HomeMy WebLinkAboutCOUNCIL - AGENDA ITEM - 10/11/2011 - PRESENTATION OF THE CITY MANAGER'S RECOMMENDED 201DATE: October 11, 2011
STAFF: Darin Atteberry
Mike Beckstead
Pre-taped staff presentation: none
WORK SESSION ITEM
FORT COLLINS CITY COUNCIL
SUBJECT FOR DISCUSSION
Presentation of the City Manager's Recommended 2012 Budget Revision Requests.
EXECUTIVE SUMMARY
The purpose of this work session is to review the 2012 Budget Revision Requests to be considered
for inclusion in the 2012 Annual Appropriation Ordinance. The Ordinance will be considered on
First Reading on October 18, 2011.
2012 BUDGET REVISION SUMMARY General
Fund
Utility
Funds
All Other
Funds
TOTAL
(in $M)
Funding Sources
Sales & Use Tax: Projection compared to budget $ 2.2 $ 0.9 $ 3.1
Interest earnings (0.5) (1.4) (1.9) $ (3.8)
Revenue from rate increase 4.1 $ 4.1
Unanticipated available appropriations 0.6 0.2 0.7 $ 1.5
Other Revenue Changes 0.9 2.9 $ 3.8
Total of Revenue Changes 3.2 5.8 $ (0.3) $ 8.7
2012 Budget Revision Requests
Utility Stormwater Land Purchases and Purchased Power (4.3) (4.3)
Below Market Pay Adjustment (0.1) (0.3) (0.4) (0.8)
Water Meter Replacement and Rehabilitation (0.6) (0.6)
Microsoft Office 2010 Software Upgrade (0.5) (0.5)
Restore Conservation Trust Funds for Trail Construction (0.5) (0.5)
All Other 2012 Requests (1.0) (0.6) (0.6) (2.2)
Total of Supplemental Appropriations (1.6) (5.8) $ (1.5) (8.9)
2012 Budget Revision Impact to Fund Balance $ 1.6 $ (0.0) $ (1.8) $ (0.2)
BACKGROUND / DISCUSSION
Since the City changed to a biennial budget in 1998, there has been an opportunity to modify the
second year of that budget through a revision process. This process allows for course correction
based on changes to anticipated revenue (both higher and lower than originally forecasted), as well
as unexpected business requirements that should be addressed prior to the next biennial budget.
The funding sources to cover the expenses related to these supplemental appropriations come from
increased sales and use tax revenue, unappropriated 2012 forecasted revenue and unanticipated
available appropriations.
October 11, 2011 Page 2
Following are key objectives which the recommendations are intended to:
• Address stated Council priorities
• Continue implementation of sustainability goals and objectives
• Leverage Mason Corridor synergies
• Cover increased costs for power
• Implement Stormwater improvements
• Provide basic technology support and upgrades for internal organization needs
• Correct below-market pay gaps for City employees
• Maintain fund balances and start rebuilding reserves in the General Fund to support future
needs and economic uncertainty
The recommended 2012 budget supplemental appropriations meet these goals.
These requests have been evaluated by the Budget Lead Team and reviewed by the Council Finance
Committee. The revision process is not part of the City’s official biennial Budgeting for Outcomes
process, so there was no review by BFO Results Teams or Boards and Commissions.
FINANCIAL / ECONOMIC IMPACTS
Citywide, incremental funding sources total $8.7 million. The General Fund portion of that is $3.2
million driven primarily by Sales and Use Tax collections. The rest is comprised of a $5.8 million
increase in the Utility funds and a net decrease of $300,000 in other funds. The supplemental
appropriations being recommended total $8.9 million. The General Fund share is $1.6 million, $5.8
million is from Utility funds, and the remaining $1.5 million is from other funds such as the Data
and Communications Fund. A complete packet of requests is attached.
ATTACHMENTS
1. Cover memo dated October 6, 2011
2. 2012 Budget Revision Requests
City Manager’s Office
City Hall
300 LaPorte Ave.
PO Box 580
Fort Collins, CO 80522
970.221.6505
970.224.6107 - fax
fcgov.com
MEMORANDUM
DATE: October 6, 2011
TO: Mayor and Councilmembers
FROM: Darin A. Atteberry, City Manager
SUBJECT: 2012 Budget Revision Recommendations
The purpose of this agenda item is to familiarize and seek feedback from the Council Finance
Committee with my recommended revisions to the 2012 Budget before the Appropriations
Ordinance goes to first reading October 18 and second reading November 1.
General
Fund
Utility
Funds
All Other
Funds
TOTAL
(in $M)
Funding Sources
Sales & Use Tax: Projection compared to budget $ 2.2 $ 0.9 $ 3.1
Interest earnings (0.5) (1.4) (1.9) $ (3.8)
Revenue from rate increase 4.1 $ 4.1
Unanticipated available appropriations 0.6 0.2 0.7 $ 1.5
Other Revenue Changes 0.9 2.9 $ 3.8
Total of Revenue Changes 3.2 5.8 $ (0.3) $ 8.7
2012 Budget Revision Requests
Utility Stormwater Land Purchases and Purchased Power (4.3) (4.3)
Below Market Pay Adjustment (0.1) (0.3) (0.4) (0.8)
Water Meter Replacement and Rehabilitation (0.6) (0.6)
Microsoft Office 2010 Software Upgrade (0.5) (0.5)
Restore Conservation Trust Funds for Trail Construction (0.5) (0.5)
All Other 2012 Requests (1.0) (0.6) (0.6) (2.2)
Total of Supplemental Appropriations (1.6) (5.8) $ (1.5) (8.9)
2012 Budget Revision Impact to Fund Balance $ 1.6 $ (0.0) $ (1.8) $ (0.2)
2012 BUDGET REVISION SUMMARY
*
* The use of reserves in all other funds includes over $800k of prior year appropriations in the
Data and Communications Fund that were not spent. The other reserves are primarily to cover
interest income shortfalls
City-wide, supplemental appropriations being recommended total $8.9 million. The General Fund
share is $1.6 million, $5.8 million is from Utility funds, and the remaining $1.5 million is from other
funds such as the Data and Communications Fund. A complete packet of requests is attached.
Following are key objectives which the recommendations are intended to:
• Address stated Council priorities
• Continue implementation of sustainability goals and objectives
• Leverage Mason Corridor synergies
• Cover increased costs for power
• Implement Stormwater improvements
ATTACHMENT 1
• Provide basic technology support and upgrades for internal organization needs
• Correct below-market pay gaps for City employees
• Maintain fund balances and start rebuilding reserves in the General Fund to support future
needs and economic uncertainty
The recommended 2012 budget supplemental appropriations meet these goals.
Sales tax collections are higher than originally anticipated; we also have unappropriated 2012
forecasted revenue and anticipated budget savings. For the 2012 Budget Revision Requests, staff
recommends using approximately $1.8 million of reserves ($810k from Data & Communications
Fund reserves, $580k from Water Fund reserves, $300k from Light & Power reserves, and $119k
from General Fund Traffic Surcharge reserve as indicated on page 4a). There will also be a need for
most City funds to use a modest amount of reserves to cover the projected shortfall in interest
earnings. We recommend adding $1.5 million of the additional 2012 revenue into the General Fund
reserve balance. The updated revenue and expenses, as well as the individual offers, are summarized
on pages 1 through 5. Descriptions of the recommended requests follow the summary pages.
The revision process is not part of our official biennial Budgeting for Outcomes process, so there
was no review by BFO Results Teams or Boards and Commissions. However, the Executive
Leadership Team and I conducted a comprehensive review to determine which requests should be
forwarded on for Council's consideration. Revised revenue projections and anticipated fund reserves
were carefully considered when making these recommendations. I look forward to our future
conversations. Please call me if you’d like to discuss this prior to our meeting.
2012 BUDGET REVISION REQUESTS
ATTACHMENT 2
2012 BUDGET REVISION REQUESTS
TABLE OF CONTENTS
SUMMARY OVERVIEWS
Request Summary by BFO Result Area............................................................................... 1
Request Summary by Fund.................................................................................................. 2
Revenue / Expense Revision Summary - All Funds…………………………………………....4a
Revenue / Expense Revision Summary - General Fund & Keep Fort Collins Great …....…5
GENERAL FUND REVISION REQUESTS
Assistant to the City Manager and CPIO ............................................................................ 7
Police Services Ticket Surcharge Officer............................................................................ 8
Affordable Housing/Human Services.................................................................................. 9
Restore Conservation Trust Funds for Trail Construction ................................................ 21
Development Review Succession Planning...................................................................... 22
Development Review – Customer Service Demand......................................................... 25
PFA Non-Discretionary & Total Compensation Increase.................................................. 31
CMO Policy and Project Manager Increase from 0.8 to 1.0 FTE………………………… . 32
Federal Legislation Analysis and Action…………………………………………………….. .33
Mason Corridor Synergies and Support Services............................................................. 34
Reorganization Office of Sustainability ............................................................................. 35
Below Market Pay Adjustment .......................................................................................... 36
OTHER FUND REVISION REQUESTS (unless already listed above)
Keep Fort Collins Great Fund
Downtown Ice Rink Installation and Removal......................................................... 41
Downtown Holiday Lighting..................................................................................... 42
Light & Power Fund
Light & Power Payments in Lieu of Taxes (PILOT) Increase................................. 43
Purchase Power Increase....................................................................................... 47
Energy Efficiency Financing Program .................................................................... 48
Water Fund
Water Payments in Lieu of Taxes (PILOT) Increase.............................................. 49
Water Meter Replacement and Rehabilitation........................................................ 54
Stormwater Fund
Household Hazardous Waste Community Event ................................................... 55
Remove Structures from Poudre River Floodway.................................................. 56
Master Plan Flood Mitigation Project Property....................................................... 57
Data & Communications Fund
MIS Email, Blackberry & Smart Phone Services.................................................... 58
MIS Network Services Resource Support .............................................................. 59
MIS Technology Customer Software Compliance Support .................................... 60
MIS Technology Customer Support Restructure.................................................... 61
Microsoft Office 2010 Software Upgrade................................................................ 62
2012 Budget Adjustment Requests - BY BFO RESULT AREA
Results Related
Area Offer # Adjustment Requested Ongoing $ One-Time $
Cultural, Parks & Recreation
21 106.2, 6 Restore Conservation Trust Funds for Trail Construction $546,571 $0
$546,571 $0
