds: In 2023 ORD 093 was approved by Council as a part of the City Give
program. This donation was made by Santa Cops to help purchase gifts for kids in need
during the holidays.
Reason funds not expensed in 2023: Changes in programming resulted in the donation not
being deployed in 2023. The funds will be used in 2024 per the designated intent.
Police Patrol
15) Police Handheld Radios - $620,000
Purpose for funds: In 2023 ORD 108 was approved by Council in September to purchase
handheld radios for Police Services as a critical piece of equipment to be effective in
providing safety for the community.
Reason funds not expensed in 2023: Because of the size of the order that was placed in the
later part of 2023 and the extensive process to get all of the radios ready for use, the payment
will not be made until the early part of 2024.
Social Sustainability
16) Electrical Vehicle (EV) Infrastructure Offset Credits - $199,600
Purpose for funds: These funds address the cost differential between current Colorado
Housing and Finance Authority requirements and the updated Building Code requirements
for Electric Vehicle (EV) infrastructure for affordable developments. The program provides
cost-sharing of these additional infrastructure requirements by providing credits of flat fees
calculated per project based on eligible parking spaces.
Reason funds not expensed in 2023: Two developments were awarded these EV credits in
2023. All future affordable housing developments will be built to the standards in the 2021
Building Code and will therefore qualify for this incentive. Amounts will vary depending on
the number of parking spaces per development.
CULTURAL SERVICES & FACILITIES FUND
Cultural Services – Gardens on Spring Creek
17) The Gardens on Spring Creek Nutrien Donation - $55,000
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Purpose for funds: Nutrien donated $100,000 to The Gardens on Spring Creek in 2023
which is designated for supporting healthy eating programs, including exterior capital
improvements of the Outdoor Teaching Kitchen at The Gardens.
Reason funds not expensed in 2023: The donation from Nutrien was appropriated in April
2023. The donor did not place a deadline for expending the funds. In some cases, in 2023,
purchases were held up trying to get pricing quotes from vendors. Gardens staff have been
looking at best uses for the funds going forward.
In 2023 The Gardens used the donation funds to hold cooking classes for adults and for
summer camp, purchased supplies for the outdoor kitchen, and completed minor capital work
including new locks, concrete and engraving work, and water heater and weather-stripping
repairs. The Gardens is working with City Give so that the next time a donation of this type
is received the funds will be put into a non-lapsing business unit.
RECREATION FUND
Recreation
18) EPIC Asset Repair & Replacement - $251,064
Purpose for funds: 2023 Offer 43.16 proposed three projects to address severe facility
maintenance issues at EPIC. The offer was then scaled down to include only one of the
projects to address drainage of the EPIC Pool deck. Low spots and inadequate slopes cause
water to create puddles and not drain properly. To improve the safety and comfort of pool
users it is necessary to rework the deck tile so water that splashes onto the deck will flow to
one of the existing deck drains. EPIC was designed to be a competitive pool, but because of
this issue some outside groups no longer want to use EPIC for swim meets as it does not
meet their standards.
While the pool deck remains a high priority, further assessment is needed to capture the full
scope of repairs that are necessary along with budgeting for the total repair. We would like to
shift these funds in 2024 to the second priority listed in Offer 43.16 of replacing the flooring
that surrounds the ice rinks.
Reason funds not expensed in 2023: Project became underfunded due to escalated costs in
2023. $13,316 had been spent on Project Management fees assessing the deck in 2023.
MUSEUM FUND
Cultural Services – FC Museum of Discovery
19) The Museum of Discovery Artifact Housing Furniture - $61,265
Purpose for funds: This offer will provide funds to purchase and install a collections storage
system and special archival quality equipment and supplies at the Fort Collins Museum of
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Discovery (FCMoD). This enhancement includes a one-time expense for the purchase,
delivery and installation of shelving and cabinetry custom designed for specific types of
artifacts and contract staff to move and rehouse artifacts using specialized supplies including
general conservation materials such as ethafoam, buffered tissue, and acid free archival
boxes.
As the artifact collection continues to grow the need to complete the buildout of the storage
furniture is reaching critical mass. Approximately half of the collection’s storage furniture is
installed and is safely housing historical collections owned by the City of Fort Collins. It is
important to properly house historic collections like the one held at FCMoD to industry
standards to preserve history and to help the community to tell stories of all and our place in
time. The Archive & Collections are a valuable community resource, they are accessible and
free for any member of the public.
Reason funds not expensed in 2023: The furniture was received in late 2023 and the
Museum needs to use the remaining funds for staffing to set up the new furniture and make
sure that all artifacts are properly handled and stored.
TRANSPORTATION FUND
Streets
20) Roof Replacement for Salt Barn - $185,000
Purpose for funds: The purpose of this request is to reappropriate $185,000 for the Streets
Department Salt Barn roof replacement. The existing EPDM (ethylene propylene diene
terpolymer) roof has been leaking, the membrane has become de-laminated from the
substrate, and the roof is well past its life. Additionally, the interior leaks of the roof at the
perimeter; the scuppers and downspout collector heads are also leaking. These leaks and the
freeze/thaw cycling during the winter months are causing damage to the interior and exterior
of the brick structure of the historic building.
Reason funds not expensed in 2023: The Streets Department and Operation Services
conducted a thorough review of concerns arising from the roof of the Salt Barn due to the
severe weather events during the Spring and Summer of 2023. The structural age of the
facility required an asbestos test prior to obtaining a quote, adding additional time to the
project. Once the quotes were received the total cost of the roof exceeded the Request For
Proposal (RFP) work order on-call max of $120,000. As a result, an RFP or bidding process
needs to be completed for the roof which could not be completed by the end of 2023.
21) Centre Avenue Paving Project - $657,000
Purpose for funds: The purpose of this request is to reappropriate $657,000 from the 2023
Street Maintenance Program (SMP) budget to cover the costs of the Centre Avenue project
which was scheduled to be completed in 2023. This project includes an asphalt overlay of
three streets: Centre Avenue between Prospect Road and Worthington Circle, Worthington
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Avenue between Centre Avenue and Drake Road, and Research Boulevard between Centre
Avenue and Drake Road.
Reason funds not expensed in 2023: The Centre Avenue project was scheduled to be
repaved in 2023 during the summer when CSU was on break to minimize the impact to the
students and faculty since this project is adjacent to the CSU campus. The project was
postponed to 2024 to coordinate with the pedestrian and bicycle underpass project that goes
under Prospect Road (just west of Centre Avenue). The Prospect Road underpass project was
delayed and completed as CSU returned to school in August. To minimize the traffic impact
to CSU, the Centre Avenue project was postponed to the following year.
22) MAX/BRT Bus Line Pavement Upgrade - $366,625
Purpose for funds: The purpose of this request is to reappropriate $366,625 from the 2023
Street Maintenance Program (SMP) budget to cover the costs of the Mason BRT/ MAX
project which was scheduled to be completed in 2023. The work was not completed north of
Mountain Avenue to Maple Street in 2023.
Reason funds not expensed in 2023: This project was delayed due to contract negotiations
with BNSF. Work ceased as the winter and colder temperatures shut down the project
towards the end of the 2023 construction season. This final phase of the project includes an
asphalt overlay and concrete improvements on Mason Street between Mountain Avenue and
Maple Street. These last two blocks of work will complete the approved 2023 Asset
Management Enhancement Offer 7.12 – Street Maintenance Program – MAX/ BRT Bus Line
– Downtown Concrete Pavement Upgrade project.
Traffic
23) Neighborhood Traffic Mitigation Program Project Construction - $80,000
Purpose for funds: Traffic in neighborhoods can affect the quality of life for residents,
bicycles, pedestrians, as well as drivers. The Neighborhood Traffic Mitigation Program is a
collaborative effort between neighborhoods and City staff to implement traffic calming
options. In 2023, Traffic received $150,000 funding for traffic calming devices and an
additional $65,000 funding for medians and/or pedestrian refuge islands, sidewalk curb
extensions and traffic diverters in order to achieve a more "complete streets" approach to
traffic calming. The offer included funding for professional (consulting) services and
funding for the construction of traffic mitigation devices on neighborhood streets. Traffic is
requesting $80,000 to be re-appropriated from the 2023 budget to construct these mitigation
improvements.
Reason funds not expensed in 2023: Due to staffing changes and consultant availability,
design of the mitigation improvements for Stuart and Stover was not started until fall.
Survey and design will be completed in the Spring of 2024, and the construction will start in
the summer/fall.
WATER FUND
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Utilities Water Resources
24) Northern Integrated Supply Project (NISP) Response & Engagement - $52,500
Purpose for funds: Since 2008, the City has developed and contributed science-based input
to the various planning stages of the Northern Integrated Supply Project (NISP) project with
the goal of minimizing adverse impacts on the Poudre River and the Fort Collins community.
The City’s efforts have resulted in positive changes to this project which are reflected in the
NISP operations and mitigation plan. Funding from this 2022 offer is intended to provide
technical consulting and engineering support to inform the City’s engagement in future NISP
planning efforts. Specifically, City staff will engage in NISP adaptive management and
master planning stakeholder processes; however, additional technical and consulting support
will be needed to achieve the desired outcomes. Funds from this offer would support: 1)
Water resources engineering and analysis to advise the NISP flow operations and ensure the
proposed flow mitigation program is realized; 2) Advisement for the development of NISP’s
proposed Master Plan and Adaptive Management Program; and 3) Additional discipline-
specific representation on technical advisory groups and input for project infrastructure
proposed within the City limits.
Reason funds not expensed in 2023: The NISP project Record of Decision (ROD) was
released in late 2022, and Northern Water's Adaptive Management and River master
Planning discussions with Poudre basin stakeholders did not commence until Q3 of 2023. To
date, however, there has only been one meeting to restart the planning process. More active
engagement is expected in 2024, per communication from Northern Water. City staff will
continue to respond to the project timeline and engagement process that Northern Water
develops for their project. Funds from this budget offer will be used for the original intended
purpose of developing science-based input with the assistance from technical and
engineering consultants, on how the NISP project impacts should be managed, mitigated and
monitored.
DATA AND COMMUNICATIONS FUND
Information Technology
25) GIS Cloud Modernization - $90,600
Purpose for funds: The GIS Cloud Modernization support efforts to modernize the existing
ArcGIS Enterprise Portal implementation. This work will simplify and stabilize the existing
platform in order to reduce the support required from IT to maintain this system. This also
frees resources to focus on higher value work. The modernization will reduce the support
needed for the GIS infrastructure while ensuring the stability, availability, and security of the
environment for its 1121 users. Migrating existing solutions onto ArcGIS Online where
appropriate, establishing GIS Governance, implementing advanced monitoring, deprecating
outdated applications, and upgrading to current versions of software will allow for reduced
confusion and application fatigue. There is a need to work with other teams, including IT
Security, to make sure this solution meets all requirements.
Page 42 of 188
Reason funds not expensed in 2023: These funds were not fully expended in 2023, as the
team spent the beginning of the year focusing on procuring an Esri Advantage Program that
provides guidance and assistance with accomplishing the identified modernization efforts.
Efforts in 2023 were focused on the first stage of upgrading the ArcGIS Enterprise platform
to the current version. As this is a planned multi-year project, activities in 2024 will be
focused on establishing governance for GIS, implementing advanced monitoring of the
system, deprecating the use of applications that are no longer supported by Esri, and
continuing the process to upgrading to the current versions of all applications on the
platform.
26) ERP System Replacement - $300,000
Purpose for funds: This offer will identify the components necessary for the City to
implement a modernized ERP ecosystem, accounting for all readiness components, and will
focus on the first two phases necessary to transform our business processes into a modern
solution while minimizing customizations that exponentially increase implementation and
support costs. To succeed this must become a business-led, technology-enabled
transformation and we must plan this modernization in six key phases: 1) discovery and
planning, 2) business process transformation, 3) design and development, 4) change
management and training, 5) testing and implementation, and 6) operational support.
Maintaining our current platform amplifies the need for high-touch, manual support. A new
ERP solution will implement industry best practices necessary to standardize and streamline
processes, reduce costly customization, address talent resiliency while improving our risk
management, and disaster recovery practices, and ensure compliance with our pending end-
of-life support. Also, implementing a standard solution will reduce the 32+ interfaces
necessary to support today.
Reason funds not expensed in 2023: These funds were not expended in 2023, as the team
was focusing efforts on aligning with the following statement from the original offer: "To
succeed, this must become a business-led, technology-enabled transformation…". Efforts in
2023 were focused on transforming this into a business-led plan by coordinating with outside
vendors and multiple counties and municipalities, such as Alight, Denver, Boulder, and
Kitsap County, who walked Finance, HR, and IT staff through their unique experiences with
previous implementations to help the City prepare for ERP preparation and replacement,
before the City spends any of the allocated and future funds.
For 2024, continuation of this work includes hiring a consultant to facilitate a collaboration
effort between the key City departments to provide strategic planning, readiness, change
management planning, business process review, data considerations, and other key initiatives
required to develop and support the business processes to be served by a future ERP system.
FINANCIAL/ECONOMIC IMPACTS
This Ordinance increases 2024 appropriations by $4,597,303. A total of $2,498,249 is requested
for reappropriation from the General Fund, $1,288,625 is requested from the Transportation
Page 43 of 188
Fund, and $810,429 from other funds. Reappropriation requests represent amounts budgeted in
2023 that could not be encumbered at year-end. The appropriations are from prior year reserves.
ATTACHMENTS
PowerPoint presentation
Page 44 of 188
Headline Copy Goes Here
2024 Reappropriation Ordinance
Council Finance Committee –20 March 2024
Page 45 of 188
Headline Copy Goes HereReappropriation Summary
2
What does Reappropriation do?
•Appropriates funds from prior-year reserves into the 2024 budget for the same
specific uses that were originally proposed and approved for 2023
What qualifies for Reappropriation?
•Funds that were originally appropriated (authorized by Council) in 2023 for a specific
purpose, but were not fully expensed or encumbered by the end of the fiscal year
•The executive team has reviewed the reappropriation requests and concluded that all
2024 reappropriation items submitted are still high priorities to be completed
Page 46 of 188
Headline Copy Goes HereReappropriation Amounts by Fund
3
Amount by Fund being requested for Reappropriation:
Page 47 of 188
Headline Copy Goes HereReappropriation Detail -General Fund
4
GENERAL FUND:
#Department Request Name Amount
1 City Clerk's Office City Clerk Elections $188,375
2 City Clerk's Office Legislative Management System Implementation $27,945
3 Comm Dev & Neighborhood Svcs Administration of 1041 Regulations $320,000
4 Comm Dev & Neighborhood Svcs Rental Housing Services $65,000
5 Comm Dev & Neighborhood Svcs Digital Transformation (Licensing, Permitting, and Code Enforcement)$757,000
6 Economic Health Office Placer AI SaaS for EHO $32,750
7 Economic Health Office Small Business Revolving Loan Administrative Fund $25,000
8 Emergency Prep & Security Security Technology $13,456
9 Environmental Services CivicSpark Fellowship for Our Climate Future $22,800
10 Municipal Court Larimer County Jail Contract $18,260
11 Municipal Court Opioid Relief Fund $75,000
12 Police Information Services NCRCN radio redundancy $30,000
13 Police Office of the Chief City Give Rifle Plates $102,563
14 Police Office of the Chief Santa Cops Donation $500
15 Police Patrol Police Handheld Radios $620,000
16 Social Sustainability EV Infrastructure Offset Credits $199,600
GENERAL FUND TOTAL $2,498,249
Page 48 of 188
Headline Copy Goes HereReappropriation Detail –Other Funds
5
CULTURAL SERVICES AND FACILITIES FUND:
RECREATION FUND:
MUSEUM FUND:
#Department Request Name Amount
17 Cultural Services The Gardens on Spring Creek Nutrien Donation $55,000
CULTURAL SERVICES FUND TOTAL $55,000
#Department Request Name Amount
18 Recreation EPIC Asset Repair & Replacement $251,064
RECREATION FUND TOTAL $251,064
#Department Request Name Amount
19 Cultural Services The Museum of Discovery Artifact Housing Furniture $61,265
MUSEUM FUND TOTAL $61,265
Page 49 of 188
Headline Copy Goes HereReappropriation Detail –Other Funds
6
TRANSPORATION FUND:
WATER FUND:
DATA & COMMUNICATIONS FUND :
#Department Request Name Amount
24 Ut Water Resources Div Northern Integrated Supply Project (NISP) Response & Engagement $52,500
WATER FUND TOTAL $52,500
#Department Request Name Amount
25 Information Technology GIS Cloud Modernization $90,600
26 Information Technology ERP System Replacement $300,000
DATA & COMMUNICATIONS FUND TOTAL $390,600
#Department Request Name Amount
20 Streets Roof Replacement for Salt Barn $185,000
21 Streets Centre Avenue Paving Project $657,000
22 Streets MAX/BRT Bus Line Pavement Upgrade $366,625
23 Traffic Neighborhood Traffic Mitigation Program Project Construction $80,000
TRANSPORTATION FUND TOTAL $1,288,625
Page 50 of 188
Headline Copy Goes HereHistoric Reappropriation Ordinances
7Page 51 of 188
Headline Copy Goes HereCFC Guidance Requested
8
Guidance Requested:
Does the Council Finance Committee support moving forward with
the 2024 Reappropriation Ordinance on the Consent Agenda at the
April 2, 2024 Council meeting?
