HomeMy WebLinkAboutCOUNCIL - AGENDA ITEM - 10/25/2005 - CONTINUED DISCUSSION OF THE 2006 AND 2007 RECOMMEN DATE: October25, 2005 STUDY SESSION ITEM
STAFF: Darin Atteberry FORT COLLINS CITY COUNCIL
SUBJECT FOR DISCUSSION
Continued Discussion of the 2006 and 2007 Recommended Biennial Budget.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
This is the last scheduled work session for the 2006-2007 Recommended Budget. The next step is
to prepare the ordinances for the adoption of the 2006-2007 Biennial Budget and the 2006
Appropriations (the authorization to expend budgeted monies in the next fiscal year). These
ordinances are scheduled to be considered by City Council on November 2 (first reading of the
ordinances). Consequently, direction is needed from City Council on the issues noted at our last
work session in order to complete preparation of the budget and appropriation ordinances.
1. Does Council concur with the City Manager's Recommended Budget
Adjustments?
2. Does Council want to make any other adjustments to the 2006-2007
Recommended Budget?
BACKGROUND
City Manager Recommended Budget Adjustments
Several potential service adjustments were noted by City Council at the last Budget work session.
Based on Council's comments, some services were generally supported by Council. I am
recommending the final budget be adjusted to include the following services:
1. Dial-a-Ride—Transportation Services has received an offer from Shamrock Taxi to provide
DAR night service in 2006 and 2007. The offer is to provide Dial-a-Ride evening service
after 7:00 pm,Monday through Saturday nights, for both non-ambulatory(wheel chair)and
ambulatory passengers. The cost of the service is $60,000 in 2006 (based on an estimated
cost per trip of$17.60) and $80,000 in 2007 (estimated cost per trip of$18.04). The offer
is based on a cost per trip basis where the evening dispatching will be done by the
contractor; there are not costs incurred during the times when no trips are scheduled. The
projected costs for 2007 reflect a 30%increase which is the current level of service growth.
The City will lease to Shamrock three vehicles—vans large enough to accommodate wheel
chairs—for this evening service.
My recommendation is to fund two years of evening service with one-time dollars (we
do not have sufficient ongoing dollars to cover these costs without cutting or reducing
another service). Well ahead of preparation for the 2008-2009 budget,we will evaluate the
service and costs. If the service is to continue it will be important to identify ongoing dollars
versus the use of one-time dollars.
October 25, 2005 Page 2
Cost: $60,000 One-time (2006) General Fund
$80,000 One-time (2007) General Fund
2. Enhanced Camera Radar—this is to add a second mobile camera radar unit(van and civilian
operator). The City currently operates one mobile camera radar unit and one red light
camera. The addition of a second camera radar unit will strengthen our ability to enforce
local traffic laws and promote safe travel in our community. Proposed funding for this
service is from the revenue generated from camera radar fines which are restricted revenues
in the General Fund. The estimated cost of adding a second mobile camera radar unit is
$177,000 and is expected to be fully funded from the proceeds generated from the second
mobile camera radar unit. Currently, if revenues exceed the costs of camera radar services,
they are used for other traffic enforcement activities (Police), traffic education, and
additional costs related to Municipal Court and City Attorney prosecution.
My recommendation is to add a second mobile camera radar unit.
Cost: $ 177,000 Ongoing (2006) General Fund (Camera radar revenues)
$ 185,850 Ongoing(2007) General Fund (Camera radar revenues)
3. Traffic Ticket Surcharge — a $35 surcharge on all one point or higher moving violation
tickets would generate revenues to fund two additional Police traffic officers—the cost to
hire,train, equip and compensate a Police officer is$120,000 or$240,000 for two. Again,
this will strengthen traffic enforcement and community safety. If approved, hiring for the
first officer would take place in mid-year; if revenues follow projections a second officer
would be hired in early 2007.
My recommendation is to implement the surcharge and authorize the hiring of two
additional Police Officers to work traffic enforcement. The cost of the officers would be
supported by the projected revenue from the surcharge on traffic tickets which is
approximately$260,000 in 2006 and $262,000 in 2007.
Cost: $ 240,000 Ongoing (2006) General Fund(Surcharge revenues)
$ 247,200 Ongoing (2007) General Fund (Surcharge revenues)
4. Larimer Humane Society—the City contracts with the Humane Society for all animal control
services throughout the City. LHS provides trained personnel and specialized equipment to
enforce the City's animal control ordinances, respond to calls, provide shelter and
emergency veterinary services, license pets, and dispose of dead animals. The LHS
submitted an offer for services in 2006 ($723,224) and 2007 ($795,546). In the course of
evaluating offers, it was reduced by staff to $657,476 in 2006 and $670,626 in 2007.
Conversations with LHS indicates that in order to continue animal control services for the
City the full offer must be funded. Making up the gap with one-time dollars is the only
viable solution in this biennial budget .
My recommendation is match the level of service provided with the required level of
funding in 2006 and 2007 with one-time dollars. In addition to our review of service
October 25, 2005 Page 3
targets and costs,planning for 2008 and 2009 needs to address how to meet ongoing service
needs with ongoing versus one-time resources.