Economic Health
41 105.2 Downtown Ice Rink Installation and Removal $40,000 $0
22 108.11 Development Review Succession Planning (1.25 Cont. FTE) $75,341 $0
25 108.11 Development Review - Customer Service Demand (1 FTE) $65,000 $0
42 New Downtown Holiday Lighting $85,000 $0
34 New Mason Corridor Synergies and Support Services $0 $200,000
$265,341 $200,000
Environmental Health
49 100.1 Water Payments in Lieu of Taxes (PILOT) Increase $88,054 $0
55 214.2 Household Hazardous Waste Community Event $22,000 $0
48 New Energy Efficiency Financing Program (.5 FTE) $300,000 0
54 New Water Meter Replacement and Rehabilitation $0 $580,000
35 New Reorganization: Office of Sustainability $122,200 $0
$532,254 $580,000
High Performing Government
7 3.1, 4.1 Assistant to the City Manager and CPIO (1 FTE) $176,320 $0
58 32.1 MIS Email, Blackberry & Smart Phone Services $28,000 $80,000
59 33.4 MIS Network Services Resource Support $0 $62,400
60 35.6 MIS Technology Customer Software Compliance Support $0 $59,488
61 35.6 MIS Technology Customer Support Restructure $30,709 $0
62 New Microsoft Office 2010 Software Upgrade $0 $550,000
32 3.1 CMO Policy and Project Manager Increase from .8 to 1.0 FTE $29,157 $0
33 New Federal Legislation Analysis and Action $79,414 $0
36 Multiple Below Market Pay - Full Adjustment $812,390 $0
$1,155,990 $751,888
Neighborhood Livability
9 85.1 Affordable Housing/Human Services $54,499 $0
$54,499 $0
Safe Community
43 10.1 Light & Power Payments in Lieu of Taxes (PILOT) Increase $121,969 $0
47 11.1 Purchase Power Increase $1,724,505 $0
8 21.1 Police Services Ticket Surcharge Officer (1 FTE) $118,709 $0
31 132.6 PFA Non-Discretionary & Total Compensation Increase $228,926 $0
56 New Remove Structures from Poudre River Floodway $0 $1,000,000
57 New Master Plan Flood Mitigation Project Property $0 $1,600,000
$2,194,109 $2,600,000
Transportation N/A
Sub-total $4,748,764 $4,131,888
ALL FUNDS TOTAL: $8,880,652
Page Revision Requests
Number
Updated 9/30/2011
1
2012 Budget Adjustment Requests - BY FUND
Total Fund
Related Ongoing &
Fund Offer # Adjustment Requested Ongoing $ One-Time $ One-Time
General Fund 7 3.1, 4.1 Assistant to the City Manager and CPIO (1 FTE) $176,320 $0
8 21.1 Police Services Ticket Surcharge Officer (1 FTE) $118,709 $0
9 85.1 Affordable Housing/Human Services $54,499 $0
21 106.2, 6 Restore Conservation Trust Funds for Trail Construction $546,571 $0
22 108.11 Development Review Succession Planning (1.25 Cont. FTE) $75,341 $0
25 108.11 Development Review - Customer Service Demand (1 FTE) $65,000 $0
31 132.60 PFA Non-Discretionary & Total Compensation Increase $59,768 $0
32 3.10 CMO Policy and Project Manager Increase from .8 to 1.0 FTE $29,157 $0
33 New Federal Legislation Analysis and Action $79,414 $0
34 New Mason Corridor Synergies and Support Services $0 $150,000
35 New Reorganization Office of Sustainability $91,650 $0
36 Multiple Below Market Pay Adjustment $139,780 $0
Total General Fund $1,436,209 $150,000 $1,586,209
KFCG Fund 31 132.6 PFA Non-Discretionary & Total Compensation Increase $169,158 $0
34 New Mason Corridor Synergies and Support Services (Parking Study) $0 $50,000
41 105.2 Downtown Ice Rink Installation and Removal $40,000 $0
42 New Downtown Holiday Lighting $85,000 $0
36 Multiple Below Market Pay Adjustment $19 $0
Total Keep Fort Collins Great Fund $294,177 $50,000 $344,177
Natural Areas 35 New Reorganization Office of Sustainability $30,550 $0
36 Multiple Below Market Pay Adjustment $28,543 $0
Total Natural Areas Fund $59,093 $0 $59,093
Light & Power 43 10.1 Light & Power Payments in Lieu of Taxes (PILOT) Increase $121,969 $0
47 11.1 Purchase Power Increase $1,724,505 0
48 New Energy Efficiency Financing Program (.5 FTE) $300,000 0
36 Multiple Below Market Pay Adjustment $193,740 $0
Total Light & Power Fund $2,340,214 $0 $2,340,214
Page Revision Requests
Number
Updated 9/30/2011
2
2012 Budget Adjustment Requests - BY FUND
Total Fund
Related Ongoing &
Fund Offer # Adjustment Requested Ongoing $ One-Time $ One-Time
Page Revision Requests
Number
Water 49 100.1 Water Payments in Lieu of Taxes (PILOT) Increase $88,054 $0
54 New Water Meter Replacement and Rehabilitation $0 $580,000
36 Multiple Below Market Pay Adjustment $77,857 $0
Total Water Fund $165,911 $580,000 $745,911
Stormwater 55 214.2 Household Hazardous Waste Community Event $22,000 $0
56 New Remove Structures from Poudre River Floodway $0 $1,000,000
57 New Master Plan Flood Mitigation Project Property $0 $1,600,000
36 Multiple Below Market Pay Adjustment $45,608 $0
Total Stormwater Fund $67,608 $2,600,000 $2,667,608
Data & 58 32.1 MIS Email, Blackberry & Smart Phone Services $28,000 $80,000
Communications 59 33.4 MIS Network Services Resource Support $0 $62,400
60 35.6 MIS Technology Customer Software Compliance Support $0 $59,488
61 35.6 MIS Technology Customer Support Restructure $30,709 $0
62 New Microsoft Office 2010 Software Upgrade $0 $550,000
36 Multiple Below Market Pay Adjustment $22,890 $0
Total Data & Communications Fund $81,599 $751,888 $833,487
Other Funds 36 Multiple Below Market Pay Adjustment $303,953 $0 $303,953
Total All Funds $4,748,764 $4,131,888 $8,880,652
Updated 9/30/2011
3
Description
General
Fund
Keep Fort
Collins Great
Natural
Areas
Light &
Power Water Stormwater
Data &
Communica-
tions
Other
Various
Funds TOTAL
Funding Sources
Sales & Use Tax: Projection compared to budget $ 2,203,000 $ 716,700 $ 182,500 $ 3,102,200
Interest earnings (504,751) (45,826) (400,000) (836,879) (135,141) (39,937) (1,800,000) (3,762,534)
Light and Power PILOTs 121,969 121,969
Water PILOTs 88,054 88,054
Development Review revenue 715,000 715,000
CMAQ Grant -
Partner Contributions -
Revenue from rate increase 2,474,020 1,624,549 4,098,569
Other Revenue Changes 181,280 181,280
Unused 2012 Revenue in the 2011-12 Budget 2,634,245 2,634,245
Available appropriations due to reduced City medical contribution 586,346 56,578 34,627 124,080 93,374 30,277 45,781 530,641 1,501,704
Total of Revenue Changes 3,209,618 773,278 171,301 2,198,100 1,062,324 2,529,381 5,844 (1,269,359) 8,680,487
2012 Budget Revision Requests
Sum of 2012 Budget Revision Requests (1,467,500) (344,177) (59,093) (2,040,214) (165,911) (2,667,608) (22,890) (303,953) (7,071,346)
Sum of 2012 Budget Revision Requests - From Reserves (118,709) (300,000) (580,000) (810,597) (1,809,306)
Total of Supplemental Appropriations (1,586,209) (344,177) (59,093) (2,340,214) (745,911) (2,667,608) (833,487) (303,953) (8,880,652)
2012 Budget Revision Impact to Fund Balance $ 1,623,409 $ 429,101 $ 112,208 $ (142,114) $ 316,413 $ (138,227) $ (827,643) $ (1,573,312) $ (200,165)
Notes:
1) The projected increase in 2012 Development Review revenue is based on 2010 volume with the new rate structure approved by Council on September 6th, 2011
2) The sum of 2012 Budget Revision Request in the Other Various Funds column include the $750K budget correction and is offset by the revenue adjustment above
3) The use of reserves in the Light and Power fund could be covered by $45,136,684 of working capital as of December 31, 2010
4) The use of reserves in the Stormwater fund could be covered by $12,070,244 of working capital as of December 31, 2010
5) The use of reserves in the Data and Communications Fund is covered by fund balance of $3,633,068 as of December 31, 2010
6) The use of reserves in the other various funds crosses 23 funds. Review of each fund has confirmed that there is ample reserve available over policy minimum.
Revenue & Expenditures by Fund
2012 Budget Revision Summary
4a Updated 10/5/2011
4
General Fund
Net Changes to Budget 2011 2012
Sales & Use Tax: Projection compared to budget 2,527,000 2,203,000
Interest earnings (318,238) (504,751)
Light and Power PILOTs - 121,969
Water PILOTs - 88,054
Development Review revenue 275,000 715,000
Total revenue changes 2,483,762 2,623,272
Sum of requests (2011 Clean-up and 2012 Revisions) (581,988) (1,586,209)
Available appropriations due to reduced City medical contribution 316,577 586,346
Total increase to fund balance 2,218,351 1,623,409
Keep Fort Collins Great Fund
Unanticipated Revenue Summary:
Transportation - Street Maintenance 270,963 236,511
Other Transportation 139,587 121,839
Police Services 139,587 121,839
Fire & Emergency Services 90,321 78,837
Park & Recreation 90,321 78,837
Other Community Priorities 90,321 78,837
Total Net Change to Anticipated Revenue 821,100 716,700
Other Transportation - Net Changes to Budget 2011 2012
Fund Balance - 139,587
Designated for Fire & Emergency Services: Projection compared to budget 139,587 121,839
Sum of 2012 Budget Revision Requests - (50,000)
Total increase to fund balance 139,587 211,426
Fire & Emergency Services - Net Changes to Budget 2011 2012
Fund Balance - 90,321
Designated for Fire & Emergency Services: Projection compared to budget 90,321 78,837
Sum of 2012 Budget Revision Requests - (169,158)
Total increase to fund balance 90,321 -
Other Community Priorities - Net Changes to Budget 2011 2012
Fund Balance - 90,321
Designated for Other Community Priorities: Projection compared to budget 90,321 78,837
Sum of 2012 Budget Revision Requests - (125,019)
Total increase to fund balance 90,321 44,139
2012 General Fund & KFCG Revenue & Expense Revisions
Updated 9/30/2011
5
THIS PAGE LEFT INTENTIONALLY BLANK
6
Revision Title:
Fund: Contact: Wendy Bricher
Result Area: Package/Offer #: 3.1 and 4.1
Total Amount: $176,320
Funding Source #1: Funding Amount #1: $132,619
Funding Source #2: Funding Amount #2: $43,701
FTE Requested:
Description:
2012 BUDGET REVISION REQUEST
Assistant to the City Manager & CPIO
1.0 FTE - Assistant to the City Manager
The City Manager and Executive Leadership Team (ELT) considered ways to enhance the efficiency and
effectiveness of the City organization. Changes impacting existing service areas were approved in March
2011 and included the following:
1) Assistant to the City Manager - This new position is an executive level position intended to support the
City Manager in pursuing a world class community particularly focused on including sustainability
leadership & coordination, community design & special projects, and innovative culture.
2) Assistant to the City Manager - Employee and Communications Services (Restructured Communications
and Public Involvement Director Position) overseeing the Human Resource Department and the
Communication & Public Involvement Office.
3) Reclassify the current Public Relations Coordinator to the Communications and Public
Involvement Manager
100 - General Fund
High Performing Government
General Fund
General Fund
7
Revision Title:
Fund: Contact: Tricia Muraguri
Result Area: Related Offer #: 21.1
Total Amount: $118,709
Funding Source #1: Funding Amount #1: $118,709
FTE Requested:
Description:
2012 BUDGET REVISION REQUEST
Police Services Ticket Surcharge Officer
1.0 FTE - Police Traffic Enforcement Officer
At the tail end of the 2011 - 2012 budget process, Police Services received authorization to hire an additional
Traffic Surcharge Officer. Since the budget process was about over and the proposed budget documents had
been sent to print, the position was never included in the authorized count of FTE's. For 2011 the cleanup
ordinance will be the mechanism used to appropriate the revenue. This offer appropriates the funding for
2012 to formalize the FTE addition that took place late in 2010.