Page 52 of 188
COUNCIL FINANCE COMMITTEE
AGENDA ITEM SUMMARY
Staff:
Lawrence Pollack, Budget Director
Jacob Castillo, Chief Sustainability Officer
Travis Storin, Chief Financial Officer
Date: March 20, 2024
SUBJECT FOR DISCUSSION
2024 appropriation of the first year of the 2050 Tax for Parks, Recreation, Transit and Climate
(2050 Tax)
EXECUTIVE SUMMARY
The purpose of this item is to appropriate the first year of the new 2050 Tax. In November 2023,
Fort Collins voters approved this 0.5% Sales & Use Tax increase, which is dedicated to the areas
of Parks, Recreation, Transit and Climate. This tax begins in 2024 and expires at the end of
2050.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
- What questions does the Council Finance Committee have about the proposed projects
for the first year of the new tax?
- Does the Committee support moving this item forward to the full Council for a work
session scheduled for April 9, 2024?
BACKGROUND/DISCUSSION
At the December 2021 Council Finance Committee (CFC) meeting staff presented an item to
discuss specific identified revenue needs and potential funding options. Multiple conversations
occurred throughout 2022 at various CFC meetings. In 2023 the areas of need were focused on
Parks, Recreation, Transit, Climate and Housing. Estimated annual shortfalls ranged from eight
to nearly fifteen million per area, as follows:
• Parks & Recreation - $8 to $12M annual shortfall (Parks & Recreation Master Plan)
• Transit - $8M to $14.7M annual shortfall (Transit Master Plan)
• Climate - $9.5M+ annual shortfall (Our Climate Future Plan)
• Housing - $8M to $9.5M annual shortfall (Housing Strategic Plan)
This topic eventually came in front of the full Council in 2023 and after a few Work Sessions,
proposed funding for these items was determined. Council approved two ballot items to be
referred to the voters of Fort Collins to fund these areas. Parks, Recreation, Transit and Climate
were proposed to be funded from a dedicated 0.5% Sales Tax increase. In a departure from
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previous tax initiatives and renewals, this item was proposed for a 27-year period beginning in
2024 and expiring at the end of 2050. The other referral was for Housing needs, which were
proposed to be funded by a Property Tax increase.
In November 2023, the voters of Fort Collins approved one of those initiatives, specifically the
0.5% Sales Tax outlined as follows:
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
2023 Ballot Language:
SHALL CITY OF FORT COLLINS TAXES BE INCREASED BY $23,800,000 IN THE FIRST
FULL FISCAL YEAR (2024), AND BY SUCH AMOUNTS COLLECTED ANNUALLY
THEREAFTER, FROM A .50% SALES AND USE TAX BEGINNING JANUARY 1, 2024,
AND ENDING AT MIDNIGHT ON DECEMBER 31, 2050, WITH THE TAX REVENUES
SPENT ONLY FOR THE FOLLOWING:
- 50% FOR THE REPLACEMENT, UPGRADE, MAINTENANCE, AND
ACCESSIBILITY OF PARKS FACILITIES AND FOR THE REPLACEMENT AND
CONSTRUCTION OF INDOOR AND OUTDOOR RECREATION AND POOL
FACILITIES,
- 25% FOR PROGRAMS AND PROJECTS ADVANCING GREENHOUSE GAS AND
AIR POLLUTION REDUCTION, THE CITY’S 2030 GOAL OF 100% RENEWABLE
ELECTRICITY, AND THE CITY’S 2050 GOAL OF COMMUNITY-WIDE CARBON
NEUTRALITY, AND
- 25% FOR THE CITY’S TRANSIT SYSTEM, INCLUDING, WITHOUT LIMITATION,
INFRASTRUCTURE IMPROVEMENTS, PURCHASE OF EQUIPMENT, AND
UPGRADED AND EXPANDED SERVICES;
AND WHILE CITY COUNCIL MAY EXERCISE ITS DISCRETION IN DECIDING THE
TIMING OF SPENDING FOR EACH CATEGORY, THAT SPENDING SHALL
SUPPLEMENT AND NOT REPLACE THE CURRENT CITY FUNDING FOR THE
SPECIFIED PURPOSES AND SHALL BE RECONCILED TO THE STATED
PERCENTAGES BY THE END OF 2030, 2040, AND WHEN THE LAST REVENUES
COLLECTED FROM THE TAX ARE SPENT, BUT THIS TAX SHALL NOT APPLY TO:
- ITEMS EXEMPT UNDER THE CITY CODE FROM CITY SALES AND USE TAX;
- FOOD FOR HOME CONSUMPTION; AND
- MANUFACTURING EQUIPMENT, BUT FOR THE USE TAX ONLY;
AND WITH ALL THE TAX REVENUES, AND INVESTMENT EARNINGS THEREON, TO
BE COLLECTED, RETAINED, AND SPENT AS A VOTER-APPROVED REVENUE
CHANGE NOTWITHSTANDING THE SPENDING AND REVENUE LIMITATIONS OF
ARTICLE X, SECTION 20 OF THE COLORADO CONSTITUTION?
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
Given the timing of the vote relative to the 2024 Annual Appropriation (2024 Budget) process, it
was determined that the 2024 appropriation for the approved Sales Tax increase would be
Page 54 of 188
discussed as its own item early in the year. Staff has worked to identify specific projects for the
first year of this tax, as detailed in the attached list of proposed projects. Knowing that staff is
concurrently working on the 2025-26 City Manager’s Recommended Budget to come to Council
later this year, many of the proposed projects are one-time in nature, targeted to be substantially
completed in 2024. Proposals of an ongoing nature are primarily for the staff needed to start this
work and be positioned to execute the projects approved as part of the 2025-26 Budget.
ATTACHMENTS (numbered Attachment 1, 2, 3,…)
- PDF of proposed 2024 uses of the 2050 Tax
- Presentation
Page 55 of 188
City of Fort Collins
2024 Sustainable Funding Tax Request
Offer Name:
Outcome:C&R (Culture & Rec)Contact:
Svc Area:Community & Operation Services Related Offer #:
54.15, 54.5, 43.15
& 43.20
Department:Parks Capital?Yes
Offer Description:
CR 2.2 - Address infrastructure and amenity replacement and maintenance needs of trails, parks,
cultural and recreation facilities while continuing the planned buildout of the parks and paved trail
systems.
4.0 FTE – Expanded Parks and Recreation Infrastructure Replacement
vshaw@fcgov.com
Choose Primary Strategic
Objective:
Funding this offer will significantly expand the Parks and Recreation Infrastructure Replacement
programs and increase the volume of asset replacement and maintenance work.
How does Offer Support
Primary Strategic Objective:
Funding this offer provides resources required to ramp up Parks and Recreation Infrastructure Replacement Programs (IRPs) by
utilizing new funding approved by voters in a 2023 dedicated tax. This program is essential to keeping park and recreation facilities
and infrastructure safe and in usable condition, and imperative to preserve equity within the community to ensure that every
household, regardless of the age of the neighborhood, has access to high quality parks and recreational experiences.
Historically, Parks IRP has included repair and renovation to asset categories like playgrounds, hardscapes, irrigation, fields,
buildings, courts, structures, and water infrastructure at all parks and trails. Recreation IRP has provided critical ongoing repair and
maintenance across ten facilities, including pools, gymnasiums, ice, childcare infrastructure, and other amenities available to the
public. It has also included limited equipment replacement in the fitness areas of facilities which support programming.
In 2022, Parks completed a comprehensive asset management study which assigned asset scores to components to prioritize future
investments across the park system regardless of component category. The results of the study provided a Top 40 list of projects
which the Parks IRP program will focus on during the initial startup years.
The Recreation Operational Analysis identified $36M of deferred maintenance projects across facilities over the next five years. A
portion of this funding will create a 10-year Recreation Capital Improvement Program (CIP) that will prioritize needs across the
diverse recreation system. The Parks CIP and Recreation CIP will be merged to best leverage the 2050 tax in an equitable way to
address infrastructure improvements and replacement in Parks and Recreation across the City.
Extra Info Bullets:
•It is typical for multiple IRP projects to overlap over an extended period. In this budget cycle, projects from the plans listed above will
begin, but are subject to change based on other opportunities (partnerships, safety issues, vandalism issues, continued preventative
maintenance projects, etc.) that may arise.
•The staffing model for 2024 allows the program to ramp up and will staff the program to approximately 30%. Additional staffing
requests will occur in future budget years.
•This request represents approximately 50% of the tax estimated to be collected in 2024 for parks and recreation from the 2050 tax in
2024. This is forecasted to leave $5M of tax generation to establish a dedicated reserve available for future budgets when the
program is fully established.
•The dedicated funding from the 2050 Tax will be supplemented with existing appropriations from historical general fund support in
the Operations Services Department and potential other funding to complete facility replacement and improve sustainability and
green infrastructure in alignment with additional strategic objectives.
Page 56 of 188
City of Fort Collins
2024 Sustainable Funding Tax Request
Offer Name:4.0 FTE – Expanded Parks and Recreation Infrastructure Replacement
Ongoing One-Time Total
Expense Fund(s):1)256 - Sustainable Funding 2050 Tax $5,282,586 $20,000 $5,302,586
2)$0
$5,282,586 $20,000 $5,302,586
FTE (if part of the offer, identify the position and salary):
#
1.0 Salary & Benefits $91,297
1.0 Salary & Benefits $26,467
1.0 Salary & Benefits $83,070
1.0 Salary & Benefits $66,552
Ongoing One-Time Total
Funding Source(s):1)256- Sustainable Funding Tax: Parks and Recrea $5,282,586 $20,000
$5,302,586
$5,282,586 $20,000 $5,302,586
Specialist, Communications (P1)
Park Planner/LA (P3)
Sr Analyst, Finance (P3)
Manager (M1)
Title
Links:
•https://www.fcgov.com/parks/life-cycle-program
•https://www.fcgov.com/recreation/
•https://ourcity.fcgov.com/sustainable-funding-2023
Page 57 of 188
City of Fort Collins
2024 Sustainable Funding Tax Request
Offer Name:
Outcome:T&M (Transportation & Mobility)Contact:
Svc Area:Planning, Dev & Transportation Related Offer #:
Department:Transfort / Dial-a-Ride Capital?No
Offer Description:
Ongoing One-Time Total
Expense Fund(s):1)256 - Sustainable Funding 2050 Tax $547,882 $547,882
2)$0
$547,882 $0 $547,882
Ongoing One-Time Total
Funding Source(s):1)256- Sustainable Funding Tax: Transit- Ongoing $547,882
$547,882
2)$0
$547,882 $0 $547,882
Funding this offer will increase starting wage and existing wages for Transfort Bus Operators, Dispatchers and Transit Service Officers
to reduce turnover and to improve recruitment opportunities. Transfort seeks to improve recruitment and employee retention by
increasing wages to be more competitive with other jobs in the transportation sector in the region. Transfort has remained under-staffed
since the pandemic began in 2020, resulting in decreased service and ridership levels. Transfort operators participated in a satisfaction
survey at the end of 2023, and more than half of current bus operators reported compensation as the primary concern related to job
satisfaction.
Transfort has long been a leading transit agency in the state and in Northern Colorado and aims to be an industry leader and premier
transportation employer in the region. Denver’s Regional Transportation District (RTD), Greeley Evans Transit (GET), and City of
Loveland Transit (COLT) are currently hiring Bus Operators at starting hourly rates of $25.96, $21.54, and $22.24 respectively. Starting
wages for experienced candidates may reach up to $30.03 per hour.
Transfort’s proposed pay plan will increase operator hiring wages from $22.50 per hour to $24.00 per hour. To ensure existing
employees are appropriately placed within the new pay range, a 7.1% increase is necessary. An additional equity increase of 7.1% will
go to senior operators who did not receive an increase during the October 2021 wage adjustment, and have experienced wage
compression and pay equity issues.
Dispatch and Transit Service Officers (TSO) have also experienced turnover since the pandemic and require more competitive pay.
RTD Transit Officers start at $32.79, while Transfort Transit Service Officers currently start at $26.44 per hour. This increase will raise
Transfort TSO starting wage to $28.42. Starting Dispatcher starting pay will increase from $26.13 to $28.09. Additionally, TSOs and
Dispatch positions are leveled higher on the pay plan than bus operators. An increase in bus operator pay results in a need to increase
Dispatch and Transit Service Officer wages to ensure equity and reduce wage compression.
TM 6.2 - Support an efficient, reliable transportation system for all modes of travel, enhance high-
priority intersection operations, and reduce Vehicle Miles Traveled (VMT).
Transit Operations Pay Plan Revision
Choose Primary Strategic
Objective:
Increase recruitment and retention opportunities by offering more competitive wages. Increased
staffing levels will result in increased service and ridership levels.
How does Offer Support
Primary Strategic Objective:
Page 58 of 188
City of Fort Collins
2024 Sustainable Funding Tax Request
Offer Name:
Outcome:T&M (Transportation & Mobility)Contact:
Svc Area:Planning, Dev & Transportation Related Offer #:
Department:Transfort / Dial-a-Ride Capital?No
Offer Description:
Ongoing One-Time Total
Expense Fund(s):1)256 - Sustainable Funding 2050 Tax $441,036 $441,036
2)$0
$441,036 $0 $441,036
FTE (if part of the offer, identify the position and salary):
#
4.00 Salary & Benefits $275,407
2.00 Salary & Benefits $43,416
1.00 Salary & Benefits $17,213
Ongoing One-Time Total
Funding Source(s):1)256- Sustainable Funding Tax: Transit- Ongoing $441,036
$441,036
$441,036 $0 $441,036
TM 6.2 - Support an efficient, reliable transportation system for all modes of travel, enhance high-
priority intersection operations, and reduce Vehicle Miles Traveled (VMT).
Sustainable Bus Operator Schedule
Choose Primary Strategic
Objective:
Increases recruitment and retention opportunities for bus operators by offering more sustainable
scheduling practices, while increasing service levels. Increased staffing levels will result in
increased service and ridership levels.
How does Offer Support
Primary Strategic Objective:
Convert Hourly Positions to two .5 FTE & one 1.0 Bus Operator
Convert .75 Position to 1.0 FTE
1.0 FTE Bus Operator
Title
Funding this offer will result in expanded service hours on Routes 5, 14, and 18, while increasing the number of benefited (classified)
positions to provide more stable bus operator schedules.
Transit scheduling is an intricate process requiring schedulers to meet all operational staffing needs during all hours of service, within
the constraints of available classification hours. Historically, Bus Operator candidates must be available to be scheduled during all
service hours. Schedules offered to operators do not fall into 8-hour shifts and may consist of early mornings, late nights, and split
shifts due to hours of operation and the seasonal nature of transit services. This expectation and practice make recruitment and
retention difficult and has a negative impact on the sustainability of the position and attracting applicants.
Extending service one (1) hour in the evening on routes 5, 14, and 18 will expand service for the community while creating improved
“blocks” of work to support additional classified positions and to allow for more stable Bus Operator schedules.
This offer will:
•Add four new 1.0 FTEs
•Convert two (2) hourly positions to .5 FTE
•Convert one (1) hourly position to 1.0 FTE
•Convert one (1) .75 FTE to a 1.0 FTE.
By offering more sustainable schedules, additional benefitted positions, and extending service hours, Transfort will improve
recruitment and retention and increase service levels for the community.
Page 59 of 188
City of Fort Collins
2024 Sustainable Funding Tax Request
Offer Name:
Outcome:T&M (Transportation & Mobility)Contact:
Svc Area:Planning, Dev & Transportation Related Offer #:
Department:Transfort / Dial-a-Ride Capital?No
Offer Description:
Ongoing One-Time Total
Expense Fund(s):1)256 - Sustainable Funding 2050 Tax $160,676 $160,676
2)$0
$160,676 $0 $160,676
FTE (if part of the offer, identify the position and salary):
#
1.00 Salary & Benefits $76,129
1.00 Salary & Benefits $84,547
Ongoing One-Time Total
Funding Source(s):1)256- Sustainable Funding Tax: Transit- Ongoing $160,676
$160,676
$160,676 $0 $160,676
Transit Service Officer Supervisor
Transit Service Officer
Title
Funding this offer will increase both real and perceived safety throughout our transit system, provide vital support for our front-line
employees, and directly benefit our customers. As our community and transit system have grown, our safety and security team has
not grown proportionally. Crimes against persons and property in our transit system rapidly rise each year; including but not limited to,
physical assault, harassment, and vandalism. As a result, survey data shows that employees feel unsafe in their workplace and
passengers’ fear of riding our transit system continues to grow. According to our passenger surveys, passengers worried about other
passenger behavior increased from 12% in 2022 to 16% in 2023, and bus operators ranked safety as their second top concern
related to job satisfaction.
Transit Service Officers (TSOs) are special commissioned law enforcement officers, who are a vital safety component of transit
systems. Their uniformed presence discourages behavioral issues and crime incidents before they happen and increase employee
and customer confidence. Transfort TSOs respond to over 100 calls per month on buses, at bus stops and transit centers. These
calls range from medical emergencies to serious behavioral and/or criminal incidents that result in citations or arrest by the Fort
Collins Police. They are supplemented by 2 unarmed, contracted security guards. This offer will provide 1 TSO FTE, and 1 TSO
Supervisor FTE. The TSO FTE will have an emphasis on mental health response. They will work as a liaison between Transfort, Fort
Collins Police HOPE team and Mental Health Response team as well as outside agencies such as Outreach Fort Collins. They will
also attend additional training geared toward mental health and mental health response to better assist an at-risk population who may
be in crisis while utilizing the Transfort system. Adding these positions will increase system-wide TSO security coverage from 6% to
10%.
TM 6.1 - Improve safety for all modes and users of the transportation system to ultimately achieve
a system with no fatalities or serious injuries.
