HomeMy WebLinkAboutCOUNCIL - COMPLETE AGENDA - 09/10/2013 - COMPLETE AGENDAKaren Weitkunat, Mayor Council Information Center
Gerry Horak, District 6, Mayor Pro Tem City Hall West
Bob Overbeck, District 1 300 LaPorte Avenue
Lisa Poppaw, District 2 Fort Collins, Colorado
Gino Campana, District 3
Wade Troxell, District 4
Ross Cunniff, District 5 Cablecast on City Cable Channel 14
on the Comcast cable system
Darin Atteberry, City Manager
Steve Roy, City Attorney
Wanda Nelson, City Clerk
The City of Fort Collins will make reasonable accommodations for access to City services, programs, and activities
and will make special communication arrangements for persons with disabilities. Please call 221-6515 (TDD 224-
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WORK SESSION
September 10, 2013
6 p.m.
1. Call Meeting to Order.
2. 2014 Budget Revision Recommendations. (staff: Darin Atteberry, Mike Beckstead; 30
minute discussion)
The purpose of this agenda item is to familiarize and seek feedback from City Council on
the City Manager’s recommended revisions to the 2014 Budget before the
Appropriations Ordinance is considered on First Reading on October 15 and Second
Reading on November 5.
3. Renewal of the 1/4-cent Community Capital Improvement Program (current program is
Building on Basics). (staff: Diane Jones, Ginny Sawyer; 45 minute discussion)
The purpose of this item is to open the discussion of the potential renewal of the current
community capital improvement tax (Building on Basics or BOB).
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September 10, 2013
4. City Triple Bottom Line (TBL) Decision-Making Process. (staff: Bruce Hendee,
Lucinda Smith, Brian Varrella, Bonnie Pierce; 30 minute discussion)
The purpose of this work session is to seek City Council feedback on interim plans to
provide “Triple-Bottom Line” assessments of items coming to Council for work
sessions. The City of Fort Collins Utilities began using a Triple Bottom Line Analysis
Map (TBLAM) in 2008 to internally evaluate the strengths and weaknesses of projects
from the economic, environmental and social (community and workforce) perspectives.
Since 2010, Utilities have been assisting departments across the entire City organization
in completing the TBLAM brainstorming process. This year, City Council has requested
that more information about the TBL aspects of projects be provided during the Council
review process. Starting in October 2013, staff will complete a TBLAM and Synthesis
for major projects coming to City Council for work sessions. This is viewed as an
interim approach allowing the City to gain more experience with the TBLAM and the
Council to evaluate the utility of the information provided. Staff has submitted a 2014
budget offer to further develop a robust TBL Decision-Making Framework, a list of
qualitative and quantitative tools, and guidance about when to apply which tools.
5. Other Business.
6. Adjournment.
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DATE: September 10, 2013
STAFF: Darin Atteberry
Mike Beckstead
Pre-taped staff presentation: none
WORK SESSION ITEM
FORT COLLINS CITY COUNCIL
SUBJECT FOR DISCUSSION
2014 Budget Revision Recommendations.
EXECUTIVE SUMMARY
The purpose of this agenda item is to familiarize and seek feedback from City Council on the City
Manager’s recommended revisions to the 2014 Budget before the Appropriations Ordinance is
considered on First Reading on October 15 and Second Reading on November 5.
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September 10, 2013 Page 2
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. What is Council’s feedback on the City Manager’s recommended revisions to the 2014
Budget. These materials have previously been reviewed by the Council Finance Committee
during its August 19, 2013 meeting.
2. What is Council’s guidance on including the two Transit offers in the 2014 revisions?
BACKGROUND / DISCUSSION
Citywide, supplemental appropriations being recommended total $8.1 million. The General Fund
share is $6.0 million, $0.8 million is from the Keep Fort Collins Great Fund, $1.2 million is from
Utility funds, and the remaining $0.1 million is from 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
• Cover increased costs for power
• Complete funding for North College Improvements
• Maintain fund balances and start rebuilding reserves in the General Fund to support future
needs and economic uncertainty
The recommended 2014 supplemental appropriations meet these goals.
Several major revenues are expected to be higher than originally anticipated for 2013 and 2014.
Sales tax collections are $2.1 million higher; Use tax collections are $1.2 million higher in 2013,
Building permit and inspection fees for 2013 and 2014 are $2.5 million higher, and Utility revenue
is expected to be $5.8 million higher due to demand driven revenue. In addition to the revenue
increases there is $5.2 million that was previously reserved in the General Fund for anticipated
North College costs, and $1.2 million of Keep Fort Collins Great Fund reserves that are available.
Of the $8.1 million of 2014 Budget Revision Requests, staff recommends using approximately $6.3
million from reserves and one-time revenue increases. The requests include $97,000 from Data &
Communications Fund reserves, $761,000 from Keep Fort Collins Great reserves, and $5.4 million
from the General Fund reserve balance and one-time revenue. The updated revenue and expenses,
as well as the individual offers, are summarized on pages 1 through 4 of Attachment 1.
Descriptions of the recommended requests follow the summary pages.
For the Revision process only major revenue sources are updated. Any excess revenues that are not
budgeted will increase the fund balance. Staff recommends using the excess revenue to build the
City’s reserves based on the philosophy that we should save resources when we have a good year
because it will provide us flexibility for future needs.
The revision process is not part of the official biennial Budgeting for Outcomes process, so there
was no review by BFO Result Teams or boards and commissions. However, the Executive
Leadership Team and City Manager conducted a comprehensive review to determine which requests
should be forwarded on for Council's consideration. Those recommendations were then reviewed
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September 10, 2013 Page 3
by the Council Finance Committee during its August meeting. Revised revenue projections and
anticipated fund reserves were carefully considered when making these recommendations.
Transit-Related Offers for Council Discussion
There are two specific 2014 Revisions that staff determined were important for City Council to
discuss, but did not feel comfortable necessarily recommending for Council to include in the 2014
budget. Those requests are for (1) East/West Transit Connections and (2) Evening Service for
East/West Transit. The importance of these requests to the success of MAX is detailed in the offers,
however, the 2014 funding uses existing reserves that is not sustainable long term. During the 2015-
16 BFO process, annual ongoing revenue of approximately $800,000 will need to be identified and
allocated to this service or the new level of service would need to be discontinued.
ATTACHMENTS
1. Packet of 2014 Revision financial summaries and individual request narratives
2. Powerpoint presentation
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2014 BUDGET REVISION REQUESTS
ATTACHMENT 1
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2014 BUDGET REVISION REQUESTS
TABLE OF CONTENTS
SUMMARY OVERVIEWS
Revision Request Summary by BFO Outcome .................................................................... 1
Revision Request Summary by Fund ................................................................................... 2
Revenue / Expense Revision Summary - All Funds ............................................................ 4
GENERAL FUND REVISION REQUESTS
Agenda Management System ............................................................................................. 5
Arthur Ditch Culvert Replacement at Mulberry Pool ........................................................... 6
City Attorney Office Staffing ................................................................................................ 7
Development Review – IT Systems Staffing ....................................................................... 8
Development Review Staffing ............................................................................................. 9
Fort Collins 150 Year Museum Exhibition ......................................................................... 10
Medical Marijuana Licensing Expenses ............................................................................ 11
Nature in the City………………………… .......................................................................... 12
North College Improvements – Conifer to Willox…………………………………………… .13
November 2014 Special Election ...................................................................................... 14
Park Ranger Salary Revision ............................................................................................ 15
Police Senior Systems Administrator ................................................................................ 16
School Resource Officer ................................................................................................... 17
Train Horn Waiver – College to Laurel .............................................................................. 18
OTHER FUND REVISION REQUESTS
Keep Fort Collins Great Fund
PFA 2014 Budget Revision Offer ............................................................................ 19
Climate Action Planning .......................................................................................... 21
Forestry Work Backlog Catchup ............................................................................. 22
Inclusionary Zoning for Affordable Housing Analysis & Ord. Recommendation ..... 23
Museum Local History Exhibit Cases ...................................................................... 24
Oil and Gas Inspection and Monitoring Program .................................................... 25
Senior Center Expansion ........................................................................................ 26
Triple Bottom Line (TBL) Decision Framework & Toolbox ...................................... 27
Light & Power Fund
Light and Power Payments in Lieu of Taxes .......................................................... 28
Light and Power Purchase Power .......................................................................... 29
Data & Communications Fund
PC Replacement Builds .......................................................................................... 30
ADDITIONAL OFFERS FOR COUNCIL CONSIDERATION
Transit and Transportation Services Fund
East-West Transit Connections .............................................................................. 31
Evening Hour Service for East-West Transit Connections ..................................... 32
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Results Page Related
Area Number Offer # Adjustment Requested Ongoing $ One-Time $
Culture, Parks & Recreation
22 195.1 Forestry Work Backlog Catchup $0 $50,000
10 New Fort Collins 150 Year Museum Exhibition $0 $100,000
24 121.1 Museum Local History Exhibit Cases $0 $50,000
15 81.2 Park Ranger Salary Revision $20,000 $0
26 49.6 Senior Center Expansion $0 $210,971
$20,000 $410,971
Economic Health
8 132.8 Development Review - IT Systems Staffing (1.5 FTE
Contractual)
$147,270 $0
9 132.1 & 2 Development Review Staffing (3.0 FTE - Contractual) $200,000 $0
$347,270 $0
Environmental Health
25 197.2 Oil and Gas Inspection and Monitoring Program $0 $30,000
18 New Train Horn Waiver - College to Laurel $0 $125,000
$0 $155,000
High Performing Government
5 68.3 Agenda Management System $25,000 $0
6 New Arthur Ditch Culvert Replacement at Mulberry Pool $0 $500,000
7 176.1 City Attorney Office Staffing (2.5 FTE) $283,483 $0
21 238.2 Climate Action Planning $0 $60,000
11 New Medical Marijuana Licensing Expenses $20,000 $0
14 68.2 November 2014 Special Election $0 $175,000
30 36.2 PC Replacement Builds (1.0 FTE - Contractual) $0 $97,000
16 35.1 Police Senior Systems Administrator (1.0 FTE) $108,536 $0
27 238.2 Triple Bottom Line (TBL) Decision Framework & Toolbox $0 $20,000
$437,019 $852,000
Neighborhood Livability
23 New Inclusionary Zoning for Affordable Housing Analysis and
Ordinance Recommendation
$0 $60,000
12 40.1 Nature in the City $0 $129,700
$0 $189,700
Safe Community
28 56.1 Light and Power Payments in Lieu of Taxes $0 $262,400
29 57.1 Light and Power Purchase Power $0 $740,168
19 222.1 PFA 2014 Budget Revision Offer $0 $279,760
17 157.2 School Resource Officer (1.0 FTE) $56,153 $88,742
$56,153 $1,371,070
Transportation
13 105.9 North College Improvements -- Conifer to Willox $0 $4,300,000
$0 $4,300,000
$860,442 $7,278,741
$8,139,183
Results Page Related
Area Number Offer # Adjustment Requested Ongoing $ One-Time $
Additional Offers for Council Consideration
Transportation
31 119.8 East-West Transit Connections $149,766 $110,234
32 119.8 Evening Hour Service for East-West Transit Connections $240,000 $0
$389,766 $110,234
$500,000
NOTE: The above requests include an increase of 4.5 classified FTE and 5.5 contractual FTE.