100 - GENERAL FUND
Safe Community
General Fund - Traffic Surcharge Reserve
8
Revision Title:
Fund: Contact: Joe Frank
Result Area: Relative Offer #: 8.3
85.1
Total Amount: $54,499
Funding Source #1: Funding Amount #1: $54,499
FTE Requested:
0.2 FTE - Human Services Grant Administrater
0.1 FTE - Human Services/Affordable Housing Clerical
Description:
This request is for additional General Fund dollars to adequately resource the Advance Planning
Department’s affordable housing, human services and long range planning programs in order to meet
federal regulatory compliance and more effectively and efficiently manage these programs. Advance
Planning proposes reorganizing the grants and affordable housing programs to provide more case
management administration capabilities and full time program management. The timing for this
reorganization is optimal due to pending retirements within the programs.
Please refer to the accompanying information that follows.
2012 BUDGET REVISION REQUEST
Affordable Housing/Human Services
0.3 FTE - Affordable Housing Program Administrater
100 - GENERAL FUND
Economic Health
General Fund
Neighborhood Livability
9
Budget Revision Request: Affordable Housing and Human Services
This request addresses a convergence of issues in the affordable housing and human services
arena, all of which have reached critical mass since the last BFO cycle. The City maintains a
multi-million dollar, long-term commitment to affordable housing and human services through
use of annual federal grants (CDBG and HOME), and City funds (Affordable Housing Fund
[AHF], Human Service Program [HSP]).
In addition to general administration for the above four funding streams, the Affordable Housing
and Human Services Program is responsible for:
• Implementing the City’s semi-annual Competitive Process, allocating nearly three million
dollars to the community each year.
• Servicing nearly three dozen annual loan and grants for affordable housing, human
services and public facilities programs and projects.
• Maintaining federal and financial regulatory compliance.
• Managing long-term mandated, complex legal and financial coordination of local housing
projects.
• Developing and implementing local affordable housing policy.
Problem: the work group’s funding and staffing structure is no longer sustainable.
Increases to the volume and complexity of caseload management and reporting have
overwhelmed existing program staff. Insufficient City funds exist to administer the local
programs. Federal funds cannot be used for administration of local programs. Currently, there are
no City funds allocated for administration of local Affordable Housing and Human Services
Programs. Historically, 100% percent of local funds have gone to projects.
While efficiencies have been realized through automation of nearly all functions (financial,
project tracking, Competitive Process), the work group can no longer keep pace with influencing
pressures such as:
• An increase in demand of administrative requirements, resulting in regulatory compliance
and program performance issues (examples: Environmental Reviews, Fair Housing
regulations, minority jobs and business reporting). See Exhibit A.
• An expansion of work obligations both in amount and complexity. See Exhibit B for a
snapshot of content and trends. Currently, there are 400 open Home Buyer Assistance
files, 100 open long-term housing projects (6-8 are added every year), and $22 million in
open housing loans. Coordination of Low Income Housing Tax Credit (LIHTC)
considerations for nearly every housing project now requires a minimum of 200 hours
staff time up front. It was never even a work task in past years.
• Sophisticated skills do not currently exist within the work group; required training is
extremely costly.
• The number of Human Services projects has nearly doubled in five years.
• Local funding (General Fund) for the HSP has increased (60% over five years: $332K to
$540K). There has been no corresponding administrative cost resourcing.
10
• Local funding (General Fund) for the AHF program has increased in recent years ($133K
to $333K). There has been no corresponding administrative cost resourcing.
• Current year federal funding cuts are for CDBG (16.4%/$180,962) and HOME
(12.2%/$83,282). Federal funds can no longer cover City tasks.
Other communities were polled to learn how they resource similar programs. Many contribute
General Fund dollars to affordable housing and human services. The City of Fort Collins does
not currently contribute funds for administration of local programs.
Pending retirements within the work group represent opportunities for a work group
reorganization to achieve short-term efficiencies for 2012, and additional sustainability for 2013
and beyond.
This 2012 revision request funds additional resources needed for administration of the City's
General Fund and HSP programs, and City-driven tasks for affordable housing administration.
Administrative support functions are decreased; affordable housing tasks are more fully
addressed. Federal funds will still continue to fund a majority of the work group, resourcing
federal-only tasks. The specific General Fund 2012 budget need of $54,499* is represented by:
• 0.2 FTE HSP Grant Administrator: $15,445
• 0.1 FTE HSP/AHF clerical/financial support: $5,674
• 0.3 FTE AHF Program Administration: $33,380
(*Note: Request amended as a result of revised personnel costs received from Human Resources)
If this funding situation is not addressed, there may be long term impacts to major components of
the City’s affordable housing and human services programs.
Immediate 2012 consequences may include:
Cancellation of 20 contracts for Human Services Program and Keep Fort Collins Great social
services projects ($540,733). That action would impact 9,534 low-income community members
and 20 local agencies. In addition, the City may be forced to turn away new future CDBG,
HOME and local funds due to the inability to meet program management and federal and local
regulatory requirements. Staff is currently using federal funding to pay for local administration
costs, which is not permissible.
11
EXHIBIT A: YEARLY AND FIVE-YEAR HUD REPORTING AND PROGRAM
ADMINISTRATION REQUIREMENTS
These requirements are the City’s responsibility as long as there are open files regardless of
whether or not the City receives new allocations of CDBG and/or HOME funding. No program
income is ever released from the regulations of the funding source.
Required Reports Frequency Due FTE
Analysis of Impediments to Fair
Housing – major document
requiring focus groups, extensive
research, surveys, public review.
Every five years August 15, 2012 .25 every five
years
5�year Strategic Plan – major
document requiring focus groups,
extensive research, surveys, public
review.
Every five years August 15, 2014 .25 every five
years
Consolidated Annual Performance
Evaluation Report – compilation
of information in format required
by HUD to prove eligibility of
projects and processes
Every year December 31 .1
Semi�Annual Labor Standards –
review projects requiring Davis
Bacon documentation, contact
project managers to fill out
required form, fill out separate
form for City
2 x year October 8 and
April 8
.01
Section 3 – review projects
requiring Section 3
documentation, contact project
managers to fill out required form,
submit form electronically
1 x year December 31 .01
Minority, Black and Women’s
Enterprise Report – follow form
directions to report MBWE
contracting
1 x year October 10 .01
Annual Action Plan – submitted
every year according to HUD
requirements to show planning
process for the following year
1 x year August 15 .10
HOME Yearly Report – form
which documents program income
and other required information,
attached to CAPER
1 x year December 31 .01
HOME Match Report – form
documents required match (from
IDIS report) and how the match
was met by non�federal funds
attached to the CAPER
.
OMB Audit Review – required
review of all project audits to
show adherence to OMB
requirements. If there are
discrepancies, the agency must be
contacted and document how the
discrepancy was mitigated.
1 x year June .01
Ongoing required program
management
Open files monitoring, site visits,
project documentation, for
approximately 100 open projects
● each project has a monitoring
date set up in CDM
● the file is pulled and reviewed
for requirements
● the file is reviewed for type of
monitoring and if site visit is
necessary
● project manager is contacted for
a census of current residents,
check for rental rates to be within
guidelines
● if site visit is necessary (new
project or problematic project), set
up half a day to review files and
units
● if project is also monitored by
the State or CHFA, get a copy of
the results from the project
manager
● if problems are found, document
and follow�up with a letter
showing required mitigation, and
continue to monitor until problem
is resolved. Document.
● put all documentation and
forms in the file folder
● set up next monitor in CDM
● return project file to cabinet
Yearly – currently
through 2041
As scheduled by
project
.05
Program Income processing
● Receive check
● If payoff, pull file
● Verify amount
● Insert amount in program
income Excel file. For HOME,
document whether it is PI or RE.
Monthly Monthly .05
13
If PI, figure admin amount.
● Fill out PI transfer sheet x3
for Accounting, copy check x2,
attach original check for
Accounting and send, attach copy
to copy of transfer sheet for other
staff to verify, put copy of both in
file. (Required that TWO staff
receive on any payment.)
● Fill out Release paperwork
and forward to Legal for City
Manager signature
● Pull original Note and PN
from safe and mark as paid in full
● When Release is signed,
attached original docs and forward
either to Title Company or to
Public Trustee
● Update CDM and, if
necessary, HBA databases to show
paid in full
● Scan file, shred original,
keep scanned file on cd for 5 years
minimum
● If amortized loan, verify
amount, update Excel file and
CDM, fill out Accounting sheet
and forward check with copy to
other staff.
● Periodic monitoring for
noncompliance.
● Yearly report to property
owner
Program Income competitive
process (all notices, contracts,
processing payments, etc.)
All Program Income must be
allocated within six months of
receipt to projects which meet the
eligibility requirements of either
HOME or CDBG, whichever
originally allocated the program
income. Program eligibility
requirements NEVER go away for
any federal program income
received. This includes all formal
Yearly August 15 .25
14
processes including
environmentals, public notices,
public hearings, legal contracts,
requests for reimbursements from
projects, setting up and drawing
from City finance, setting up and
drawing from IDIS, and setting up
monitoring as required.
HBA monitoring of all open loans
on a yearly basis, calling the notes
of loans that are out of
compliance, documents
processing, foreclosures, releases,
subordinations, etc.
Daily Daily .25
IDIS updates and draws – at least
two staff members must be
authorized to set up projects, set
up draws and authorize draws.
Monthly Monthly .05
Files management, database
updates, responding to HUD
questions, public facility issues,
HUD audits.
Monthly Monthly .05
15
Human Services Agencies Requested AFH CDBG HOME HSP HSP-KFCG TOTAL
BASE Camp: Sliding Scale Fee Tuition Assistance $48,000 $48,000 $48,000 100%
Boy & Girls Club: After-School Program $18,309 $11,520 $11,520 63%
Catholic Charities Northern: Senior Outreach $10,000 $10,000 $10,000 100%
Catholic Charities Northern: Shelter & Supportive Services $48,264 $43,546 $43,546 90%
Crossroads Safehouse: Advocacy Program $90,000 $45,000 $45,000 50%
Disabled Resource Services: ATI Program $22,054 $22,054 $22,054 100%
ELTC: Employment Skills Training $25,000 $17,623 $17,623 70%
ELTC: Job Access & Retention Training $4,992 $0 0%
Elderhaus: Therapy Center Activity Program $21,202 $21,202 $21,202 100%
Elderhaus: Home Front Veterans Program $32,256 $0 0%
Family Center: Sliding Scale Fee Tuition Assistance $20,000 $20,000 $20,000 100%
Food Bank: Kids Café Program $22,167 $22,167 $22,167 100%
HPI: Emergency Rent Assistance $40,000 $40,000 $40,000 100%
LCMH: Mental Health Services for Crises Prev. Partner. $41,238 $0 0%
Mathews House: Program for At-Risk Youth $29,436 $14,000 $14,000 48%
NCAP: Client Services & Homelessness Prevention $25,000 $25,000 $25,000 100%
Neighbor to Neighbor: Emergency Rent Assistance $21,000 $21,000 $21,000 100%
Neighbor to Neighbor: Housing Counseling $68,906 $39,375 $39,375 57%
PSS: Services for Single Parent Families $30,000 $30,000 $30,000 100%
Respite Care: Sliding Scale Fee Tuition Assistance $25,000 $19,140 $5,860 $25,000 100%
RVNA: Home Health Care Scholarships $35,000 $35,000 $35,000 100%
United Day Care Center: Sliding Scale Fee Tuition Assist. $54,000 $54,000 $54,000 100%
United Way: 2-1-1 $29,259 $0 0%
VOA: Home Delivered Meals $25,116 $25,116 $25,116 100%
Women's Resource Center: Dental Care Assist. $29,040 $29,040 $29,040 100%
Total $815,239 $158,309 $440,334 $598,643 73%
Housing Projects Requested AHF CDBG HOME HSP HSP-KFCG TOTAL
CARE: Privincetowne Pre-Development Costs $150,000 $150,000 $150,000 100%
EXHIBIT B: Affordable Housing Funds, CDBG, HOME and Human Services Program
Spending for Calendar Years 2008, 2009, 2010 and 2011
Funding for 2008 (Spring)
Funding for 2008 (Spring)
The fiscal year for these programs is October 1st through September 30th of each year.