Increased Transit Enforcement & Support
Choose Primary Strategic
Objective:
This offer will help decrease both real and perceived safety concerns throughout the transit
system, and support passengers who may be experiencing a mental health crisis
How does Offer Support
Primary Strategic Objective:
Page 60 of 188
City of Fort Collins
2024 Sustainable Funding Tax Request
Offer Name:
Outcome:ENV (Environmental Health)Contact:
Svc Area:Utility Services Related Offer #:
Department:Utilities Customer Connections Capital?No
Offer Description:
Ongoing One-Time Total
Expense Fund(s):1)256 - Sustainable Funding 2050 Tax $600,000 $600,000
2)$0
$0 $600,000 $600,000
Ongoing One-Time Total
Funding Source(s):1)256- Sustainable Funding Tax: Climate Action- 1 Time $600,000 $600,000
$0 $600,000 $600,000
This funding will be combined with third party capital to reduce interest rates and provide easy financing opportunities for Utilities
electric customers to improve their homes. Upfront cost, along with knowledge of improvements and access to contractors, have been
barriers to community members interested in upgrading their homes. Program participants first receive technical assistance through a
home energy assessment, then have the option to work with a participating program service provider to install equipment, and
ultimately have easy access to this financing option to improve the operation of their home. Below market interest rates and ease of
qualifying for this financing are critical to the success of the Epic Loan program. Epic Loans program also engages property
managers and landlord to increase rental home upgrades.
ENV 4.1 - Intensify efforts to meet 2030 climate, energy and 100% renewable electricity goals that
are centered in equity and improve community resilience.
Introduce new capital for Utilities Epic Loans program
Glenn Pease
Choose Primary Strategic
Objective:
Offer will decrease economic barriers for community members interested in upgrading community
residential buildings.
How does Offer Support
Primary Strategic Objective:
Page 61 of 188
City of Fort Collins
2024 Sustainable Funding Tax Request
Offer Name:
Outcome:ENV (Environmental Health)Contact:
Svc Area:Information & Employee Svcs Related Offer #:
Department:Operation Services Capital?No
Offer Description:
Ongoing One-Time Total
Expense Fund(s):1)256 - Sustainable Funding 2050 Tax $500,000 $500,000
2)$0
$0 $500,000 $500,000
Ongoing One-Time Total
Funding Source(s):1)256- Sustainable Funding Tax: Climate Action- 1 Time $500,000 $500,000
$0 $500,000 $500,000
Retrofit existing exterior lighting systems at EPIC, Northside, and Senior Ctr. The new exterior lighting systems will meet current
lighting codes, improve energy efficiency, and embrace our night sky/dark sky standards and goals. Exterior lighting upgrades will
also have a positive impact on aesthetics of building, and upgrades to exterior building lighting have also been shown to benefit
visitor safety and comfort.
ENV 4.1 - Intensify efforts to meet 2030 climate, energy and 100% renewable electricity goals that
are centered in equity and improve community resilience.
Comprehensive exterior lighting retrofits at City Recreation Centers
Stu Reeve
Choose Primary Strategic
Objective:
These efficiency focused projects will directly reduce energy and emissions to meet our 2030 Our
Climate Future goals and municipal sustainability goals.
How does Offer Support
Primary Strategic Objective:
Page 62 of 188
City of Fort Collins
2024 Sustainable Funding Tax Request
Offer Name:
Outcome:NLSH (Neighborhood Livability & Social Health)Contact:
Svc Area:Sustainability Services Related Offer #:
Department:Social Sustainability Capital?No
Offer Description:
Ongoing One-Time Total
Expense Fund(s):1)256 - Sustainable Funding 2050 Tax $400,000 $400,000
2)$0
$0 $400,000 $400,000
Ongoing One-Time Total
Funding Source(s):1)256- Sustainable Funding Tax: Climate Action- 1 Time $400,000 $400,000
$0 $400,000 $400,000
Funds would be used to provide grants to offset increasing costs of utility related development fees for affordable housing projects
targeting households earning no more than 80% Area Median Income. Grant criteria to be developed collaboratively including the
Utility Department, Social Sustainability Department and local affordable housing providers and developers.
NLSH 1.1 - Increase housing supply and choice and address inequities in housing to ensure that
everyone has healthy, stable housing they can afford.
Launch grants to offset utility fees for affordable housing development, particularly electric and
water
Meaghan Overton
Choose Primary Strategic
Objective:
This offer would decrease economic barriers to upfront costs of development for affordable
housing.
How does Offer Support
Primary Strategic Objective:
Page 63 of 188
City of Fort Collins
2024 Sustainable Funding Tax Request
Offer Name:
Outcome:T&M (Transportation & Mobility)Contact:
Svc Area:Planning, Dev & Transportation Related Offer #:
Department:FC Moves Capital?Yes
Offer Description:
Ongoing One-Time Total
Expense Fund(s):1)256 - Sustainable Funding 2050 Tax $350,000 $350,000
2)$0
$0 $350,000 $350,000
Ongoing One-Time Total
Funding Source(s):1)256- Sustainable Funding Tax: Climate Action- 1 Time $350,000 $350,000
$0 $350,000 $350,000
This project will construct median refuge islands, high-visibility crosswalks, and ADA curb ramps at Centre Ave. and Rolland Moore
Dr./Phemister Rd. to help pedestrians and cyclists cross Centre Ave. The project is recommended as a medium priority/readiness
project in the Active Modes Plan. Staff are seeking to implement the project in 2024 for the opportunity to coordinate with the
resurfacing of Centre Ave. and the implementation of a federal Safe Streets and Roads for All grant on Centre Ave. The project will
improve connectivity to Rolland Moore Park, Spring Creek Trail, high density student housing and senior housing, CSU's main
campus and south campus, a preschool, federal offices, Mason Trail, and College Ave. commercial.
TM 6.1 - Improve safety for all modes and users of the transportation system to ultimately achieve
a system with no fatalities or serious injuries.
Implement bicycle infrastructure as determined in the Active Modes plan (Centre Ave)
Cortney Geary
Choose Primary Strategic
Objective:
This offer improves safety, particularly for active modes of transportation, by providing a safe and
comfortable crossing of Centre Ave. at Rolland Moore Dr./Phemister Rd.
How does Offer Support
Primary Strategic Objective:
Page 64 of 188
City of Fort Collins
2024 Sustainable Funding Tax Request
Offer Name:
Outcome:ENV (Environmental Health)Contact:
Svc Area:Utility Services Related Offer #:
Department:Utilities Customer Connections Capital?No
Offer Description:
Ongoing One-Time Total
Expense Fund(s):1)256 - Sustainable Funding 2050 Tax $250,000 $250,000
2)$0
$0 $250,000 $250,000
Ongoing One-Time Total
Funding Source(s):1)256- Sustainable Funding Tax: Climate Action- 1 Time $250,000 $250,000
$0 $250,000 $250,000
Riverside community solar project (500 kW) has been non-operational since August 2023. Utilities, which aquired the assets of the
site in 2020, is pursuing bids from service providers to redesign and repower the solar array on Riverside Ave. This is a highly visible
City Committment to climate action and directly serves over 200 residents that have purchased solar panels on this array. This project
contributes to our overall goal of achieving 100% renewable electricity for our community.
ENV 4.1 - Intensify efforts to meet 2030 climate, energy and 100% renewable electricity goals that
are centered in equity and improve community resilience.
Repair Riverside Community Solar Array
Brian Tholl
Choose Primary Strategic
Objective:
This offer will directly increase available renewable electricty available to communityHow does Offer Support
Primary Strategic Objective:
Page 65 of 188
City of Fort Collins
2024 Sustainable Funding Tax Request
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)256 - Sustainable Funding 2050 Tax $250,000 $250,000
2)$0
$0 $250,000 $250,000
Ongoing One-Time Total
Funding Source(s):1)256- Sustainable Funding Tax: Climate Action- 1 Time $250,000 $250,000
$0 $250,000 $250,000
Healthy Homes is a free, indoor air quality (IAQ) program for Fort Collins community members that aims to reduce chemical and
biological pollutants and promote safety in residences. Staff, volunteers, and partner organizations work together to improve the
health and home resiliency of all Fort Collins community members. This program focuses on populations disproportionately impacted
by climate change impacts including those that live in mobile homes, that are low-income, those with respiratory conditions, people of
color, and non-English speakers. Healthy Homes improves IAQ and energy efficiency, and prepares homes for climate-related events
(i.e., wildfires, extreme temperatures). This is achieved through free in-home visits which include an IAQ assessment, portable air
cleaners, smoke/fire and carbon monoxide (CO) alarms, furnace servicing, weatherization, air conditioners, and other related
resources/services.
ENV 4.2 - Improve indoor and outdoor air quality.
Fund Healthy Homes Program
Emily Olivo & Selina Lujan
Choose Primary Strategic
Objective:
By creating healthier, energy efficient, resilient homes, the severity of the impacts of climate
change, such as extreme temperatures and poor air quality, will be reduced for the populations
served. Healthy Homes is a crucial program for meeting the goals of the Air Quality Plan and Our
Climate Future.
How does Offer Support
Primary Strategic Objective:
Page 66 of 188
City of Fort Collins
2024 Sustainable Funding Tax Request
Offer Name:
Outcome:T&M (Transportation & Mobility)Contact:
Svc Area:Planning, Dev & Transportation Related Offer #:
Department:FC Moves Capital?No
Offer Description:
Ongoing One-Time Total
Expense Fund(s):1)256 - Sustainable Funding 2050 Tax $200,000 $200,000
2)$0
$0 $200,000 $200,000
Ongoing One-Time Total
Funding Source(s):1)256- Sustainable Funding Tax: Climate Action- 1 Time $200,000 $200,000
$0 $200,000 $200,000
Mobility hubs are generally defined as locations where people can access multiple types of transportation modes in a central location
such as transit, bike/scooter share and carshare. Mobility hubs are a core recommendation in the City's Transit Master Plan (TMP),
and in the Our Climate Future Two-Year Tactical Plan as a Next Move under Big Move 4 - Convenient Transportation Choices: It is
safe, easy, fast and affordable to get around without a car.
The fourteen mobility hub locations identified in the TMP are preliminary locations and intended to be flexible depending on future
land development, land availability and other criteria. The development of a mobility hubs plan will refine locations, characteristics
and costs; and is a necessary next step prior to construction and implementation.
TM 6.3 - Invest in equitable access to, and expansion of, all sustainable modes of travel with
emphasis on growing transit ridership.
Mobility Hubs Plan development
Melina Dempsey
Choose Primary Strategic
Objective:
Mobility hubs are planned at strategic locations throughout Fort Collins along transit routes and will
include other sustainable transporation offerings such as: bike and scooter share, carshare, EV
charging, TNC drop off/pick up and micortransit. Colocating sustainable transportation options
throughout Ft Collins will make multi-modal travel more accessbile, convenient and efficient.
How does Offer Support
Primary Strategic Objective:
Page 67 of 188
City of Fort Collins
2024 Sustainable Funding Tax Request
Offer Name:
Outcome:NLSH (Neighborhood Livability & Social Health)Contact:
Svc Area:Planning, Dev & Transportation Related Offer #:24.12
Department:Comm Dev & Neighborhood Svcs Capital?No
Offer Description:
The Building Envelope Grant Fund would build on the success of the current Neighborhood Grants program to address home repairs
that are seen with increasing frequency in mobile homes and other affordable housing units, but come at a cost too high for residents.
The 2023 Mobile Home Park Mini-Grant round that offered roof repairs had over $200,000 in requested funds for just 37 homes and
was open to only three neighborhoods (available funding was $35,000). There are generally very limited grant funds available for
home repairs in the $5,000-25,000 range, the price point for most building envelope needs we have seen to date. Available grants
also frequently exclude mobile homes and rental properties from eligibility due to their perceived “lack of durability” or return on
investment. Holes in roofs that do not keep rain or snow out of bedrooms, exterior doors that do not close properly and let in winter
winds and summer heat, and windows that are broken and taped back together are common in mobile home parks. Often those are
not the only items that need repair in the home. Several funded projects in affordable housing units were delayed or cancelled over
the last 3 years because of a lack of funding for a dependent project (example: a new furnace was available from a partner
organization but could not be installed because the electrical work needed in the home was too expensive for the homeowner and the
program did not cover that portion of the work). Not only would this grant expansion help with those building envelope concerns to
improve energy efficiency and livability, but also it would allow us to leverage funds and services from partners for maximum benefit
to address other urgent needs as well. Neighborhood Services would continue to partner extensively with programs like Healthy
Homes, Colorado Affordable Residential Energy program, Larimer Home Improvement Program, and others to identify and close
gaps in available services. We would also continue to coordinate assessments and installation of any funded components with
partners to make customer service more efficient and build relationships with vendors. As our organization is just entering the rental
housing space, this short-term funding would help incentivize registration compliance as well as needs assessment for rental housing
repairs that we currently have only anecdotally. Program metrics would include energy usage and cost before and after the repairs,
equity assessments for access by historically marginalized communities, and outcomes-based measures around a sense of
belonging, trust in the government, and value in contributing to Our Climate Future goals. Utilizing our existing grant application,
review, and contracting systems will allow for rapid deployment of any awarded OCF funds. This proposal also includes some part-
time hourly employee funding for grant administration, outreach, and coordination.
NLSH 1.8 - Preserve and enhance mobile home parks as a source of affordable housing and
create a safe and equitable environment for residents.
Expand Mobile Home Park Mini-grant through Neighborhood Services
JC Ward & Alyssa Stephens
Choose Primary Strategic
Objective:
Mobile homes and older rental homes are often the most affordable properties in our community,
but the high cost of housing makes it a challenge to afford necessary repairs to building envelope
that increase the safety, comfort, and efficiency of these homes. This project would fund critical
home upgrades to things like windows, doors, and insulation, reducing monthly utility bills and
increasing housing stability, efficiency, and comfort for mobile home park residents and renters
living in affordable housing. The City provides existing programs to homeowners that support
efficiency upgrades, but the high costs make it inaccessible to many residents with limited income.
This program ensures that your income does not limit your access to City support for efficiency
upgrades.
How does Offer Support
Primary Strategic Objective:
Page 68 of 188
City of Fort Collins
2024 Sustainable Funding Tax Request
Offer Name:Expand Mobile Home Park Mini-grant through Neighborhood Services
Ongoing One-Time Total
Expense Fund(s):1)256 - Sustainable Funding 2050 Tax $200,000 $200,000
2)$0
$0 $200,000 $200,000
Ongoing One-Time Total
Funding Source(s):1)256- Sustainable Funding Tax: Climate Action- 1 Time $200,000 $200,000
$0 $200,000 $200,000
Page 69 of 188
City of Fort Collins
2024 Sustainable Funding Tax Request
Offer Name:
Outcome:HPG (High Performing Gov't)Contact:
Svc Area:Community & Operation Services Related Offer #:
Department:Natural Areas Capital?
Offer Description:
Ongoing One-Time Total
Expense Fund(s):1)256 - Sustainable Funding 2050 Tax $200,000 $200,000
2)$0
$0 $200,000 $200,000
Ongoing One-Time Total
Funding Source(s):1)256- Sustainable Funding Tax: Climate Action- 1 Time $200,000 $200,000
$0 $200,000 $200,000
This project is a continuation of electrification efforts for the municipal fleet of Utility cart vehicles, often seen in downtown district,
parks and other highly visible public spaces. This project would fund the replacement of approximately 10 gas or diesel-powered
utility carts with electric utility carts used by the Parks, Cemeteries and Golf divisions.
4.1 - Intensify efforts to meet 2030 climate, energy and 100% renewable electricity goals that are
centered in equity and improve community resilience.
Replace existing Parks Department Utility Carts with electric Utility carts
Mike Brunkhardt
Choose Primary Strategic
Objective:
Replacement of gas and diesel-powered vehicles with electric has a direct, immediate and
noticeable effect on the air quality and transportation emissions in our community.
How does Offer Support
Primary Strategic Objective:
Page 70 of 188
City of Fort Collins
2024 Sustainable Funding Tax Request
Offer Name:
Outcome:ENV (Environmental Health)Contact:
Svc Area:Utility Services Related Offer #:
Department:Utilities Customer Connections Capital?
Offer Description:
Ongoing One-Time Total
Expense Fund(s):1)256 - Sustainable Funding 2050 Tax $100,000 $100,000
2)$0
$0 $100,000 $100,000
Ongoing One-Time Total
Funding Source(s):1)256- Sustainable Funding Tax: Climate Action- 1 Time $100,000 $100,000
$0 $100,000 $100,000
This project seeks to identify under resourced commercial and multifamily buildings including a consideration of how various factors
intersect to create under resourced conditions in this cohort. Data review will be paired with outreach to building contacts (owners,
facility managers, tenants/occupants) to identify barriers to energy efficiency in these properties. Any remaining funds will be funneled
toward targeted support to address barriers isolated in the research (project team is ready to direct funds to build out advanced
technical support, direct financial support of efficiency projects, or to address financing barriers, and will be ready to pursue other
outcomes of the research as appropriate).
ENV 4.1 - Intensify efforts to meet 2030 climate, energy and 100% renewable electricity goals that
are centered in equity and improve community resilience.
Identify and determine critical support needed to upgrade under-resourced buildings, focusing on
commercial /MF buildings
Katherine Bailey
Choose Primary Strategic
Objective:
By identifying buidlings that need additional support to achieve greater efficiency and what barriers
they have we are better able to offer targeted resources to overcome those barriers.
How does Offer Support
Primary Strategic Objective:
Page 71 of 188
City of Fort Collins
2024 Sustainable Funding Tax Request
Offer Name:
Outcome:ECON (Economic Health)Contact:
Svc Area:Sustainability Services Related Offer #:32.16
Department:Sustainability Services Admin Capital?No
1.Strengthening Regional Collaboration: adapting to regulatory changes and consumer expectations and offering practical support to
ensure sustainable alternatives, this program embodies the essence of coordinated efforts among various regional organizations. It
underscores the importance of a unified approach to business retention, expansion, incubation, and attraction, enhancing economic
resilience in line with the City's commitment.