2014 Budget Revision Requests - BY BFO OUTCOME
Revision Requests
Revision Requests
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Page Related
Fund Number Offer # Adjustment Requested Ongoing $ One-Time $ TOTAL $
General Fund 5 68.3 Agenda Management System $25,000 $0
6 New Arthur Ditch Culvert Replacement at Mulberry Pool $0 $500,000
7 176.1 City Attorney Office Staffing (2.5 FTE) $73,000 $0
8 132.8 Development Review - IT Systems Staffing (1.5 FTE Contractu $147,270 $0
9 132.1 Development Review Staffing (3.0 FTE - Contractual) $200,000 $0
10 New Fort Collins 150 Year Museum Exhibition $0 $50,000
11 New Medical Marijuana Licensing Expenses $20,000 $0
12 40.1 Nature in the City $0 $129,700
13 105.9 North College Improvements -- Conifer to Willox $0 $4,300,000
14 68.2 November 2014 Special Election $0 $175,000
15 81.16 Park Ranger Salary Revision $20,000 $0
16 35.1 Police Senior Systems Administrator (1.0 FTE) $108,536 $0
17 157.2 School Resource Officer (1.0 FTE) $56,153 $88,742
18 New Train Horn Waiver - College to Laurel $0 $125,000
Total General Fund $649,959 $5,368,442 $6,018,401
KFCG Fund
Fire & Emergency 19 222.14 PFA 2014 Budget Revision Offer $0 $279,760
Sub-Total Fire & Emergency $0 $279,760 $279,760
Parks & Recreation 26 49.6 Senior Center Expansion $0 $210,971
Sub-Total Parks & Recreation $0 $210,971 $210,971
Other Community 21 238.2 Climate Action Planning $0 $60,000
Priorities 24 121.1 Museum Local History Exhibit Cases $0 $50,000
22 195.1 Forestry Work Backlog Catch-up $0 $50,000
23 New Inclusionary Zoning for Affordable Housing Analysis and
Ordinance Recommendation $0 $60,000
25 197.2 Oil and Gas Inspection and Monitoring Program $0 $30,000
27 238.2 Triple Bottom Line (TBL) Decision Framework & Toolbox $0 $20,000
Sub-Total Other Community Priorities $0 $270,000 $270,000
Total KFCG Fund $0 $760,731 $760,731
Museum Fund 10 New Fort Collins 150 Year Museum Exhibition $0 $50,000
$0 $50,000 $50,000
2014 Budget Revision Requests - BY FUND
Revision Requests
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Page Related
Fund Number Offer # Adjustment Requested Ongoing $ One-Time $ TOTAL $
2014 Budget Revision Requests - BY FUND
Revision Requests
Light & Power 28 56.1 Light and Power Payments in Lieu of Taxes $0 $262,400
29 57.1 Light and Power Purchase Power $0 $740,168
Total Light & Power Fund $0 $1,002,568 $1,002,568
Water Fund 7 176.1 City Attorney Office Staffing (1.5 FTE) $210,483 $0
$210,483 $0 $210,483
Data & 30 36.2 PC Replacement Builds (1 FTE - Contractual) $0 $97,000
Communications Total Data & Communications Fund $0 $97,000 $97,000
Total All Funds $860,442 $7,278,741 $8,139,183
Page Related
Fund Number Offer # Adjustment Requested Ongoing $ One-Time $ TOTAL $
Additional Offers for Council Consideration
KFCG - Other Transportation 31 119.8 East-West Transit Connections $0 $110,234
Sub-Total Other Transportation $0 $110,234 $110,234
Transit Services 31 119.8 East-West Transit Connections $125,293 $0
32 119.8 Evening Hour Service for East-West Transit Connections $180,235 $0
Total Transit Services Fund $305,528 $0 $305,528
Transportation 31 119.8 East-West Transit Connections $24,473 $0
32 119.8 Evening Hour Service for East-West Transit Connections $59,765 $0
Total Transit Services Fund $84,238 $0 $84,238
Total Additional Items $389,766 $110,234 $500,000
NOTE: The above requests include an increase of 4.5 classified FTE and 5.5 contractual FTE.
Revision Requests
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Description
General
Fund -
Ongoing
General
Fund -
One Time
General
Fund (Dev.
Review)
KFCG -
Other Tran
KFCG -
Fire
KFCG -
Parks and
Recreation
KFCG -
Other Comm
Priorities
Transit
Services
Transpor-
tation
Light &
Power Water
Data &
Communica-
tions
Other
Various
Funds TOTAL
Funding Sources
Sales & Use Tax: Projection compared to budget $ 1,063,723 $ 2,193,940 $ 3,257,662
Development Review revenue 2,520,000 $ 2,520,000
Previously assigned General Fund reserves for North College 5,200,000 $ 5,200,000
Light and Power revenue increases (See note 4) 5,802,705 $ 5,802,705
Light and Power PILOTs 262,400 $ 262,400
KFCG - Other Transportation Reserves 272,159 $ 272,159
KFCG - Fire and Emergency Reserves 279,760 $ 279,760
KFCG - Parks and Recreation Reserves 326,378 $ 326,378
KFCG - Other Community Priorities Reserves 303,817 $ 303,817
Reduction in 2013 revenue forecast for Municipal Court (249,000) $ (249,000)
Data and Communications Reserves 97,000 $ 97,000
Art in Public Places - Artwork revenue (12,947) $ (12,947)
Art in Public Places-Admin. revenue to be funded from APP Reserves (136,242) $ (136,242)
Transportation - Work for Others (250,000) $ (250,000)
Transportation - Fees 185,000 $ 185,000
Equipment - Charges to Transfort (will receive if revision approved 67,903 $ 67,903
General Fund 2012 unassigned fund balance shortfall (300,000) $ (300,000)
Woodward General Fund Phase I Backfill (990,000) $ (910,000) $ (1,900,000)
Total of Revenue Changes 1,026,123 6,154,940 1,610,000 272,159 279,760 326,378 303,817 - (65,000) 5,802,705 - 97,000 (81,286) 15,726,595
2014 Recommended Budget Revision Requests
Sum of 2014 Budget Revision Requests - Ongoing (302,506) (347,270) - - - - - - - - - (649,776)
Sum of 2014 Budget Revision Requests - One-time - (5,368,625) - - (279,760) (210,971) (270,000) - - (1,002,568) (210,483) (97,000) (50,000) (7,489,407)
Total of Supplemental Appropriations (302,506) (5,368,625) (347,270) - (279,760) (210,971) (270,000) - - (1,002,568) (210,483) (97,000) (50,000) (8,139,183)
2014 Budget Revision Net Impact to Fund Balance $ 723,617 $ 786,315 $ 1,262,730 $ 272,159 $ - $ 115,407 $ 33,817 $ - $ (65,000) $ 4,800,137 $ (210,483) $ - $ (131,286) $ 7,587,412
Additional Offers for Council Consideration
Sum of 2 Transfort MAX Budget Revision Requests - Ongoing $ (110,234) $ (305,528) $ (84,238) $ (500,000)
Notes:
Revision Title:
Fund: Contact: Wanda Nelson
Outcome: Package/Offer #: 68.3
Funding Source #1: Total Amount: $25,000
FTE Requested:
Description:
2014 BUDGET REVISION REQUEST
Agenda Management System
None
As a part of the 2013-2014 budget process, the City Clerk's Office submitted an enhancement offer for
Council agenda improvements. The offer was not funded.
During late 2012 and early 2013, staff continued to investigate software solutions to automate agenda
production. A vendor was selected and the City Manager authorized staff to proceed with procurement
of the selected system. The agenda management system is offered by the vendor as software-as-a-
service, and monthly subscription fees for 2014 are $25,000.
This revision would establish funding for 2014.
100 - GENERAL FUND
High Performing Government
General Fund - Ongoing
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Revision Title:
Fund: Contact: Tracy Oschner
Outcome: Package/Offer #: None
Funding Source #1: Total Amount: $500,000
FTE Requested:
Description:
2014 BUDGET REVISION REQUEST
Arthur Ditch Culvert Replacement at Mulberry Pool
None
This request is fund the Arthur Ditch box culvert that runs underneath the Mulberry Pool Parking lot.
Recently, the parking lot started sinking (caving-in) near the west entrance. The City’s engineering
department determined that it is the City’s responsibly to replace this underground culvert and
estimated the cost to be $500,000. Design is underway and replacement is scheduled for Spring 2014.
The area in the parking lot that is sinking has been closed until the replacement is complete.
100 - GENERAL FUND
High Performing Government
General Fund - Reserves
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Revision Title:
Fund: Contact: Mary Donaldson
Outcome: Package/Offer #: 176.1
Funding Source #1: Funding Amount #1: $73,000
Funding Source #2: Funding Amount #2: $210,483
Total Amount: $283,483
FTE Requested:
1.0 FTE - Senior City Attorney
1.0 FTE - Paralegal
Description:
2014 BUDGET REVISION REQUEST
City Attorney Office Staffing
0.5 FTE - Legal Secretary
In the 2013-14 budget cycle, the City Council approved the following additional personnel for the City
Attorney’s Office: 1.0 FTE Attorney, 1.0 FTE paralegal, 0.25 FTE legal assistant. The new attorney position
has been filled, an existing legal assistant position has been increased by 0.25 FTE, and the office is in the
process of hiring the funded paralegal.
Even with these additional resources, it has become apparent that the organization’s need for legal services
has increased to a level that requires more personnel if the current service level is to be maintained.
Factors that appear to have contributed to the increase include: projects that entail extensive negotiations
and complicated financial transactions; a very active Urban Renewal Authority; increased citizen
involvement and a corresponding increase in the number of legal opinions that the office provides; office
participation in numerous management teams and work groups; and the fact that new technology calls for
quicker turnaround time.
To meet these needs, the office has undertaken a comprehensive review of its operations. It appears that
the most pressing need for additional personnel is in the Utilities area. That need can best be addressed by
the addition of a seasoned water law attorney and a Utilities paralegal, to be funded by Utility Services. An
in-house water attorney and Utilities paralegal would take over some of the water law work that has
previously been handled by outside counsel, and would also handle other needs of the Water Utility. In
addition, support staff would be further augmented by the addition of another .5 FTE legal assistant. These
changes would allow for the current workload to be distributed among more people, and would also allow
the more senior attorneys in the office to take on mentoring and supervisory responsibilities.
Finally, $15,751 is being requested to increase the amount available for 2014 compensation increases from
2% to 3.5%, and $5,000 to increase the annual amount available for outside legal counsel services from
$13,000 to $18,000, so that such services can be more regularly utilized.
100 - GENERAL FUND
High Performing Government
General Fund - Ongoing
Utilities and Natural Areas
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Revision Title:
Fund: Contact: Delynn Coldiron
Outcome: Package/Offer #: 132/132.8
Funding Source #1: Total Amount: $147,270
FTE Requested:
Description:
2014 BUDGET REVISION REQUEST
Development Review - IT Systems Staffing
1.0 FTE - Systems Specialist - Contractual
This request funds additional technical staff to support technology efforts associated with the Development
Review Center and Code Enforcement activities. The development review, permitting, inspection,
contractor licensing and enforcement functions provided by these groups have become fully automated
over the past four years. This has included the consolidation of multiple disparate systems into one, which
has enabled us to provide better service to customers, more efficiently, and with more transparency and
predictability. Numerous departments work simultaneously in the system on each project, permit or case,
to enter review comments, holds and approvals. This system also tracks specific project data, parcel and
owner information, professionals associated with a project, inspection and related results, fees and
payments, special notices and conditions, and City-specific information such as historic districts, floodplain,
river buffers, zoning, etc.
In addition to new jobs, these activities also provide ongoing revenues to the City through fees and taxes.