16
City of Fort Collins: Home Buyer Assistance $200,000 $122,711 $77,289 $200,000 100%
City of Fort Collins: Land Bank Program $201,387 $0 0%
Ft. Collins Housing Authority - Stanford Acquisition $1,139,000 $201,387 $937,613 $1,139,000 100%
Ft. Collins Housing Corp. - Leisure Drive Rehab $216,524 $216,524 $216,524 100%
Total $1,906,911 $201,387 $1,060,324 $443,813 $1,705,524 89%
Housing Projects Requested AHF CDBG HOME HSP HSP-KFCG TOTAL
CARE Housing: Provincetowne On-site Infrastructure $250,000 $250,000 $250,000 100%
City of Fort Collins: Home Buyer Assistance - Rentals $50,000 $50,000 $50,000 100%
City of Fort Collins: Home Buyer Assistance $200,000 $200,000 $200,000 100%
Ft. Collins Housing Corp: Leisure Drive Rehab $116,820 $116,820 $116,820 100%
Housing Authority Loveland: Larimer Home Improv. Prog. $100,000 $100,000 $100,000 100%
Neighbor to Neighbor: Flooring Replacements $33,600 $33,600 $33,600 100%
Total $750,420 $183,600 $566,820 $750,420 100%
Human Services Agencies AHF CDBG HOME HSP HSP-KFCG TOTAL
BASE Camp: Sliding Scale Fee Tuition Assistance $60,840 $60,831 $60,831 100%
Boy & Girls Club: After-School Program $18,309 $18,309 $18,309 100%
Catholic Charities: Senior Outreach $10,000 $10,000 $10,000 100%
Catholic Charities: Shelter & Supportive Serv. $55,024 $37,856 $37,856 69%
Center for Family Outreach: Volunteer Parenting Prog $15,000 $0 0%
Consumer Credit Counseling: Financial Counseling $13,000 $0 0%
Crossroads Safehouse: Advocacy Program $99,216 $51,542 $51,542 52%
Disabled Resource Services: Access to Independence $25,656 $25,656 $25,656 100%
ELTC: Employment Skills Training $22,000 $18,000 $18,000 82%
ELTC: Evening Class Childcare Assistance $8,000 $0 0%
Elderhaus: Therapy Center Activity Program $23,592 $23,592 $23,592 100%
The Family Center: Sliding Scale Fee Tuition Assistance $20,000 $20,000 $20,000 100%
Food Bank for Larimer County: Kids Café Program $27,959 $27,959 $27,959 100%
Homelessness Prev. Initiative: Emergency Rent Assist. $45,000 $40,671 $40,671 90%
Live the Victory: The Matthews House $29,120 $0 0%
Neighbor to Neighbor: Housing Counseling $68,500 $39,915 $39,915 58%
Neighbor to Neighbor: Emergency Rent Assist. $23,000 $23,000 $23,000 100%
Northern Colorado Aids Project: Client Services $29,500 $29,500 $29,500 100%
Poudre School District: 305 Club Sustainability Program $30,275 $0 0%
Funding for 2008 (Fall)
Funding for 2009 (Spring)
17
Project Self-Sufficiency: Services for Single Parents $33,000 $18,837 $14,163 $33,000 100%
RVNA: Home Health Care Scholarships $38,000 $38,000 $38,000 100%
Respite Care: Sliding Scale Fee Tuition Assistance $25,000 $25,000 $25,000 100%
Turning Point: Volunteer Coordinator $25,000 $0 0%
United Day Care Center: Sliding Scale Fee Tuition $60,000 $54,367 $54,367 91%
Volunteers of America: Home Delivered Meals Program $29,108 $29,108 $29,108 100%
Women's Resource Center: Dental Care Assistance $38,421 $35,223 $35,223 92%
Total $872,520 $201,195 $440,334 $641,529 74%
Homelessness Prevention Initiative (HPI) received CDBG-R
(ARRA - Stimulus Money)
Requested AHF CDBG HOME HSP HSP-KFCG TOTAL
CARE: Privincetowne On-site Infrastructure, Part I $500,000 $300,000 $300,000 60%
City of Fort Collins: Land Bank Program $140,000 $0 0%
Cornerstone Assoc.: Cornerstone Apartments $300,000 $0 0%
Ft. Collins Hous. Auth. - Village on Stanford Rehabilitation $450,000 $351,571 $98,429 $450,000 100%
N2N - Improvements to Coachlight Plaza Apartments $185,635 $185,635 $185,635 100%
City of Fort Collins: Consolidated Plan $15,000 $8,500 $6,500 $15,000 100%
Total $1,590,635 $8,500 $843,706 $98,429 $950,635 60%
FCHA received $230,466 of CDBG-R (ARRA - Stimulus
Money)
AHF CDBG HOME HSP HSP-KFCG TOTAL
CARE: Provincetowne On-site Infrastructure, Part II $700,000 $20,250 $484,761 $505,011 72%
City of Fort Collins: Home Buyer Assistance - Rentals $100,000 $100,000 $100,000 100%
Ft. Collins Hous. Auth.: Tenant-Based Rental Assistance $167,900 $167,900 $167,900 100%
Ft. Collins Housing Auth.: TBRA-Admin $40,000 $40,000 $40,000 100%
Habitat for Humanity: Land Acquisition $75,000 $63,865 $63,865 85%
Housing Authority of Loveland: LHIP $100,000 $100,000 $100,000 100%
Neighbor to Neighbor: Playground/Landscaping $60,500 $25,000 $25,000 41%
Total $1,243,400 $260,250 $88,865 $652,661 $1,001,776 81%
Human Services Agencies Requested AFH CDBG HOME HSP HSP-KFCG TOTAL
BASE Camp: Sliding Scale Fee Tuition Assistance $63,000 $54,200 $54,200 86%
Boy & Girls Club: After-School Program $21,036 $17,458 $17,458 83%
Catholic Charities Northern: Senior Outreach $10,000 $7,000 $7,000 70%
Catholic Charities Northern: Shelter & Supportive Services $55,000 $29,500 $29,500 54%
Crossroads Safehouse: Advocacy Program $99,216 $51,042 $51,042 51%
Funding for 2009 (Spring)
Funding for 2009 (Fall)
Funding for 2010 (Spring)
18
Disabled Resource Services: ATI Program $27,884 $22,010 $22,010 79%
ELTC: Employment Skills Training $20,000 $17,500 $17,500 88%
Elderhaus: Mindset Therapy Center Activity Program $23,592 $20,142 $20,142 85%
Family Center: Sliding Scale Fee Tuition Assistance $25,000 $20,500 $20,500 82%
Food Bank: Kids Café Program $27,052 $21,667 $21,667 80%
HPI: Emergency Rent Assistance $45,000 $28,516 $11,484 $40,000 89%
Mathews House: Program for At-Risk Youth $29,120 $0 0%
NCAP: Client Services & Homelessness Prevention $29,500 $24,500 $24,500 83%
Neighbor to Neighbor: Emergency Rent Assistance $23,000 $20,200 $20,200 88%
Neighbor to Neighbor: Housing Counseling $68,500 $39,415 $39,415 58%
PSS: Services for Single Parent Families $33,000 $28,500 $28,500 86%
Respite Care: Sliding Scale Fee Tuition Assistance $25,000 $22,500 $22,500 90%
RVNA: Home Health Care Scholarships $38,000 $26,100 $26,100 69%
Turning Point: Emergency Mental Health Services $10,000 $0 0%
United Day Care Center (Teaching Tree): Sliding Scale Fee $60,000 $51,500 $51,500 86%
VOA: Home Delivered Meals $29,108 $19,500 $19,500 67%
Women's Resource Center: Dental Care Assist. $41,442 $34,725 $34,725 84%
Total $803,450 $178,358 $389,601 $567,959 71%
Housing Projects Requested AHF CDBG HOME HSP HSP-KFCG TOTAL
CARE: Privincetowne Pre-Development Costs, Part III $250,000 $250,000 $250,000 100%
City of Fort Collins: Home Buyer Assistance $200,000 $200,000 $200,000 100%
Total $450,000 $0 $450,000 $0 $450,000 100%
Planning & Housing Projects Requested AHF CDBG HOME HSP HSP-KFCG TOTAL
City of Fort Collins: Consolidated Plan Implementation $35,535 $35,535 $35,535 100%
City of Fort Collins: Home Buyer Assistance $50,000 $50,000 $50,000 100%
CARE: Provincetowne Green CHDO Capacity Grant $50,000 $0 0%
Caribou: Caribou Apartments Phase II $300,000 $300,000 $300,000 100%
FCHC: Legacy Senior Residences $720,000 $28,890 $187,977 $73,133 $290,000 40%
Harvest Construction: Spring Creek Apartments $585,000 $0 0%
Housing Authority of Loveland: LHIP $110,000 $110,000 $110,000 100%
Total $1,850,535 $188,890 $223,512 $373,133 $785,535 42%
Human Services Agencies Requested AFH CDBG HOME HSP HSP-KFCG TOTAL
BASE Camp: Sliding Scale Fee Tuition Assistance $57,000 $57,000 $57,000 100%
Boy & Girls Club: After-School Program $19,892 $18,644 $18,644 94%
CARE Housing: Supportive Services Program $25,000 $0 0%
CASA: Program Support $14,976 $9,360 $9,360 63%
Funding for 2010 (Spring)
Funding for 2010 (Fall)
Funding for 2011 (Spring)
19
Catholic Charities Northern: Senior Outreach $12,000 $11,331 $11,331 94%
Catholic Charities Northern: Shelter & Supportive Services $75,000 $40,000 $40,000 53%
Center for Family Outreach: Youth Diversion Program $17,500 $0 0%
ChildSafe: Child Abuse Program $30,000 $0 0%
Crossroads Safehouse: Advocacy Program $99,216 $16,469 $25,733 $42,202 43%
Disabled Resource Services: ATI Program $28,442 $28,442 $28,442 100%
ELTC: Employment Skills Training $2,209 $19,483 $19,483 882%
Elderhaus: Mindset Therapy Center Activity Program $23,592 $23,592 $23,592 100%
Family Center: Sliding Scale Fee Tuition Assistance $30,000 $30,000 $30,000 100%
Food Bank: Kids Café Program $21,000 $21,000 $21,000 100%
HPI: Emergency Rent Assistance $45,000 $45,000 $45,000 100%
LCMH: Community Dual Disorder Treatment $27,082 $14,000 $14,000 52%
LCMH: Employee Assistance-Murphy Center $16,012 $0 0%
Matthews House: Program for At-Risk Youth $27,639 $27,639 $27,639 100%
Neighbor to Neighbor: Housing Counseling $69,205 $10,175 $30,000 $40,175 58%
Neighbor to Neighbor: Emergency Rent Assistance $25,000 $25,000 $25,000 100%
NCAP: Client Services & Homelessness Prevention $29,500 $24,500 $24,500 83%
PSS: Services for Single Parent Families $33,000 $22,000 $22,000 67%
RVNA: Home Health Care Scholarships $35,000 $9,049 $25,951 $35,000 100%
Respite Care: Sliding Scale Fee Tuition Assistance $30,000 $30,000 $30,000 100%
Suicide Resource Center: R.A.P.P & Hope Programs $3,000 $3,000 $3,000 100%
Teaching Tree: Sliding Scale Fee Tuition Assistance $60,000 $60,000 $60,000 100%
VOA: Home Delivered Meals $29,200 $29,200 $29,200 100%
Women's Resource Center: Dental Care Assist. $44,890 $32,890 $32,890 73%
Total $930,355 $149,124 $389,601 $150,733 $689,458 74%
Housing Projects Requested AHF CDBG HOME HSP HSP-KFCG TOTAL
FCHA: Land Acquisition - Spring Creek Apartments $350,000 $0 0%
FCHC: Legacy Senior Housing $430,000 $87,549 $339,615 $427,164 99%
Merten: Union Place - Senior Housing $750,000 $750,000 $750,000 100%
Total $1,530,000 $837,549 $339,615 $1,177,164 77%
Funding for 2011 (Spring)
20
Revision Title:
Fund: Contact: Budget Office
Result Area: Related Offer #: 106.2,3 and 6
Total Amount: $546,571
Funding Source #1: Funding Amount #1: $546,571
FTE Requested:
Description:
2012 BUDGET REVISION REQUEST
Restore Conservation Trust Funds for Trail Construction
N/A
This revision request reduces the amount to be transferred from the Conservation Trust Fund to the General
Fund for park maintenance in 2012. This reduction brings the transfer back to the 2010 level of $730,146. The
current budgeted transfer in 2012 is $1,276,717 ($934,717 ongoing and $342,000 reserves). Funding for park
maintenance at this level is not sustainable in the Conservation Trust Fund and eliminates funding for the trail
construction program.
