HomeMy WebLinkAboutCOUNCIL - AGENDA ITEM - 04/11/2006 - POUDRE FIRE AUTHORITY OPERATING SYSTEMS AND POUDRE DATE: April 11, 2006 WORK SESSION ITEM
STAFF: John Mulligan FORT COLLINS CITY COUNCIL
SUBJECT FOR DISCUSSION
1. Poudre Fire Authority(PFA) Operating Systems
2. Poudre Fire Authority Funding Shortfall
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. Does Council have any questions regarding various aspects of PFA operations such as
station location,response time analysis,shift structure,and apparatus replacement program?
2. Staff will also explain the impact of PFA's financial shortfall on community emergency
services. Does Council have any particular preferences or concerns about the possible
funding alternatives to close the gap between targeted service outcomes and existing
resources?
BACKGROUND
The primary purpose of this meeting is to familiarize Council with PFA and to explain its strategic
management process. PFA has just completed a 10-year Strategic Plan, which was an18-month
effort involving citizen participation, employee planning teams, and professional peer review. The
strategic plan, which was adopted by the PFA Board of Directors in 2005, is a continuation of the
strategic management process first begun in 1981. These plans are data driven, customer-centric,
and cost sensitive. Throughout these ears PFA provided cost-effective service at far below costs
gh Y
for these types of services by communities on the front range as well as the western United States.
The current plan contains 23 specific community service outcomes that the recommended programs
are designed to achieve. The current unfunded programs necessary to meet current community
needs total$2 million. Without this revenue,current service levels cannot be met and PFA will not
be able to provide current levels of service for the future.
In recognition of these facts, PFA and PVFPD Boards of Directors scheduled a combined work
session to discuss these service needs and possible means to fund them. This group narrowed down
possible funding alternatives to the following three options:
1. public safety tax,
2. City and District mill levy increase, or
3. create a new fire district encompassing the City and District.
..._.._ .__ .. .. .. .
April 11, 2006 Page 2
However, at this point in their deliberations, it became obvious that any further discussion,
decisions, and staff direction would need to be provided by the full City Council as well as the
Poudre Valley Fire Protection District Board of Directors. This work session is the next step in that
process.
ATTACHMENTS
1. PowerPoint presentation
2. Funding alternatives table
O
'U)
■ U)
CD U)
O
O
O
r
r _
CL
Q O
U
4-0
1 ,� N
1 .1...
n
4-0
VJ
� O �
O E
W
s- c U
� U N U �
U O 4-1
L
C6
CD. Ca
.-aQ
CIO
Q U Co Q
r M
nQ .r
-� LL
>am .D
�
_O
N (f)
N O O N
Q E to
H N >
O n >, j U) O
70
O U i N
O ca. E 0.
.E ° U)
Q >,
O LL i
U
Co .U Co
� o �
W can cOn CD cOn
W
L
��
U
Cn
Q
LO
O
4-0
� U
N O
� J
® C:
tt5 O
O 4-4
c
O
a� E ECL
a�
O c
w
O o cn
Q a)
Q C/)
fn
U �
4-0
� U �
� O O
p E
cn
w
0
O O
II CID II
� O
ry
C: 0) U_
.E
LO
0
ti
70 .�
O .cn
C E (n
0
U =3 o
> -O
O Q
m E � to M
ry n � 0
c�
cooco
c� o
Q 0. 0 Q �
� C:
N �
� E U) � cn
0
00
i
M
4 N 1 L
I O
C�3 �
U M
) 4-a
CL L L
L-- N
QI >N o
O 4-
O N M 1
N 1 I v
4
.- -1--jCIO '
Q CL t6
N Q Q Q Q CT
C: 'X a-4
LL > Q
0
rn
U)
_0 (�
O a
U 0
N > U
-E-a 0 � O
L
U
4-a
o
4-0
Q
O O
0 U �
- U ! N L- �
>, O Q O
a)
L
� N 0 � T �
y
aCi � � � o � 3 - � o� � o
co � dS
s ;" a � k
i � a:. � � g
n
y�
i�
rrr _
1�
g /
K
- o
... �
rt i i., _.. _._ � - �.
{v
/yam/
I}y� ��Mq 3S[y�S .e�
t p _ _ ... \fi�RSP.
O
O
�� ��
' � '�
W ; U
O O
o U -`-' o
L � O
i� > ' a�
U
O O
CC3 O O U)
O > -�—>' Q +r >� cm
U 00LL
O M
7D70 rn o o q
> .0 N N
O ,� .. cm 0
4—
o p �
4
U) oc�
U)
O O O O
o L. L O
U 0. U. 0o CD. cn 75 U
N
U) U
O 4-
,�, U O U
• m 70
Q o
•� LL x
m p >,
4-0
(� U O
cn
E x;
O �
�:
O
v�
a� a a) >
> .L
i� w ry o
ch
W E
N
� C: L.