2.Boosting Tourism through Sustainability: Aligning to enhance the economic impact of tourism further, as outlined in the Tourism
Destination Master Plan, this project leverages Fort Collins' commitment to sustainability as a draw for eco-conscious visitors. By
encouraging businesses to adopt environmentally friendly practices, the initiative supports the local economy and positions the region
as a leader in sustainable tourism.
3.Driving Innovation in the Climate Economy: The focus on shifting away from single-use plastics and towards sustainable alternatives
taps into the climate economy as a critical driver of innovation and economic opportunities. This program aligns with the region's vision
for sustained economic growth by fostering an environment where businesses can contribute to and benefit from the growing climate
economy.
4.Creating a Unified Vision for Economic Growth: This initiative exemplifies creating a unified regional vision Through collaboration with
the Monarca Group for culturally sensitive engagement and education. It ensures that the benefits of sustainable business practices are
accessible to all, fostering a more inclusive and resilient economic landscape.
In essence, by integrating sustainable business practices with strategic regional collaboration, the enhancement of the NOCOBiz
Connect program directly advances the primary objective of ECON 3.1. It fosters economic resilience through innovative and
sustainable development and strengthens the region's position as a leader in economic growth and environmental stewardship.
Incorporating an ongoing rebate program for businesses that adopt sustainable practices aligns with our 2030 zero-waste goal. It fosters
economic resilience by encouraging long-term investment in sustainability, thereby solidifying Northern Colorado's leadership in
economic growth and environmental stewardship.
ECON 3.1 - Collaborate with local and regional partners to achieve economic resilience in Northern
Colorado.
Business support for plastic and styrofoam transition through NocoBIZ Connect
Javier Echeverría
Choose Primary Strategic
Objective:
The proposed offer directly aligns with and supports ECON 3.1, aiming to bolster economic
resilience in Northern Colorado through collaboration with local and regional partners. This initiative
exemplifies a strategic approach to economic development by focusing on the following key areas:
How does Offer Support
Primary Strategic Objective:
Page 72 of 188
City of Fort Collins
2024 Sustainable Funding Tax Request
Offer Name:Business support for plastic and styrofoam transition through NocoBIZ Connect
Offer Description:
Ongoing One-Time Total
Expense Fund(s):1)256 - Sustainable Funding 2050 Tax $75,000 $75,000
$0 $75,000 $75,000
Ongoing One-Time Total
Funding Source(s):1)256- Sustainable Funding Tax: Climate Action- 1 Time $75,000 $75,000
$0 $75,000 $75,000
This project enhances the NOCOBiz Connect program to align with the Plastic Pollution Reduction Act (HB21-1162). It offers
education and financial incentives to help local businesses shift from single-use plastics, especially polystyrene, to sustainable
alternatives. It aims to support 60 small businesses with $1,000 worth of compliant alternative products totaling $60,000 (80% of the
funding) directly benefiting the businesses. The remaining $15,000 (20% of the funding) will cover the Monarca Group's services for
culturally sensitive engagement, educational resources, surveys to measure adoption rates, material delivery, and project
management. Monarca Group will steward these financial resources by responsibly procuring the most affordable wholesale rate for
the products. This initiative seeks to foster a community-wide move towards sustainability by helping businesses navigate new
regulations, and meet consumer expectations for environmental responsibility. The consultant (Monarca Group) that would implement
this program has executed a similar program to this one in Longmont through PACE, achieving high rates of adoption of sustainable
materials by the businesses that participated in the program.
Quantitative Impacts:
1. Direct Financial Support and Resource Allocation
2. Adoption Rate and Behavioral Change Metrics: Through pre- and post-implementation surveys, the project will quantify shifts in
business practices.
3. Increased Participation in Sustainability Programs
Qualitative Impacts:
1. Enhanced Community Awareness and Education: The project will cultivate a deeper understanding and awareness within the
business community regarding the importance of transitioning away from single-use plastics.
2. Equity-Focused Engagement: By prioritizing culturally sensitive interactions and support, the project aims to ensure that
businesses across diverse communities have equal access to resources and knowledge to make this transition. This approach
addresses potential barriers to adoption and ensures that the benefits of sustainability initiatives are equitably distributed.
3. Improved Community Safety and Environmental Health: Transitioning to sustainable materials reduces environmental pollutants
and contributes to a healthier community ecosystem.
4. Building Resilience Through Sustainable Practices: By encouraging businesses to adopt sustainable materials and practices, the
project contributes to building a more resilient local economy. Businesses that are adaptable to environmental regulations and
consumer expectations are more likely to thrive, creating a model for sustainable growth that can be replicated and scaled.
5. Feedback-Driven Continuous Improvement: Utilizing survey feedback on product satisfaction, barriers to transition, and interest in
future sustainability programs, the project will identify areas for improvement and expansion. This iterative approach ensures that the
initiative remains responsive to the business community's needs and continuously enhances its impact.
Lastly, this program is the first stage of a long-term strategy to help businesses transition into more sustainable solutions. One of the
next strategies that staff is contemplating (maybe for 2025-2026 cycle) would be the implementation of a rebate that would cover the
cost (up to a certain dollar amount) of a business purchasing pre-approved sustainable materials.
Additional information:
-Article about City of Long Beach, California ban on styrofoam and transition phases (2018).
https://lbbusinessjournal.com/news/helping-businesses-and-residents-build-a-foam-free-long-beach/
-Article about the real cost of styrofoam to environment and society. https://greendiningalliance.org/2016/12/the-real-cost-of-
styrofoam/
Page 73 of 188
City of Fort Collins
2024 Sustainable Funding Tax Request
Offer Name:
Outcome:T&M (Transportation & Mobility)Contact:
Svc Area:Planning, Dev & Transportation Related Offer #:
Department:FC Moves Capital?Yes
Offer Description:
Ongoing One-Time Total
Expense Fund(s):1)256 - Sustainable Funding 2050 Tax $57,000 $57,000
2)$0
$0 $57,000 $57,000
Ongoing One-Time Total
Funding Source(s):1)256- Sustainable Funding Tax: Climate Action- 1 Time $57,000 $57,000
$0 $57,000 $57,000
This project will fill a gap in the bicycle network by striping buffered bike lanes on Laporte Ave. from Fishback Ave. to Wood St. In
conjunction with the Laporte corridor improvements from Fishback Ave. to Sunset St., which are fully funded and will be completed in
2024, this project will fill the remaining gap in bike infrastructure along Laporte Ave., providing continuous bike facilities from
Overland Trail to College Ave. This project is a high priority/readiness project in the Active Modes Plan.
TM 6.1 - Improve safety for all modes and users of the transportation system to ultimately achieve
a system with no fatalities or serious injuries.
Implement bicycle infrastructure as determined in the Active Modes plan (Laporte Ave)
Cortney Geary
Choose Primary Strategic
Objective:
This offer improves safety, particularly for cyclists, by providing dedicated bicycle facilities and
filling a gap in the bicycle network.
How does Offer Support
Primary Strategic Objective:
Page 74 of 188
City of Fort Collins
2024 Sustainable Funding Tax Request
Offer Name:
Outcome:ECON (Economic Health)Contact:
Svc Area:Utility Services Related Offer #:
Department:Utilities Customer Connections Capital?No
Offer Description:
Ongoing One-Time Total
Expense Fund(s):1)256 - Sustainable Funding 2050 Tax $35,000 $35,000
2)$0
$0 $35,000 $35,000
Ongoing One-Time Total
Funding Source(s):1)256- Sustainable Funding Tax: Climate Action- 1 Time $35,000 $35,000
$0 $35,000 $35,000
This project will help accelerate the education and knowledge of professional service providers in our community, and build and
expand the knowledge of workforce which enables increased capacity to support local building requirements, OCF Big Move 6, and
associated Council priorities. Examples will include scholarships to help with builders or contractors earning certifications and having
the knowledge and traning to support new building codes.
ENV 4.1 - Intensify efforts to meet 2030 climate, energy and 100% renewable electricity goals that
are centered in equity and improve community resilience.
Expand Scholarship Program for Builders and Building Industry to meet new industry techniques
and future codes
Brad Smith
Choose Primary Strategic
Objective:
This provides needed building industry workforce education and training on zero energy
construction and building efficiency that will lower building energy use, lower emissions, and
enable building electrification.
How does Offer Support
Primary Strategic Objective:
Page 75 of 188
City of Fort Collins
2024 Sustainable Funding Tax Request
Offer Name:
Outcome:T&M (Transportation & Mobility)Contact:
Svc Area:Planning, Dev & Transportation Related Offer #:
Department:FC Moves Capital?No
Offer Description:
Ongoing One-Time Total
Expense Fund(s):1)256 - Sustainable Funding 2050 Tax $25,000 $25,000
2)$0
$0 $25,000 $25,000
Ongoing One-Time Total
Funding Source(s):1)256- Sustainable Funding Tax: Climate Action- 1 Time $25,000 $25,000
$0 $25,000 $25,000
The Carbon Reduction Tool, developed by SLR Associates is used to help municipalities visualize how various transportation
strategies can be combined to reduce emissions and achieve climate goals over different timescales. This tool has been employed in
Europe and The City of Fort Collins would be a pilot City for deployment in the U.S. The Excel-based tool can be used in an
interactive setting, enabling staff to elicit meaningful input from stakeholders and policymakers on strategies to reduce transportation
emissions. This is a one-time cost and the tool can be used as a decision-making tool by multiple departments throughout the City.
TM 6.2 - Support an efficient, reliable transportation system for all modes of travel, enhance high-
priority intersection operations, and reduce Vehicle Miles Traveled (VMT).
Transportation Emissions Reduction Strategy Tool development
Melina Dempsey
Choose Primary Strategic
Objective:
This tool will help us prioritize transporation projects and TDM strategies based on their ability to
reduce transporation emissions.
How does Offer Support
Primary Strategic Objective:
Page 76 of 188
City of Fort Collins
2024 Sustainable Funding Tax Request
Offer Name:
Outcome:ENV (Environmental Health)Contact:
Svc Area:Community & Operation Services Related Offer #:
Department:Natural Areas Capital?
Offer Description:
Ongoing One-Time Total
Expense Fund(s):1)256 - Sustainable Funding 2050 Tax $300,000 $300,000
2)$0
$0 $300,000 $300,000
Ongoing One-Time Total
Funding Source(s):1)256- Sustainable Funding Tax: Climate Action- 1 Time $300,000 $300,000
$0 $300,000 $300,000
The purpose of this project is to assess the health of the Cache la Poudre River (Poudre River) to inform the protection and
improvement of this critical community resource. In 2017, the first-ever river health assessment and accompanying State of the
Poudre River Report Card were completed for a 24-mile stretch of Poudre River from Gateway Park Natural Area near the mouth of
the Poudre Canyon to the Fort Collins City Limits at I-25. This re-assessment will provide an updated snapshot of the health of the
Poudre River and measure the City’s progress toward its vision of sustaining a healthy and resilient Poudre River. It provides a
second data set post-Cameron Peak fire from a previous assessment effort in 2017, as well as a critical baseline prior to planned
implementation of the Northern Integrated Supply Project (NISP).
ENV 4.6 - Sustain and improve the health of the Cache la Poudre River and all watersheds within
Fort Collins.
Poudre River Health Assessment
Julia Feder
Choose Primary Strategic
Objective:
The RHAF is a critical tool for helping to identify the most appropriate and needed restoration sites
along the Poudre River so the community can benefit from a healthy riparian ecosystem which
includes increased carbon sequestration capacity in these restored environments.
How does Offer Support
Primary Strategic Objective:
Page 77 of 188
City of Fort Collins
2024 Sustainable Funding Tax Request
Offer Name:
Outcome:ENV (Environmental Health)Contact:
Svc Area:Information & Employee Svcs Related Offer #:
Department:Operation Services Capital?
Offer Description:
Ongoing One-Time Total
Expense Fund(s):1)256 - Sustainable Funding 2050 Tax $250,000 $250,000
2)$0
$0 $250,000 $250,000
Ongoing One-Time Total
Funding Source(s):1)256- Sustainable Funding Tax: Climate Action- 1 Time $250,000 $250,000
$0 $250,000 $250,000
Install at total of 51.84 kW/DC solar PV systems (24.3 kW/DC on the fuel canopy and 27.54 kW/DC on the shop expansion) that all
feed and offset the electrical use for the entire 835 Wood shop building. This system also redcues the electricity cost of the all electric
addition (Groundsource Heat Pump HVAC system) of the new CNG shop space.
ENV 4.1 - Intensify efforts to meet 2030 climate, energy and 100% renewable electricity goals that
are centered in equity and improve community resilience.
Add Solar PV System at City Facility - new fueling canopy and shop expansion at Wood Street
Stu Reeve
Choose Primary Strategic
Objective:
Directly reduces the electric energy use and supports our goal of 100% renewable electricity by
2030.
How does Offer Support
Primary Strategic Objective:
Page 78 of 188
City of Fort Collins
2024 Sustainable Funding Tax Request
Offer Name:
Outcome:ENV (Environmental Health)Contact:
Svc Area:Community & Operation Services Related Offer #:
Department:Natural Areas Capital?No
Offer Description:
Ongoing One-Time Total
Expense Fund(s):1)256 - Sustainable Funding 2050 Tax $50,000 $50,000
2)$0
$0 $50,000 $50,000
Ongoing One-Time Total
Funding Source(s):1)256- Sustainable Funding Tax: Climate Action- 1 Time $50,000 $50,000
$0 $50,000 $50,000
Request funding to update 25 trash cans in the City of Fort Collins Natural Areas to wildlife safe cans. The need for this update is
driven by multiple factors including increased human use, increased production of trash, increased windblown trash across the
landscape, habituation of wildlife, and increase in human/wildlife conflict. The increase in these factors is causing a negative
feedback loop that can be mitigated by updating the units to a more sustainable and structurally sound system that (1) completely
restricts access to animals (2) the enclosed unit reduces windblown trash into the environment and (3) promotes increased health to
our public lands.
ENV 4.5 - Protect and enhance natural resources on City-owned properties and throughout the
community.
Update trash/recycle cans in the City of Fort Collins Natural Areas, to wildlife safe cans.
Rebecca Pomering & Mason
Mizener
Choose Primary Strategic
Objective:
Strategic objective 4.5 focus is to conserve and enhance natural resources for wildlife habitats and
provide high-quality natural spaces to the community. This offer directly supports this objective
through mitigating direct flow of trash into our communities' natural spaces; automatically providing
higher quality habitat for animals and a better & healthier experience for the community.
How does Offer Support
Primary Strategic Objective:
Page 79 of 188
City of Fort Collins
2024 Sustainable Funding Tax Request
Offer Name:
Outcome:ENV (Environmental Health)Contact:
Svc Area:Community & Operation Services Related Offer #:
Department:Natural Areas Capital?No
Offer Description:
Ongoing One-Time Total
Expense Fund(s):1)256 - Sustainable Funding 2050 Tax $35,000 $35,000
2)$0
$0 $35,000 $35,000
Ongoing One-Time Total
Funding Source(s):1)256- Sustainable Funding Tax: Climate Action- 1 Time $35,000 $35,000
$0 $35,000 $35,000
Our project will fund the outreach effort needed to engage the Native American and Indigenous community in building climate
resilient grasslands at Soapstone Prairie. Restoring shortgrass prairie on Natural Areas will result in a significant amount of
sequested carbon, estimated at -24,000 tCO2e by 2050 (Fort Collins GGIMP Report by Cascadia). Funds for the project will be used
for facilitation and engagement with Native American and Indigenous partners, and working with knowledge keepers and elders.
ENV 4.5 - Protect and enhance natural resources on City-owned properties and throughout the
community.
Soapstone Prairie Grazing Plan
Julia Feder
Choose Primary Strategic
Objective:
Our project will lead to increased rates of carbon sequestration at Soapstone Prairie Natural Area
by creating a grassland health plan with the Native American and Indigenous community.