This technology is critical to our ability to deliver our services to the Community. Funding this request will
result in the ability to refine existing system functionality together with the ability to develop and
implement new system functionality. Examples of this include: 1) expanding current processes associated
with landscape and environmental inspections, 2) tracking and monitoring items associated with final
project compliance such as Development Agreement specifics, 3) implementation of e-review, 4)
implementation of on-line permits for items that do not require plan review, 5) automation of rental
housing and dangerous building inspection and related program activities, 6) configuration of a licensing
module to increase timeliness and efficiency of contractor licensing and renewal activities, 7) automating
Home Occupation licensing and 8) automating banner permit activities. Increased accuracy, timeliness and
efficiency around data reporting and analysis, support for I-Pad and I-Phone apps, and additional assistance
for system upgrades, testing, troubleshooting and maintenance are additional benefits that will be realized.
Development Review revenues are approximately $900,000 over projected levels as of June 30, 2013. The
General Fund portion of this is $665,000. It is expected that these revenues will continue to come in at a
sufficient level to fund these additional items at 100%.
100 - GENERAL FUND
Economic Health
General Fund - Ongoing (Dev. Review)
0.5 FTE - Systems Specialist - Contractual
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Revision Title:
Fund: Contact: Delynn Coldiron
Outcome: Package/Offer #: 132.1 & 132.2
Funding Source #1: Total Amount: $200,000
FTE Requested:
Description:
2014 BUDGET REVISION REQUEST
Development Review Staffing
1.0 FTE - Planning Intern - Contractual
This request funds additional support staff for the City's Development Review Center. As of June 30, 2013,
Development Review submittals were up 25% over 2013 projections and up 65% over 2012 actuals.
Conceptual reviews were up 44% over 2013 projections and up 55% over 2012 actuals. During the year,
we have also realized an increase in project appeals, approved grant projects, financial responsibilities
related to the Restorative Justice grants, and an overall need for additional support services to
accommodate the workload and increased demands for service. Funding this request will help ensure:
1) Timely assistance to customers and related submittal processing
2) support for administrative hearings
3) support for neighborhood meetings
4) additional coverage for Boards & Commission regular and special meetings (P&Z Board has increased
time and number of meetings)
5) support for historic preservation and Restorative Justice grants
6) additional assistance for records management, especially related to appeals
7) assisting City Planners with presentation materials, maps, neighborhood mailings and special events
8) County Referral reviews
9) timely turnaround for things such as project and permit fee estimates
10) more timely web and form/brochure updates
11) adequate support for the additional duties related to Long Range Planning support
12) a reduction in over-time and comp-time accruals.
Funding this request will also help ensure that performance measures related to turn-around times are
met, as well as to help staff accommodate the special requests for quicker turn around times that are
being received more frequently. It is anticipated that this level of activity will continue for several years.
Development Review revenues are approximately $1.1M over projected levels as of July 31, 2013. The
General Fund portion of this is $800,000. It is expected that these revenues will continue to come in at a
sufficient level to fund these additional items at 100%. Staff received approval from the City Manager in
April, 2013, to move forward with additional staffing to help accommodate the increased service levels
currently being experienced. This is a continuation of that approval with the exception that the positions
requested have been changed from hourly to contractual, and the Building & Development Review Tech
position has been changed from 0.5 FTE to 1.0 FTE based on need.
100 - GENERAL FUND
Economic Health
General Fund - Ongoing (Dev. Review)
1.0 FTE - Admin Assistant - Contractual
1.0 FTE - Building & Develop Review Tech - Contractual
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Revision Title:
Fund: Contact: Cheryl Donaldson
Outcome: Package/Offer #: 121.1
Funding Source #1: Funding Amount #1: $50,000
Funding Source #2: Museum Fund - Reserves Funding Amount #2: $50,000
Total Amount: $100,000
FTE Requested:
Description:
2014 BUDGET REVISION REQUEST
Fort Collins 150 Year Museum Exhibition
None
2014 marks the 150th anniversary of Fort Collins and the Fort Collins Museum of Discovery is planning on
celebrating that milestone with a community-driven exhibit that explores the question "what makes Fort
Collins Fort Collins?" The money will be used to provide infrastructure needed in the gallery and for exhibit
design and fabrication.
100 - GENERAL FUND
Culture, Parks and Recreation
General Fund - Reserves
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Revision Title:
Fund: Contact: Rita Harris
Outcome: Package/Offer #: None
Funding Source #1: Total Amount: $20,000
FTE Requested:
Description:
2014 BUDGET REVISION REQUEST
Medical Marijuana Licensing Expenses
None
In November 2012, voters approved the reinstatement of medical marijuana licenses in Fort Collins. At
that same election, voters statewide approved use and possession of recreational marijuana and
established a retail marijuana licensing scheme.
Pursuant to Initiative 301 (medical marijuana licensing), the City has contracted with a law firm in
Centennial (the sole respondent to a Request for Proposals) to serve as the local licensing authority for
Fort Collins at a rate of $175 per hour. Application and license fees collected in first quarter 2013 have
been appropriated to defray costs in 2013. However, due to a cap on the number of medical marijuana
licenses (which previous business owners have met and exceeded pursuant to Initiative 301), revenue in
2014 will be significantly lower because licensed business will be subject to renewal application fees,
rather than new application fees. It is anticipated that the role of the Authority in renewal matters will be
minimal; however, the potential exists for disciplinary hearings, for which there is no fee received. In
addition, there are other types of license transactions that the Authority will need to consider, such as
manager changes, ownership changes, location changes, etc. Staff is requesting $20,000 in base funding
in 2014 to cover the cost of services provided by the Medical Marijuana Licensing Authority.
As of the writing of this request, Council had not yet indicated its desire with regard to retail marijuana
licensing. This revision does not include funding for retail marijuana licensing.
Costs associated with medical marijuana licensing are offset by sales and use tax revenue collected. Over
a 29-month period, over $662,000 in sales and use tax was collected from medical marijuana businesses.
Direct revenue, in the form of license renewal fees for existing businesses, is estimated to be $27,250 in
2014.
100 - GENERAL FUND
High Performing Government
General Fund - Ongoing
18 of 11 110
Revision Title:
Fund: Contact: Lindsay Ex
Outcome: Package/Offer #: 40.1
Funding Source #1: Total Amount: $129,700
FTE Requested:
Description:
2014 BUDGET REVISION REQUEST
Nature in the City
None
The 2013 work program for Planning Services (Offer 40.1) included a limited scope (8 months) to conduct
the Nature in the City study, based on direction from City Plan Policy LIV 14.1. The intent of this Policy is to
integrate design elements such as natural groupings of planting areas, water features, and rooftop gardens
within public spaces, specifically in mixed-use activity centers.
Based on discussions with several Councilmembers, an expanded scope has been prepared to develop a
Nature in the City Strategic Plan. This plan will facilitate a connected system of public and private lands,
weaving together the natural elements throughout our City. As our community develops, especially with
higher densities, the potential for losing these special features are directly threatened unless we take
action to ensure they are preserved. The intent of this plan is to develop a triple bottom line approach to
preserve, enhance, and add to those natural areas within our community that are so important to creating
our sense of place to make sure we always provide nature within the City.
The expanded proposal consists of three phases that (1) assesses our existing Nature in the City assets and
gaps, identifies opportunities for integrating new landscape features into public spaces; (2) develops a
strategic plan for how to build upon our assets and bridge the nature gaps, and (3) initiates plan
implementation.
This offer is enhanced by strategic partnerships, both internally through a multi-disciplinary staff team, and
externally through the involvement of Colorado State University. An extensive public engagement effort
would be undertaken to develop the strategic plan, including a Citizens Advisory Committee, to guide the
plan's development throughout the life of the project.
Project budget items include:
$50,000 - Salaries and Benefits (Contractual Environmental Planning Technician, Field Technician)
$60,000 - Consultants (Colorado State University and Graphics Assistance)
$700 - Vehicle Mileage
$7,000 - Supplies and Equipment (Field equipment, meeting supplies, mailings, and room rentals)
$12,000 - Contingency (10% of project costs)
100 - GENERAL FUND
Neighborhood Livability
General Fund - Reserves
19 of 12 110
Revision Title:
Fund: Contact: Dean Klingner
Outcome: Package/Offer #: 105.9
Funding Source Total Amount: $4,300,000
FTE Requested:
Description:
2014 BUDGET REVISION REQUEST
North College Improvements -- Conifer to Willox
None
Design of multi-modal roadway, landscaping, urban design and median improvements for North College
between Conifer and Willox is underway. Construction is scheduled to start in 2014. The total project
budget is $11.8 M including design, right of way acquisition, and construction. Given other funding
sources listed below, the remaining project cost is $4.3M. Staff has submitted an application for
additional State funding that could offset part of the $4.3M, however the City won't receive confirmation
on the additional funding until October of 2013.
The project funding is summarized below:
$11,800,000 Total project cost
1,752,481 Previous appropriation - 2012 Federal funds plus local match
1,940,000 Previous appropriation in 2013 for ROW and Design
$ 8,107,519 Remaining amount to be appropriated
1,508,360 Future Anticipated Appropriation in late 2013 - Construction Federal funds
1,000,000 Future Anticipated Appropriation in late 2013 - CDOT Resurfacing funds
1,300,000 Future Anticipated Appropriation in late 2013 - Estimated Savings from Vine to Conifer
Project
$ 4,299,159 Remaining unfunded need
100 - GENERAL FUND
Transportation
General Fund - Reserves
20 of 13 110
Revision Title:
Fund: Contact: Rita Harris
Outcome: Package/Offer #: 68.2
Funding Source #1: Total Amount: $175,000
FTE Requested:
Description:
2014 BUDGET REVISION REQUEST
November 2014 Special Election
None
In November 2004, voters approved a .25% sales and use tax for capital projects, commonly referred to as
the Building on Basics (BOB) tax. The tax was for established for 10 years (January 1, 2006 through
December 31, 2015).
It is anticipated that Council will want to ask the voters to extend the BOB tax at a special election to be
held in conjunction with the Larimer County General Election in November 2014.
This revision seeks to establish estimated funding for a November 2014 election in the amount of
$175,000. It is difficult to accurately estimate the cost, as the City and County have no prior experience
with the costs associated with conducting a General Election by mail ballot. All future County elections
must now be held by mail ballot, and ballots will be mailed to a larger segment of voters, pursuant to
legislation passed by the General Assembly in 2013. The estimated amount is based on the cost to
participate in the 2010 General Election, when Keep Fort Collins Great was approved by the voters, plus
additional funds for inflation.
100 - GENERAL FUND
High Performing Government
General Fund - Reserves
21 of 14 110
Revision Title:
Fund: Contact: Dawna Gorkowski
Outcome: Package/Offer #: 81.16
Funding Source #1: Total Amount: $20,000
FTE Requested:
Description:
2014 BUDGET REVISION REQUEST
Park Ranger Salary Revision
None
The 2013/2014 budget included funding to hire two Park and Trail Rangers. In the budget offer, staff
anticipated hiring these positions at the lower end of the position pay scale. Parks hired a Community Service
Officer with extensive training and experience. This employee had 30 years of experience in law enforcement
and working with the general public. He had all the needed training, and would be able to contribute
immediately to developing this new program and getting commissions and duties established. This
employee's training and experience also removed the need for Natural Areas Ranger supervision and this
position will supervise the other Park and Trail Ranger. He is being paid at the top the of Park Ranger pay
range creating a shortfall of $20,000 in the personal services budget for 2014.