When compiling the 2011-2012 budget there were insufficient General Fund revenues to support the parks
maintenance expenses approved for 2012. The decision was made to increase the use of Conservation Trust
money including the use of reserves for parks maintenance in 2012 and reconsider the funding during the
2012 revision process. If General Fund revenues (primarily Sales and Use Taxes) came in higher than
expected, we would backfill the Conservation Trust Fund reserves and ongoing revenue.
100 - GENERAL FUND
Culture, Parks and Recreation
General Fund
21
Revision Title:
Fund: Contact: Steve Dush
Result Area: Relative Offer #: 108.11
Total Amount: $75,341
Funding Source #1: Funding Amount #1: $75,341
FTE Requested:
Description:
The Development Review Center (DRC) will be losing a long-term, 22-year employee (City Planner) at the end
of March 2012 due to retirement. In an effort to maintain service levels to the best of our ability, to ensure
sufficient time to train and pass on the wealth of information posessed by the current incumbent to a new
City Planner, and to implement the automation of planning and development records, we are proposing to
implement a succession planning process.
Please refer to the accompanying information that follows.
.75 FTE - Contractual City Planner/Records Tech
2012 BUDGET REVISION REQUEST
Development Review Succession Planning
.50 FTE - Contractual City Planner
100 - GENERAL FUND
Economic Health
General Fund
22
Community Development & Neighborhood Services
281 North College Avenue
P.O. Box 580
Fort Collins, CO 80522.0580
970.416.2740
970.224.6134- fax
fcgov.com
Planning, Development & Transportation
Council Finance Committee Information - CDNS
September 15, 2011
Revision Request: Development Review Succession Planning
FTE Requested: .5 FTE Contractual City Planner and .75 FTE Contractual City Planner/Records Tech
Description:
The Development Review Center (DRC) will be losing a long-term, 22-year employee (City Planner) at
the end of March, 2012 due to retirement. In an effort to maintain service levels to the best of our ability,
to ensure sufficient time to train and pass on the wealth of information possessed by the current
incumbent to a new City Planner, and to implement the automation of planning and development records,
we have submitted this request.
Rationale:
1) .5 FTE Contractual City Planner: We are asking for the continuation of an existing City
Planner contract for the first six months of 2012. This Planner has been with the City for
six years and has been doing an exceptional job. The Planner was RIF'd during the 2010
BFO process, but was hired back as a contractual employee to perform specific duties in
Economic Health and Community Development and Neighborhood Services.
Continuation of this contract ensures continuity and continued assistance with the work
load demands being experienced within the DRC. It also gives staff the time to complete
an internal hiring process, something that cannot occur until April, 2012. If this existing
position is accommodated by economic health, the request for the monies would still be
necessary to accommodate the succession planning by allowing for a new planner to be
hired and trained by the retiring planner position that will occur in April of 2012.
2) .75 FTE Contractual City Planner/Records Tech: Secondly, we are asking for the move
of the retiring Planner to a three-quarter time (.75 FTE) contractual employee, based on
feedback from him that he would like to continue in some fashion with the City. Due to
the above-referenced training and succession planning needs, as well as the need
identified for automation of planning and development records, a position that combines
both elements is being proposed. The position would focus 20% of time on City
planning, training, and succession efforts, and 80% of time on records management
efforts. The pay for the position will be adjusted as well by paying at a City Planner rate
for 20% of the time expended and at a Records Tech rate for 80% of the time expended.
Doing so results in an hourly wage of $16.80 and an annual salary (at .75 FTE) of
$26,000. Annual benefits are estimated to be $15,000, for a total compensation amount
of $41,000. We estimate that it will take us approximately 8 years, with a .75 FTE, to
convert all Current Planning paper files into an electronic medium (excluding those
records already off-site); longer if the FTE is not 100% devoted to this task. Doing so,
however, will increase the services provided to customers as they will be able to quickly
reference this information online, as well as enhance staff's efficiency by giving all staff
quick access to records without having to search for paper files. In combination with the
23
CDNS Council Finance Committee Info
September 15, 2011
Page 2
Building and Engineering records already converted to electronic format, as well as other
functions such as GIS, we will have a much more robust way of identifying activities that
have occurred on properties and providing better guidance, studies and analysis by
having more complete information readily available to us. Although the City Planner
who will be moving to this position, if approved, is not trained in records management
duties, his knowledge of the planning files and related documents make him an
invaluable resource for this task. It is much harder to train someone on the planning files,
types and purposes of documents, items that should be kept, etc., than it is to train them
how to scan and index. As well, knowing the documents is imperative for indexing them
appropriately to enable all those who access the documents electronically to find what
they are looking for.
Outcomes:
Approval of this request will assist us in meeting workload demand and service expectations of
the Development Review Center. It supports the City’s efforts for succession planning and gives
us the opportunity to increase services levels and staff efficiency for the reasons stated above.
Data:
Perhaps one of the most valuable resources the City has is manifest in the institutional
knowledge of its long-term employees. The ability to mine this knowledge while providing an
efficient method of file management is a win/win/win for the City, a retiring employee and an
incoming employee. Succession planning is key to our workforce as our demographics are
changing with the boom of retirements resulting from the aging baby boomers.
It takes 30 minutes to 1 hour to prep an individual file for scanning. It takes another 2 hours to
completely scan, index and finalize things. Because each file is different and can take more or
less time, we are assuming an average 2 hours per file for all – prep, scanning, indexing and
finalizing. Assuming 40 files per box, it will take approximately 80 hours per box to convert our
planning files from paper to electronic format. We have approximately 156 boxes of information
here at 281 (including Historic Preservation and some Zoning files). 156 * 80 = 12,480 hours to
get this completed. This does not include any of the boxes we have off-site, which is likely more
than the 156 boxes we have here. If we have someone working ¾ time on this, it will take 8
years to complete the transfer of just the records we have on-site.
24
Revision Title:
Fund: Contact: Steve Dush
Result Area: Package/Offer #: 108.11
Total Amount: $65,000
Funding Source #1: Funding Amount #1: $65,000
FTE Requested:
Description:
0.5 FTE - Environmental Planner
This request is to increase 2 existing half-time (.5 FTE) positions to full-time (1.0 FTE) in order to help meet the
increased demand in the Development Review Center (DRC). Since 2006, 11.7 FTE have been eliminated from
the DRC: 4.5 FTE in 2006 as part of the consolidation efforts and 7.2 FTE in 2009 due to a decline in
development and building activity. These positions included: 1 FTE Director (Neighborhood & Building
Services), 2 FTE Building Inspectors, 1 FTE Plans Analyst, 1 FTE Senior Planner, 1 FTE City Planner, 3 FTE
Customer Service Reps, 1 FTE Admin Assistant, 1 FTE Admin Secretary, .5 FTE Environmental Planner and a .2
FTE Civil Engineer. Since 2009, we have seen an increase in activities for both 2010 and YTD 2011. The most
marked increase in activity has been with building permits where we are 35% higher than in 2009 as of July
31st. This results in added activities for many staff in the DRC, including Customer Service, Planners, Plans
Analysts and Inspectors. As well, added responsibilities from new programs such as Green Building, have also
resulted in additional work load.
Please refer to the accompanying information that follows.
2012 BUDGET REVISION REQUEST
Development Review - Customer Service Demand
0.5 FTE - Building & Permit Tech
100 - GENERAL FUND
Economic Health
General Fund
25
Community Development & Neighborhood Services
281 North College Avenue
P.O. Box 580
Fort Collins, CO 80522.0580
970.416.2740
970.224.6134- fax
fcgov.com
Planning, Development & Transportation
Council Finance Committee Information - CDNS
September 15, 2011
Revision Request: Development Review – Customer Service Demand
FTE Requested: .5 FTE Building & Development Review Tech and a .5 FTE Environmental Planner
Description:
This request is to increase 2 existing half-time (.5 FTE) positions to full-time (1.0 FTE) in order to help
meet the increased demand in the Development Review Center (DRC). Since 2006, 11.7 FTE have been
eliminated from the DRC: 4.5 FTE in 2006 as part of the consolidation efforts and 7.2 FTE in 2009 due
to a decline in development and building activity. These positions included: 1 FTE Director
(Neighborhood & Building Services), 2 FTE Building Inspectors, 1 FTE Plans Analyst, 1 FTE Senior
Planner, 1 FTE City Planner, 3 FTE Customer Service Reps, 1 FTE Admin Assistant, 1 FTE Admin
Secretary, .5 FTE Environmental Planner and a .2 FTE Civil Engineer. Since 2009, we have seen an
increase in activities for both 2010 and YTD 2011. The most marked increase in activity has been with
building permits where we are 35% higher than in 2009 as of July 31st. This results in added activities
for many staff in the DRC, including Customer Service, Planners, Plans Analysts and Inspectors. Added
responsibilities from new programs such as Green Building, have also resulted in additional work load.