Cost: $ 65,748 One-time (2006) General Fund
$124,920 One-time (2007) General Fund
Other Service/Funding Issues Needing Further Consideration
Listed below are a number of services that Council discussed but for which there was no specific
direction regarding changes to the recommended budget.
1. Bike Coordinator 0687 Transportation Demand Management Program/Transportation) —
discussion centered on whether or not to include a full-time Bike Coordinator to plan and
implement programs to promote bicycling as an alternate form of transportation. The
coordinator would conduct marketing, outreach activities, grant writing, and coordinate
events. To include in the budget at this level of service,the one-time costs for the two-year
period could be covered as follows:
Cost: $ 76,173 (2006) Resource: $16,173 CMAQ (2006/Existing grant contract)
$60,000 General Fund(carryover from 2005/
GF Transportation)
$ 76,173 (2007) Resource: $16,173 CMAQ (2006/Existing grant contract)
$60,000 General Fund(carryover from 2005/
GF Transportation)
Staff is working on other service options to present for discussion at the work session.
2. Nei ghborhood/Homeowners Association Data Base (#376 Neighborhood Quality) — the
primary intent of this offer is to help people identify with their geographic area
(neighborhood) and to be able to use data to deliver many targeted City services to
individual neighborhoods. With the exception of the annual $5,000 postage line item, this
offer funds roughly .15 FTE (fractions of three Neighborhood and Building Services staff
members) for the purpose of researching, contacting and interacting on an ongoing basis
with representatives of neighborhoods and homeowners associations. The database is not
intended to list and establish contact with just HOA property managers, many of which
would see the City's communications needs as an additional burden on their time. Rather,
this is about Neighborhood Services staff making direct connections with neighborhood and
HOA board members and resident representatives.
Cost: $ 15,000 Ongoing(2006) General Fund
$ 15,000 Ongoing (2007) General Fund
3. Restorative Justice/Enhanced 0371 Safer Community]—Currently,a grant supports a half-
time (.50 FTE) Restorative Justice Coordinator(grant monies continue to be available for
this half-time support in 2006 and 2007). There are two parts to the enhanced offer. The
first would transfer the half-time support from the grant to the General Fund at a cost of
approximately$52,000 per year. The second part of the enhancement would be to increase
the staff time of the Coordinator by.25 FTE(the Coordinator would go from.50 FTE to.75
October 25, 2005 Page 4
FTE) and increasing program activities related to the Restorative Justice Youth
Conferencing by providing family/group conferencing for youth and young adults and the
RESTORE Program for merchants, community and shoplifters. This would add a cost of
$17,373 in 2006 and $18,508 in 2007.
Cost: $ 69,373 Ongoing(2006) General Fund
$ 70,508 Ongoing(2007) General Fund
4. Street Sweeping/Quarterly 0701 Environmental Quality] — the recommended budget
eliminates residential street sweeping while retaining sweeping and debris removal on the
City's arterial, collector and downtown streets. A cost estimate is provided to sweep
residential streets on a quarterly basis and provide leaf pick-up in the first and fourth quarters
of a year.
Cost: $112,000 Ongoing (2006) General Fund
$115,940 Ongoing(2007) General Fund
5. Trash Districting Study(4591 Neighborhood Quality]—the offer is to update a 1997 study
that established the benefits for creating trash"districts"for which private haulers would bid
to provide service. At the last work session,Council considered whether or not to eliminate
this offer and the related funding.
Cost: $ 30,545 One-time(2006) General Fund
6. Natural Resources—a reduced allocation of General Fund resources and staffing reductions
(Environmental Planner and Environmental Compliance Officer)raised questions about the
resulting impacts. Are the programs and services as proposed in the 2006-2007 sufficient
or do they need to be adjusted?
SUMMARY
At the conclusion of the October 25 work session, City Council will have held four sessions to
review and discuss the proposed City service and budget plan for 2006 and 2007. The Budgeting
For Outcomes process has enabled Council members to carefully and responsibly review the
recommended budget in light of the seven key community outcomes.
The next step is to formally adopted the 2006-2007 budget and to set the appropriations for 2006.
Council is scheduled to consider formal adoption of the budget ordinances at its November 2 and
November 15 meetings.
ATTACHMENTS
Attachment A: Follow-up Responses from the October 11 Budget work session
Attachment B: Offer Descriptions related to items in this Agenda Item Summary
City Manager's Office
,a
City of Fort Collins
ATTACHMENT A
MEMORANDUM
DATE: October 21, 2005
TO: Mayor and City Council Members
FROM: Darin Atteberry, City Managers
RE: Follow-up from the October 11 Budget Worksession
The following information is provided in response to the requests made at the October 11
Budget Worksession for additional information or questions to be answered.
1. Dial-A-Ride—Consensus seems to lean toward funding some level of night
service; look for financially responsible alternatives.
Response: Transportation Services has received an offer from Shamrock Taxi to
provide DAR night service in 2006. The offer is to provide Dial-A-Ride service
after 7:00 pm, Monday through Saturday nights, for both non-ambulatory (wheel
chair) and ambulatory passengers at a maximum cost of$60,000 in 2006
(estimated average cost/trip=$17.60) and$80,000 in 2007 (estimated average
cost per trip = $18.04).