100 - GENERAL FUND
Culture and Recreation
General Fund - Ongoing
22 of 15 110
Revision Title:
Fund: Contact: Chris Banister
Outcome: Package/Offer #: 35.1
Funding Source: Total Amount: $108,536
FTE Requested:
Description:
1.0 FTE - Senior Systems Administrator
Police Services is highly dependent on technology solutions to deliver superior public safety and security
outcomes. They are currently involved in an upgrade to the Tiburon system, which supports dispatch, mobile
communication and records management and is the link between law enforcement and fire and rescue.
While previous contracts with Tiburon included system backup, the new contract does not. The new system
consists of approximately 30 servers that will require a substantial regimen of monitoring and backups to
ensure its successful ongoing operations. It will be the City’s responsibility to ensure that the systems and
servers are available and functioning correctly 24/7, and will require an additional staff person in order to
accomplish this.
This request covers the costs associated with hiring a Senior Systems Administrator to manage the 30+ servers
required for the Tiburon upgrade and provide the required system support and backup.
2014 BUDGET REVISION REQUEST
Police Senior Systems Administrator
603 - DATA AND COMMUNICATIONS FUND
High Performing Government
General Fund - Ongoing
23 of 16 110
Revision Title:
Fund: Contact: Lt. Jim Byrne
Outcome: Package/Offer #: 157.2
Funding Source #1: Total Amount: $144,895
FTE Requested:
Description:
Since 1995, Police Services has partnered with the Poudre School District to assign School Resource Officers
(SRO) to the schools. The cost of this program is split 50/50 between PSD funding and City funding. These
officers work cases that develop in the schools that would otherwise be assigned to patrol officers and
detectives. They also engage in many other tasks that keep the schools safe and build relationships among the
school staff members, students, families and neighbors of the schools. The program is designed to assign SROs
to each traditional high school (4) and middle school (7); the officers also work with the feeder schools for each
of their assigned schools. In 2006 PSD opened the seventh middle school, Kinard Middle School.
Due to budget conditions on both sides of this partnership, we have been unable to assign an SRO to this
school. Currently there are ten funded School Resource Officer (SRO) positions with one Police Sergeant
supervising the unit. With this year's focus on school safety following more violent tragedies in schools around
the country, and the improving budget conditions of both entities, this proposal to properly staff all of the
schools by adding 1 additional SRO.
In collaboration with Poudre School District, this offer would fund an additional SRO to be assigned to the
newest middle school starting in July 2014. (After a new officer has been hired and trained.) PSD has
committed to funding the other 50%, ultimately costing the City only half the cost it would otherwise pay for
an additional officer.
During the summer the SROs are assigned to other units and shifts throughout the department, which is an
additional benefit to the City given the cost sharing of the officers.
2014 Total Cost: $144,895 (Includes $32,956 in start-up costs.) 2015 Total Cost: $111,939
2014 General Fund: $117,002 2015 General Fund $56,153
2014 PSD: $27,893 (50% of ongoing costs for July - December) 2015 PSD: $55,786
2014 BUDGET REVISION REQUEST
School Resource Officer
1.0 FTE - School Resource Officer
100 - GENERAL FUND
Safe Community
General Fund - Ongoing
24 of 17 110
Revision Title:
Fund: Contact: Dan Weinheimer
Outcome: Package/Offer #: None
Funding Source #1: Total Amount: $125,000
FTE Requested:
Description:
None
Since 2005, the Federal Railroad Administration (FRA) has addressed highway-rail grade safety by requiring
trains to sound their horns at a higher decibel level and specific pattern of two long blasts, one short blast
and one long blast which has increased both the noise output and frequency of noise from engines. In
areas with a short distance between crossings, such as Downtown and the River District, the requirements
of the Rule result in prolonged train noise.
FRA officials have recommended that, for downtown Fort Collins between College Avenue and Laurel
Street, Fort Collins pursue a Waiver of Compliance from the Final Rule. A waiver will require Fort Collins
identify and implement structural improvements to maintain rail crossing safety. The Downtown Quiet
Zone Feasibility Study (completed in 2013) identified several combinations of improvements that could be
the basis of a waiver configuration.
This offer would fund technical assistance for the conceptual engineering and transportation planning as
well as a robust public engagement program. The funding for the related technical work is recommended
to be $100,000 while the public engagement portion of the offer is recommended at $25,000. This offer
would build on the Downtown Quiet Zone Feasibility Study but does require new RFPs for both technical
and public engagement work. An offer in a future BFO cycle would address funding needed for
infrastructure improvements associated with an approved waiver.
Technical work would include:
• Developing several conceptual options that meet FRA conditions for waivers
• Working with the FRA offices in Kansas City (Region 6) and Washington, DC (safety division HQ) on
technical questions
• Drafting the waiver application and collecting necessary supporting documentation
• Processing the waiver application through the complete FRA process
Public engagement work would include:
• Citizen and business community engagement
• Conducting several public meetings and an open house
• Drafting related collateral material
• Facilitation of sessions
2014 BUDGET REVISION REQUEST
Train Horn Waiver - College to Laurel
100 - GENERAL FUND
Economic Health
General Fund - Reserves
25 of 18 110
Revision Title:
Fund: Contact: Kirsten Howard
Outcome: Package/Offer #: 222.14
Funding Source #1: Total Amount: $279,760
FTE Requested:
Description:
Following are priorities and options for the 2014 budget revision request, which Chief DeMint will be
discussing with his staff and the PFA Board of Directors for allocation in the PFA 2014 budget.
TOP PRIORITY (in priority order)
PFA Accreditation Manager - $125,100 - PFA has determined that the appropriate method to meet the quest
of excellence is through an accreditation process, which is a prescriptive self-evaluation process that drives the
organization to develop new performance measures as well as an evaluation of new and existing services and
deployment. An accreditation manager is currently paid from PFA overtime funds, however, funding for this
position expires in 2013, therefore the request is being made for a one-year extension in funding for the
accreditation manager position.
PFA Public Educator (two-year contractual position) - $154,270 -The need exists for a professional educator
who can bring the latest educational theory to PFA programs and greatly enhance the public educational
efforts. This position would be responsible for creating and developing innovative outreach initiatives and
materials; analyzing and interpreting statistical data; implementing processes that will increase community
preparedness and participation; and coordinate and participate in community engagement activities.
Half-Time Wildland Coordinator (one-year contractual position) - $31,200 - This position would focus on
community mitigation in the wildland arena, including community education, prevention, and command and
control of wildland fire situations.
OTHER PRIORITIES/OPTIONS (in financial order, not priority order)
Enhance Training Opportunities - $15,000 - Enhance training opportunities through scholarships for two to
four personnel to attend conferences such as Fire Department Instructors Conference, Firehouse, Fire Rescue
International, and Women in the Fire Service.
Continued on next page->
2014 BUDGET REVISION REQUEST
PFA 2014 Budget Revision Offer
Not Applicable
840 - POUDRE FIRE AUTHORITY
Safe Community
KFCG Fire & Emergency - Reserves
26 of 19 110
Remote Automatic Weather Station (RAWS) - $20,200 - A RAWS provides automatic hourly weather
conditions via a satellite uplink as well as extensive fire data including fuel moistures, which help predict fire
behavior and firefighter safety. Adding a RAWS to the eastern side of the PFA jurisdiction (PFA has a RAWS on
the western side of the jurisdiction) would greatly enhance the understanding of varying fire conditions
experienced within the different and distinct climatic zones.
SIM Table - $30,000 - A modern-day sand table that simulates real fire behavior onto real topography and
communities. This technology improves training methods by providing real-time, direct access to fuels data,
detailed topography and 3-D satellite imagery.
Wildland Personal Protective Equipment for Uniformed Personnel - $50,000 - Recent wildfire seasons have
brought forth the need for an increased amount of Personal Protective Equipment (PPE). In large incidents of
this nature the need for additional PPE quickly outstrips the availability. The move toward a system where all
uniformed personnel would be issued a wildland pack, fire shelter, canteen, headlamp and gloves is important.
Type 6 Fire Engine (Brush Truck) - $135,000 - These heavy duty pick-ups with a water tank and pump on the
back are used in the wildland interface areas for firefighting. PFA's fleet of Type 6 engines have been heavily
used over the past years due to heavy wildfire seasons. Due to numerous instances of insufficient apparatus of
this type the need for an additional Type 6 Engine has been identified, and is on PFA's unfunded priorities list
as a high priority.
27 of 20 110
Revision Title:
Fund: Contact: Lucinda Smith
Outcome: Package/Offer #: 238.2
Funding Source: Total Amount: $60,000
FTE Requested:
Description:
2014 BUDGET REVISION REQUEST
Climate Action Planning
None
2013/2014 is an optimal time for Fort Collins to re-evaluate its community greenhouse gas (GHG) goals
and update its Climate Action plan (CAP). Three compelling reasons are that scientific data indicates
increasing urgency to address climate change, new technological opportunities have arisen since 2008
(smart meter, etc.), and the City's Energy Policy is being updated in 2013. A limited amount of funding is
available to evaluate the community GHG goals from the existing Sustainability Strategic Plan offer.
However, $60,000 in additional funding is being sought to update the Climate Action Plan. This funding
would be used for consulting assistance to research national and international best practices applicable
to Fort Collins (smart grid, district heat and energy, deep energy retrofits, geothermal, etc.), assess the
technical and financial feasibility of these strategies, compile various scenarios to meet desired GHG
goals, update the GHG emissions forecast, conduct a triple bottom line analysis of a draft CAP, and a
prepare a draft document. A small portion of the funding would be used to implement public outreach.
254 - KEEP FORT COLLINS GREAT FUND
High Performing Government
KFCG Other Comm. Priorities - Reserves
28 of 21 110
Revision Title:
Fund: Contact: Tim Buchanan
Outcome: Package/Offer #: 195.1
Funding Source: Total Amount: $50,000
FTE Requested:
Description:
2014 BUDGET REVISION REQUEST
Forestry Work Backlog Catchup
None
This budget revision request is to perform critical tree pruning and removal work to reduce the
Forestry backlog of work. This backlog has resulted from the October 2011 storm where Forestry
resouces were diverted for six months, a City tree inventory that has been growing by 600-900 trees
per year and from the increased maintenance needed on maturing and declining trees. Since many
of these jobs will correct serious safety issues it is important to address this work as soon as possible.
With a long pruning cycle mature trees often have dead and weak limbs that can be a serious public
safety hazard. In some cases trees have declined and need to be removed.
Work will be performed with contract crews and will focus on jobs that improve tree health and those
that correct serious public safety situations. Improving public safety is an important part of this
request.
254 - KEEP FORT COLLINS GREAT FUND
Culture & Recreation
KFCG Other Comm. Priorities - Reserves
29 of 22 110
Revision Title:
Fund: Contact: Sue Beck-Ferkiss
Outcome: Package/Offer #: None
Funding Source: Total Amount: $60,000
FTE Requested:
Description:
2014 BUDGET REVISION REQUEST
Inclusionary Zoning for Affordable Housing Analysis and Ordinance Recommendation
None
This offer is a one time offer to hire a consulting firm to investigate the potential benefits of Inclusionary
Zoning in assisting the community in expanding its affordable housing stock. Use of a consulting firm for
this effort eliminates the need for retaining FTEs for a single time effort.
City Council has identified affordable housing funding as a priority. Affordable housing inventory has been
lagging behind the demand for affordable housing. In combination with community growth and university
growth projections, the demand is expected to increase. Existing development incentives and current
public funding alone is not enough to entice developers to build new, needed affordable housing. It is
anticipated providing affordable housing to meet current and future needs will require a combination of
existing incentives, public funding, impact fees and new strategies.