Rationale:
1) Customer & Admin Services (CAS) – .5 FTE Building & Development Permit Tech:
This position is responsible for all initial customer contact at the DRC, determining
customer needs and educating them about DRC processes and procedures; development
submittal intake and routing; building and construction permit intake and issuance; plan
review on small projects; calculating and collecting fees; tracking approvals/holds for
permits and Certificates of Occupancy; contractor licensing; and various financial and
reporting duties. The CAS group has experienced a loss of 5.0 FTE since 2006.
Although hourly monies were approved as part of the 2011/2012 BFO process, the hourly
assistance is not enough to bridge the service gap we are experiencing. This is being
realized in the form of work load delays on numerous activities (i.e., wait time for phone
calls up to 30 minutes; wait time for customers in lobby up to 45 minutes; delay in permit
submittal routings up to 2 weeks, delay in over-the-counter permit issuance up to 3
weeks; delay in fee estimates up to 1 month; delay in contractor licensing duties up to 3
months and items such as web updates, plan filing and records management for
development review not being completed at all); climbing comp time balances; and the
need for others in the organization to assist with counter coverage and work load creating
a backlog in their regular duties. The current situation is unsustainable for the following
reasons:
A. Comp time is a detrimental way to handle prolonged workload since it creates
additional coverage problems as employees use this time in addition to their vacation
time, as well as budget problems if an employee leaves with high comp time balances
accrued. As well, once the employees reach the maximum accrual allowed, they are
26
no longer able to provide additional assistance.
B. Employee burnout and loss of morale are highly likely to increase.
C. Any increase in workload will further impact timelines since there is simply no more
room to absorb additional work.
2) Current Planning – .5 FTE Environmental Planner: This position was reduced to half-
time in 2006. However, with the increase in service demands currently being
experienced, as well as the addition of new programs such as Green Building, this
position needs to be reinstated to full-time status. Based on preliminary staff analysis, we
have found over 75% of wetland-related habitat types occur on private land within our
City Limits and our GMA boundaries. Our current .5 FTE is the only person responsible
for managing these, and other natural habitats and features, that occur on private land.
The main vehicle for protection of these resources is through the Land Use Code, which
is implemented by the Development Review Center. So, as well as having the private-
land resources to manage, this .5 FTE position is responsible for reviewing and making
recommendations on how to protect, maintain, and enhance these resources as part of the
development review process.
In addition, it is well documented via research and through observations on projects in
the City, that native landscapes are much more complex to establish and restore. So often
in the applications that come through the DRC, the parcels' existing natural habitats or
features have been degraded over time due to the development encroachment surrounding
the features. Thus, a significant component of the Development Agreement emphasizes
restoring these lands to a higher function, including specific, line-items that stress weed
management and control, proper seed mixes and post-construction monitoring. This
position is responsible for these duties as well as for inspections of landscaping, wetlands
and similar environmental items for several years after approval, to ensure that these
things continue to meet what was approved. Current projects include six wetland-specific
projects and ten other developments containing natural habitat buffer zones, for a total of
almost 30 acres. As Council is aware, these projects require significant staff time to
ensure success, as establishing, re-establishing, and ongoing management of native
communities requires a long-term commitment from both the developer and staff to
ensure commitments are adhered to. Enhanced tracking of these projects via Accela has
increased our capacity to ensure compliance in 2011, but more is needed to ensure we are
achieving our City’s private land conservation objectives. Based on our current level of
resources, we are unable to provide the level of service we believe Council expects in this
area. The current incumbent employee frequently works beyond the 20 hours per week
allotted for this position. Because the position is exempt, the employee receives no
overtime or comp time for these extra efforts.
Outcomes:
Increasing these positions to full-time will assist us in meeting workload demand and service
expectations of the Development Review Center.
Data: See graphs on following pages
27
Development Review Center Workload Activity
As of July 31, 2011
The following information depicts work load indicators for the Development Review Center (DRC).
The data shown compares year-to-date information through July 31
st
for 2007 through 2011. Total
permits as of the end of July, 2011 are up 35% over 2009, the year where many staff reductions
occurred.
Total Permits
(2007-2011 as of July 31st)
0
1000
2000
3000
4000
5000
2007 2008 2009 2010 2011
Year
Number Issued
Total Permits
New residential permits are up 125% over 2009 numbers. As well, residential additions/alterations are
up 41% and residential miscellaneous (i.e., sheds and garages) are up 95% over 2009 numbers.
Residential Building Permits
(2007 - 2011 as of July 31st)
0
100
200
300
400
500
600
700
New Dw elling Units Additions/Alterations Miscellaneous
Type of Permit
Numbers Issued
2007
2008
2009
2010
2011
28
New commercial permits are equal to 2009 numbers. Commercial additions/alterations are up 41% and
commercial miscellaneous (i.e., sales trailers, temporary sales lots) are 10 times higher than in 2009;
however the numbers are very small – 0 permits in 2009; 10 permits in 2011.
Commercial Building Permits
(2007 - 2011 as of July 31st)
0
50
100
150
200
250
300
350
400
450
500
New Commercial Additions/Alterations Miscellaneous
Type of Permit
Numbers Issued
2007
2008
2009
2010
2011
Over-the-Counter permits are for things such as basement finishes, roofing, and furnace/water heater
replacements. These permits are 33% higher than 2009.
Over-the-Counter Building Permits
( 2 007 - 2011 as of July 3 1st )
2111
2719
1841
2048
2648
0
500
1000
1500
2000
2500
3000
Over-the-Counter
Type of Permit
Numbers Issued
2007
2008
2009
2010
2011
29
The increase in building permit activity comes with an increase in all ancillary services related to this
activity for all employee groups represented in the DRC. This includes customer service at the counter,
plan review, inspections, contractor licensing efforts, and customer phone calls. As an example, below
is phone call data related only to one employee group of the DRC - Customer & Admin Services. It
shows the numbers of incoming phone calls answered by this group for the entire year 2007-2010. The
numbers shown for 2011 are the calls that have come in through July 31
st
! So, in the first 7 months of
2011, this group of employees has answered more phones calls than all of 2008, 2009 or 2010. By year-
end, we will have far exceeded total calls received in any of the years listed.
Phone Calls Received by CAS Group
(2011 #s are through July 31st; all other Years are through December 31st)
0
5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
45,000
50,000
2007 2008 2009 2010 2011
Year
Calls Received
Phone Calls
30
Revision Title:
Fund: Contact: Tom DeMint
Result Area: Package/Offer #: 132.1 - 6
Total Amount: $228,926
Funding Source #1: Funding Amount #1: $59,768
Funding Source #2: Funding Amount #2: $169,158
FTE Requested:
Description:
2012 BUDGET REVISION REQUEST
Poudre Fire Authority Non Discretionary & Total Compensation Increase
N/A
In 2012, PFA will incure non-discretionary increases projected as follows:
- $ 25,275 Line-item contingency (by PFA Board policy)
- $ 50,000 Fuel
- $ 11,406 General Liability Insurance
- $ 1,330 Wastewater
- $ 3,995 Electric
$ 92,006 TOTAL Non-Discretionary Increase ($74,709 City's portion or 81.20%)
In addition, PFA employee salaries have been frozen since 2009. We conduct an annual total
compensation survey of nine Front Range fire departments in October/November, which is the soonest
we will have comparison data. However we believe our dedicated employees should receive a modest
salary increase of one and a half percent in 2012 based on current projections. The City's portion of a
1.5% salary increase is $154,217. This does not include employees funded by KFCG funds, since those
funds will see an increase in 2012.
PFA is requesting to provide a 1.5% salary increase ($154,217) and increases in non-discretionary line
items ($74,709) for a total City contribution of $228,926.
840 - POUDRE FIRE AUTHORITY
Safe Community
General Fund
Keep Fort Collins Great Fund
31
Revision Title:
Fund: Contact: Wendy Williams
Result Area: Package/Offer #: 3.1
Total Amount: $29,157
Funding Source #1: Funding Amount #1: $29,157
FTE Requested:
Description:
2012 BUDGET REVISION REQUEST
CMO Policy and Project Manager Increase from 0.8 to 1.0 FTE
0.2 FTE - Increase from 0.8 to 1.0 FTE
This position develops and coordinates needed programs, proposals and analysis on behalf of City Council
and the City Manager. It also is responsible for all legislative analysis and advocacy of both State and
Federal issues, including support for the Council Leglislative Review Committee (LRC) and lobbying with
the Colorado General Assembly. In response to budget shortfalls the position was reduced from 1.0 to .8
in 2010. As a result, the level of service has also been reduced.
This offer will enable the City to provide more robust policy and project management and analysis, and to
play a more proactive role in advocating for legislative changes with the Colorado General Assembly.
100 - GENERAL FUND
High Performing Government
General Fund
32
Revision Title:
Fund: Contact: Wendy Williams
Result Area: Package/Offer #: New
Total Amount: $79,414
Funding Source #1: Funding Amount #1: $79,414
FTE Requested:
Description:
2012 BUDGET REVISION REQUEST
Federal Legislation Analysis and Action
0.5 FTE - Policy and Project Manager
The Council Legislative Review Committee has requested that the City take a more proactive role in
influencing Federal legislation. This offer includes funding for .5 FTE responsible for tracking, analyzing
and advancing the City's position on a variety of bills filed by the United States Congress. The City may
also partner with local Congressional representatives to initiate legislation of importance to the City of
Fort Collins.
This offer includes a rough estimate of $21,000 for Federal lobbying services based in Washington, DC.
The City currently belongs to organizations that have some Federal lobbying capacity (e.g. Colorado
Municipal League, National League of Cities, ICMA) and these organizations would also be utilized to
effect change. All activities, including communicating and coordinating with consultants, partner
organizations and the Legislative Review Committee, would be the responsibility of the new 0.5 FTE.
100 - GENERAL FUND
High Performing Government
General Fund
33
Revision Title:
Fund: Contact: Bruce Hendee
Result Area: Package/Offer #: New
Total Amount: $200,000
Funding Source #1: Funding Amount #1: $150,000
KFCG - Other Transportation $50,000
FTE Requested:
Description:
The City is about to embark on the largest infrastructure project in its history. The MAX BRT project will cost
between $80M-$84million to construct. Additionally City Council last year approved the final Plan Fort Collins
Comprehensive Plan which is a far reaching planning document which will guide the city forward for years to come.
As part of this document the Mid Town corridor is identified as a major geographic location for economic
redevelopment. To this end Council in recent weeks has approved the extension of an Urban Renewal District into
the Mid Town area. Taken in combination, it is important to invest in a comprehensive strategy to ensure key
strategic activities take place to maximize the chances for success of the corridor. Staff feels there are several key
elements needed to ensure success of these major investments.
1. Communication Strategy
A. Establish ongoing communication now about the corridor as an economic health corridor.
B. Institute a pre construction and during construction communication program similar to the highly recognized
TREX program used in Denver during construction of additional lanes and a light rail line.
C. Develop branding and a strategy together with local merchants to define the corridor in recognizable terms.
Actively communicate with merchants about the benefits of the corridor through a thoughtful campaign.
2. Prepare a parking strategy to encourage the development community to develop at higher densities. This is
important to realize the benefits of the TOD concept and reduce sprawl and maximize the potential for success of
MAX. Without this strategy developers will develop at lower densities than necessary to meet the intent of the
plan.
3. Create an Urban Design Plan which establishes the important framework for future redevelopment. This
includes working with local merchants to encourage the formation of a self sustaining Business Improvement
District. This plan will establish major districts, character areas, sub-district identities, urban design for the area
adjacent to MAX, and for College Avenue. The plan will also include the development an approach for connecting to
Foothills Mall, enhanced urban plans for stations, promenade along the corridor, architecture guidelines, and a
strategic plan for merchants to use Max for marketing benefits. This plan is an extension of the Mid Town Study
which identified key urban study as a next phase.