This offer is based on a cost/trip basis where the evening dispatching will be done
by the contractor and there are no costs incurred during the times when no trips
are scheduled.
2. Bike Coordinator—Provide cost information that covers a Bicycle Coordinator
and related marketing programs. Identify options and possible sources to fund.
Response: For 2006 and 2007 the Bike Program, including the Bike Coordinator
position can be continued using one-time General Fund carryover dollars from the
2005 TDM budget. The program would be reduced from previous years,but the
program would consist of some very important activities. The major activities
would be:
Public Outreach—work with area bicycle groups, businesses, and schools;
maintain the Web page; participate in producing a regular newsletter.
300 LaPorte Avenue • PO.Box 580 • Fort Collins,CO 80522,0580 • (970)221-6505 • FAX(970)224-6107 • TDD(970)224-6001
www.fcgov.com
• Assist with the update of the Bicycle Master Plan through public meetings,
working with the Transportation Planner, generating news releases.
• Bicycle Education—participate in the Safe Walk to School program;
coordinate Bike to Work Day
• Pursue funding sources including federal grants
Projected expenses including salary and program costs: 2006 - $76,173, 2007 -
$76,173.
Potential Funding Sources:
• Congestion Mitigation &Air Quality Funds: $16,173/year
2005 General Fund Carryover($120,000) from TDM : $60,000/year
3. Enhanced camera radar/red light program(offer#426)—In theory,revenue
generated from camera radar pays all costs of the operation of the system, the cost
of the contract with Red Flex, and may generate excess revenue which is used for
traffic education, enforcement and legal/court costs. The proposed funding for
this offer is from"restricted"camera radar funds in the General Fund. Take
another look at the offer and determine if anticipated revenues are adequate to
cover service expenditures.
Response: In the last year there have been two months when we have had to use
the camera radar van ticket revenue to pay the monthly contract costs for the red
light system because it could not cover it's own monthly contract cost.
Additionally, in September the red light camera generated only 19 tickets which is
dramatically below normal. Police staff found out that Traffic had lengthened the
time of the yellow light cycle for north and south bound College at Drake from
four seconds to five seconds to try and reduce a rise in rear- end accidents at the
intersection. It seems this adjustment had the desired effect but also significantly
reduced the amount of tickets we typically generate at the intersection. This
phenomenon will likely normalize over the next few months as drivers get used to
the longer yellow light and again the red light violations will rise. We should
assess the situation before we lease another red light camera.
The projected revenue from a second camera van is a best estimate by the
company and police staff based on the revenue generated by our current radar
van. There is a point of diminishing returns when you employ multiple camera
radar vans. Staff is working with RedFlex to determine how many units could be
effectively used in our city. Regardless of how much or how little a second
camera would generate in revenue, we would be obligated to pay RedFlex their
monthly contract fee.
Each unit is constructed by our vendor, Redflex Traffic Systems, and would take
about two months to completely install. There would be no cost to the city until
the unit was delivered and operating.
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The projected revenue and cost of the second unit is as follows:
Revenue:
Projected at 60% of 2004 camera radar revenue $323,000
Cost:
Equipment lease & services (Redflex) $142,000
Operator salary 25,000
Vehicle operation&maintenance 2,000
Additional clerical support for Municipal Court 8,000
Total Cost $ 177,000
Projected Excess Revenue: $146,000
Projected costs do not include the potential for additional prosecutor services
from the City Attorney's office; the demand will be evaluated as the program is
implemented.
4. Traffic Calming—Surcharge (offer#534)—Appeared to be support for this
offer that would impose a$35 surcharge on all one point or higher moving
violation tickets, dedicated toward funding police traffic officers. What would be
the anticipated hiring schedule related to the availability of anticipated revenues?
Response: A $35 surcharge on all one point or higher moving violation tickets
would generate revenues to fund two additional Police traffic officers—the cost to
hire,train, equip and compensate a Police officer is $120,000 or$240,000 for
two. This will strengthen traffic enforcement and community safety. If
approved,hiring for the first officer would take place mid-2006; if revenues
follow projections a second officer would be hired in early 2007.
The cost of the officers would be supported by the projected revenue from the
surcharge on traffic tickets which is approximately$ 260,000 in 2006 and
$262,000 in 2007.
5. Traffic Calming (specifically speed humps)~ Council requested a brief memo
that can be used to explain to constituents "Why speed bumps are ineffective."
Also, could BOB monies be legitimately used for any traffic calming facilities?
Response: As the list of Building on Basics projects is described in the ballot
language, there is no latitude for including traffic calming expenses in any of the
Transportation projects.
As for the speed hump question, the Traffic Operations Department is of the
opinion that the speed humps, raised crosswalks, and speed tables that have been
constructed are ineffective in slowing traffic in neighborhoods. The department
has prepared "Before and After" studies of speed hump installation. In general,
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within a relatively brief time following installation,the speeds that were originally
noted on the problem street returned. The streets of Hampshire, Hinsdale, W.
Stuart, Whalers Way, Cherry Street, and Ticonderoga were studied. In most
cases, staff found less than a 1 mph difference, and in one case,the speeds
actually went up by 1 mph.