O
_r_
�C U)� 2 � a)
n +� U
E co O a�
r- >' O to
0
U n
w o U. O 2
> _0 C' c' n
Q
C:
Q� N
4"
r �
w 1°
y
° T
T(L V 6
Z N° c U C
n
Q LL w E E " t? > c
a N -a Z U E vai o u
FYo
m j N c
pwQ o c Vp
m
0 a�4 N E C a! E d v °
n
tib>n �o
Q w Z
N �y
s yo
Vo
Q
•
Ln
i
N O
O
cc;
0- Q Cl M
I •c� LL I ; >,
> x o � > c` O
N_ m o o- (n � L• `'—
L =3 U '
0- 0
O LL I v) o Rs IZ-
♦..+ N U > fn U) L
(� �J N
.
O
N +r u) E
C:i p
U —
UJ (nnN Z Uvi
•
La
. ,
w �
Jc
7 m i •� tQ
Qm > ca o a
• • U � N N
(0 - N •N L
• � Um �
•
1
O E
O +r
4-4
(n N C:
N N O
O 'L O O O Q
L 4-4 fn
� •� N `i— O
Co
E 70 T O a)
C6
U L
N N
L L O >
C: r. U N �
'j O N O -0
N L. L.
.0 4- �- 0 O O
4-
L
.E .� •E •E •E o •ca
L 2
00
O � O
N j
U •- N � N N U -
4-4
rn
T
•E
-0 N �
N .� U U 3: 4-
4-0
C: O
O 4— •� c�
U O
U
4-4
(� �_ U
cL3 N U
CL O O .� O 4— O
O E N m c N
(n M cn
.C: O O U .�
((3 O C 2 •—
E Q CCU m '''' m N U
Jc N N � U
U •— .— U
C:_ C:_ .— � �_ 70 N
m R3 •E •E_ O O •m E
0
N
/1
CU
W
U �
U
U
. _ (1)
cu 0.
) U
4-
J
� � 0
LL LL
rn' LL
• o a
L
O
N
N
m
• N w
C
0 LL
• .i O G.
CL N V
E ++
cC6 C
� C a N F-
• Q. C a
N U
V
� 3
�- m to
U
N
0
LO
O
O
CD O
• N O
OD (O V N QO (O v N O
r r O O O O
. uoileindod 0001 b jed 18uu0s18d
O
rn
► rn
! LO.. rn
rn
O
O
1 O
N
O j
O Q
N N
f0
O �
O +:
N C
O
► LL
M
• N
1 N
N
LO
O
O
N
. O N N O O O O O O N
� � M OM N ON M• M
64 64 64 64 64 64 64 64
4� W N
}+ 0
.� O
E o z
m O (1)
ry U
4-0
00 E a
E
• - � C:
> 4-4
L. c6 O N
L O O
N L �
O � .0 N O �
_ (6
U O
UO — C: +
Cn O O •—
C� C: O � a)O
O =3 < O
H 0 U
1
•
•
� �
s
LO
(�l N
r1
O
C6 < }0
L.L
E
L
L O
C: U
O o Q
. _
o C:
-~ o
4-1
_0 4-0
�
O
_0 L
M �
m L W
LL o O o Q
� m 4 f-
c�
I _0
N '> N M Cfl
0') (3) a) d-)
0 r
,rho" o
bb
�^
ry3o°' S •
cc 9pry�
E
U.Q °
d
v N
D
O e N
ti 1
0 o m 1�% ZSi
�
V O yeti°
06 +r .� � •
O •5 �po 1 1
O ea°
N
N
C1
Q) �o
� - 1
o g o C 0
0 o a o
C 0 0 C 1
N
•
i cfl
o
CD
74
O
O
N
� I i
O
O
O
N
CD
O
O
N
O
O
LC) m LO 00 LO I`
0� O Cq O ti O
O O O
uoileindod 000` 6 aad Iauuosaad uaonns
S
00
O O N
4- I .-1
\V
E O O
.Q (U O 4-
O
O O
U
_ > .�.�
O
0
J � O L. �
U E U O
i Co
� 4-a
U)
U) L- O cn
�
C
.� U) o
U p O
.� c U O
(n LL
w
C Q
ur O U a)
O E
a) Co
'm— m
g C- U
a 06 � (n
LL
a O rn .°-;
O
m
N aLL
Q ,
m
g cwo a Q
■ C" O mwti
U �
a
m
U
'w O
Alma
Y/ O
■ O
M O NN 00 00 00 Lo to V CO
to V 00 N Cfl d' Il- M O m O CA
00 r (O M 66 r CO 66 O m
+-' I,- N 1� N r� N 00 r Op r N r
C
cn O
U
W y
■� > _
'0 Iq
r CDr- M co N I- N I- , 00 LO O m
d r-� N i-� N OO r @ O N I-� W r
Il N r N i- N I` N 00 r I� N
t
i d
N
m N
Q
co co
CL
0 0 0 00 C(O M ch
O to I, -I- I` N 0 0 O CA N I�
N t` N 00 r 00 r N r
U
■� H � F- (D f- cn I- U) I- N F- cn
U p U p U p U O U p U p
A
V♦ p
•� W
W
0) 0) a) O 00 O p
0 0 CA O N O m
■
0
� \ Z
ti O
U-3 0
CV Q
o
L
N
N
N �
cz U
d
t LL.