This offer is intended to partially address housing needs through a new policy or ordinance that would
assist in meeting community affordable housing needs. Following are the key steps that would lead to the
preparation of an ordinance or policy which would come to Council for consideration:
1. Develop a baseline of best practices. Research successful and unsuccessful models in use in other
communities. The study would include multiple alternatives 2. Review model ordinances. 3. Gather public
input through open houses and focus groups. 4. Develop alternatives and vet them with the public. 5.
Bring preferred alternatives to Council in a work session. Draft Final ordinance/policy for Council
consideration.
254 - KEEP FORT COLLINS GREAT FUND
Neighborhood Livability
KFCG Other Comm. Priorities - Reserves
30 of 23 110
Revision Title:
Fund: Contact: Cheryl Donaldson
Outcome: Culture and Recreation Package/Offer #: 121.1
Funding Source #1: Total Amount: $50,000
FTE Requested:
Description:
2014 BUDGET REVISION REQUEST
Museum Local History Exhibit Cases
None
In an effort to feature more local history stories on the exhibition floor, FCMoD requests funding to
implement the following: the completed design of the growth of the city area; the purchase and
installation of an artifact case in the beet shack; and the purchase and installation of an artifact case to
feature artifacts that reflect historic innovation.
254 - KEEP FORT COLLINS GREAT FUND
KFCG Other Comm. Priorities - Reserves
31 of 24 110
Revision Title:
Fund: Contact: Laurie Kadrich
Outcome: Package/Offer #: 197.2
Funding Source: Total Amount: $30,000
FTE Requested:
Description:
2014 BUDGET REVISION REQUEST
Oil and Gas Inspection and Monitoring Program
None
This offer provides additional funding for an inspection and monitoring program related to oil and gas
development in Fort Collins. Offer 197.2, funded in the 2013-2014 budget, allocates $80,000 toward the
development of regulations, monitoring, and inspection of oil and gas operations. In 2013, staff has
conducted public outreach related to oil and gas development ($10,000) and plans to utilize the
remaining 2013 funds ($30,000) to conduct an assessment of Prospect Energy's compliance with the
operator agreement (approved May 2013).
In 2014, the existing project budget will support ongoing air quality monitoring and follow-up monitoring
in accordance with the approved operator agreement. Based on Council direction to assess all current
environmental conditions, this offer requests an additional $30,000 to assess current environmental
conditions related to water quality.
The water quality assessment includes a review of site hydrogeology, site characterization, sampling and
analysis of 12 existing wells for standard water quality parameters and BTEX, and a site assessment
report.
The requested funds will be utilized to hire a third party contractor to carry out these activities. Current
staff will coordinate the work of the contractor and conduct any necessary outreach related to findings.
254 - KEEP FORT COLLINS GREAT FUND
Environmental Health
KFCG Other Comm. Priorities - Reserves
32 of 25 110
Revision Title:
Fund: Contact: Janice Saeger
Outcome: Package/Offer #: 49.6
Funding Source: Total Amount: $210,971
FTE Requested:
Description:
2014 BUDGET REVISION REQUEST
Senior Center Expansion
None
The Senior Center Expansion Project is progressing on schedule with a design that meets the ballot
language approved by voters in 2005. However, some elements of the expansion are currently
unfunded including these items:
- Additional 100 parking spaces needed;
- Finish expanded space as a multi-purpose room or upgrade to a theater/presentation room;
- Add upstairs unisex restroom;
- Enclose atrium attached to social gathering space; and
- Additional 800 square foot storage/green room area.
The total of these items range from $1,164,000 to $1,568,000 depending on the finish of a multi-
purpose room or theater/presentation room. These components would add substantial value to the
community and signify completion of Phase II of the Senior Center.
The Senior Center Expansion Committee has applied for several grants which are pending and has
raised over $150,000 to date through other fundraising efforts. Appropriating the Parks and
Recreation KFCG Reserves of $210,971 towards this project combined with the Expansion Committee's
grant and fundraising efforts will address a significant potion of the priorities listed above.
Specifically, the KFCG Reserve appropriation will be applied to completing the multi-purpose room
without the additional components needed as a theater or presentation space. This portion of the
project is estimated at a total cost of $296,000.
254 - KEEP FORT COLLINS GREAT FUND
Culture & Recreation
KFCG Parks & Recreation - Reserves
33 of 26 110
Revision Title:
Fund: Contact: Bonnie Pierce
Outcome: Package/Offer #: 238.2
Funding Source: Total Amount: $20,000
FTE Requested:
Description:
2014 BUDGET REVISION REQUEST
Triple Bottom Line (TBL) Decision Framework & Toolbox
None
A TBL Decision Framework is needed to inform the City's decision-making process by evaluating
sustainability benefits and tradeoffs associated with decisions. This request is to fund the research and
development of a "TBL Decision Framework and Toolbox" that will evaluate the TBL impacts of policies,
plans, strategies or projects. The overall aim of the TBL Decision Framework is to facilitate progress
towards the City's major sustainability goals. It should reveal synergies (win:win) between TBL spheres,
or as a secondary aim, it should demonstrate that improvements are possible in one sphere with small or
no impact in the other two bottom lines. It should support active decision-making, with complexity,
rather than a status quo approach. The framework will encourage early collaboration and integration
across departments and should address a range of policy priorities (e.g. climate change impact
assessment, poverty impact assessment, etc.).
254 - KEEP FORT COLLINS GREAT FUND
High Performing Government
KFCG Other Comm. Priorities - Reserves
34 of 27 110
Revision Title:
Fund: Contact: Ellen Switzer
Outcome: Package/Offer #: 56.1
Funding Source: Total Amount: $262,400
FTE Requested:
Description:
2014 BUDGET REVISION REQUEST
Light and Power Payments in Lieu of Taxes
None
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 2013-2014 Budget
was developed, the 2014 PILOTs budget was based on the 2014 revenues projected at that time.
Since last year, the 2014 projected electric operating revenues have increased $4.6 million due to
higher than anticipated growth in 2012 and 2013 and projected growth in 2014. The increase in
growth is somewhat offset by smaller than projected wholesale and retail rate increases. The revised
revenue projection results in PILOTs increases of $262,400 for 2014.
501 - LIGHT & POWER FUND
Safe Community
Light & Power - Ongoing Revenue
35 of 28 110
Revision Title:
Fund: Contact: Ellen Switzer
Outcome: Package/Offer #: 57.1
Funding Source: Total Amount: $740,168
FTE Requested:
Description:
2014 BUDGET REVISION REQUEST
Light and Power Purchase Power
None
Since the development of the 2013-2014 budget, staff has revised growth estimates for energy sales
and purchases from Platte River Power Authority from 0.7% per year to about 1.5% per year in 2014.
This is based on both on the increases experienced in 2012 and the new development occurring and
planned through out the city. In addition, Platte River Power Authority has revised the purchase
power wholesale rate projection for 2014 down from 4.0% to 2.19%. The combined result of the
revised projections is an increase in annual purchase power cost of $740,168. This appropriation is
required to meet contractual obligations to Platte River Power Authority for the purchase of power
should the increased growth occur as projected. With this revision, the total purchase power cost is
projected at $82,921,858 for 2014. Retail rate and revenue projections have been revised accordingly.
501 - LIGHT & POWER FUND
Safe Community
Light & Power - Ongoing Revenue
36 of 29 110
Revision Title:
Fund: Contact: Chris Banister
Outcome: Package/Offer #: 36.2
Funding Source: Total Amount: $97,000
FTE Requested:
Description:
1.0 FTE - PC Hardware/Software Specialist - Contractual
This request covers the 2014 lease payments for 300 personal computers to be delivered Q4, 2013. It also
includes one temporary contract resource to ensure these machines (and others) are built and efficiently
deployed, and address the needs and specifications of the employee user and the organization.
As a note, the previous replacement cycle for personal computers was set at 5 years or older. The failure rate
on machines over 5 years of age is greater than anticipated. When machines fail, it seriously inhibits
employees' ability to conduct critical business operations. The machines funded in this offer will help replace
equipment that is or will be older than 5 years.
2014 BUDGET REVISION REQUEST
PC Replacement Builds
603 - DATA AND COMMUNICATIONS FUND
High Performing Government
Data and Communication - Reserves
37 of 30 110
Revision Title:
Fund: Contact: Kurt Ravenschlag
Outcome: Package/Offer #: 119.8
Funding Source #1: KFCG Other Transportation - Reserves Funding Amount #1: $110,234
Funding Source #2: Funding Amount #2: $125,293
Funding Source #3: Funding Amount #3: $24,473
Total Amount: $260,000
FTE Requested:
Description:
2014 BUDGET REVISION REQUEST
East-West Transit Connections
None
MAX is intended to be part of an overall, integrated land use and transportation system. In order to realize the
full potential of MAX and to support the economic health of Downtown and Midtown, the new high frequency
transit service along the community’s central spine needs to be fed by robust east-west connections. This
budget revision request provides 30-minute service on Drake, Horsetooth, and Harmony roads so that MAX
riders can reach important destinations beyond the MAX corridor. Without the changes, east-west feeder
service to MAX would be limited in location and frequencies would be as low as 60 minutes. A similar budget
offer submitted during the 2013-2014 BFO cycle was ranked immediately below the funding line. Despite the
lack of funding, east-west transit connections continue to be a high priority that will affect the success of MAX
and the overall transit network. This request as revised removes service on Timberline Road between
Prospect and Harmony. The Timberline route is the least productive of all Transfort routes, and is operating
below the performance standard of 20 passengers per revenue hour. In addition, the Timberline route has
been identified for elimination under the proposed May 2014 MAX route alignments. The request would fund
a partial year of service (.66 of a full year's expense) to reflect east-west service changes beginning in mid-May,
2014.
This budget exception request supports the City’s goals toward Triple Bottom Line in the following ways:
1) Economic: MAX and its east-west feeders provide the essential infrastructure to support Transit Oriented
Development in Midtown and Downtown. Many residents, students, workers, and shoppers riding MAX will
need to be able to transfer to and from feeder bus service in order to reach their ultimate destinations. The
investment in additional service will provide significant community benefits in terms of increased retail and
development activity.
2) Social: In addition to serving transit-dependent riders, the MAX supported by strong east-west connections
will increase ridership by people who have multiple travel options, as the new transit services provide flexibility
for reaching important destinations, allowing quicker trips and less wait times.
3) Environmental: The investment in transit service is estimated to generate 155,197 annual rides. This
translates into significant benefits for air quality, congestion relief, and less parking and impervious surface,
allowing for higher densities in infill development and fewer environmental impacts.
290 - TRANSIT SERVICES FUND
Transportation
Transit Services Fund
Transportation Services Fund
38 of 31 110
Revision Title:
Fund: Contact: Kurt Ravenschlag
Outcome: Package/Offer #: 119.8
Funding Source #1: Funding Amount #1: $180,235
Funding Source #2: Transportation Services Fund Funding Amount #2: $59,765
Total Amount: $240,000
FTE Requested:
Description:
2014 BUDGET REVISION REQUEST
Evening Hour Service for East-West Transit Connections
None
As currently budgeted in May of 2014, MAX service will be the only Transfort route in operation between 6:30 PM and
12:00 AM. Other bus routes run until 6:30 PM. The lack of evening service on feeder routes will force riders of the
MAX to find other means of travel to reach their destination in the evening, and discourage others from riding MAX
altogether. This is an especially important issue for Downtown, where evening patrons may easily reach a restaurant
or other venue before dinner, but may be unable to return home due to the lack of evening service on the same transit
route that they used to get to MAX. Evening shift workers throughout the community will be equally impacted and
will have difficulty returning home using the transit network.