2012 BUDGET REVISION REQUEST
Mason Corridor Synergies and Support Services
N/A
100 - GENERAL FUND
High Performing Government
General Fund
34
Revision Title: Reorganization - Office of Sustainability
Fund: Contact: Bruce Hendee
Result Area: Package/Offer #: New
Total Amount: $122,200
Funding Source #1: Funding Amount #1:$91,650
Natural Areas Fund $30,550
FTE Requested:
Description:
2012 BUDGET REVISION REQUEST
1.0 FTE - Sustainability Director
100 - GENERAL FUND
Environmental Health
General Fund
This offer is to retain one FTE for the purposes of heading a new position which would be titled
Environmental Services Director. This person would report to the Chief Sustainability Officer (CSO). The
Office of Sustainability would be a new City department with the intent of institutionalizing Sustainability
as a key component of the City Organization. The organizational change is as follows:
Chief Sustainability Officer directs two immediate departments and one possible future department. The
structure is based on the Triple Bottom Line of economy, environment, and social health. The CSO would
lead the Economic Health Office, Environmental Services Office, and lead efforts to enhance the city
position in social health.
To accomplish this reorganization the following would occur:
1. Formation of an official Office of Sustainability (OSUS)
2. Hire an Environmental Services Director ( 1 FTE)
3. Environmental Services within the Natural Resources Office would move to OSUS
4. An Environmental Policy specialist moves from utilities to the OSUS. This position is funded through a
one year contract extension by Utilities.
35
Revision Title:
Fund: Multiple Contact: Amy Sharkey
Result Area: Package/Offer #: N/A
Total Amount: $812,390
Funding Sources: Funding Amounts:
General Fund $139,780
Subsidized Funds
Cultural Services & Facilities Fund $14,375
Recreation Fund $17,928
Cemeteries Fund $2,138
Transit Services Fund $2,231
Street Oversizing Fund $4,429
Transportation Services Fund $94,403
General Fund & Subsidized Funds $275,284
Keep Fort Collins Great Fund $19
Neighborhood Parkland Fund $475
Conservation Trust Fund $8,033
Natural Areas Fund $28,543
Golf Fund $4,937
Light & Power Fund $193,740
Water Fund $77,857
Wastewater Fund $66,733
Stormwater Fund $45,608
Equipment Fund $41,724
Self Insurance Fund $1,622
Data & Communications Fund $22,890
Benefits Fund $2,325
Utility Customer Svc. & Admin. Fund $42,600
$537,106
TOTAL $812,390
FTE Requested: None
Description:
The City's philosophy is to provide a compensation program that is competitive in attracting and retaining quality
employees. The goal has been to pay employees, on average, at or slightly above the "target market", based on
performance.
As a result of Citywide budget reductions for the past few years, nearly 1/3 of City employees have fallen below
"market;" 209 of those are merit employees, and 129 are skills-based. Total cost to correct the market problem is
$1,424,486. The City will use funds currently appropriated in the 2012 Budget for personnel cost increases to bring
113 merit employees and 129 skills-based employees to within 5% of their respective target market, so long as they
are meeting performance expectations. The cost of these increases is $612,096. This budget exception offer requests
$812,390 to bring employees fully up to their target market. It represents the difference between the full cost
($1,424,486) of bringing the employees to their respective target market and the amount included in the 2012 Budget
($612,096).
This offer is contingent upon City Council's adoption of the 2012 Pay Plan.
2012 BUDGET REVISION REQUEST
Below Market Pay Adjustment
High Performing Government
Reserves
Other Funds
36
Below Market Costing – Market Revision Request
Data as of August 29, 2011
Our Pay Philosophy
• Provide a program that will be competitive in attracting and retaining quality employees
needed to execute the City’s vision and mission. The goal is to pay employees, on
average, at or slightly above target market based on performance.
• The “target market” is the average actual pay for a job. Data is supplied from published
surveys. The midpoint of the pay range is set using the “targeted market” information. As
with all surveys, there is a percentage of error to consider. For purposes of below market
costing +/- 2% will be used as the margin of error. Therefore, 2% below and 2% above the
midpoint of the pay range is the “target market”.
Target Market
- - - - - - - -
Pay Grade
Minimum Midpoint Maximum
Employees should be paid at the targeted market of their pay range unless:
• New to the City with entry level experience, knowledge, skills, and abilities
• Rehired by the City with entry level experience, knowledge, skills, and abilities
• Paid correctly based on knowledge, skills, and abilities
• Paid correctly based on experience
• New to the position (promoted, transferred, classification changes)
• Performance issues (recent past year(s) or current year)
• Performance Improvement Plan
• Disciplinary Action
• Internal equity
37
Current Situation
The City currently has 284 merit employees that are below market; this equates to 35% of merit
employees
• Recommend excluding 75 merit employees from costing because of specific business
reasons (employees identified as new hires or rehires, promoted employees, and
employees with changes in classification). The rationale for excluding this group of
employees is that when they were hired, promoted, etc. their starting salaries were
negotiable, and that a business case exists for why they are currently paid below the target
market. Also excluded are employees identified with potential performance issues, pay
revisions, and changes in occupational groups.
• Of the remaining 209 employees, 113 employees are more than 5% (up to 22%) below
market
Skills-Based Pay employees are currently linked to their 2008 pay ranges due to the fact that we
have not been able to grant any type of market increase to employees. Skill ladder pay ranges
are set just like merit employee pay ranges by using average actual salaries paid in other public
and private organizations as the basis for setting the pay range midpoints, our market. Skills-
Based Pay employees have the ability to progress through their entire pay range, up to the pay
range maximum, based on established skill ladder criteria.
• The City has 129 skills-based pay employees that are “frozen” in the 2008 pay ranges
Compensation Levels All City Employees
(64% at or above target market, 36% below target market)
New Hires & Rehires,
33, 3%
Promotions, 16, 2%
Classification Changes,
10, 1%
Performance Issues,
14, 1%
Below Target - Merit,
209, 18%
At or Above Target
Market, 730, 64%
Below Target - SBP,
129, 11%
Other, 2, 0%
38
Market Revision Request – Bring eligible Merit and Skill Employees up to Target Market
# of Merit Employees Impacted: 209
Cost: $430,131
Impact on General/Subsidized Funds: 122 employees at cost of $252,272
# of Skill-Based Pay Employees Impacted: 129
Cost: $382,259
Impact on General/Subsidized Funds: 9 employees at a cost $23,012
TOTAL # of Employees Impacted: 338
TOTAL Cost: $812,390
TOTAL Impact on General/Subsidized Funds: $275,284
Below Market Costing - Market Exception Request
$382,259
Recommended
Adjustment
$430,131
Recommended
Adjustment
$335,128
Not Adjusting
$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
$800,000
$900,000
Merit SBP
Employees
Cost
Below Market Costing - by Fund
Merit & SBP ees - Market Exception Request ($812,390)
Other Funds
$153,168
19%
Utility Funds
$383,938
47%
General Fund &
Subsidized Funds
$275,284
34%
39
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40
Revision Title:
Fund: Contact: Dawna Gorkowski
Result Area: Related Offer #: 105.2
Total Amount: $40,000
Funding Source #1: Funding Amount #1: $40,000
FTE Requested:
Description:
2012 BUDGET REVISION REQUEST
Downtown Ice Rink Installation and Removal
N/A
This request is for funding to set up and remove the ice rink in Old Town Square for the 2012/2013 holiday
season. As a result of the amendment to the DDA statute, the DDA will be allowed to collect tax increment
revenue for a total of 50 years, but in a reduced capacity in the final 20 years. The combined effects of the
statutory amendment resulted in a projected revenue reduction for the DDA of 63% beginning in fiscal year
2012. Due to this reduction, the DDA no longer has funding for the ice rink. The DDA initially purchased the
ice rink in 2005 for $200,000 and pays the Parks Division to install and remove the rink. The Recreation
Department operates the rink. Sufficient revenue is generated from the operation of the rink to cover
Recreations costs, but not the installation and removal costs. DDA has funding for the rink in 2011, but not
2012. The ice rink offer (105.2) was purchased in 2011 and 2012 with DDA as the funding source. This offer
will take the 2012 budget of $40,000 out of the General Fund and add it to the Keep Fort Collins Great Fund.
254 - KEEP FORT COLLINS GREAT FUND
Economic Health
KFCG - Other Community Priorities
41
Revision Title:
Fund: Contact: Dawna Gorkowski
Result Area: Related Offer #: New
Total Amount: $85,000
Funding Source #1: Funding Amount #1: $85,000
FTE Requested:
Description:
2012 BUDGET REVISION REQUEST
Downtown Holiday Lighting
N/A
This is a request to fund the downtown holiday lighting for the 2012/2013 holiday season. As a result of the
amendment to the DDA statute, the DDA will be allowed to collect tax increment revenue for a total of 50
years, but in a reduced capacity in the final 20 years. The combined effects of the statutory amendment
resulted in a projected revenue reduction for the DDA of 63% beginning in fiscal year 2012. Due to this
reduction, the DDA no longer has funding for the holiday lights. The DDA initially purchased the lights in
2007 for $100,000. The City, DDA, and Downtown Business Association (DBA) agreed to split the cost of
installation and removal of the lights each year. The City and DDA paid $30,000 and DBA paid $15,000. In
2010 neither the City nor the DBA had funding for the lights, so DDA paid the entire cost. The DDA will cover
the cost in 2011, but that is the last year. This offer also includes repairs and replacement of lights. The
weather, vandalism, and squirrels have taken a toll on the current lights and there is a need to replace light
bulbs and some light strands. This offer includes $15,000 for replacement and repair of the lights and
$70,000 for installation and removal.
100 - GENERAL FUND
Economic Health
Keep Fort Collins Great Fund
42
Revision Title:
Fund: Contact: Ellen Switzer
Steve Catanach
Result Area: Related Offer #: 10.1
Total Amount: $121,969
Funding Source #1: Funding Amount #1: $121,969
FTE Requested:
Description:
Please refer to the accompanying memo for additional information.
For the last several years, the Light and Power Fund has been reducing working capital reserves by drawing down
reserves for capital improvements and additions instead of collecting new revenues. The draw down on reserves
was accelerated due to decreases in interest income and development fee revenues. Without a series of 3.5%
rate increases to cover the capital costs of additions and replacement, reserves will be to below minimum policy
levels starting as early as 2013.
By Charter, the Light and Power Utility makes a contribution to the General Fund as a payment in lieu of taxes
(PILOTs). City Code sets PILOTs at 6% of operating revenues. When the 2011-2012 Budget was developed, the
2012 PILOTs budget was based on the 2012 revenues projected at that time. Since last year, the projected electric
operating revenues have increased from $101.8 million to $104.0 million. The increase results in PILOTs increases
of $121,969 for 2012.
The increased operating revenue is a result of a larger retail rate increase than was projected in the 2011-2012
Budget and a slight increase in projected kWh sales. The 2012 rate increase was originally projected at 6.23%.
Staff is now recommending an increase of 8.3%. The additional retail rate increase is due to several factors: an
increase in wholesale power costs, a slight increase in kWh sales projections, and a larger than projected increase
to fund capital programs.