In addition, speed humps create the following problems:
a. Increased noise levels in neighborhoods.
b. Behavior issues such as spinning tires on the humps,running vehicles up on
sidewalks, using horns in protest of the devices, etc.
c. Decreased response time for emergency vehicles.
d. High maintenance, both in terms of damage to snow plows and damage of the
speed humps due to snow plows.
e. High maintenance in signing and pavement marking.
6. Trash Districting(offer#591)—Consider eliminating the funding for a new
study to update trash districting information.
7. Neighborhood/Homeowners Association Boundaries & Contact Database
(offer#376)—This offer is not currently funded. Consider funding at same level.
Does it really require $15,000 on oin monies?
Response: This offer originated in direct response to the Neighborhood Quality
Result Team Purchasing Strategy#5: "We are looking for offers to geographically
identify neighborhoods to create baseline data to evaluate all indicators for
neighborhood quality." The main intent of this offer is to help people identify
with their geographic area(neighborhood) AND be able to deliver as many City
services targeted by individual neighborhood through data-driven response. The
data is absolutely essential to achieve many of the "Results Statements"identified
by Council using measurable indicators for establishing a baseline for and
measurement of improving"Neighborhood Quality". Without this data, there is
no direct way to physically identify distinct `neighborhoods' in a meaningful and
therefore measurable way statistically speaking.
In hindsight, it would have been more straight-forward to include this offer
simply as a component of the more general "Neighborhood Resources—Offer
373". In that scenario, only the annual $5,000 postage line item would have been
increased accordingly and salaries would have remained based on whole FTEs
and not fractionalized FTEs as now shown. Neighborhood Services staff
recognized the enormity and importance of this"bold"and"innovative"task; as
"BFO"neophytes, this particular project was prepared as a distinct offer separate
from other more general offers. A consequence is attributing partial FTEs in the
form of an ongoing 0.15 Neighborhood Administrator(with successively smaller
FTE fractions of the Neighborhood Services Manager and other staff to provide
ongoing, direct outreach and interaction with all City neighborhoods and their
respective residents).
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Somewhere along the way(and certainly in the choice of the offer title) this offer
has been construed as "developing an HOA (home-owner association) database."
An HOA database is needed,but is not the central part of the offer. Rather, this
offer will identify and make contacts in all neighborhoods. Charlie Lanter's
database may be of some,but likely limited use as its purpose is business use by
the property managers. It's not about reaching neighbors. To work effectively,
our Neighborhood Services staff must make the direct connections with people.
That will require dedicating staff on an ongoing basis as reflected in the roughly
$10,000 to $11,000 projected in 2006 and 2007 in the ongoing annual Personal
Services allocation.
8. Restorative Justice/Enhanced (offer#371)—Offer is not currently funded and
would require an ongoing General Fund commitment of$18,500.
Response: Currently, a grant supports a half-time (.50 FTE)Restorative Justice
Coordinator(grant monies continue to be available for this half-time support in
2006 and 2007). There are two parts to the enhanced offer. The first would
transfer the half-time coordinator from the grant to the General Fund at a cost of
approximately$52,000 per year. The second part of the enhancement would be to
increase the staff time of the Coordinator by .25 FTE (the Coordinator would go
from .50 FTE to .75 FTE) and expand program activities related to the Restorative
Justice Youth Conferencing by providing family/group conferencing for youth
and young adults and the RESTORE Program for merchants, community and
shoplifters. This would add a cost of$17,373 in 2006 and $18,508 in 2007.
The total costs for the enhancements are estimated to be $ 69,373 Ongoing (2006)
and $ 70,508 Ongoing(2007) of General Fund costs.
9. Broadband Feasibility Study (offer#365)—Study to look at providing
broadband internet services to the citizens; one-time funding is from Light &
Power($100,000). Need more information about the purpose.
Response: With advances in communication technologies,many utilities are
taking a hard look at the possibility of entering the broadband intemet service
provider(ISP)market. Providing such services are possible through fixed
wireless data systems and broadband over power line (BPL).
More and more, Americans seek connectivity to the Internet, especially more
cost-effective options. By offering a low-cost, reliable internet service to the
citizens of Fort Collins, the City would be responding to one of the more current
needs of today's society. Also, by providing customers with communications and
data services, we would also be providing the City with another avenue of
communication that can be used to augment the City's philosophy of continuous
improvement(through email, feedback surveys, etc.).
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The purpose of the Broadband Feasibility Study included in the City Manager's
Recommended Budget is to investigate the feasibility of the City offering
broadband internet services to the citizens of Fort Collins. This investigation will
require the services of an impartial research firm that will survey the economic
and legal landscape, as well as taking into account the technical realities of
current broadband technologies.
10. Human Rights—What is the plan for addressing complaints and training
systemically throughout the organization?
Response: The City is responsible for addressing any complaints related to
Chapterl3, the City's anti-discrimination code. Without the Human Rights
Officer, staff(most likely from Human Resources working in conjunction with
the City Attorney's Office) would address such complaints. In dealing with
complaints, staff has also used, to the degree applicable, conciliation and
conferencing approaches to assist in instances where there is not necessarily an
actionable complaint but there are opportunities for dialogue and enhanced
understanding. Related to training in the organization, again Human Resources
continues to work with Service Areas to identify and provide training that address
a wide-variety of topics related to building respect of all. As we increasingly
must deal with a multi-generational,multi-ethnic and an aging work force, our
challenge will be great to remain an attractive as well as an excellent employer for
bright, creative, compassionate and talented people who are very diverse. We
continue to work on building systems, creating environments and promoting skills
and attitudes that embrace diversity in our organization and community.