This budget request would extend service hours into the evening for up to eight MAX feeder routes. The added hours
provides more consistent transit service between MAX and the feeder routes, eliminating confusion and boosting
ridership. The request as revised reduces the number of routes provided with evening service and the length of the
evening service (from 10:30 PM to 8:30 PM). The request would fund a partial year of service (.66 of a full year's
expense) to reflect evening service beginning in mid-May, 2014.
This budget exception request supports the City’s goals toward Triple Bottom Line in the following ways:
1) Economic: MAX is the largest infrastructure investment in the City’s history and is paramount in providing a
systematic land use and transportation system as identified in City Plan. Evening service on east-west connections will
enable MAX to reach its full potential and provide support for existing and new development. Customers and workers
who utilize MAX will be able to reach businesses throughout the community in the evening and night hours.
2) Social: Transit is one of the most equitable modes of transportation as it provides accessible service to all people in
our community, regardless of socioeconomic status. Extending hours of operation for additional feeder routes into
MAX will not only empower people to utilize MAX, it will provide an accessible ride to evening activities for seniors,
residents with disabilities, facilitate job accessibility for people dependent on transit, provide flexibility for Downtown
visitors, and enhance social interactions between friends and neighbors.
3) Environmental: The Transfort system reduced vehicle miles traveled by over 3 million miles in 2012, resulting in
fuel cost savings and road wear and tear as well as reducing greenhouse gas emissions by over 1,400 MT CO2. The
additional investment in transit is estimated to increase ridership by 110,784 which will boost the resulting
environmental benefit (2012 Climate Status Report, Fort Collins).
290 - TRANSIT SERVICES FUND
Transportation
Transit Services Fund
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1
2014 Budget Revisions
City Council Work Session
September 10, 2013
ATTACHMENT 2
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2
Revenue Update
Relatively Conservative Forecast….
Additional Revenue Will Flow to Fund Balance
• Updated Major Revenue Elements Only
‒ Sales Tax Based on 2013 YTD Actuals, Maintained 2014
Increase of 2.5%
‒ Use Tax Based on 2013 YTD Actuals, No Change to 2014
‒ Building Permit & Inspection Fees for 2013 & 2014
‒ Utility Demand and Rate Adjustment
• Did Not Update 2014 Use Tax, KFCG, Marijuana Tax, Other
Small Revenue Sources
General
Fund
Ongoing
General
Fund
One Time
KFCG Light &
Power
Total
Sales & Use Tax (GF Only) $ 1.1 $ 2.2 $ 3.3
Development Review 2.5 2.5
GF Assigned ‐ No College 5.2 5.2
Light & Power ‐ Demand & Rates 5.8 5.8
KFCG Reserves 2012 1.2 1.2
Other (0.1) (2.2) (2.3)
TOTAL $ 1.0 $ 7.7 $ 1.2 $ 5.8 $ 15.7
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3
Year-End General Fund Balance
Building Fund Balance Provides Flexibility to Support Projects
Like North College & Woodward
2011 2012
Total Year End Fund Balance $ 47.6 $ 57.2
60 Day/Non Spendable/Restricted/Committed 33.4 39.5
Prior Year Purchases 5.5 4.4
No College Assigned 5.2
Woodward Reserve Assigned 2.3
Staff Assigned 2.3 2.3
Other 6.4 3.5
Year End General Fund &
Sales Tax Fund Balance
• Staff Recommendation: Build Fund Balance with Excess Revenue
‒ Philosophy – Save in the Good Times
‒ Provide Flexibility for Future Needs
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4
Recommended Budget Revisions
Revenue Update Supports All Recommended Budget Revisions
General
Fund
Ongoing
General
Fund
One Time
KFCG Other
Funds
Utilities Total
North College Improvements $ 4.3 $ 4.3
Light & Power Purchased Power & PILOT 1.0 1.0
Arthur Ditch at Mulberry Pool 0.5 0.5
Development Review Staffing ‐ Contractual 0.3 0.3
Legal Staff & Support 0.1 0.2 0.3
PFA KFCG Reserve Offer 0.3 0.3
Senior Center Expansion 0.2 0.2
All Other 2014 Budget Revisions 0.2 0.6 0.3 0.1 1.2
TOTAL $ 0.6 $ 5.4 $ 0.8 $ 0.1 $ 1.2 $ 8.1
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5
Additional Offers – Council Consideration
• Support MAX Success – Feed Ridership to BRT
• Increase east/west mobility
• Offers Provide Service for Partial Year – Beginning May 2014
• Annual Cost Estimated at $0.8M for Full Year Service
Challenge…..
Balance BRT Requirements for Success With Long Term Funding Needs
General
Fund
Ongoing
General
Fund
One Time
KFCG Other
Funds
Utilities Total
East‐West Transit Connection $ 0.1 $ 0.2 $ 0.3
Evening Service for East‐West Transit 0.2 0.2
‐
TOTAL $ ‐ $ ‐ $ 0.1 $ 0.4 $ ‐ $ 0.5
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6
2014 Budget Revision Summary
General
Fund
Ongoing
General
Fund
One Time
KFCG Other
Funds
Utilities Total
Revenue Update $ 1.0 $ 7.7 $ 1.2 $ 5.8 $ 15.7
‐
Recommended Budget Revisions 0.6 5.4 0.8 0.1 1.2 8.1
‐
Net Impact on Fund Balance $ 0.4 $ 2.3 $ 0.4 $ (0.1)$ 4.6 $ 7.6
Consideration Budget Revisions 0.1 0.4 0.5
‐
TOTAL Net Impact Fund Balance $ 0.4 $ 2.3 $ 0.3 $ (0.5)$ 4.6 $ 7.1
• Additional Revenue Supports Recommended Revisions
• Reserves Used to Support Additional Transit Services
• Opportunity to Build Reserves for Future Needs
• Available for the 2015-16 BFO Process
Recommended Revisions Aligned with Council Objectives….
Anticipated New Revenue Supports the Majority of Proposed Revisions
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DATE: September 10, 2013
STAFF: Diane Jones
Ginny Sawyer
Pre-taped staff presentation: available
at fcgov.com/clerk/agendas.php
WORK SESSION ITEM
FORT COLLINS CITY COUNCIL
SUBJECT FOR DISCUSSION
Renewal of the 1/4-cent Community Capital Improvement Program (current program is Building
on Basics)
EXECUTIVE SUMMARY
The purpose of this item is to open the discussion of the potential renewal of the current community
capital improvement tax (Building on Basics or BOB).
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. Does the Council support pursuing a renewal of the capital improvement program and
accompanying sales tax?
a. If so, which election should staff target—November 2014, April 2015, November
2015?
b. Is there a preferred term of the tax?
2. What questions/suggestions are there regarding the scope of work, schedule, and Public
Engagement Plan?
3. Preliminarily, are there types or categories of City capital improvements that should be
considered and highlighted as staff begins to create a potential list of community capital
improvements?
BACKGROUND / DISCUSSION
Fort Collins has been fortunate to have a long history of voter approved sales tax initiatives to fund
major capital projects. Starting in 1973, with a 7-year, one cent tax that helped pay for the Main
Library, the Lincoln Center, City Hall, and Mulberry Pool among other improvements, these voter
approved sales tax capital programs have continually supported efforts to build the city we know
and love today. (Attachment 1)
The current initiative, Building on Basics (BOB), was approved in 2005. BOB is a 1/4-cent tax
which equates to 25-cents on a $100 purchase. Over the 10-year period (2005 to 2015), BOB has
provided almost $58 million dollars for investment in community projects. These dollars have
supported the Lincoln Center renovations, the Museum of Discovery, new bike facilities,
improvements to North College and Timberline, sidewalk upgrades, and the coming Senior Center
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September 10, 2013 Page 2
expansion. The BOB initiative will expire December 31, 2015. (See Attachment 2 for a complete
list of BOB capital projects).
During the 2013-2014 strategic planning efforts, “Planning for the Next Community Capital
Program (BOB II)” was identified as a High Performing Government key initiative. Staff has begun
the groundwork for this implementation and community and Council conversations.
Sample Projects
Staff has begun reaching out to all departments to identify potential projects based on existing
master plans and Budgeting for Outcomes initiatives. Below are some samples of potential projects:
• EPIC Pool Improvements
• Poudre River Enhancements
• Jefferson Street Improvements
• Lincoln Boulevard Improvements
• East Prospect Road
• Vine/Lemay Intersection
• Bus Stops
• Trolley System Improvements
• Campus West Substation (Police)
• Replacing the Police Shooting Range
• Bike Facility Improvements
• Sidewalk Improvements
• Community Marketplace
• Southeast Recreation/Cultural Center
• Organics Composting Facility
For each potential project, staff is creating an inventory sheet that includes the name of the project,
project description, projected costs (a range for the capital costs and estimate operations and
maintenance, where applicable) and the location of the project.
This data gathering is currently a work in progress.
Work Program and Schedule
Staff began planning for the work program by considering the possible election dates—any tax
measure, whether it is a new or renewing tax, must be presented to the voters. Should the City move
forward with another community capital program and a tax initiative to fund the program, the
following election dates can be considered:
• November 2014 ballot language would need to be set by early August 2014
• April 2015 ballot language would need to be set by early February 2015
• November 2015 ballot language would need to be set by early August 2015
Staff is currently scheduling the work program and outreach activities in conjunction with a
November 2014 election. A general timeline and set of work activities is reflected in Attachment
3.
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September 10, 2013 Page 3
Staff work to date has included: identifying and inventorying potential projects; developing a first-
cut timeline, mapping out general public outreach activities and milestones, and brainstorming
possible titles or names of a next community capital program (without a name, the current reference
is BOB II).
Staff anticipates the following:
• Meet with Council on September 10 (Work Session) to review this information and the
outcome of the discussion with the Finance Committee.
• Work with boards and commissions and community groups between now and the next work
session on December 10, 2013, to review and add to the preliminary list.
• In December, Council will be presented with a comprehensive, detailed list.
• Utilize the December work session to agree on a project list to take to the public for
feedback and preferences in early 2014.
If a renewal is supported, staff will begin engaging residents to find out if this is a model that people
still support and if so, what are the most important capital project needs and desires for the
community from a citizen perspective.
Public Engagement
Staff has developed a draft public engagement summary outlining messages and techniques
throughout the project timeline. (Attachment 4) The summary was developed using the November
2014 election as a target election date.
Staff anticipates the following:
• Working with boards and commissions, citizens and community groups through 2013 to get
their project ideas and preferences.
• Conducting large scale outreach from January-May 2014 for citizens to select and/or
prioritize their top projects and comment on the tax measure.
City Council
Staff has scheduled several meetings with Council throughout the next 12 months:
• September 10, 2013 Work Session - review the City’s history of voter approved sales tax
measures for major community capital projects and consider a work program and outreach
plan for a renewal of a similar program once Building on Basics expires in 2015.
• December 10, 2013 Work Session – review a comprehensive list of potential community
capital projects; narrow and determine the list to take to the public for feedback and
refinement/preferences.
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September 10, 2013 Page 4
• April 2014 Work Session – review the feedback and results from the Public Engagement
activities and outreach. Determine the focus of additional public engagement and outreach.
• July 2014 Work Session – a final work session, if necessary, to guide the ballot language that
will be presented to Council at a regular meeting.
• August 2104 Regular Meeting – formally consider the ballot language and place the measure
on the November 2014 ballot.