How does Offer Support
Primary Strategic Objective:
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March 20, 2024
Council Finance Committee
2024 Appropriation of
the 2050 Tax:
Staff Recommendations
03-20-2024
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2023 Ballot Language of the 2050 Tax
•Summary 2023 Ballot Language:
SHALL CITY OF FORT COLLINS TAXES BE INCREASED BY $23,800,000 IN THE FIRST FULL FISCAL YEAR
(2024), AND BY SUCH AMOUNTS COLLECTED ANNUALLY THEREAFTER, FROM A .50% SALES AND USE
TAX BEGINNING JANUARY 1, 2024, AND ENDING AT MIDNIGHT ON DECEMBER 31, 2050, WITH THE TAX
REVENUES SPENT ONLY FOR THE FOLLOWING:
-50% FOR THE REPLACEMENT, UPGRADE, MAINTENANCE, AND ACCESSIBILITY OF PARKS
FACILITIES AND FOR THE REPLACEMENT AND CONSTRUCTION OF INDOOR AND OUTDOOR
RECREATION AND POOL FACILITIES,
-25% FOR PROGRAMS AND PROJECTS ADVANCING GREENHOUSE GAS AND AIR POLLUTION
REDUCTION, THE CITY’S 2030 GOAL OF 100% RENEWABLE ELECTRICITY, AND THE CITY’S 2050
GOAL OF COMMUNITY-WIDE CARBON NEUTRALITY, AND
-25% FOR THE CITY’S TRANSIT SYSTEM, INCLUDING, WITHOUT LIMITATION, INFRASTRUCTURE
IMPROVEMENTS, PURCHASE OF EQUIPMENT, AND UPGRADED AND EXPANDED SERVICES;
•2024 annualized Revenue is conservatively projected at $21.8M, split into the three
categories. However, only 11 months of revenue will be realized in 2024,
–$10.90M for Parks and Recreation ($10.0M for 2024)
– 5.45M for Transit ($5.0M for 2024)
– 5.45M for Climate ($5.0M for 2024)Page 82 of 188
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Summary of Proposed 2024 Appropriation of the 2050 Tax
Proposed Appropriations
2050 Tax
Category
Recommended
Funding for
2024
Subtotals by
Category
Forecasted
2024
Revenue*
Est. 2024
Year End
Reserves
4.0 FTE – Expanded Parks and Recreation Infrastructure Replacement Parks and Rec 5,302,586
5,302,586$ 10,000,000$ 4,697,414$
Transit Operations Pay Plan Revision Transit 547,882
Sustainable Bus Operator Schedule Transit 441,036
Increased Transit Enforcement & Support Transit 160,676
1,149,594$ 5,000,000$ 3,850,406$
Introduce new capital for Utilities Epic Loans program Climate 600,000
Comprehensive exterior lighting retrofits at City Recreation Centers Climate 500,000
Grants to offset utility fees for affordable housing development, particularly electric & water Climate 400,000
Implement bicycle infrastructure as determined in the Active Modes plan (Centre Ave) Climate 350,000
Repair Riverside Community Solar Array Climate 250,000
Fund Healthy Homes Program Climate 250,000
Mobility Hubs Plan development Climate 200,000
Expand Mobile Home Park Mini-grant through Neighborhood Services Climate 200,000
Replace existing Parks Utility Carts with electric Utility carts Climate 200,000
Identify and determine critical support to upgrade under-resourced buildings, focusing on
commercial/MF buildings Climate 100,000
Business support for plastic and styrofoam transition through NocoBIZ Connect Climate 75,000
Implement bicycle infrastructure as determined in the Active Modes plan (Laporte Ave) Climate 57,000
Expand Scholarship Program for Builders / Building Industry to meet new industry techniques &
future codes Climate 35,000
Transportation Emissions Reduction Strategy Tool development Climate 25,000
3,242,000$
Poudre River Health Assessment Climate - Elective 300,000
Add Solar PV System at City Facility - new fueling canopy and shop expansion at Wood St. Climate - Elective 250,000
Update trash/recycle cans in the City of Fort Collins Natural Areas, to wildlife safe cans.Climate - Elective 50,000
Soapstone Prairie Grazing Plan Climate - Elective 35,000
3,877,000$ 5,000,000$ 1,123,000$
* 2050 Tax Revenue collected in 2024 will only be 11 months in the first year 2024 Totals for the 2050 Tax 10,329,180$ 20,000,000$ 9,670,820$
Subtotal of Parks and Rec
Subtotal of Transit
Subtotal of All Climate
Subtotal of Primary Climate
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Parks and Recreation
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Parks & Recreation 2050 Tax
•Goal to provide equitable access to parks and
recreation experiences, while enhancing financial
sustainability of Parks and Recreation
•Parks and Recreation teams recommend $5.3M of
funding for 2024
–Majority of funding for projects to begin addressing “Top 40”
infrastructure needs
–Includes resources for Recreation Capital Improvement Plan
–Establishes initial staffing to create program to be good
stewards of funding through 2050
–Funding in addition to baseline commitment in previous BFO
cycles
•Funding request is ~1/2 of the estimated generation for
Parks and Recreation in 2024
–Seeds a reserve balance as we set up the program
–Reserve will also provide some opportunity to assist with
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Top 40 from Parks Infrastructure Replacement Program (IRP) Plan
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Recreation -Potential IRP 2024-2028 Projects
EPIC
•Ice Flooring
•Dasher boards
Partner projects with Ops Services:
•Pool shell
•Pool deck
•ICE chiller system upgrade and
replacement
•Staff office security door
NACC
•Front Desk Renovation
•Volleyball Nets
Foothills Activity Center
•Multipurpose room gymnasium door
Senior Center
Partner projects with Ops Services:
•Lobby flooring & office security door
Pottery Studio
•Kiln replacement
The Farm
•Make 2024 BFO offer whole
City Park Pool
•Design for slide and play structure replacement
Rolland Moore Tennis Complex
Partner project with Parks:
•Pro shop and restroom replacement
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Transit
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Transit Fund Criteria
•Workforce Stabilization: Improve Recruitment & Retention Levels of Front-Line Staff
•Improved Pay & Benefits, Sustainable Schedules
•Improve Safety & Security on Transit: Increased Safety & Security Support
•Financial Resiliency: Build reserve funds to support Transit system build-out
Stabilize Staffing Levels Resume Service Levels Increase Ridership
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Recommended Transit Offers
Workforce Stabilization
1.Increase existing and starting wage for Bus Operators, Dispatchers, and Transit Service Officers
•Pay to be more competitive with other jobs in the transportation sector in Northern Colorado
2. Increase the number of benefited positions and improve schedules
•Add four new 40-hour benefited positions
•Convert two hourly positions to .5 FTEs
•Convert one hourly position to 1.0 FTE Total Sales Tax Amount $5,900,000
1. Wage Revision $547,882
2. Benefited Positions $441,036
3. Safety & Security Improvements $160,676
Reserve for Transit Buildout $4,750,406
Safety & Security Improvements
3. Add an additional Transit Service Officer &
Lead Transit Service Officer
•Increase enforcement and support levels
throughout the system
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Climate
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2050 Tax: Our Climate Future Recommended Budget -Summary
•14 Recommended Offers; 4 additional “elective” offers
•$3,242,000 total request for Recommended Offers in 2024
•8,200 MTCO2e projected lifetime savings
•Equivalent to emissions from 1,825 gasoline-powered cars driven for a year
•<1% reduction in 2030; many foundational projects, with potential to drive more toward 2050
goal
•Additional anticipated impacts:
•unquantified GHG reductions, reduced plastic waste, increased safety for active modes users,
reduced non-GHG air pollutants, and increased resilience and comfort in homes for residents
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Process Summary
Development of Project Criteria by Our Climate Future leadership
Meeting with Next Moves Team (representatives from community, SSA, Utilities, FC Moves) to build initial list of potential projects
Identification of gaps in initial list and direct invitations
Prioritization of projects by criteria
Review and refinement of recommendation by Our Climate Future Executive Committee
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Climate Funds Criteria
Directly aligned with Our Climate Future
No brand-new programs
Possible to be executed in 2024 and to continue in future years
Can help tell a powerful story about direct community benefit of the new revenue
One-time offers only (ongoing offers should use 2025/2026 BFO process)
Will not disrupt or takeaway from other existing commitments
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Recommended Offers by Big Move Recommended 2024 Funding
4 - Convenient Transportation Choices 632,000$
Implement bicycle infrastructure as determined in the Active Modes plan (Centre Ave) 350,000$
Mobility Hubs Plan development 200,000$
Implement bicycle infrastructure as determined in the Active Modes plan (Laporte Ave) 57,000$
Transportation Emissions Reduction Strategy Tool development 25,000$
6 - Efficient, Emissions Free Buildings 1,650,000$
Introduce new capital for utilities Epic Loans program 600,000$
Comprehensive exterior lighting retrofits at City Recreation Centers 500,000$
Fund Healthy Homes Program 250,000$
Expand Mobile Home Park Mini-grant through Neighborhood Services 200,000$
Identify and determine critical support needed to upgrade under-resourced buildings, focusing on commercial /MF buildings 100,000$
7 - Healthy, Affordable Housing 400,000$
Launch grants to offset utility fees for affordable housing development, particularly electric and water 400,000$
9 - Healthy Local Economy and Jobs 35,000$
Expand Scholarship Program for Builders and Building Industry to meet new industry techniques and future codes 35,000$
10 - Zero Waste Economy 75,000$
Business support for plastic and styrofoam transition through NocoBIZ Connect 75,000$
12 - 100% Renewable Electricity 250,000$
Repair Riverside Community Solar Array 250,000$
13 - Electric cars and fleets 200,000$
Replace existing Parks Utility Carts with electric Utility carts 200,000$
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“Elective”funding opportunities
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Questions for the Council Finance Committee
1.What questions does the Council Finance
Committee have about the proposed projects
for the first year of the new tax?
2.Does the Committee support moving this item
forward to the full Council for a work session
scheduled for April 9, 2024?
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Back-up Slides
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Impacts of Recommendation Package
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Type of Impact towards OCF Goals
Long-term
4 - Convenient Transportation Choices
Implement bicycle infrastructure as determined in the Active Modes plan (Centre Ave)
Implement bicycle infrastructure as determined in the Active Modes plan (Laporte Ave)
7 - Healthy, Affordable Housing
Launch grants to offset utility fees for affordable housing development, particularly electric and water
9 - Healthy Local Economy and Jobs
Expand Scholarship Program for Builders and Building Industry to meet new industry techniques and future codes
Near-term
6 - Efficient, Emissions Free Buildings
Comprehensive exterior lighting retrofits at City Recreation Centers
Expand Mobile Home Park Mini-grant through Neighborhood Services
Fund Healthy Homes Program
10 - Zero Waste Economy
Business support for plastic and styrofoam transition through NocoBIZ Connect
12 - 100% Renewable Electricity
Repair Riverside Community Solar Array
13 - Electric cars and fleets
Replace existing Parks Utility Carts with electric Utility carts
Needed next step
4 - Convenient Transportation Choices
Mobility Hubs Plan development
Transportation Emissions Reduction Strategy Tool development
6 - Efficient, Emissions Free Buildings
Identify and determine critical support needed to upgrade under-resourced buildings, focusing on commercial /MF buildings
Introduce new capital for utilities Epic Loans program
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“Needed Next Steps" Examples
Offers identified as “needed next steps” are critical components of the following strategies and
associated GHG savings:
•Implementation of Building Performance Standards –132,500 MTCO2e in 2030
Equivalent emissions to ~29,500 gasoline-powered cars driven for a year
•Implementation of the Active Modes Plan –38,100 MTCO2e in 2030
Equivalent emissions to ~8,500 gasoline-powered cars driven for a year
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Elective Offers
Sequestration potential: 34,000 MTCO2e (lifetime)
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Recommendation by Outcome Area
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Recommendation by Service Area
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Projects by Anticipated Impact towards OCF Goals
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COUNCIL FINANCE COMMITTEE
AGENDA ITEM SUMMARY
Staff: David Lenz, Director, Financial Planning & Analysis
Date: March 20, 2024
SUBJECT FOR DISCUSSION
Update to the Amended and Restated Intergovernmental Agreement between the City of Fort
Collins and the Poudre Valley Fire Protection District (dated July 15, 2014) that established the
Poudre Fire Authority.
EXECUTIVE SUMMARY
The City of Fort Collins (“City”) and the Poudre Valley Fire Protection District (“District”)
established the Poudre Fire Authority (“PFA”) with an Intergovernmental Agreement (“IGA”) in
1981. This agreement was further adjusted in 1983 and 1987 to include a revenue allocation
formula (“RAF”). This agreement was further amended and restated in 2014 to include an update
to the RAF and Support Services provided to PFA by the City. The full 2014 amended and
restated IGA including the RAF (Exhibit A) and Support Services provided (Exhibit B) is
included as Attachment 1.
In early 2023, the City and PFA began discussions about revisiting the agreement to update the
understanding of the costs and details of the services provided under the terms of the agreement.
The intent is to update the existing Support Services provided (Exhibit B), with detailed
understanding of the cost of services being provided either in kind or through direct charges.
Additionally, the goal is to make adjustments as necessary to the RAF (Exhibit A) to reflect the
updated level of services provided, and to account for changes impacting the underlying Property
Tax and Sales Tax funding sources. This includes an updated analysis of the relative risk sharing
of the funding mechanisms. Staff intend for agreed upon updates to the IGA be completed for
inclusion in the 2025/26 Budgeting for Outcomes (BFO) cycle.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
What questions does the committee have related to the update of the IGA, the RAF or the
Support Services provided?
Does the committee have additional items that they would like to see included or discussed in the
update of the full IGA?
BACKGROUND/DISCUSSION
During the second quarter of 2023, City and PFA staff began the joint review of the Support
Services Provided in Exhibit B. This effort involved over 30 collaborative meetings with both
City and PFA personnel. The interviews and analysis involved investigation on the scope of
services being provided by City personnel, including support areas that were not specifically
outlined in Exhibit B as services to be provided. Additionally, certain services had transitioned
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to PFA over the ensuing time since the agreement update in 2014. In all instances, efforts were
made to identify the time and costs involved in each City or PFA department providing the
support.
Preliminary costing of the services provided indicates the City provides PFA with approximately
$728,000 annually of in-kind costs and an additional $3.5 million in direct charges ($3.0 million
is for Benefits and Wellness). PFA’s cost of services provided is estimated at approximately
$452,000 annually ($320,000 is for two positions – IT Analyst III and Battalion Chief -
Emergency Management). Functional breakout of the costs is highlighted below.
The RAF specifies how both the City and the District make contributions to the PFA. The
district’s contribution is annually through the mill levy and the City’s contribution is through a
combination of a portion of the City’s base sales and use tax revenue and 67.5% of the City’s
property tax revenue. The City’s contributions are based on the biennial budgeted amounts for
Sales/use and property taxes. These amounts are not adjusted for actual collections (please refer
to Exhibit A of the IGA for the RAF calculation details).
In the 2023 Budget, the City’s contributed approximately $35.9 million in revenue sharing to
PFA ($19.2 million in property tax and $16.9 million in sales/use tax, less $0.2 million for PFA
contribution agreements). For the 2024 budget, the revenue contribution increased to
approximately $38.7 million ($21.7 million in property tax and $17.3 million in sales/use tax,
Service Area Annual In-Kind Costs Annual Charged
Total Cost of
Services
Provided
Finance $182,115 $18,402 $200,517
Human Resources $145,963 $2,969,712 $3,115,675
Information Technology $191,481 $47,000 $238,481
Police - Dispatch $159,462 $207,229 $366,691
Op Services $5,390 $194,643 $200,033
All Other $43,215 $20,000 $63,215
Total $727,626 $3,456,986 $4,184,611
Preliminary - Cost of City Services to PFA
Service Cost
Emergency Management $176,214
Finance $12,976
Risk Management $23,296
Human Resources $91,402
Information Technology $144,275
Miscellaneous $3,576
Total $451,739
Preliminary - Cost of Services Absorbed by PFA
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less $0.3 million in PFA contribution adjustments). The District contributed $8.8 million in 2023
and $12.4 million in 2024.
City and PFA staff have begun evaluating the existing RAF. Goals of this evaluation are to align
the updated costs of service with the existing funding mechanism, memorialize the Keep Fort
Collins Great (KFCG) 0.6% base rate increase, consider the concept of a “risk corridor” to share
revenue risks and opportunities, and add further definition around future growth and annexations.
The work plan is centered fostering agreement between city and PFA staff on the scope and
structure of the services to be provided in Exhibit B, determination of the of the form and extent
of compensation for both parties, identifying needed service level agreements, and the
adjustments needed to the RAF. Work to date has highlighted the desire to create named
administrators from each party to the agreement and to include more specificity as to the timing
and structure of future agreement updates (i.e. – contract re-openers).
NEXT STEPS/PATH FORWARD
The goal is to complete the update of the IGA for inclusion in the 2025/26 BFO Cyle. City and
PFA staff are working jointly to reach common understanding on terms and conditions to include
in an update to bring to both the City Council and District Board for approval. Tentative
schedule for moving forward:
April 23, 2024: Work Session with City Council and District Board - inputs
June 6, 2024: Council Finance Committee - recommendation
June 18, 2024: City Council Adoption consideration - 1st reading
July 2, 2024: City Council Adoption consideration - 2nd reading
Concurrent with this schedule are regular updates by PFA to the District Board.
ATTACHMENTS
Attachment 1 – Amended and Restated Intergovernmental Agreement establishing the Poudre
Fire Authority (including RAF Exhibit A and Support Services Exhibit B)
Attachment 2 – Presentation Slides
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Director, Financial Planning & Analysis
David Lenz
Poudre Fire
Authority
Intergovernmental
Agreement
March 20, 2024
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Agenda
•Intergovernmental Agreement (IGA) Overview
•Exhibit B: Support Services Provided
•Exhibit A: Revenue Allocation Formula
•Schedule and Next Steps
•Questions
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Questions for Council Finance Committee
•What questions does the committee have related to the update of the
Intergovernmental Agreement, the Revenue Allocation Formula or the Support
Services provided?
•Does the committee have additional items that they would like to see included or
discussed in the update of the full Intergovernmental Agreement?
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Headline Copy Goes HereIntergovernmental Agreement Timeline
4
Poudre Fire Authority Established via
Intergovernmental Agreement (IGA) between the
City and Poudre Valley Fire Protection District
(PVFPD)
1981
Revenue Allocation Formula (RAF) effective1983
IGA Restated to include RAF language1987
IGA Amended and Restated to include RAF
(Exhibit A) and Support Services provided to PFA
by the City (Exhibit B)
2014
2024
•Update IGA to account
for evolving support
services provided in
Exhibit B.
•Address risk and
growth challenges via
RAF adjustments.
•Clarify roles /
responsibilities and
update frameworks.
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Exhibit B Update: Service Inventory and Costing
•PFA Specific Activity
•How often is the activity performed?