11.YAC—How many people use this facility and how many are drop ins; registered
for activities, etc.; what programs are offered; what are the hours of operation?
Response:
Hours of Operation
Fall-Spring: 8:00 a.m:9:00 p.m. Monday-Thursday
8:00 a.m.-11:00 p.m. Friday
Noon-6:00 p.m. Saturday and Sunday
Summer: 8:00 a.m.-9:00 p.m. Monday-Thursday
Noon-11:00 p.m. Saturday
Closed Sunday
Activity Reeistration: The YAC is a walk-in registration site for all
Recreation Division activities. It serves residents in the south parts of the city
for this function, and residents can pick up youth sports'jerseys and other
registration information at this site.
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General Functions:
• Teen programming has priority in the scheduling, particularly after school
hours and in the summer.
• Activities for pre-school and elementary age children fill the time gaps
when teens are in school.
• The facility features a gymnasium, climbing wall, concession, kitchen,
classrooms, lounge and game area, and various-sized activity and class
spaces.
• The YAC is a Facility of Promise,recognized as part of the America's
Promise national effort to provide kids safe places with caring staff.
• Activities include classes, sports, outdoor recreation, arts, social activities,
special events, cooking, and social"down time"opportunities.
• Staff partners with many community organizations who work with
disadvantaged youths by providing annual group memberships at nominal
rates. Use of the YAC during mid-day by these groups provides a much-
needed and appreciated activity space for these organizations (see rentals
below).
• The YAC is an intern and workstudy placement site for students from
CSU, UNC, and sometimes other universities.
• Bicycle safety helmets are distributed from this site through a program
sponsored by Safer Kids Coalition of Larimer County.
• Poudre Valley Health System's Healthy Kids Club provides fitness
instructors for teen classes.
• Club 56, a special event for 5`h and 6`h graders,has averaged 140
participants per event in 2005. The first Club 78 event last month for 7`h
and 8`h graders drew 130.
Activities:
• Classes for pre-school age children held Monday-Thursday 9:00 a.m.-3:00
p.m. Examples: Funtime, Roly Polys, Shake Rattle and Roll,Night Out
with Dad, Climb with Me,Art Discovery, Science Adventures, Sporties
for Shorties, Tumble Bumbles, Musical Storytime.
• Classes for elementary age children held Monday-Thursday 3:00-6:00
p.m. during the school year and all day in summer. Examples: Summer
Adventure, Climbing Camp, Tae Kwon Do, Cooking, Science Adventures,
High Five Sports, Kid Zone Basketball, Climbing, various Adaptive
Recreation opportunities.
• Special drop-in hours and activities for teens ages 12-19 after school and
summer.
The YAC offers a wide variety of active opportunities for teens to choose
from, including indoor climbing, fitness machines, pool tables, air hockey,
ping pong, shuffleboard, as well as the variety of sports and activities
played in the gym. In addition,the YAC offers a"teen lounge"where
teens can enjoy the passivity of watching TV or movies, listening to
music,playing video games, and just hanging out with their friends.
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• Drop-in hours for adults for use of fitness equipment: 8:00 a.m.-2:30 p.m.
Monday-Friday
• Family drop-in to use game room: Noon-6:00 p.m. Saturday and Sunday
• After-school and summer teen classes. Examples: Red Cross baby sitting,
CPR, Guitar, Teen Cuisine, Seasonal Crafts, Fitness, Belay Certification
(climbing), Fencing, Tae Kwon Do, Yoga, various sports clinics and
activities, etc.
• Special events. Examples: Club 78 for seventh and eighth graders and
Club 56 for fifth and sixth graders (school year), Battle of the Bands,
Freaks and Shrieks Haunted House (fall), ski and snowboard trips, various
sports tournaments, Lego Mania, Grandparent's Day, Holiday Gifts
workshop, etc.
• Climbing Wall. Drop-in use, teen classes,parent-youth classes, family
climb sessions, rentals, enhancements to existing programs (ie., Sporties
for Shorties participants climb).
• City-sponsored youth and adult sports leagues are held in the gym and run
by other recreation staff some evenings and Saturdays.
• Facility rentals. Examples: church youth groups, private non-profit sports
clubs for gym use; birthdays parties; outside agencies such as Turning
Point, PSD, Mac Center, Foothills Gateway, Mountain Crest,Boltz PE
Classes, RAD Van field trips.
Participation:
Number of classes held at the YAC in 2005: 716
Number of participants registered in classes: 6,788 year to date
Number of Individual Users *: 3,056 class enrollments (ages 6 months to 19)
Average age: 8 years old; 47%male, 53% female (96% residents, 4%non-
residents)
* Enrollments only; no method to track drop-in other than total participants,
which are indicated in the chart below.
Average monthly teen memberships (ages 12-19): 174
Year to date teen members: 1,569
Note: Membership is not required to participate in classes or special events;
membership is only required for drop-in.