ATTACHMENTS
1 Voter Approved Sales Tax Initiatives 1973-2021
2. Building on Basics 2005: Final Council Project List
3. General Work Program and Timeline: August 2013
4. Public Engagement Summary
5. Initial Potential Project Reports
6. Sales and Use Tax Rate, 1968-2035
7. Powerpoint presentation
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Voter Approved Sales Tax Initiatives 1973-2021
Choices ’73: Designing Tomorrow Today –1 cent – 1973-1980
• Comprehensive Land Use Master Plan
• Avery House purchase
• Downtown Redevelopment projects
• Main Library
• Lincoln Center
• Fire Station #4
• Mulberry Pool
• City Hall Building
• Open Space land acquisition
• Parks acquisition
• Sewer to Andersonville and Alta Vista
• Storm Drainage Program
• Comprehensive Transportation Study
• Bus System
• Street Improvements
Project RECAP –¼ cent – 1984-1989
• Major Street Improvements
- Lemay, Horsetooth to Harmony
- Shields Street Improvements
* Intersections at Mulberry, Prospect, LaPorte
* Widening and bike path, Prospect to Laurel
- Timberline/Prospect Intersection
- Prospect, Shields to Taft Hill
• Sidewalk Pedestrian Access Ramps
• Indoor Pool Renovation
- College Avenue Medians, Horsetooth to Creger
- Prospect/Taft Hill Intersection
- Mulberry/Canyon Intersection
- Street Major Maintenance Program
- Bikeways on College, Timberline and Horsetooth
• Poudre Fire Authority equipment replacement and land acquisition
• Open Space and Trails acquisition and construction
Edora Pool Ice Center (EPIC) –¼ cent – 1985-1989
Natural Areas Tax –¼ cent – 1992-1997
Choices 95 –¼ cent –1990-1997
• Major Street Improvements
- Shields, Davidson to Casa Grande
- Prospect Intersection Improvements
* Lemay
* Taft Hill
* College
- Prospect, Shields to Taft Hill
- Shields, Laurel to Prospect
- Eastside Neighborhood Intersections
- Drake, Canterbury to Taft Hill
- Timberline Extension, Prospect to Summitview
- College/Drake Intersection
• Fire Station #10 Land Acquisition
• Fire South Battalion
• Lincoln Center Restrooms
• Parks and Open Space Projects
• Senior Center
• Eastside Neighborhood Park
• Southwest Community Park Land Acquisition
• Park Enhancements -- Buckingham and Edora
• Indoor Pool Renovations
ATTACHMENT 1
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Building Community Choice –Three Separate ¼ cents – 1997-2005
Community Enhancements
• City/School District Community Projects
• Shields Street, Horsetooth to Troutman
• Police Building Land
• Northeast Truck Route
• Library Technology
• New Main Library Land
• Prospect, Poudre River to Summitview
• Performing Arts Center Land
• Taft Hill Road, Drake to Derby
• EPIC Second Ice Sheet
• Northside Aztlan Community Center
Streets and Transportation
• Pavement Management Program
• Pedestrian Plan
• Mason Street Transportation Corridor, Phase I & II
• North College Corridor
Natural Areas and Parks
• Natural Areas Acquisition
• Community Park Improvements
• Community Horticulture Center
• Gardens on Spring Creek
• Fossil Creek Community Park
• Regional Trails
Open Space Yes! –¼ cent – 2006 - 2030
• Renewal of BCC Natural Areas and Parks ¼-cent tax for Open Space Acquisition and Maintenance
Street Maintenance –¼ cent – 2006-2015
Building on Basics –¼ cent – 2006-2015
• Library Technology
• Fort Collins Museum/Discovery Science Center Joint Facility
• Lincoln Center Renovation/Cultural Facilities Plan
• Park Upgrades and Enhancements
• Fort Collins Senior Center Expansion
• Police Services CAD Replacement
• Harmony Road, Seneca to College Avenue
• Intersection Improvements and Traffic Signals
• North College Avenue Improvements
• Timberline Road, Drake to Prospect
• Transit Fleet Replacement Buses
• Bicycle Program Plan Implementation
• Pedestrian Plan and ADA Improvements
Keep Fort Collins Great – .085 cents – 2011-2021
• 33% Street Maintenance and repair
• 17% Other Transportation needs
• 17% Police Services
• 11% Poudre Fire Authority
• 11% Parks Maintenance and Recreation Services
• 11% Other Community Priorities
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30
PUBLIC ENGAGEMENT SUMMARY
AUGUST 2013
PROJECT TITLE: COMMUNITY CAPITAL SALES TAX INITIATIVE (NEXT BOB)
OVERALL PUBLIC INVOLVEMENT LEVEL: COLLABORATE
BOTTOM LINE QUESTION:
Do citizens support the proposed sales tax initiative for the identified community capital projects?
KEY STAKEHOLDERS:
All citizens.
TIMELINE: June 2013-November 2014
PHASE 1:
Timeframe: September-December 2013
Key Messages:
Fort Collins has a long and successful history utilizing sales tax initiatives to accomplish major
capital project needs and amenities for the community.
The current tax, Building on Basics, will expire December 31, 2015.
The City will be engaging the community to identify community needs and desires for capital
projects looking forward 5, 10, 15 years.
Tools and Techniques:
Coloradoan Soapboxes.
Topic and promotion on IdeaLab and other social media.
Engaging specific stakeholder groups such as UniverCity Connections, CityWork alumni, and
business, environmental, education and other community associations, Boards and Commissions, etc.
Fact sheets.
PHASE 2:
Timeframe: January-May 2014
Key Messages:
Fort Collins has a long and successful history utilizing sales tax initiatives to accomplish major
needs and amenities for the community.
The current tax, Building on Basics, will expire in December 2015.
Help us identify the top community needs and desires.
Tools and Techniques:
Media releases and newsletters.
Focus groups.
Open house event.
Attending public events (going to the people.)
Polling and surveying, use of social media.
Attachment 4
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PHASE 3:
Timeframe: June-August 2014
Key Messages:
Fort Collins has a long and successful history utilizing sales tax initiatives to accomplish major
needs and amenities for the community.
The current tax, Building on Basics, will expire in 2015.
The Council and the community have identified key capital projects (needs and desires.)
Here are the selected capital projects we can fund by approving a sales tax initiative.
Tools and Techniques:
Media releases and newsletters.
Use of social media.
Fact sheets.
Presentations.
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Project Cost (Low) Cost (High) Plan Alignment Project Description/Notes
Southeast
Recreation/Cultural Center
20,000,000 35,000,000 P&R Policy Plan and Cultural
Facilities Plan
A full service recreation and cultural
community center featuring an
aquatics center, large gym, studio
theater, cardio, weights, craft and
meeting rooms providing citizens in
south Fort Collins with a place to
gather, create and recreate in a
positive, safe and healthy
environment.
River Projects 5,000,000 15,000,000 Natural Areas River Master
Plan
Improvements to the Poudre River
in Downtown area to: conserve and
restore the riparian ecosystem;
mitigate flooding; and enhance
recreation by removing or modifying
diversion structures to create a river
trail, develop a river park and a
recreational watercraft feature.
Community Services Potential Capital Improvement Tax Projects
ATTACHMENT 5
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Project Cost (Low) Cost (High) Plan Alignment Project Description/Notes
Community Services Potential Capital Improvement Tax Projects
Trail Improvements 2,000,000 Recreational Trail Master
Plan
Renovate and widen the Spring
Creek Trail between Lemay and
Shields, add shaded rest stops,
drinking fountains and two
restrooms, complete underpass
feasibility study, Keenland
underpass of the Power Trail and
purchase ROW for new trail along
Overland Trail Road between Spring
Canyon Park and Poudre Trail
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Project Cost (Low) Cost (High) Plan Alignment Project Description/Notes
Community Services Potential Capital Improvement Tax Projects
Water Savings 2,000,000 4,000,000 P&R Policy Plan and Golf
Strategic Plan
Save 7 million gallons of water
annually by installing a new,
efficient irrigation system to replace
the 30 year old one at SouthRidge
Golf Course. Save 2 million gallons
annually by installing a synthetic
turf field at Fossil Creek Park and
save 20 million gallons of treated
water by converting Lee Martinez,
Avery and Soft Gold Parks to raw
water irrigation.
Carnigie Building 2,000,000 Cultural Facilities Plan Complete the renovation of the
historic Carnigie Building by
restoring windows, improving HVAC,
installing new flooring and other
improvements so the interior of the
Creative Center compliments the
beauty and history of the building's
exterior.
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Project Cost (Low) Cost (High) Plan Alignment Project Description/Notes
Community Services Potential Capital Improvement Tax Projects
Gardens on Spring Creek 2,000,000 Gardens on Spring Creek
Master Plan
Complete the Gardens on Spring
Creek by expanding the visitor
center and completing the gardens
on the 17 acre site.
Preserving our Heritage 1,000,000 New train and tracks at City Park,
completion of Club Tico renovation
and creation of a Fire Museum at
the Trolly Barn
Total 27,000,000 61,000,000
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Project Cost (Low) Cost (High) Plan Alignment Project Description/Notes
FCPS Shooting Range 5,900,000 Land and Building for a new
shooting range. (O&M 33K annual
Utilities. 12K annual) maintenance.
FCPS/LV Shooting Range &
Driving Track
9,000,000 Land, buildings, and driving track
(O&M 55K annual utilities. 15K
annual maintenance. Split cost with
Loveland.)
Campus West Police
Substation
360,000 Procurement of a 3500-3800 square
foot work area that would house a
Police Services community-oriented
policing substation to include space
for Code Enforcement and
Neighborhood Services. Includes
renovation and furnishings. (O&M
Lease and utilities.)
Police Potential Capital Improvement Tax Projects
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Project Cost (Low) Cost (High) Plan Alignment Project Description/Notes
Police Potential Capital Improvement Tax Projects
Neighborhood Policing
Substation
375,000 Procurement of a 3000 square foot
work area that would house a Police
Services community-oriented
policing substation at a future
needed location within the city.
(O&M Building lease and utilities.)
Camera Monitoring at
Intersections
620,000 Cameras at selected intersections,
fiber for cameras to storage
location, server/hardware for video
storage and retrieval, and necessary
software.
Mobile Camera Monitoring 50,000 Two Mobile platforms for deploying
camera surveillance at any desired
location. Platforms are self-
contained and broadcast to a
centralized location for monitoring.
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Project Cost (Low) Cost (High) Plan Alignment Project Description/Notes
Police Potential Capital Improvement Tax Projects
HALO Cameras 420,000 10 cameras along with essential
computer management software
and hardware strategically placed in
areas of high activity for observation
of criminal activity. These cameras
were instrumental in identifying the
Boston Marathon bombers.
Dispatch/Record
Management Upgrade
2,000,000 Necessary upgrades and
maintenance on CAD/RMS system
(2016 thru life of tax @ 200K/year)
Total - 18,725,000
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0.0%
0.5%
1.0%
1.5%
2.0%
2.5%
3.0%
3.5%
4.0%
1968
1970
1972
1974
1976
1978
1980
1982
1984
1986
1988
1990
1992
1994
1996
1998
2000
2002
2004
2006
2008
2010
2012
2014
2016
2018
2020
2022
2024
2026
2028
2030
2032
2034
Sales Tax Rate
Sales and Use Tax Rate, 1968-2035
1/4% BCC Community
Enhancements, Voter
Approved
1% by City Council Ordinance 140, 1979
effective 4/1/80
1% Designing Tormorrow
Today Voter Approved
Capital
4/1/73-3/31/80
1% General, Voter Approved
1/4% by City Council Ordinance 149, 1981
1/4% Necessary Capital
(RECAP) Voter
Approved
1/4% EPIC,
1
Renewal of ¼-Cent Community
Capital Improvement Program
City Council Work Session
September 10, 2013
ATTACHMENT 7
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2
Direction Sought
1. Does Council support pursuing a renewal of the capital
improvement program and accompanying sales tax?
a. If so, which election should we target?