•Associated time to complete
•General Activity
•Proxy data that represents PFA’s share of total workload
•Examples: employee counts, journal entries, investment share, invoice counts
•Labor costs
•Average Staff Salaries
•Management/oversight
•Administrative Support
•Fringe Benefit Factor
•Hard costs
•Specific software/equipment
•Overhead
•Data Gathering
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Exhibit B Update: Service Inventory and Costing
•Costing Process
•Costing precedents are used wherever possible
•Attorney time
• Parks
•IT allocation model
•PFA Specific Activity
•# of activities in a year x time to complete x labor costs
•General Activity
•Total annual labor cost x PFA share (based on proxy data)
•Hard costs
•Directly attributable costs
•PFA share of software/ equipment/overhead (based on proxy data)
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Exhibit B Update: Findings
•Accounts Payable
•Treasury & Investment
Management
•Dispatch
•Records & Agenda
Management
•Benefits
•Wellness
•Purchasing
•Accounting
•Budget
•Grants
•Pre-Employment
Processing
•Employee Benefit
Enrollment
•Facilities Maintenance
•Legal Services
•Payroll
•HR Records Management
•Pension & Retirement Plan
Administration
•HR Information Systems
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Exhibit B Update: Findings
•Safety & Risk Management
services
•Fleet Services
•Employment verifications
•Office of Emergency
Management Services
•Procurement of Property &
Liability Insurance
•EEO Reporting
•Credit Card Rewards
•Training
•DOT Pool
•Safety Glasses Program
•City Give
•Parks – Landscaping
•Forestry – Tree Care
•City Care
•FPPA Pension
Administration
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Exhibit B Update: Cost of City Services
Service Area Annual In-Kind Costs Annual Charged
Total Cost of
Services
Provided
Finance $182,115 $18,402 $200,517
Human Resources $145,963 $2,969,712 $3,115,675
Information Technology $191,481 $47,000 $238,481
Police - Dispatch $159,462 $207,229 $366,691
Op Services $5,390 $194,643 $200,033
All Other $43,215 $20,000 $63,215
Total $727,626 $3,456,986 $4,184,611
Preliminary - Cost of City Services to PFA
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Exhibit B Update: Cost of Services Absorbed by PFA
Service Cost
Emergency Management $176,214
Finance $12,976
Risk Management $23,296
Human Resources $91,402
Information Technology $144,275
Miscellaneous $3,576
Total $451,739
Preliminary - Cost of Services Absorbed by PFA
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Exhibit A: Revenue Allocation Formula (RAF)
City Contribution to PFA per the RAF:
.29 of one cent of City base sales and use tax (excluding those
funds dedicated or contractually pledged)
67.5% of the operating mill levy of the City’s property taxes
Sales and Use tax revenue from the voter approved tax measure
known as “Keep Fort Collins Great” (KFCG)
($ Millions)2023 2024
Property Tax $19.2 $21.7
Sales/Use Tax $16.9 $17.3
PFA Contribution Agreements ($0.2)($0.3)
Total $35.9 $38.7
City Contribution to PFA
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Exhibit A: Revenue Allocation Formula (RAF)
PVFPD Contribution to PFA per the RAF:
District shall adopt a mill levy pursuant to state law (minimum
10.595 mills)
100% of mill levy revenue shall be contributed to the funding of the
Authority for any authorized purpose –less reasonable
administrative expenses for the operation of the District
2023 2024
Levy 10.824 Mills 11.047 Mills
Contribution ($ Millions)$8.8 $12.4
District Contribution to PFA
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Current Work Focus
•Agreement on scope and structure of services provided
•Form and extent of compensation to both parties
•Service level agreements needed
•RAF Adjustments
•Inclusion of Administrators
•Determining specificity and timing of future updates
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Schedule
•April 23:Work Session with City Council and PVFPD Board
•June 6:Council Finance Committee
•June 18:City Council Adoption consideration – 1
st Reading
•July 2:City Council Adoption consideration – 2
nd reading
Concurrent regular updates by PFA to PVFPD Board
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Questions for Council Finance Committee
•What questions does the committee have related to the update of the
Intergovernmental Agreement, the Revenue Allocation Formula or the Support
Services provided?
•Does the committee have additional items that they would like to see included or
discussed in the update of the full Intergovernmental Agreement?
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COUNCIL FINANCE COMMITTEE
AGENDA ITEM SUMMARY
Staff:
Travis Storin, Chief Financial Officer
Ginny Sawyer, Policy & Project Manager
Date: March 20, 2024
SUBJECT FOR DISCUSSION
Renewal of the Street Maintenance Tax and the Community Capital Improvement tax
EXECUTIVE SUMMARY
Staff provided the full Council an overview of the history, use, and timelines of both the Street
Maintenance Program (SMP) and the Community Capital Improvement Program (CCIP) taxes
at the February 13, 2024 regular meeting. That meeting outlined the meeting cadence
associated with referring these renewals to the November 2024 ballot. Multiple meetings with
the Council Finance Committee (CFC) were included.
This first meeting of the CFC will focus on any questions the committee may have, the term of
the SMP tax, and the process of developing a CCIP project list.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
What questions or concerns do CFC committee members have regarding possible extension of
the term of the SMP tax to 15 or 20 years?
What questions or suggestions do CFC committee members have for developing a future CCIP
project package for consideration?
Do CFC committee members support considering taking the CCIP renewal in 2025?
BACKGROUND/DISCUSSION
The City of Fort Collins has a 40+ year history of utilizing voter approved sales tax initiatives to
fund major capital projects and to achieve and maintain an extensive transportation system.
Starting in 1973, with a 7-year, one-cent tax that helped fund the Downtown Library, the Lincoln
Center, City Hall, Mulberry Pool and other improvements, residents have continued to support
sales tax capital programs to create the city we enjoy today.
The current initiatives, CCIP and the SMP, will expire on December 31, 2025. With only one
annual election opportunity (November), staff had recommended seeking these tax renewals in
2024. Both programs are a dedicated ¼- cent sales tax which equated to 25 cents on a $100
purchase. Over the 10-year program (2016-2025) each ¼-cent is estimated to generate
approximately $80.0 million for community-wide investments.
Staff continues to recommend referring the SMP in 2024, however, after considering the
timeline on a number of possible projects staff would like to discuss the possible advantages of
referring the CCIP in 2025. Advantages include a longer timeline for public engagement and
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time for further conversation and decisions on wasteshed projects, the site plan for the Hughes
property, and additional feasibility of both a bike park and additional pickleball facilities.
Elements of a Successful CCIP Package
The City of Fort Collins has had a successful track record of referring (and getting approval) of
capital improvement dedicated taxes. The last two measures passed with 80% voter approval.
Staff attributes this success to:
- Advancing projects from Master Plans that have been informed by community input.
- The items put forth represent community desires and priorities across broad geography,
types of services, and personal passions.
- Community engagement helps to prioritize projects and programming.
There have also been lessons learned over time to mitigate risks, including:
- Adjusting for inflation and adding on years of operation and maintenance until a
program/facility is established.
- Balancing flexibility and specificity to ensure voters get what the ballot promised while
allowing for measured leeway to take advantage of unforeseen opportunities (grants,
development, etc.)
- Avoiding singular projects that would absorb a majority of the funding.
- Solidifying a plan far enough in advance of referral to ensure adequate budgeting
analysis and community awareness.
Next Steps
Based on CFC discussion and suggestions, staff will outline future agenda content and an
engagement plan for public outreach.
Future Council engagement includes:
April 23 work session: Bring CFC recommendations of referral dates, SMP tax term. Review
of engagement plan.
May CFC meeting: Confirm SMP referral actions. Start CCIP package development.
June 11 work session: Confirm SMP referral details. Consider CCIP progress.
July 16 work session: TBD
August 20 regular meeting: Refer ballot language for any 2024 measures.
ATTACHMENTS
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Travis Storin -Chief Financial Officer
Ginny Sawyer -Lead Policy and Project Manager
Community Capital Improvement
Program and Street Maintenance
¼-cent Tax Renewals
Council Finance Committee
March 20, 2024
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Headline Copy Goes HereDirection Sought
2
What questions or concerns do CFC committee
members have regarding possible extension of
the term of the SMP tax to 15 or 20 years?
01
What questions or suggestions do CFC
committee members have for developing a
future CCIP project package for consideration?
02
Do CFC committee members support
considering taking the CCIP renewal in 2025?03
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3
Tax Renewals Over Time
Long-term Look at Possible Tax Renewals
ASSUMES 10 YEAR TERMS
20502045204020352030202520202015
Open Space Yes
(25 yr.) | 2006 - 2030
KFCG
(10 yr.) | 2011 - 2020 KFCG.25
(10 yr.) | 2021 - 2030
Assume KFCG
(10 yr.) | 2031 - 2040
Street Maintenance
(10 yr.) | 2016 - 2025 Assume Street Maintenance
(10 yr.) | 2026 - 2035
Assume Street Maintenance
(10 yr.) | 2036 - 2045
Community Capital
Improvement
(10 yr.) | 2016 - 2025
Assume
Capital Renewal
(10 yr.) | 2026 - 2035
Assume
Capital Renewal
(10 yr.) | 2036 - 2045
2050 Tax Parks, Climate, Transit
(26 yr.) | 2024 - 2050
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4
Tax Renewals Over Time
Long-term Look at Possible Tax Renewals
MULTIPLE ASSUMPTIONS
20502045204020352030202520202015
Open Space Yes
(25 yr.) | 2006 - 2030
KFCG
(10 yr.) | 2011 - 2020 KFCG.25
(10 yr.) | 2021 - 2030
Assume KFCG
(10 yr.) | 2031 - 2040
Street Maintenance
(10 yr.) | 2016 - 2025 Assume Street Maintenance
(20 yr.) | 2026 - 2035
Community Capital
Improvement
(10 yr.) | 2016 - 2025
Assume
Capital Renewal
(10 yr.) | 2026 - 2035
Assume
Capital Renewal
(10 yr.) | 2036 - 2045
2050 Tax Parks, Climate, Transit
(26 yr.) | 2024 - 2050
Open Space Yes
(25 yr.) 2030 – 2055?
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6
Street Maintenance Program (SMP)
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8
Capital Tax -Historic
Current Engineering/Transportation-Type Funds
•Arterial Intersection Improvements $6.0 M
•Bicycle Infrastructure Improvements $5.0 M
•Bike/Ped Grade Separated Crossing Fund $6.0 M
•Bus Stop Improvements $1.0 M
•Pedestrian Sidewalk / ADA-Compliance $14.0 M
•Transfort Bus Fleet Replacement $2.0 M
New Fund Buckets
•Affordable Housing Fund $4.0 M
•Nature in the City $3.0 M
Current Capital-Type Projects
•Lincoln Ave. Bridge $5.3 M
•Linden St. Renovation $3.0 M
•SE Community Center w. Pool $14.0 M
•Gardens on Spring Creek Visitor's Center $2.0 M
•Willow Street Improvements $3.5 M
•Carnegie Bldg. Renovation $1.0 M
•City Park Train $350K
•Club Tico Renovation $250k
•Downtown Poudre River Enhancements Whitewater Park $4.0 M
Approximately half of revenue used for engineering/transportation related activities
and half used for new capital amenities
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9
Capital Tax –Lessons Learned
Helpful to…
-Advance projects from Master Plans that
have been informed by community input.
-Ensure items put forth represent community
desires and priorities across broad
geography, types of services, and personal
passions.
-Utilize community engagement to help
prioritize projects and programming.
Have learned to…
-Adjust for inflation and add on years of
operation and maintenance.
-Balance flexibility and specificity to ensure
voters get what the ballot promised while
allowing flexibility to take advantage of
unforeseen opportunities (grants, development,
etc.)
-Avoid singular projects that would absorb a
majority of the funding.
-Solidify a plan far enough in advance of referral
to ensure adequate budgeting analysis and
community awareness.
The last two measures passed with 80% voter approval
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10
Early Idea List
Transportation/Engineering:
•Arterial improvements
•Bike infrastructure
•Sidewalk/ADA improvements
•Bus stop improvements and bus
replacement
•Howes (street conversions)
Capital Projects:
•Civic Center advancement
•Car (Trolley) Barn advancement
•Park Improvements (Martinez)
•Downtown Parks Shop
•Transfort maintenance site
•Lincoln Center (catering kitchen)
•Composting facility
•Trail strategic plan components
•River masterplan (another reach)
•LaPorte Avenue re-design
•Children's Garden renovation
•Mountain biking facility, site TBD
•Mulberry Pool Replacement
•Pickleball expansion
Other Funds:
•Affordable Housing
•Nature in the City
•Active Mode Infrastructure
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12
Timeline
February 13 Work
Session
Feb/March June/July NovemberAugustApril/May
June 11 Work
Session
ElectionMay Council Finance
Committee (refine
potential projects)
Begin Engagement
August 20 Regular
Meeting- Refer
Ballot Language
March Council Finance
Committee (develop
guiding principles, input
on potential projects)
Develop Engagement
Plan
April 23 Work
Session
July 16 Work
Session
Continue
Engagement
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13
What questions or concerns do CFC committee
members have regarding possible extension of
the term of the SMP tax to 15 or 20 years?
01
What questions or suggestions do CFC
committee members have for developing a
future CCIP project package for consideration?
02
Do CFC committee members support
considering taking the CCIP renewal in 2025?03
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CCIP Renewal
Potential List-Short Narratives
(February 2024)
Cultural Services
Implementation of the Strategic Trail Plan: The Strategic Trail Plan will be completed in
2024 and early 2025. Additional annual funding will support the current Conservation Trust
funding (~$1.5m-2.2m annually) and expedite project delivery as developed by the plan. $500k-
$1m annually.
Downtown River Plan: The Downtown reaches of The Cache la Poudre River – the sections
from Shields Street to Mulberry ‐were planned in the Downtown River Plan. Whitewater Park,
considered Reach 3, was completed in the last CCIP. Both Reach 2 (including Lee Martinez
and Legacy Parks) and Reach 4 (including Old Fort Collins Heritage Park) are potential next
phase projects. Options for implementation would be full funding at $32m for Reach 2 or $22m
for Reach 4 or looking to progress public outreach and conceptual design in both areas for
$2m.
Downtown Parks Shop The Parks Department has been built on a district model for
maintenance activities. The importance of the maintenance shops being located and
constructed in close proximity to the areas of responsibility is paramount in the downtown
district. The "Disney Approach" of getting into the downtown early and disappearing into the
landscape leaving behind a well-groomed landscape can only be achieved when the support of
a maintenance shop is nearby. The current downtown site is located in a refurbished
commercial warehouse which is near the end of its useful life. This building is also scheduled to
go away with the build-out of the current Civic Center Master Plan. Providing a new facility in the
downtown area will house not only the local support staff but also the crews which support the
horticultural areas around our facilities, throughout the public areas and trail systems. Two
districts will work out of this facility providing efficient operations in a timely manner to the public.
The cost of the new Park Shop presented below has been based off the completed project from
the East District Maintenance Facility and then adding a 6% escalation factor for each additional
year. $8-9M
Pickleball Complex: The number and percentage of Americans who engaged in some type of
sport or fitness activity grew in 2022 for the fifth consecutive year. Pickleball, while not the
largest total usage, continued to be the fastest growing sport in America and participation has
increased 158.6% over three years. Ensuring facilities and programs continue to respond to
changing user needs is an action related to the Parks and Recreation Plan goal of providing
equitable access to recreational experiences. The Parks and Recreation Plan (p175) calls for
This document is a working document and serves only to start building project ideas, narratives,
and potential costs. This list and the information within will be updated throughout the project
timelime.
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thirteen additional pickleball courts by 2040. A pickleball complex feasibility study is underway
to determine if a community park site can close the gap in the short-term while waiting for future
community parks to be built. Implementation of the feasibility plan, building a 12-court complex,
would cost approximately $4m.
Mountain biking facility-feasibility only: Perform a mountain bike park feasibility study to
assist the City in determining whether a new, mid-sized bike park facility is feasible, and if so,
the appropriate size, location, and cost. $100-250k depending on complexity of the project
Dog Park Strategic Plan and some implementation: The Parks and Recreation Plan (p177)
calls for four additional dog parks by 2040. Two sites would most likely be at future community
parks. There is a current deficit in the central west and central east sections of town, because
dog parks were not a standard amenity when these community parks were built. In addition, our
community parks in this area are heavily encumbered by floodplain. Additional study may be
needed to evaluate if there are neighborhood parks that have the ability to meet dog park needs
if community parks are too encumbered. Funding would also implement two new dog
parks. $2m
Mulberry Pool Replacement Opened in 1974 after renovating the former Lincoln Jr. High, the
50-year-old aquatic facility is functionally obsolete and should be rebuilt to meet the current and
future needs of the Fort Collins community per the 2023 Recreation Aquatics Study. Mulberry
Pool is the only pool in Fort Collins that provides a small year-round leisure pool that serves
families. Mulberry also provides lap lanes for both the community, Poudre School District swim
teams and club teams along with swim lessons for swimmers of all abilities. A new modern
facility would better serve the growing needs of Fort Collins. The facility could include a full
warm water leisure pool with zero entry, slide(s) and other play features. The facility will also
include at least 6 lap lanes to maintain the current level of service for the Fort Collins swim
community. $25-35M
Farm Strategic Plan (Farm visioning, renovation, and expansion, reimagine?)
The Farm at Lee Martinez Park was opened to the public in July of 1985. The Farm will be
celebrating its 40th anniversary in 2025. As the community has grown, so has the demand for
programs at the Farm. This funding will co-create with the community a vision of the Farm for
the next 40 years and provide capital funding to start the renovation and expansion. $250k for
plan; $750k for a phase one implementation
Nature in the City Since 2015, Nature in the City has worked to build a connected open space
network accessible to the entire community that provides a variety of experiences and supports
the community’s people, plants, and wildlife. By the end of 2024, nearly 100 Nature in the City
projects will showcase how the community landscape can be both bountiful places of inspiration
while reducing water use, increasing biodiversity, and enhancing community member’s sense of
place. While these landscapes cover more than 1,000,000 square feet, the community’s work
has just begun. Over the next 10 years, Nature in the City endeavors to support the community
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as it works to implement new Land Use Code measures aimed at increased water efficiency
and strategic goals outlined in Our Climate Future, City Plan, and the Natural Areas Urban Zone
Management Update. Extended funding to support community-led and internal to the City
Nature will focus on wilding areas that are traditionally covered in turf such as school
playgrounds, community gathering spaces, and areas that specifically provide social services to
underserved populations. Requested support: $1.5M distributed evenly over 10 years.