Comprehensive Participation Report—Januarv-September, 2005•
NOTE: Participation numbers do not include parents who wait at the facility
while their children participate, visitors who tour the facility, or people who come
in to register for recreation activities.
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Youth Activity Center-2005 Participation
Report
Drop In January Feb March April May June July August Sept Oct Nov Dec Total
Youth 149 166 84 43 13 37 52 44 10 598
Teen 1205 1307 1396 1294 842 864 938 830 771 9,447
Adult 233 537 141 121 39 77 48 44 16 1,256
Outside Groups
Youth 0 0 0 9 75 0 12 0 0 96
Teen 416 1709 741 311 238 174 71 25 47 3,732
Adult 336 448 403 285 200 97 44 65 154 2,032
Scheduled Classes
Youth 1333 1928 1532 1754 986 2024 2100 974 1771 14,402
Teen 305 242 234 580 371 452 593 188 338 3,303
Adult 594 645 563 767 437 896 808 445 738 5,893
Rentals
Youth 168 48 25 10 24 8 0 0 15 298
Teen 78 209 196 185 52 0 0 0 6 726
Adult 252 63 14 6 6 2 0 0 39 382
Totals
Youth 1,650 2,142 1,641 1,816 1,098 2,069 2,164 1,018 1,796 15,394
Teen 2,004 3,467 2,567 2,370 1,503 1,490 1,602 1,043 1,162 17,208
Adult 1,415 1,693 1,121 1,179 682 1,072 900 554 947 9,563
12. Conservation Trust-Provide information on how the dollars are to be expended
differently(in 2006 -2007)than in past years.
Response:
2005 2006 2007
Revenue:
Conservation Trust Lottery Proceeds 1,100,000 1,100,000 1,100,000
1/4 Cent County Open Lands and Trails Proceeds 100,000 350,000 350,000
Total Revenue 1,200,000 1,450,000 1,450,000
Expenditures:
Transfer to Park Maintenance:
Current Trail Maintenance Funding 67,665 69,695 71,785
New Trail Maintenance Funding 140,000 (1)
New Park Maintenance Funding 300,000 300,000 (2)
Trail Construction 1,132,335 1,080,305 938,215
Total Expenditures 1,200,000 1,450,000 1,450,000
(1) An additional $140,000 of Conservation Trust money will be used for trail
maintenance in 2007. The $140,000 savings in General Fund money will be
redirected for maintenance of Spring Canyon Community Park, reducing the
need for additional General Fund money to open the park in 2007.
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(2) $300,000 of Conservation Trust money will be used for park maintenance in
2006 and 2007. The $300,000 of General Fund money no longer needed for
park maintenance was used to fund the City Manager's recommended budget.
13. Street Sweeping—Consider sweeping residential streets on a quarterly basis.
How will leaf pick-up be handled?
Response: If residential street sweeping was based on a quarterly schedule, leaf-
pick up would occur in the 1 st and 4th quarters. This only relates to the normal
amount of leaves that naturally fall into the street, not to the pick up of leaves that
fall on private property. The 4th quarter sweeping would be timed accordingly to
sweep residential streets after most of the leaves have fallen. Preferably, this
would occur before the first major snow storm. Any leaves and debris that would
remain would be swept up the following quarter.
We factored into our costs the extra time needed to sweep more thoroughly due to
amount of debris anticipated in the 1 st and 4th quarter. As submitted previously,
quarterly street sweeping would cost an additional $112,000 in 2006 and
$115,940 in 2007.
14. Transportation Demand Management(TDMI —Provide a one-page memo
describing services supported in 2006 versus the services provided in 2004/2005.
Response:
2004/2005 2006
Business Outreach: One-to-one contact with employers Business Outreach:
to educate them about the benefits of trip-reduction Information and
programs and providing programs to employees to encouragement only with
encourage the use of alternative modes. In addition to only small amount of
programs in this table, includes: "hands-on"activities for
• Employee transportation fairs,informational employees. May include
booths,bulletin boards and information and state-assisted Transportation
encouragement events Management Association
• Information on tax benefits of providing transit (TMA)feasibility study and
or vanpool benefits to employees work plan.
• Assistance in planning transit or bicycle
commuting routes
• Point of contact for other transportation issues
Carpool matching: Provides assistance to employees to Carpool matching
find other commuters to carpool with.
SchoolPool: Carpool matching program to reduce auto SchoolPool
traffic and improve safety for students in school zones.
Also encourages bicycling and walking to school with
parental supervision.
Vanpool referrals: Assists employees in utilizing or Vanpool referrals
forming vanpools for commute trips.Provides short-term
fare subsidies to encourage first-time riders.
10
Guaranteed Ride Home service: Provides taxi ride home Guaranteed Ride Home
to ride-share and non-drivers in emergency situations
Passfort: Annual bus pass sold to employers at bulk-rats (Moved to Transfort
price of 50 passes for$35 each to be provided free or at Operations)
cost to employees.
Freewheels: Bicycle Library Program providing bicycles No
to businesses for short-distance employee trips during
work hours.
Commuter Coach bicycle incentive program for No
employers.
Bike Month events and promotions including Business No
Bike Challenge
Bicycle safety and education programs: Increase No
awareness of bicycle safety for children and adults. Also
educate bicyclists and drivers about the rules of sharing
the road.