C
rn U) cL6
a.+ a' E c
N
L c N L
a o
a. �LL
ai LLJ
cc
L (o I Q
g
a'
L
� U
Q co0
c
N o
o z
cM o z o
aj
o�
r o
U
0 0 0 0 0 0 0
O O O O O O O
O O O O O O O
N O 06 t0 'i N O
(/°�
a
• Gor ?��
G✓
1 �Go
�6
G
✓
� ✓a�!�o
G>0
1 0!
9a
!aa !
m a./0 Goo
6G�✓a6, !JGo
�T so !G
1 sss �`5)o o!00
s b
6<, '00
00 00 �L
�a d
1 a
• o 0 0 0 0 0 0 0 ✓J s
6 6 6 6 6 6 6 6 �a J
• M LO O N N O
6q fiT 69 6q ER vj ✓
al/o
s
d
• e o o
s v M
U + +
• • o
70
N
CL
• T tD O
•
y ++
• C T
Y d
O i
U ° a
LL (` u
• w N 3
p LL 16
0.
��`+ C Q • •
•
• • � O + O+0 0 + + O
• O
LL
U.
LL
• T
O y
Y
� • V y
y
C C d
• lL a 7 tl1 V
dais EO
•� � yEEcp � a
aUUUwwm
0
LL . o
0
co
Q o
o
� o U)
oU
ry
c 0 0 \ k
® ° E 3n
a .7 � = E \ I
® z § / $ 77 \ �
S 0 / (
s n ) a tea
f)0 C:) 0 W
off _>, o — = ° »
: \ \ R % I \
,
e ' ° a) / m
e / / \ k # # mot < a) / fie
\ ¥ ® = = e £ » o » ± $
e ■ ® t ƒ qE % S \ / tea) : ® �
» o e t ; .0 a) e t E 2 # $ 2 ƒ k
E EmO _» ° @ � ® � _ 3 e
� J7 \ ibk \ \ � 2 \ / / \ § § a)
® n = E = g = E = n S t #
Qo f » 0 g ± / o 2 E m % f o
- 0- U) { te a .§ g O a) 0 =
® = z e # c � ° E f b / t = n ° y ±
$ # $ 2 / a n S f / m % ® \ 9 f = S
e au / \ f ƒ 2 @ _ 2 % % 2 \ e % e
•
■ : G : \ P : E \ Ga : at 2 & / f
0 13 % § c 2 = $
■ ■ e # E fa m e
7 ~ $
® \ \ k = m % o t a)
/ e $ § \ & 2 \ two £
4 � % U)mU) % 77 \ / w
z E \ » £ \ / ° q m M 0
Lu t w f E % § § / o 2 \ ( k o
§ \ ® -0E U)
■ o P � yt \ / g \ \ � \ y ) ¥
e \ = 3 % e / k \ f / Ez — R $
, e 2 $ / $ [ f 3 § 3 g a R : y =
4 , = 7 \ E 0 = 0 - > > o 0 0 /
5 = e w m e e o =
o > Er = � � \ o3en0000
9 \ � \ / § : & : \ 9 -0 & / \ %
� E
2
k \
q \ gk
oG
j � §
> a)
$ °
E _
® -0 @
/ / o =
6 � c
lb m - a) / 0 =
_ a z & 5 — e e R
o § \ � � � \ / � " < � o)
4 / � � � � \ \ { m V5
@ a > Q � ._ - = g \ 2 \
\ \ \ \ / \ \ \ / $ \ \ \ �
, 5 % 5 % § S 2 E e 3 p 0 2
\ E \ ( k / \ < \ (
7
• (n
.cm a \■ \ ƒ > M
�
\ G )
EEm0
q ¥ } \ } 7
c = >
/ 2S2 /
= E /
.§
$ 5 2 2
g �
: / wo
® ± k
� \
) \ § �
, E >1
■ o 0
a c-
me
a
E272S
> \
® \ \ 0
0 e 2 =
a. -0 § \ cu
= ooa
\ / \ / k
CD—
cu
oa = m
o cnr (h
)
• cu
z 2
LLI
\ CL
s / 0
/ \
6f
1>
7 (U /
} ) I
.�
c M C:
4-0
0 E E E •�
o � o -
0 a) a) � .