Poudre River Flows The Poudre Flows Project reinvigorates Fort Collins’ home river by
boosting flows from the canyon mouth to the confluence with the South Platte River. This project
will jump start implementing an important and innovative effort to protect the health of the Cache
la Poudre River by keeping the most valued resource in the river channel - water. In
collaboration with regional water providers, the City is coordinating the use of existing water
rights to provide protected flows through the heart of Fort Collins. This groundbreaking project is
the first-of-its-kind in Colorado and will serve as a model for other streamflow restorations in
basins throughout the state.
Realizing this vision requires upgrading four aging dams along the Poudre River in Fort Collins
(west of Taft.) These enhancements will enable water to stay in the river channel, while
improving safety and river health. Funding allocated for this project will support the crucial
phases of design, permitting, and construction required for these upgrades that will ensure a
healthier and more resilient Poudre River for future generations. $2-3M
Museum Collection Needs and Activation of Historic Trolley Building After more than 83
years, FCMoD’s historic collection has grown to more than 500,000 two-dimensional objects
and over 48,000 three-dimensional objects. The collection’s housing needs surpass what is
available at FCMoD, resulting in approximately 20,000 objects being stored in the 118-year-old
Trolley Building/Car Barn and a significant portion of archival material housed in Centennial,
CO. FCMoD’s collections are not complete, which includes a recognition that the collections
lack diverse representation, both past and present. In February 2024, FCMoD will apply for the
Collections Assessment for Preservation (CAP) Program to determine proper collections
storage needs.
FCMoD envisions a future where Collections are more readily accessible and activated for the
community. In 2017, the Downtown Master Plan identified the Car Barn for a community-
centered use, and in 2019, the Arts and Culture Master Plan identified the need to plan for
museum expansion. These intersections create a unique opportunity for the museum to work
with the community to activate the historic Trolley Building beyond its current use as a storage
facility. This funding will help establish capital funding for collections needs and community-
centered visioning for the renovation and adaptive reuse of the Trolley Building.
The Children's Garden at The Gardens on Spring Creek The Children's Garden was the first
to open to the public 20 years ago. Filled with numerous inviting areas for curious kids to
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explore, discover, and grow, the garden is one of GOSC’s most popular attractions, serving
daily visitors and acting as a classroom for our youth summer camps.
Over the course of the last 20 years, the field of informal learning in nature has matured greatly.
The garden is also showing its age. A comprehensive renovation will rejuvenate the space,
better align with current learning theory, and address drainage and maintenance issues.
Development will happen with public input, giving us an opportunity to better understand cross-
cultural points of meaning and allowing us to reach wider audiences. These improvements will
lean into the mental health research around the healing qualities of nature and foster a rich and
diverse environment for play, better serving Fort Collins, the region, and tourism. Revisioning
the space also gives us an opportunity to consider the surrounding structures and buildings:
looking at opportunities for outdoor and indoor learning. The full scope of the project includes
the garden itself, along with reconsiderations of the entry and access sequence for families as
well as school groups, along with including art elements and interpretive signage. $3-4M for the
Childrens’ Garden, plus ~$2M to convert existing green house into a classroom and relocate
this function to another location.
The Lincoln Center Event Catering Kitchen The Lincoln Center’s event catering kitchen is in
need of a full remodel. The kitchen has not been updated since its time serving as the kitchen
for Lincoln Junior High prior to that property becoming The Lincoln Center. As any work done
would most likely trigger a complete rebuild it was deemed cost prohibitive and excised from the
budgets for previous facility renovations in the 80’s and in 2011. The kitchen is crucial to our
reputation and operations as an event center, and as a space for underserved communities to
gather. Food is often a centerpiece of cultural celebration, and our ability to provide the
infrastructure to enable food service is central to our operations. The current infrastructure
issues have been a struggle, and we are not code compliant, though the County continues to
“grandfather” our operations, for now. Current cost projections are between $3M
Transportation & Mobility Programs
Pedestrian Sidewalk / ADA Compliance The purpose of this program is to provide funding to
construct missing sidewalks in the City network, meeting ADA accessibility requirements. This
includes new sidewalk segments in areas of the city where sidewalks and/or bike lanes did not
exist, or replacement of sidewalk sections that do not meet ADA standards (which typically
mean they are less than the minimum width). Project locations that are along arterial roads,
close to schools, and are in areas of the City that or historically underserved will score higher.
The funding amount in the current cycle is $14M for the ten-year period, or an average of $1.4M
per year, and this amount has allowed the Engineering department to construction about 1.5 to
2 miles of new sidewalk per year. We are on pace to have completed 17 miles of new sidewalk
by the end of 2025. Additionally, this funding can provide assistance to capital projects, where
applicable, that may include extensive sidewalk and/or bike lane construction. Some examples
of projects in the current cycle: Drake Road - Harvard to Stover (both sides), Prospect Road –
Remington to Stover (both sides), Taft Hill to Overland (north side), and assistance with the
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following capital projects: Laporte Multimodal corridor (Fishback to Sunset), South Timberline
Corridor (Stetson Creek to Zephyr), and Power Trail at Harmony underpass.
The next ten years will continue to see 1.5 to 2 miles of new sidewalk construction for the City to
get to full buildout by the year 2065. The pedestrian program is a critical aspect of the Active
Modes Plan, and also supports the goals in our Vision Zero action plan by providing pedestrian
and bicycle infrastructure in areas of the City that previously did not exist. $16M
Bike Infrastructure The purpose of this program is to provide funding to construct bicycle
infrastructure as recommended in the Active Modes Plan. This includes linear facility
improvements such as buffered and separated bicycle lanes as well as spot treatments or
crossing improvements such as bike/ped signals and protected intersections. Projects have
been prioritized using the outcomes-based evaluation measures of network connectivity, access
to transit, safety and comfort, and health and equity as well as implementation measures of
cost, project readiness, multimodal benefit, and synergy with other projects. The funding amount
in the current cycle is $5M for the ten-year period, or an average of $500K per year. The funding
has allowed City staff to improve bicycle facilities and crossing locations in coordination with the
street maintenance program and utilities projects, fund planning and design, and provide local
match for state and federal grant opportunities. Some examples of projects in the current cycle
include City Park/Mulberry, Magnolia/Shields, Columbia/Lemay, and Magnolia/Shields crossing
improvements as well as local match support for Laporte Multimodal corridor (Fishback to
Sunset), Zach Elementary crossing improvements, and William/Neal Ziegler crossing
improvements. The next ten years will be critical in supporting the Active Modes Plan, Vision
Zero Action Plan, and 15-minute City implementation. This funding is indispensable in the
design and local match for the numerous state and federal grant funding opportunities available
for active modes of transportation. $5M
Bike and Ped Grade Separated Crossing Fund The purpose of this program is to provide
funding to construct bike and ped grade separated crossings in the City, typically underpasses
or overpasses designed for bikes and pedestrians. The funding amount in the current cycle is
$6M for the ten-year period, or $600K per year. This funding has allowed City staff to provide
needed design, local match for grants, and construction funding, for these types of projects.
Some examples of projects in the current 10-year cycle include the following: Vine and Lemay
underpass, the South Timberline underpass, the Siphon overpass, and the Power Trail at
Harmony underpass.
The next ten years will be critical in supporting the Vision Zero action plan, the Active Modes
Plan, and the Strategic Trails Plan, and this program supports all of these plans. Grant funding
accounts for approximately 45-50% of our capital projects funding, and this funding is
indispensable in the design and local match aspects of supporting those grant funding
programs. Additionally, the Transportation Capital Projects Prioritization Study (TCPPS) and the
10-Year Transportation Capital Improvement Program (TCIP) call out these types of projects.
$6M
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Arterial Intersection Improvements Fund (could rename as Vision Zero Initiatives)
The purpose of this program is to provide funding to construct improvements to our arterial
intersections. These projects have been imperative to increase safety and multimodal mobility at
our arterial intersections, which are part of our high injury network. The funding amount in the
current cycle is $6M for the ten-year period, or $600K per year. This funding has allowed City
staff to provide needed design, local match for grants, and construction funding, for these types
of projects. Some examples of projects in the current 10-year cycle include the following: the
College and Prospect intersection, College and Horsetooth intersection, and College and Trilby
intersection.
The next ten years will be critical in supporting the Vision Zero action plan and the Active Modes
Plan, and this program supports all these plans. Grant funding accounts for approximately 45-
50% of our capital projects funding, and this funding is indispensable in the design and local
match aspects of supporting those grant funding programs. Additionally, the Transportation
Capital Projects Prioritization Study (TCPPS) and the 10-Year Transportation Capital
Improvement Program (TCIP) call out these types of projects. In the TCPPS, the following
intersection improvements are called out for planned execution in the next 10-year period:
College/Drake, Shields/Prospect, Shields/Horsetooth, Drake/Lemay, Harmony/Boardwalk,
Harmony/JFK, Harmony/Timberline. $10M
Bus Purchases Transfort received $500,000 in CCIP funding in both 2018 and 2022, for a total
of $1M. These funds were used as a local match to leverage an additional $10.5M in other
funding sources, mainly federal, to purchase 14 buses: six Compressed Natural Gas buses in
2018 and eight Battery Electric buses in 2023-2024. Prior to the 2018 bus replacements,
Transfort was operating a fleet with 21% of vehicles past Transfort’s useful life benchmark.
Currently 0% of vehicles are past Transfort’s useful life benchmark, due to the ability to replace
buses on a regular schedule over the past 6 years. Transfort has another remaining $1M in
2025 CCIP funds to be used toward bus purchases, these funds will be similarly leveraged in
federal grant applications to increase the buying power of our local funds.
In the next 10 years, Transfort will have at least 30 buses reach the end of their useful life that
need to be replaced. Replacing buses at the end of their useful life is pivotal to maintaining the
fleet in a state of good repair, minimizing mechanical breakdowns, and maximizing on time route
performance, while also leading to lower lifetime maintenance costs. Moreover, the Federal
Transit Administration (FTA) has launched several State of Good Repair initiatives over the past
5 years, making timely fleet replacements a federal priority. To align with Our Climate Future,
Transfort has adopted a goal to purchase Zero Emission Vehicles for all future bus
replacements. At approximately $1.2M each (in 2024 dollars), this translates to an unmet capital
need of at least $36M over the next 10 years. Assuming the majority (80%) of these costs will
be covered via federal and state funding sources, 20% or $7.2M would be required in local
matching dollars. $5M ($500K/annually)
Bus Stop Improvements Transfort was allotted $100,000 each year over 10 years in previous
CCIP funds, for a total of $1,000,000, to be used toward bus stop improvements to ensure bus
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stops complied with the Americans with Disabilities Act of 1990 (ADA). The first three years of
CCIP funding (2016 through 2018) funded ADA improvements at 86 stops. The next 4 years of
CCIP funding ($400,000) was leveraged as the local match for $1.5M in federal funds, this
increased the ‘buying power’ of our local dollars by 5-fold and allowed Transfort to complete
ADA improvements at 134 stops, and purchase needed amenities throughout the service area,
including 25 shelters, approximately 90 other amenities such as benches and trash cans. To
date, 220 stops have seen ADA upgrades as a result of CCIP funding. There are approximately
40 bus stops remaining that require ADA upgrades, these will be funded in part by the remaining
CCIP funding. However, additional funding will be needed to complete ADA upgrades, to
purchase additional amenities, and to maintain Transfort’s existing bus stops in a state of good
repair for future riders.
Transfort serves a total of 486 bus stops throughout Northern Colorado, 418 of these stops fall
under Transfort’s jurisdiction for improvements and maintenance (other stops are maintained by
partner agencies like CSU, Boulder, Longmont, and Loveland). Prior to 2022 maintenance of
bus stops and acquisition of bus stop amenities was handled through a third-party advertising
contract. However, since 2022 Transfort has been responsible for all maintenance costs
associated with bus stops including maintaining all concrete pads and amenities in a state of
good repair. Moreover, there are still a number of stops with ADA compliant concrete pads with
either undersized or no amenities for riders. Transfort estimates an additional $500,000 in
funding is needed annually to place amenities throughout the system and to maintain existing
assets in a state of good repair. Research shows that increases in transit amenities like shelters,
seating and lighting lead to increases in ridership on public transit. Ongoing CCIP funding will
ensure the safety and comfort of our current riders and lead to increases in transit ridership.
$1M ($500K/annually)
PDT Capital Projects
Transfort North Operations and Maintenance Facility Transfort’s existing maintenance
facility (TMF) houses Transfort’s fleet of 57 buses (53 active and 4 contingency vehicles) and 30
support vehicles, and all vehicle maintenance activities take place at this facility for the current
fleet. This facility also houses all dispatch and operations staff and some of Transfort’s admin
staff, with additional staff offices located at the Downtown Transit Center. Due to the limited
number of office spaces, the majority of offices are shared between 2 to 3 people. TMF was
built in 1983 to accommodate approximately 25 buses and was expanded once in 2014 to
house the additional buses that came with Transfort’s MAX BRT expanded service, although no
additional maintenance bays or office space were added at that time. The Transit Master Plan
(TMP), adopted in 2019, calls for significant expansion of Transfort service which would require
an 55% increase in vehicles and a commensurate increase in staff, including both administrative
and operating staff. The existing maintenance facility is not large enough to adequately house
the projected number of buses, nor is it large enough to meet staffing needs for office space,
dispatchers, training, or staff meetings. Transfort staff have identified several locations in north
Fort Collins which would provide an adequate footprint for an additional Operations and
Maintenance Facility. The vision for new facility includes a sufficient office space for the number
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of staff needed to meet the needs of the TMP, training facilities to meet the needs of Transfort’s
recruitment and retention program, maintenance bays and bus parking facilities to house the
additional buses needed for expanded service, potential for mixed use commercial space, and a
publicly accessible transit station. Constructing an additional Operations facility on the north
side of Transfort’s service area is also estimated to reduce annual operating expenses as it will
cut down on staff time and miles getting buses to and from their routes before and after their
service times. A potential alternative to a North Operations and Maintenance Facility is an
expansion of the existing maintenance facility, and a needs assessment is currently underway
to determine a cost estimate. Current Estimated Cost (includes Design and Construction): $84M
Estimated Local Match (20%): $16.8M
Waste Diversion Upgrades and Recycling Future-Proofing Hoffman Mill critical upgrades
include: Permanent scale house/office facility; Site planning/evaluation/design & future-proofing;
Crusher replacement. Timberline Recycling Center future state planning and related upgrades
(could combine with Composting projects) Current Estimated Cost: $3M
Traffic Operations Facility Upgrades & Site Planning The Traffic operations facility requires
security and office upgrades. In addition, site planning and design is needed for projected
building expansion. $250K
Parking Services Major Maintenance & System Upgrades Fund Major maintenance of the
parking system has been extensive for several years and is currently being covered by AARPA
dollars. Until the parking system is made sustainable (fully enterprise) additional major
maintenance needs and upgrades will be necessary from sources other than parking revenues.
Projects include major maintenance of aging parking structures, extensive upgrades of security
camera systems, updates to current technologies, and additional needed technologies for
system improvements for customer experience. $3M over 2 years
ADA Compliance of Signalized Intersections and Pedestrian Sidewalks Within ½ Mile
Radius of Transfort Fixed Bus Stops The City of Fort Collins has a Council directed goal of
100% ADA compliance of Transfort bus stop by 2026 with 90% of bus stops currently ADA
compliant. ADA accessible bus stops are a critical transportation requirement for individuals with
disabilities, and a high priority for our community. This funding request would extend ADA
compliance to a radius of half a mile from fixed bus stops and include accessibility
improvements in pedestrian push buttons; reconstruction of landings and ramps at signalized
intersections; right-of-way corner ramps; reconstruction of non-compliant drive cut ramps. This
project would accelerate the City’s effort to bring the pedestrian sidewalk system into ADA
compliance. Traffic - $3.3 million current estimate to bring all ped pushbuttons into compliance.
Streets - $4 Million for sidewalk and ramp improvements. Transfort - $3.5 million - This project
could be expanded to include the $3.5M Transfort needs to upgrade the remaining 10% of bus
stops to meet ADA compliance and fund some amenities throughout the system such as
lighting, seating, and shelters. (this funding is also included above in the list of Transporation &
Mobility Programs)
Page 174 of 188
Estimated Cost: $7.5-10 M This project is scalable and could be limited to a ¼ mile radius or
target specific areas on the Equity map.
Civic Center Masterplan Advancement
New Municipal Building A new municipal building is planned for block 32 just west of City
Hall. A conceptual masterplan was completed and approved by City Council in 2021. Phase 1
for this plan includes the new building, projected to be about 95,000 square feet, and includes a
geothermal field. Depending on funding (from multiple sources) construction may begin in
2027/28. $1.5M capital expansion fees.
New Civic Parking Structure Placeholder
Page 175 of 188
Streets Department
625 Ninth Street
PO Box 580, Fort Collins, CO 80522
970-221-6615
streets@fcgov.com
MEMORANDUM
Date: March 11, 2024
To: Mayor and City Councilmembers
Through: Kelly DiMartino, City Manager
Caryn Champine, Planning, Development, and Transportation Director
CC: Travis Storin, Chief Financial Officer
Drew Brooks, Planning, Development, and Transportation Deputy Director
From: Mallory Gallegos, Streets Director
Subject: Annexed Streets Conditions and Levels of Service
BOTTOM LINE
This memo explains maintenance categories of annexed roads and explores the challenge of
bringing annexed roads up to Larimer County Urban Area Street Standards (LCUASS) for City
Maintenance Acceptance.