• Bicycle rodeo kits targeting children can be
checked out by service clubs
• Free and low-cost helmets for children
distributed
• Cycle Safety Circus
• Kids Bike Bonanza
• Bike racks provided to event organizers who
encourage bicycling to their events.
• Bicycle maps and bike safety manuals/materials
Drive Less Challenge employee incentive program No
Youth Drive Less Contest: Incentive program to No
encouraging trip-reduction for teen-age drivers.
Walk a Child to School Day: Event encouraging parents No
to walk or bike with elementary-age students for school
trips.
Library Summer Reading/Clean Air Campaign: Three- No
month incentive program to reduce auto trips to the
library made as part of the Summer Reading Program.
Telework assistance program: Expertise,workshops, Information through
materials and hands-on assistance to employers wanting business outreach only
to develop policies and start telework programs.
Transit promotions: Targeted campaigns to encourage Information through
bus riding—primary targets are Colorado State business outreach only
University students and faculty/staff,youth,seniors,
commuters.
Transit information such as bus schedules and rider (Moved to Transfort
alerts. Operations)
Reporting and data collection: Surveys, market research, Very limited
case documentation, incentives for volunteer reporting,
data collection, data entry,maintenance of web site and
on-line carpool matching service.
11
15. Transfort Bus Drivers—Describe why we are going from classified drivers to
hourly drivers.
Response: In order to meet the available resources, which are less than for 2005,
without significant impact on existing transit service, the budget offer was
resubmitted to change the currently vacant 14 classified Bus Operator positions to
hourly positions and use the fringe benefit cost savings to fund transit service.
The cost savings realized from using 14 operators that are hourly rather than
classified is $184,282 in 2006 and $197,666 in 2007.
16. Natural Resources (NRD)—25% cuts are a concern, what are the impacts
resulting from staff reductions (environmental planner and environmental
compliance officer)?
Response: The General Fund portion of the Natural Resources Department
reduction is primarily related to the loss of a total of 1.25 FTE's and the transfer of
1.0 FTE. The changes include: 1) the elimination of the .25 general fund portion
of an environmental compliance position; 2)the elimination of a .50 FTE in
education/outreach in solid waste; 3) the loss of a .50 frozen position dedicated to
environmental planning in clean air; 4) the transfer of a 1.0 FTE from NRD to
Current Planning. The consequences of each of these changes is relatively
minimal: 1) There will continue to be an environmental compliance position
albeit .50 FTE instead of 1.0 and it will be housed in Utilities with other
environmental compliance functions. The position will serve all City
departments. The former compliance officer dealt extensively with the Poudre
River clean up project,but that project is well on its way to being completed and
no other project of a similar magnitude is expected at this time. 2) The solid
waste program will be focusing on high return investments of its time in
developing and implementing strategies to achieve 50%waste diversion.
Although education/outreach are important components of the solid waste
program, it was determined that the return on investment wasn't particularly high
and there was room for cost savings. 3)The .50 clean air planner formerly
worked on Climate Wise. All of that work, however, has been taken up by
Utilities and there is no anticipated loss in services. Also, Climate Wise's overall
funding is proposed to increase. 4) No loss in services will result in the transfer
of the environmental planner to Current Planning. In sum, NRD has been
streamlined, and it was proposed to be streamlined in the best spirit of BFO-
finding cost savings while providing close to the same, the same, or higher levels
of service.
17. Library Drop Boxes—Consider continuing this service.
Response: The cost to re-implement Library drop boxes is $51,000 annually
(General Fund)
12
18. Environmental Planner—Provide explanation of why this position is being
moved from Natural Resources to Current Planning.
Response: This current planning position will be moved to the Current Planning
Department to ensure better coordination and integration with that department.
The position is responsible for planning related to Section 3.4.1 of the Land Use
Code(Natural Habitats and Features). The planner will continue to consult with
Natural Resources and Natural Areas staff as needed.
The following concerns from the "Stop Doing List'were mentioned.
• City Attornev—concerned about reducing assistant city attorney from full to
half-time
• Mini-Park Development
• Elimination of two park technician positions
• Library reductions in operating hours and materials
• Elimination of a building inspector position
• Reductions in park maintenance—trash pickup and seasonal support
• YAC closure
• Reductions to Transportation Planning,Engineering and Pavement
Management
13
Attachment B
679 Dial-A-Ride Evening Service Restoration
Level of Service: Decreased Not Funded
A previous offer (#674) eliminated Dial-A-Ride evening service. This causes
many of Fort Collins' elderly and non-ambulatory citizens to lose their only
evening transportation option. This offer funds Dial-A-Ride after 7:00 p.m. which
restores Dial-A-Ride evening service to 2005 service levels.
426 Police - Patrol - Camera Radar/Red Light Program Offer - Enhanced
Level of Service: Increased Not Funded
The Camera Radar/Red Light Enforcement Program currently consists of one
camera radar van and one stationary (red-light) traffic signal system. The
Program is operated under contract with Red Flex Traffic Systems of Scottsdale,
Arizona. This offer increases the program by adding one additional camera radar
van and civilian operator in 2006.