a) a) a5
• — `� ' —
O O >
O
CM O N '�
cn U — C:
> �
Q � a) L
� � O
� � U
cr
PFA Lone-Ranee Funding Alternatives
COMMENTS PRO CON
RAF • Non-Tabor limited — worked until Tabor restrictions applied. • PFA shares equally in City economic conditions. • City catch-up of $2 million would heavily impact
• Precisely matches City revenue, increases and decreases. • Captures revenue lost by the District through annexations. City revenue at a time when City finances are
• Currently contained in IGA (1987). • Provides sufficient revenue to fund the strategic plan for troubled.
• Provides revenue catch-up - Brings PFA revenue up to level City is cutting necessary citizen services.
back to. • Places financial decision making with the PFA Board.
• Provide catch-up of $2 million.
• It is established and defined.
• Understandable for PFA Board, District Board, and staff since it
was used for a decade (1982 — 1992).
General Fund Safer • Provides same increase as the general fund safer group. • Fair and understandable in regard to annual increases. • Cannot implement Strategic Plan/Community
Group Average Services.
• No catch-up ability as with RAF.
Participate in City's • As directed by the Board, PFA did not participate in the City's BFO process in • Would create an understandable format for City staff and City • Leaves financial policy decision to BFO process
BFO Process 2005 for the 2006 budget. Council. rather than PFA Board.
• PFA conducts thorough and detailed long-range financial planning through its • Enables evaluation of each program area. • Greatly increases the time and effort for budget
strategic planning process. Current strategic plan is the fourth in an ongoing preparation on PFA staff since it doesn't eliminate
series of plans that began in 1981 . processes already in place to serve PFA and PVFPD
• While this replaces the budgeting system for City staff, it doesn't change Boards.
PFA's practices, but adds another layer of work. • BFO process lacks historical context as outlined in
• BFO process may not recognize PFA Board input and adoption, citizen the analysis for this work session.
advisory committee input, the detailed system review and performance • Process heavily involves City employees who may
analysis that goes into the strategic planning/annual budgeting/ongoing not have same priorities as PFA Board.
strategic management process. • Probably could not implement necessary citizen
services in a timely fashion.
Create a New Fire • Would require an affirmative vote of City and District residents. • Frees up City Admin staff time currently allocated to PFA. • Cost of additional personnel for taking on City
District Encompassing • Requires a mill levy of approximately 12.5 mills to implement Strategic Plan • Frees up approximately $6.5 million in City sales & use tax functions $400,000 to $500,000.
the City and District — for necessary citizen services. revenue for other City needs. • Mill levy increase for City and District residents.
Revenue from Property • District mill levy currently 9.3. • Alleviates competition between PFA and other City essential • Probably less palatable to citizens than a sales tax.
Tax and Specific • City contribution from sales, use, and property tax. services.
Ownership Tax • If City contribution was all based on a mill levy, it would equal 10.67. • Provides focused organization and fiscal policy direction by a
• Organizational management driven by governing body/strategic planning single decision making board.
process which is sensitive to citizen needs and input, data driven, results • Clearer community identity than with City, District, PFA triad.
oriented, focused on cost-effectiveness. • Property tax provides better long-range planning / predictability.
• Provides accountability to a Board of Directors that is solely
dedicated to fire protection.
Public Safety Tax • Need to ensure that existing funding base in maintained. • Would relieve some financial demand on City. • Revenue fluctuates more radically than mill levy
• Requires voter approval. • Would help PFA to implement strategic plan for necessary increase.
• Could be fire only or a public safety tax for fire and police. citizen services.
• Since sales tax is spread among tourist and out of town shoppers
it is more likely to be approved than a mill levy increase.
• Adds dedicated revenue.
• Would allow PFA to capture revenue from sales when economy
is strong.
City and District Mill • Only option for District to increase revenue. • If approved by voters it would approve a relatively stable source • Impacts only residents and property owners and may
Levy Increase • Requires voter approval. of income, less fluctuation than a public safety tax. be seen more negatively than sales & use tax.
Note: All of these except for the Fire District maintain the capital expansion fee and 1 mill for capital projects. The Fire District mill levy of 12.5 replaces the capital expansion fee and I mill capital projects.