BACKGROUND
Annexed streets that already meet LCUASS standards have been accepted for “Full
Maintenance” since they do not require additional efforts to be brought up to standards. Streets
that do not meet the LCUASS standards are maintained at the level of service provided by the
County at the time of annexation. Since these streets fail to meet the criteria defined by the City,
which is commonly referred to in this document as LCUASS or City standards, they require
more extensive improvements.
The City of Fort Collins provides the same level of road maintenance as the County provided
prior to annexation and City annexed roads fall into one of the following categories (Attachment
A: Maintenance Level City of Fort Collins Map):
• “Full Maintenance” provides the same level of service as other City streets, which
includes major maintenance such as concrete repair, asphalt overlays, and street
reconstruction. This level of service also includes minor maintenance.
Page 176 of 188
• “Limited Maintenance” includes minor maintenance like filling potholes, asphalt patching,
crack sealing, and chip seals but does not include major maintenance such as concrete
repair, asphalt overlays or street reconstruction at the City’s expense. “Limited
Maintenance” roads were those that had been accepted for maintenance in the County
prior to annexation.
• “No Maintenance” roads do not receive minor or major maintenance. Maintenance
responsibilities on these “No Maintenance” roads fall to the adjacent property owners
until the roads are brought up to City standards. In some cases, the streets are privately
maintained by a Homeowner’s Association (HOA) and street maintenance will continue
to be the responsibility of the HOA until the streets are reconstructed to the LCUASS. In
other situations, the adjacent property owners are not maintaining the streets and they
are deteriorating to unsafe levels. “No Maintenance” roads are roads that had not been
accepted for maintenance in the County prior to annexation.
A “No Maintenance” or “Limited Maintenance” road can get accepted for “Full Maintenance” by
the City by being brought up to LCUASS standards. One current option is for property owners to
submit a petition to the City Clerk’s Office to form a General Improvement District (GID) for
repair and improvement of the “No Maintenance” or “Limited Maintenance” annexed road to
current City standards. Another option is to implement a Special Improvement District (SID)
which is formed to collect funds and finance one-time improvement projects to bring streets up
to City standards so they can then be accepted by the City for long-term maintenance. To
pursue a GID or SID the property owners will need to prepare an engineered plan to meet or
gain variances from City standards and then submit this plan for approval through City Planning.
A public hearing would be held, inviting public comment. If City Council approved the formation
of a GID, this would impose a tax in the form of a mill levy on property owners in the district to
collect funds and finance on-going maintenance and improvements. Improvement Districts can
have significant costs associated with covering the extensive work needed. In both cases, the
Streets Department staff can provide high level cost estimates to bring the streets up to “Limited
Maintenance” and the property owners may hire an engineering consultant for more accurate
cost estimates that include the full scope of infrastructure to bring the streets up to City
standards or “Full Maintenance” (street lighting, drainage facilities, landscaping, irrigation, etc).
Page 177 of 188
There is currently one neighborhood with a GID in place that increases their maintenance level
from limited maintenance to additional major maintenance. The Skyview South GID No. 15 was
originally formed in the County in 1997 for the express purpose of maintaining the roads in the
GID. When neighborhoods were developed in the County, the County did not require roads to
be built to City standards and did not accept the roads for future maintenance. Upon annexation
to the City, the GID transferred to the City in 2009. The Skyview South GID No. 15 streets have
not been brought up to City standards to be accepted for full maintenance by the City, however,
the additional GID funding allows the neighborhood to choose higher levels of maintenance than
a limited maintenance street. For example, they may choose an asphalt overlay instead of a
chipseal and add curb, gutter and sidewalks to specific areas. With the addition of the GID
funding and the ability to perform major maintenance, the streets are now in "good" condition.
Another option for “No Maintenance” roads is to upgrade to a condition level that the City could
provide “Limited Maintenance.” This is a less expensive option than bringing the roads up to
“Full Maintenance.”
The City has approximately 21.0 centerline miles of Annexed Roads that have not been
accepted for full maintenance by the City, not including annexed gravel roads. This includes
17.9 centerline miles that are “Limited Maintenance” and 3.1 centerline miles that are “No
Maintenance.” In 2014, it was estimated to cost $20M to bring all of these up to City standards.
There would also be additional costs for ongoing maintenance.
In 2023, a joint evaluation with the Streets Department and Poudre Fire Authority highlighted
safety concerns in navigating “No Maintenance” roads and led to temporary solutions. To
address the situation, the Streets Department filled the potholes on Bueno Drive, College
Avenue East Frontage Road between Palmer Drive and Fairway Lane, College Avenue West
Frontage Road between Saturn Drive and Skyway Drive, and Stover Street off of Harmony
Road. These “No Maintenance” roads will continue to deteriorate, potentially impacting safety
and emergency response.
A detailed explanation of the City's policies on all County annexed streets is included in the
Larimer County Urban Area Streets Standards (LCUASS) [Appendix G].
Page 178 of 188
LCUASS APPENDIX G (Attachment B):
Appendix G to the LCUASS entitled; Policy and Standards for Maintenance and Improvement of
Annexed Infrastructure (City of Fort Collins only) details the requirements for existing County
developments to be accepted for future maintenance and is included as Attachment B to this
memo. Appendix G to the LCUASS states:
STREETS BUILT TO CITY STANDARDS - In August 1989 the Larimer County
Commissioners adopted “Urban Area Road Standards” (County Urban Standards) for
streets built in the urban growth areas of the cities of Loveland and Fort Collins. These
standards were modeled after, and equal to or better than, the City of Fort Collins street
standards in effect at that time. Streets developed in the County that were designed and
constructed to those standards would be considered “meeting current City standards.”
As long as those streets have been maintained and not allowed to deteriorate, the City
would take on “full responsibility for future maintenance” to the level that all City streets
built to City standards have been maintained. If the streets had not been maintained
properly and repairs were necessary, the City would only provide minor maintenance to
a level to keep the streets from becoming unsafe. With the improvements in a
deteriorated state, the property owners adjacent to these streets would be required to
rehabilitate the streets to meet acceptable maintenance standards of the City, at their
expense, prior to the City taking on full responsibility for maintenance.
Actions that would be taken when a road is beyond minor maintenance, Section G.03 of
Appendix G states:
At such time that the City determines that minor maintenance is no longer adequate to
protect public safety, the annexed infrastructure must be upgraded to City standards at
no expense to the City. Improvements may be done voluntarily by the adjacent property
owners, or the City Council may impose the improvements through the adoption of a
Special Improvement District (SID). The SID is still an option available to the property
owners on a voluntary basis.
NEXT STEPS
Five areas in the Southwest Annexation fall into the category of “No Maintenance” and include
significant frontage roads with local businesses. Most of these roads are 40 to 50 years old, far
beyond the 20-year design life. The roads are moving toward a point where they will be unsafe
for emergency service access and the City will need to consider imposing a GID or SID on the
Page 179 of 188
adjacent property owners to bring the roads back to a safe level of service or another option is
to grind the roads to gravel and maintain it as a gravel surface. Imposing GIDs and SIDs on
property owners would require additional staff to administer.
Of the 3.1 centerline miles of “No Maintenance” streets, 1.9 centerline miles are currently being
maintained by HOAs. The cost to reconstruct and upgrade the remaining 1.2 centerline miles to
“Limited Maintenance” roads is approximately a one-time cost of $1M and an ongoing cost of
$0.50/square yard per year for limited maintenance. This estimate does not include any street
lighting, curb and gutter, drainage facilities, landscaping (tree lawn items), irrigation, etc. This
estimate only includes road demolition to install normal standard pavement section. This would
not bring the streets up to City standards but would improve their condition significantly and
allow for limited maintenance. To use City funds to maintain “No Maintenance” streets would
necessitate a policy change.
Page 180 of 188
Page 181 of 188
Appendix G – Policy and Standards for Maintenance and Improvement of Annexed Infrastructure
(City of Fort Collins only)
Appendix G
Policy and Standards
for Maintenance and Improvement
of Annexed Infrastructure
(City of Fort Collins only)
Larimer County Urban Area Street Standards – Repealed and Reenacted April 1, 2007 Page G-1
Adopted by Larimer County, City of Loveland, City of Fort Collins Page 182 of 188
Page G-2 Larimer County Urban Area Street Standards – Repealed and Reenacted January 17, 2007
Adopted by Larimer County, City of Loveland, City of Fort Collins Page 183 of 188
Appendix G – Policy and Standards for Maintenance and Improvement of Annexed Infrastructure
(City of Fort Collins only)
APPENDIX “G”
POLICY & STANDARDS
for
MAINTENANCE AND IMPROVEMENT
of
ANNEXED INFRASTRUCTURE
(CITY OF FORT COLLINS ONLY)
G.01 City of Fort Collins Policy GM-3.1 “Annexation Policy” of the City Plan
Principles and Policies, includes the following general statement for the handling
of existing infrastructure constructed in Larimer County and subsequently
annexed into the City:
Infrastructure standards. Developed land, or areas seeking voluntary
annexation, must have their infrastructure improved (e.g., streets, utilities
and storm drainage systems) to City standards, or must have a mechanism
(e.g. a special improvement district, capital improvements program or
other type project) in place to upgrade such services and facilities to City
standards before the City will assume full responsibility for future
maintenance.
This statement requires further clarification for application to infrastructure
already meeting City standards as well as infrastructure that does not meet City
standards. Therefore, this Appendix is established in order to (1) set the level of
maintenance that the City will initially provide on annexed infrastructure and (2)
present criteria for determining what improvements have to be done to upgrade
the infrastructure to meet City Standards before the City assumes full
responsibility for maintenance.
G.02 MAINTENANCE CRITERIA
G.02.01 INITIAL MAINTENANCE
G.02.01.01 STREETS BUILT TO CITY STANDARDS - In August 1989
the Larimer County Commissioners adopted “Urban Area Road
Standards” (County Urban Standards) for streets built in the urban
growth areas of the cities of Loveland and Fort Collins. These
standards were modeled after, and equal to or better than, the City
of Fort Collins street standards in effect at that time. Streets
developed in the County that were designed and constructed to
those standards would be considered “meeting current City
standards.” As long as those streets have been maintained and not
Larimer County Urban Area Street Standards – Repealed and Reenacted April 1, 2007 Page G-1
Adopted by Larimer County, City of Loveland, City of Fort Collins Page 184 of 188
allowed to deteriorate, the City would take on “full responsibility
for future maintenance” to the level that all City streets built to
City standards have been maintained. If the streets had not been
maintained properly and repairs were necessary, the City would
only provide minor maintenance to a level to keep the streets from
becoming unsafe. With the improvements in a deteriorated state,
the property owners adjacent to these streets would be required to
rehabilitate the streets to meet acceptable maintenance standards of
the City, at their expense, prior to the City taking on full
responsibility for maintenance.
G.02.01.02 STREETS NOT BUILT TO CITY STANDARDS - All other
streets and roads that have been annexed into the City and not
constructed to County Urban Standard nor to City standards, shall
be handled in the following way:
(a) The City shall provide only minor maintenance to the
pavement surfaces to keep them from becoming unsafe. Minor
maintenance may consist of periodic grading of gravel surfaces
and filling potholes in asphalt surfaces. In addition the City will
maintain all culverts and storm drainage pipes that pass under an
annexed street.
(b) The property owners adjacent to annexed county streets will
be responsible for maintenance of curb and gutter and/or borrow
ditches and culverts that cross under driveways.
G.02.01.03 UTILITIES are generally owned by the City or by publicly
regulated utility companies and/or districts. The City or the utility
companies/districts shall maintain all utility lines and facilities
owned by them. Private utility systems shall be the responsibility
of the utility owners and not the City.
G.02.01.04 STORM DRAINAGE SYSTEMS - The level of maintenance of
storm drainage facilities dedicated to the public, to be assumed by
the City, shall be determined by the City. The property owners
must first have a study made (at their expense) of the existing
drainage system, including everything that contributes runoff to
the system, how it functions, and how it conforms or fails to
conform to City standards. The study must be performed by a
professional engineer licensed in the State of Colorado. The study
results must then be submitted to the City for evaluation. The City
will evaluate the system for its adequacy as a functioning system
and determine whether it meets city standards. If the system
functions adequately, meets City standards and is located in the
public right-of-way or located on land owned by the City, the City
Page G-2 Larimer County Urban Area Street Standards – Repealed and Reenacted January 17, 2007
Adopted by Larimer County, City of Loveland, City of Fort Collins Page 185 of 188
Appendix G – Policy and Standards for Maintenance and Improvement of Annexed Infrastructure
(City of Fort Collins only)
will may accept certain responsibilities for maintenance. If the
system does not function or has certain non-functioning parts or
does not meet City standards, the City shall evaluate the
seriousness of the deficiencies for the health, safety or welfare of
the public and take appropriate action. Non-functioning
components that cause damage only to the property owners
adjoining the system, will be the full responsibility of those
property owners to correct or improve as they deem necessary. If
the system deficiencies do cause damage to the public other than
the adjoining property owners, the City shall take action to the
degree necessary to inform the property owners of the problem,
indicating their responsibility to correct the problems.
G.02.02 FULL RESPONSIBILITY FOR MAINTENANCE
When infrastructure meets or has been upgraded to an acceptable level to
meet City standards for the City to accept “full responsibility for
maintenance,” the City shall maintain such infrastructure to the same level
that maintenance is performed on all other public infrastructure in the
City.
G.03 IMPROVEMENTS TO CITY STANDARDS CRITERIA
At such time that the City determines that minor maintenance is no longer
adequate to protect public safety, the annexed infrastructure must be upgraded to
City standards at no expense to the City. Improvements may be done voluntarily
by the adjacent property owners, or the City Council may impose the
improvements through the adoption of a Special Improvement District (SID).
The SID is still an option available to the property owners on a voluntary basis.
The required improvements will be determined by the City specifically for each
subdivision depending upon the existing problems that need to be corrected and
constraints that may prevent certain improvements from being built. Required
improvements to meet City standards at the expense of the property owners may
include, but not be limited to, the following:
G.03.01 STREETS
(a) Improve all streets to standard widths
(b) Pavement (upgraded to 20 year design life)
(c) Curb and gutter required (if borrow ditches must remain, other
measures may be considered to allow runoff to the ditch, such as
using a concrete edge to protect the pavement and borrow ditch)
(d) Sidewalk - detached from the curb or roadway surface
(e) Bridges and box culverts - Upgrade for HS20 design loading and 50
year design life
(f) Retaining walls - Not allowed in the public right-of-way
(g) Grades - Must meet minimum and maximum criteria
(h) Street lights - must be paid for by the property owners and installed
Larimer County Urban Area Street Standards – Repealed and Reenacted April 1, 2007 Page G-3
Adopted by Larimer County, City of Loveland, City of Fort Collins Page 186 of 188
by the City
(i) Borrow ditches and driveway culverts - If necessary to remain,
must be maintained by the adjacent property owners
G.03.02 UTILITIES
(a) Water lines
(1) City or district owned lines, no improvements required
(2) Private lines will need to be upgraded to City or District
standards for City or district acceptance
(b) Sewer lines
(1) City or district owned lines, no improvements required
(2) Private lines will need to be upgraded to City or District
standards for City or district acceptance
(3) In areas with no existing sewers (septic systems), sewer
lines must be installed in the streets prior to upgrading the
street.
(c) Manholes and valve boxes - Adjust to grade of finished street surface
(d) Other utilities - Upgrade to acceptable standards of the utility prior to
paving
G.03.03 STORM DRAINAGE
(a) The drainage system must be upgraded to a functioning system
(b) Borrow ditches - Remove and replace with concrete curb and gutter (
if borrow ditches must remain, the minimum thalweg slope is 2%
or if <2%, ditch must be paved with a concrete valley pan to
prevent standing water)
(c) Borrow ditch side slopes - Must be 4:1 or flatter
(d) Driveway culverts - Replace with acceptable City standard pipe
(e) Borrow ditches and driveway culverts - If necessary to remain, must
be maintained by the adjacent property owners
(f) Detention Ponds - Must be certified by a professional engineer
licensed in the State of Colorado that it functions in accordance
with City standards
(g) Culverts under the streets - Corrugated metal, plastic or other material
culverts must be resized and replaced with Reinforce Concrete
Pipe that meets City standards.
(h) Inlets - May need to be replaced or remodeled if they are undersized
or do not meet City standards
G.03.04 OTHER IMPROVEMENTS
(a) Other improvements unique to the location - The City shall be the
determining authority on what must be done with unique circumstances
not covered in the above criteria.
G.04 ARTERIAL AND COLLECTOR STREETS
Page G-4 Larimer County Urban Area Street Standards – Repealed and Reenacted January 17, 2007
Adopted by Larimer County, City of Loveland, City of Fort Collins Page 187 of 188
Appendix G – Policy and Standards for Maintenance and Improvement of Annexed Infrastructure
(City of Fort Collins only)
These Criteria shall apply to all annexed streets, including arterial and collector streets,
which have been developed in the County. Since arterial and collector streets generally
carry more traffic for the public at large than for adjacent properties, they may be
maintained by the City to a higher standard until such time as upgrades are constructed.
The adjoining property owners shall then be responsible only for the cost to upgrade the
equivalent of their local street frontage.
Larimer County Urban Area Street Standards – Repealed and Reenacted April 1, 2007 Page G-5
Adopted by Larimer County, City of Loveland, City of Fort Collins Page 188 of 188