534 Neighborhood Traffic Calming - Surcharge
Level of Service: Increased Not Funded
This proposal would use the revenue generated by a surcharge on moving
violations to fund two police officers (one in 2006, another in 2007) to patrol
neighborhood streets on a regular basis, purchase speed message signs for
neighborhoods and implement a public awareness campaign. The effect of more
police enforcement in neighborhoods will help deter speeding and will only
penalize offenders, not the general public. The second officer would only be
hired in 2007 if the revenues from the surcharge are sufficient enough to support
both positions.
429 Police - Patrol - Larimer Humane Society (LHS) Contract - Basic
Level of Service: Same Funded
The Larimer Humane Society provides the city with enforcement of animal
protection and control laws, animal licensing, animal sheltering, public protection
and outreach education. The City supports LHS through funding for these
services. The public benefits by receiving expert animal care and control services
T
and public protection. They also receive expert response to calls for assistance.
The public also benefits by the collaborative effort of LHS and the City, using
their financial resources to leverage each other's available funds to provide the
best service possible to our community.
687 Transportation Demand Management Restoration
Level of Service: Decreased Not Funded
This is a restoration offer for Transportation Demand Management Trip
Reduction (TDM) programs (also know as SmartTripSTM) and serves as an
adjunct to the revised proposal should there be a desire to restore funding from
the General Fund for programs/projects which have been cut from TDM services.
Costs reflected here do not indicate full funding of the SmartTripSTM programs,
but rather only restoration of the most essential services. In offer #675, funding
was cut to include only the Congestion Mitigation and Air Quality (CMAQ) grant
funds, the required local match and the minimum administrative costs that are
not eligible for CMAQ reimbursement. In doing this, the majority of the grant is
earmarked for carpool/School Pool/vanpool programs and the service cuts fall
heavily on bicycle, pedestrian and telework programs. This offer (#687)
provides options for restoring part or all of the basic bicycle and pedestrian
services which go unfunded in our offer and does not include transit marketing
as it has been included in another offer.
376 Neighborhood/Homeowners Association Boundaries & Contact Database
Level of Service: Increased Not Funded
The purpose of this offer is two-fold. First, Neighborhood & Building Services will
geographically identify neighborhood boundaries in order to increase neighbor
connectedness within specific geographic areas. By identifying the boundaries, a
network of contacts will be built within each of the identified neighborhoods.
Second, with extensive assistance from GIS, Neighborhood & Building Services
will create a data analysis model within the geographically identified
neighborhoods that supports the development of a neighborhood quality index
listed under Neighborhood Quality RFR Indicator #2. The expectation is that
numerous City departments and staff will utilize this database to target public
outreach services and disseminate critical City information including and not
limited to: Utilities, Advance and Current Planning, Communications and Public
Involvement, and Parks and Recreation.
371 Police Investigations - Restorative Justice / RESTORE — 2"d Enhancement
Level of Service: Increased Not Funded
This offer is for the Restorative Justice Program and its two core programs:
Restorative Justice Youth Conferencing (RJYC) and The RESTORE Program,
restorative justice for merchants, community and shoplifters. Restorative Justice
Youth Conferencing (RJYC) provides family/group conferencing for youth and
young adults who commit a chargeable offense. This model brings together
offenders, victims and others affected by the crime and community
representatives to decide what harm was done by the incident and to repair that
harm. The offender is responsible for the repair. These cases deal primarily
with misdemeanor offenses including: trespass, assault, harassment, disorderly
conduct, theft, criminal mischief, fire offenses and others. The RESTORE
program is family/group conferencing for youth and young adults who commit
shoplifting offenses. It provides the same service as RJYC in a group setting.
The RESTORE program is a unique restorative justice process designed and
implemented here in Fort Collins. The programs have a contract completion rate
of more than 97 percent. Both restorative justice programs rely heavily on
community volunteers, using the same base of 30 active, trained volunteers.
701 Restore Street Sweeping
Level of Service: Same Not Funded
The Street Sweeping Program provides funding for sweeping and removal of
debris from the City's street system, as well as on-call emergency service and
accident clean up for Police Services. Historically, street sweeping has occurred
in the Downtown area 2-3 times per week, on all arterial streets every two
weeks, and on residential streets monthly in summer and as-needed during
winter. In the City Manager's recommended budget, the Street Sweeping offer
was reduced, and the residential sweeping service was eliminated (emergency
on-call service and accident clean-up are not affected by the elimination of
residential service.) Residential sweeping also includes leaf pick-up in the fall,
which will not happen without the residential service. This offer restores the
residential portion of the street sweeping service to the historical levels.
591 Trash Districting
Level of Service: Increased Funded
This offer provides Phase I of an investigation into the opportunity for creating a
new, districted system for trash service in Fort Collins. In 1997, the City
conducted an extensive study that clearly established benefits from creating
trash "districts" for which private trash haulers would bid to provide service. The
study concluded over $350,000 could be saved by the City in avoided street
repair and maintenance costs as a result of reducing the amount of miles
traveled on city streets by heavy trash trucks. Since the information is now
seven years old, the City will conduct a brief update to verify whether the
savings and avoided-costs estimates are still realistic; if so, actual
implementation (Phase II) could then be scheduled and budgeted to take place
the following biennial period, in 2008-09.