2012 BUDGET REVISION REQUEST
Light and Power Payments in Lieu of Taxes (PILOT) Increase
N/A
501 - LIGHT & POWER FUND
Safe Community
Light & Power Fund
43
44
45
46
Revision Title:
Fund: Contact: Ellen Switzer
Steve Catanach
Result Area: Related Offer #: 11.1
Total Amount: $1,724,505
Funding Source #1: Funding Amount #1: $1,724,505
FTE Requested:
Description:
2012 BUDGET REVISION REQUEST
Purchase Power Increase
N/A
Platte River Power Authority has revised its 2012 wholesale rate methodology and rate increase projections since
the 2011-2012 Budget was prepared. In addition, actual 2010 kWh sales increased slightly for the first time in
several years. While the Utilities is projecting no kWh growth for 2011 or 2012, the 2012 purchases are now
projected at actual 2010 levels which are higher than the kWh purchases projected in the original 2011-2012
budget. This exception request is for the additional costs associated with the PRPA rate increases and the
increased kWh purchases currently projected. With this exception request, the purchase power budget (exclusive
of renewable energy) will total $73,410,587.
501 - LIGHT & POWER FUND
Safe Community
Light & Power Fund
47
Revision Title:
Fund: Contact: Patty Bigner
Result Area: Package/Offer #: New
Total Amount: $300,000
Funding Source #1: Funding Amount #1: $300,000
FTE Requested:
Description:
2012 BUDGET REVISION REQUEST
Energy Efficiency Financing Program
0.5 FTE - Administrative Position
This offer funds a pilot program to establish an energy efficiency financing program. Although the program is
currently being developed, both legal and financial impacts require additional assessment. Utilities will use a
consultant to assist in program design. Once developed, the pilot will enable Utilities to understand the level
of community need, determine paramenters for making loans and establish a fund for the first year of the
program. Based on potential program demand and the necessity of managing the administration of the
program, this offer funds an .5 FTE administrative positon ($32,785). This program has the potential to
expand to fund water conservation improvements in the 2013 budget but the pilot program will be limited to
energy effeciency.
The program would be funded from reserves in 2012; however, a rate increase of 0.35% may be needed in
2013 to replenish the reserves used for the program.
501 - LIGHT & POWER FUND
Environmental Health
Light and Power Fund
48
Revision Title:
Fund: Contact: Rita DeCourcey
Result Area: Related Offer #: 100.1
Total Amount: $88,054
Funding Source #1: Funding Amount #1: $88,054
FTE Requested:
Description:
Please refer to the accompanying memo for additional information.
Per the City Charter, the Fort Collins Utility is required to make a contribution to the General Fund as a
payment in lieu of taxes (PILOTs). City Code sets PILOTs at 6% of operating revenues. When the 2011-2012
Budget was developed, the 2012 PILOTs budget was based on the 2012 revenues projected at that time.
Since last year, the projected water operating revenues have been revised to reflect the need for a 6% rate
increase to cover the continued decline in demand and reserve requirements. It is expected that water
operating revenues will increase from $25.1 million to $26.7 million with the approved rate increase. As a
result, PILOTs will increase $88,054 for 2012.
The 2012 rate increase was originally projected at 0%, but with continued declines in demand from weather
and conservation, staff is now recommending an increase of 6%. The additional rate increase is due to
several factors: 1)decline in water demands due to weather, conservation, and economics; 2)decreases in
development and non operating revenues requiring operating revenue to cover a larger portion of total
costs; and 3) to fund capital programs beyond 2014.
2012 BUDGET REVISION REQUEST
Water Payments in Lieu of Taxes (PILOT) Increase
N/A
502 - WATER FUND
Environmental Health
Water Fund
49
50
51
52
53
Revision Title:
Fund: Contact: Jon Haukaas
Result Area: Related Offer #: New
Total Amount: $580,000
Funding Source #1: Funding Amount #1: $580,000
FTE Requested:
Description:
2012 BUDGET REVISION REQUEST
Water Meter Replacement and Rehabilitation
N/A
The meters used to measure water consumption are being upgraded over time. We are in the process of
accelerating that upgrade process so that all meters will be compatible with the Advanced Metering
Infrastructure (AMI) technology. Additional funds are required to meet the timeline of this upgrade need.
502 - WATER FUND
Environmental Health
Water Fund Reserves
54
Revision Title:
Fund: Contact: Phil Ladd
Result Area: Related Offer #: 214.2
Total Amount: $22,000
Funding Source #1: Funding Amount #1: $22,000
FTE Requested:
Description:
2012 BUDGET REVISION REQUEST
Household Hazardous Waste Community Event
N/A
The requested budget exception is based on the amount of material recycled at the 2011 Household
Hazardous Waste (HHW) collection event, which was two times the amount anticipated (based on the 2010
event). In order to accommodate the same level of service, $22,000 needs to be added to the budget for
2012.
504 - STORMWATER FUND
Environmental Health
Stormwater Fund
55
Revision Title:
Fund: Contact: Jon Haukaas
Phil Ladd
Result Area: Related Offer #: New
Total Amount: $1,000,000
Funding Source #1: Funding Amount #1: $1,000,000
FTE Requested:
Description:
2012 BUDGET REVISION REQUEST
Remove Structures from Poudre River Floodway
N/A
This request is to fund a land acquisition under the Stormwater Utility's "Willing Seller-Willing Buyer" program. A
property owner has expressed interest in selling their property. A majority of this property is in the Poudre River
Floodplain including structures in the floodway. This achieves a major safety goal of the Stormwater and Floodplain
Programs. The future use of the property could include non-building gateway features on the Poudre River.
504 - STORMWATER FUND
Safe Community
Stormwater Fund
56
Revision Title:
Fund: Contact: Jon Haukaas
Phil Ladd
Result Area: Related Offer #: New
Total Amount: $1,600,000
Funding Source #1: Funding Amount #1: $1,600,000
FTE Requested:
Description:
2012 BUDGET REVISION REQUEST
Master Plan Flood Mitigation Project Property
N/A
The West Vine Basin Master Plan shows the need for a Flood Mitigation storage area to solve potential flooding
issues along this drainage way. The ideal location is at the confluence of three existing drainageways. This vacant
land has recently been put up for sale. The majority of the property is already impacted by the floodplain limiting
its ability to be developed. Additional funding is available from the fees collected by Larimer County for the West
Vine basin. The future use of the property would be a joint venture with Natural Areas similar to what is being
done with the CIPO project. This purchase would lay the groundwork for a major project in the Stormwater Utility
Master Plan.
504 - STORMWATER FUND
Safe Community
Stormwater Fund
57
Revision Title:
Fund: Contact: Chris Banister
Result Area: Related Offer #: 32.1
Total Amount: $108,000
Funding Source #1: Funding Amount #1: $108,000
FTE Requested:
Description:
2012 BUDGET REVISION REQUEST
MIS Email, Blackberry & Smart Phone Services
N/A
MIS will bring Email and PDA services and support in house by the end of 2011. This move requires ongoing, anti-
spam maintenance costs to be absorbed by MIS in 2012. This request covers those costs and incorporating
anticipated smart phone costs.
603 - DATA AND COMMUNICATIONS FUND
High Performing Government
Data and Communications Fund Reserves
58
Revision Title:
Fund: Contact: Chris Banister
Result Area: Related Offer #: 33.4
Total Amount: $62,400
Funding Source #1: Funding Amount #1: $62,400
FTE Requested:
Description:
2012 BUDGET REVISION REQUEST
MIS Network Services Resource Support
1.0 Hourly FTE
Several major projects, including Smart Grid and Mason Corridor, have stretched MIS Network resources. There
is minimal opportunity for existing staff to do required routine operations and maintenance on network
infrastructure.
This resource support has been funded by salary savings from turnover in 2011. MIS does not expect salary
savings in 2012.
603 - DATA AND COMMUNICATIONS FUND
High Performing Government
Data and Communications Fund Reserves
59
Revision Title:
Fund: Contact: Chris Banister
Result Area: Related Offer #: 35.6
Total Amount: $59,488
Funding Source #1: Funding Amount #1: $59,488
FTE Requested:
Description:
2012 BUDGET REVISION REQUEST
MIS Technology Customer Software Compliance Support
1.0 Hourly FTE
Staying on top of software compliance for the organization has proven difficult using only a portion of an existing
classified tech's time. MIS brought in temporary services in 2011 from Adecco to help mitigate the increased
demand using salary savings from turnover.
MIS does not expect salary savings in 2012 and would like to ensure it retains the current person through 2012.
603 - DATA AND COMMUNICATIONS FUND
High Performing Government
Data and Communications Fund Reserves
60
Revision Title:
Fund: Contact: Chris Banister
Result Area: Related Offer #: 35.6
Total Amount: $30,709
Funding Source #1: Funding Amount #1: $30,709
FTE Requested:
Description:
2012 BUDGET REVISION REQUEST
MIS Technology Customer Support Restructure
N/A
MIS Technology Customer Support completed a staffing restructure in 2011.
A Programmer Analyst position was eliminated and a Technology Systems Manager was added. This covers the
cost differential between positions.
603 - DATA AND COMMUNICATIONS FUND
High Performing Government
Data and Communication Fund Reserves
61
Revision Title:
Fund: Contact: Chris Banister
Result Area: Related Offer #: New
Total Amount: $550,000
Funding Source #1: Funding Amount #1: $550,000
FTE Requested:
Description:
2012 BUDGET REVISION REQUEST
Microsoft Office 2010 Software Upgrade
N/A
603 - DATA AND COMMUNICATIONS FUND
High Performing Government
Data and Communications Fund Reserves
The ongoing use of an older version of the software suite Microsoft Office 2003 has continued to become more of
an issue throughout the organization, as staff has experienced various compatibility challenges with other
applications and in everyday document collaboration with external agencies and businesses. The timing of this
request is based upon the need for MIS to eliminate these compatibility issues, support the organization with a more
current, functional tool set, and to allow for a well planned implementation prior to the scheduled obsolescence of
the product.
Microsoft Office is a primary tool of daily use for a large number of City staff. An upgrade to this product brings
current and effective software tools to a significant percentage of staff, supporting and equipping them with
technology to work efficiently. Also, the scheduled e-mail migration will implement Exchange version 2010 this Fall,
which will allow for further integrated functionality with the requested migration to the Office 2010 platform next
year.
While providing appropriate technology to the organization is a value, it is also necessary to note that the Office
2003 suite will move to a non-supported status in early 2014. At that point, the City's technology infrastructure
would be in a more vulnerable state, as Microsoft would no longer support the product with ongoing critical security
patches. As such, it is recommended that the City be fully transitioned prior to that time to avoid loss of support for
such a broadly used application.
In order to provide the organization the best opportunity to plan and execute this upgrade prior to the loss of
support, it is recommended that we begin this transition in 2012. This would be done to allow for appropriate
planning and coordination within the organization, as well as the ability to execute the upgrade over a longer period
of time. Lengthening the upgrade timeline effectively spreads out the upgrade effort, avoiding extra costs
associated with supplemental resources or consulting services that are often used to execute projects more quickly.
It would also allow for a more gradual introduction of the new software to staff, which would lessen the disruption of
daily services and ease the learning curve.
MIS had originally delayed submitting an offer to accomplish this replacement until 2013 due to funding uncertainty
in the 2011-2012 BFO cycle. For the reasons stated above, funding for this upgrade is being requested to be
included in the 2012 budget. The funding requested is planned to cover all software licenses, as well as education
for staff on the use and functionality available with the new product.
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