(Nov 2014, April 2015, Nov 2015)
b. Is there a preferred term of the tax?
2. Does Council have questions/suggestions regarding the scope of
work, timeline, or public engagement plan?
3. Are there types or categories of City capital improvements that
should be considered and highlighted?
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3
Tax Initiative History
Base Sales Tax Rate = 2.25%...Does Not Expire
Various Tax Initiatives that aggregate to 3.85%:
• Capital ¼ Cent began in 1984 – Current Tax Expires in 2015
• Street Maintenance ¼ Cent began in 1990 – Expires in 2015
• Natural Areas ¼ Cent began in 1993 – Expires in 2030
• KFCG .85 Cent began in 2011- Expires in 2021
Capital Project Tax Has Been Renewed Each Year Since 1990
Street Maintenance Tax has been Renewed Each Year Since 1998
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4
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5
BOB II & Street Maintenance
BOB II – Ginny Sawyer
Develop list of projects and
vet financial cost and
feasibility
Street Maintenance –
Jessica Ping-Small
Evaluate alternatives,
possible structure and
methodology for fee
Council Work Session
Nov 26
• Decision on fee or ¼ cent
• Street maintenance fee or
tax
• Park maintenance fee
Mid 2014
Revenue Diversification
Fee Discussion
If ¼ Cent – Integrate with CMO Efforts
Council Review &
Direction
• BOB II Projects
• Street Maintenance
Public Outreach
• BOB II Projects
• Street Maintenance
¼ Cent Renewal Efforts
Revenue Diversification
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Background
Fort Collins has long history of successful capital
improvement tax.
From 1973-2015 capital improvement tax has
helped fund numerous projects:
Main Library EPIC
Lincoln Center Mulberry Pool
Neighborhood Parks Senior Center
Northside/Aztlan Mason Trail
Major Street Improvements
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7
Background
• Current initiative is Building on Basics (BOB)
• ¼ cent = 25 cents on a $100 purchase
• 10 year term (2005-2015)
• Will amount to approximately $58 million over
course of the term
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8
Background
Tax initiative must go to the voters.
• November 2014-
ballot language by early August 2014
• April 2015-
ballot language by early February 2015
• November 2015-
ballot language by early August 2015
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9
Background
• Strategic Plan identifies:
“Planning for the next Community
Capital Program” as a key initiative.
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10
Background
• Staff has begun groundwork, including:
– Reaching out to departments to begin
compilation of potential project list.
– Establishing basic timeline (currently based on
Nov 2014 election.)
– Developing a Public Engagement Plan
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11
2014
Jan Feb March
Public Outreach
April May June
Public Outreach
Council Meetings
July Aug
Set Ballot Language
2013
June July Aug
Initial Project ID
Sept Oct Nov
Council Work Session
Boards &
Commissions
December
Council Work
Session
Public Out Reach
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12
Future Council Meeting Dates
• December 10, 2013/Work Session – review comprehensive list;
narrow and determine list to take to the public for feedback.
• April 2014/Work Session – review the feedback and results from
the Public Engagement and outreach. Determine additional public
engagement and outreach.
• July 2014/Work Session – a final Work Session to guide ballot
language that will be presented to Council at a regular meeting.
• August 2104/Regular Meeting – formally consider ballot language
and place the measure on the November 2014 ballot.
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13
Direction Sought
1. Does Council support pursuing a renewal of the capital
improvement program and accompanying sales tax?
a. If so, which election should we target?
(Nov 2014, April 2015, Nov 2015)
b. Is there a preferred term of the tax?
2. Does Council have questions/suggestions regarding the scope of
work, timeline, or public engagement plan?
3. Are there types or categories of City capital improvements that
should be considered and highlighted?
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DATE: September 10, 2013
STAFF: Bruce Hendee, Lucinda
Smith, Brian Varrella, Bonnie Pierce
Pre-taped staff presentation: available
at fcgov.com/clerk/agendas.php
WORK SESSION ITEM
FORT COLLINS CITY COUNCIL
SUBJECT FOR DISCUSSION
City Triple Bottom Line (TBL) Decision-Making Process.
EXECUTIVE SUMMARY
The purpose of this work session is to seek City Council feedback on interim plans to provide
“Triple-Bottom Line” assessments of items coming to Council for work sessions. The City of Fort
Collins Utilities began using a Triple Bottom Line Analysis Map (TBLAM) in 2008 to internally
evaluate the strengths and weaknesses of projects from the economic, environmental and social
(community and workforce) perspectives. Since 2010, Utilities have been assisting departments
across the entire City organization in completing the TBLAM brainstorming process. This year,
City Council has requested that more information about the TBL aspects of projects be provided
during the Council review process. Starting in October 2013, staff will complete a TBLAM and
Synthesis for major projects coming to City Council for work sessions. This is viewed as an interim
approach allowing the City to gain more experience with the TBLAM and the Council to evaluate
the utility of the information provided. Staff has submitted a 2014 budget offer to further develop
a robust TBL Decision-Making Framework, a list of qualitative and quantitative tools, and guidance
about when to apply which tools.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. Does City Council have any feedback on the interim approach of providing Triple Bottom
Line qualitative assessments of major projects in City Council work session packet
materials?
BACKGROUND / DISCUSSION
Sustainability is a core philosophy at the City of Fort Collins; one that underpins every City effort,
from the smallest of daily tasks to the largest multi-year initiatives. The central premise of any
sustainable operation is that it considers human, economic, and environmental factors in decision-
making and management. This approach is nothing new to Fort Collins; it has been a part of the
City’s culture for years.
Economic, environmental and social sustainability are vital to our community’s success, and our
residents expect that we will be responsible stewards of our financial, natural and human resources.
Knowing this, the City has steadily worked to advance its capacity in “Triple Bottom Line” (TBL)
decision-making over the years.
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TBLAM and TBL Team (2008 – present)
As part of the Utilities for the 21st Century initiative, in 2008, the Fort Collins Utilities formed a
TBL Team and evaluated tools from across the nation and the world to aid in formulating a TBL
decision-making process and practices guide. The Team identified and adopted a model in use at
the City of Olympia, WA, called the Triple Bottom Line Analysis Map (TBLAM) (see Attachment
1). The objective of the TBLAM has been to facilitate a broad, interdisciplinary brainstorming
process used to inform a decision-making process of all potential environmental, economic and
societal benefits and detriments at project onset. Best practice dictates that this brainstorming
should be done at the beginning of a project, not at the end. Structured similarly to a Strengths,
Weaknesses, Opportunities, and Threats (SWOT) analysis, TBLAM exercises are most effective and
informative when attended by people with a breadth of expertise. This information is then
synthesized into immediate observations, conclusions, and recommendations on future process and
intended outcomes.
The Utility TBL Team was tasked at inception with embedding TBL processes into daily practices
and strategic visions. Benchmarking communities from across the globe provided invaluable
direction for jump-starting the effort, but experience over a period of two or three years has led to
an effective evolution of practice. Through much trial and error, the TBL Team has successfully
developed a training program, a TBLAM tool, a synthesis platform, and a full spectrum of examples
for others to follow. The Team is most excited to share and exercise its 10 Best Practices developed
from feedback from customers, staff, and colleagues from across the nation.
Recently the Utility TBL Team realized that if it was to evolve into new avenues of thought and
innovation, and if it desired to offer services across the organization, it would have to expand its
volunteer force into new departments outside the Utility. The call for diversity was met by new
members from five offices across the organization, including Social Sustainability, Finance,
Planning Services, Economic Health, and Performance Excellence.
The TBLAM tool and associated synthesis are qualitative efforts; they do not generate a final
number or score to assess the overall sustainability strength of a project and they do not make the
decision. The synthesis that follows a TBLAM, however, is intended to provide identify areas for
research, outreach, analysis and other technical and non-technical efforts necessary that may
strengthen a project. If completed early in a project, a TBL brainstorm and synthesis are valuable
because they can reveal:
• Any fatal flaws before they affect budgets and schedules
• Areas where more research, engagement or data may be needed
• Key indicators for the forward progress of a project, policy, strategy or proposal
• Opportunities for improvement in one sphere without negatively impacting benefits in
another sphere.
Outputs from the process can reveal opportunities to modify projects, policies, strategies and
proposals to maximize their net benefits and mitigate negative aspects.
The TBL Team gained invaluable experience with this model internally, and since 2010, has been
working to build the TBL mindset by offering a TBL 101 class to groups across the organization.
The Team regularly meets one-on-one for various internal and external customer groups as
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requested. The Team has completed an average of 1 TBLAM brainstorm per month internally and
externally to aid the City in considering all aspects of a project and optimizing the triple bottom line.
The TBLAM and synthesis exercise have been used to assess projects ranging from Stormwater
Master Plan Best Management Practice Selection, Use of Corn Ethanol as a Transportation Fuel for
City Fleets, Landscaping Guidelines, Poudre River Standards; City iPhone Selection, Recycling
Options for Electric Meters, Strategic Planning, Transportation Corridor Vision Planning for College
Avenue, and programmatic changes to floodplain policies.
TBL in Council Agenda Materials (2009-2010)
From November 2009 through approximately May 2010, City staff provided short qualitative
analyses of agenda items in an Agenda Item Summary section titled “Sustainability: Economic,
Environmental and Social Impacts”. Ultimately, City Council indicated these short summaries were
not useful in its decision-making and the practice was amended to provide only economic and
environmental impacts, but not social impacts.
TBL Decision-Support Tool (2010)
In 2010, a Triple Bottom Line Decision Support Tool was commissioned to help support the Plan
Fort Collins process. The tool, an Excel spreadsheet, was intended to help evaluate the "Triple
Bottom Line" economic, environmental, and human impacts of key policies, strategies, and/or
projects specifically associated with Plan Fort Collins. It was intended to guide the evaluator in
integrating outputs from individual Plan Fort Collins modeling efforts (e.g., transportation, cost
recovery, etc.) with other available quantitative and qualitative information and considerations so
that policies, strategies, and/or projects could be evaluated with a broad systems perspective. It
included sustainability indicators for Plan Fort Collins. While it is a useful complement to the
TBLAM itself, it still requires a significant amount of research and data compilation on the part of
the evaluator.
TBL in City Plan (2011)
City Council is also interested in ensuring the organization is considering the TBL aspects of
policies, plans, strategies and projects. Sustainability and TBL were key drivers in the 2010/2011
Plan Fort Collins process. With the adoption of City Plan in 2011, City Council adopted a
sustainability policy to “act sustainably: to systemically, creatively, and thoughtfully utilize
environmental, human, and economic resources to meet our present needs and those of future
generations without compromising the ecosystems upon which we depend.” Three main tenets of
sustainability (systems thinking, continuous improvement, and triple bottom line analysis) were
integrated into the Plan Fort Collins process.
Consequently, City staff increasingly includes information about the economic, environmental and
social ramifications of a project in the materials provided to City Council. However, to date, staff
are only aware of three TBLAMs that have been provided to City Council. In 2009, a TBLAM on
Poudre River floodplain regulations was provided to City Council. This resulted in negative
feedback from the Council; it was felt the TBLAM itself was not useful. To address this concern,
the Team developed the synthesis document (see Attachment 3), which takes the raw information
from the TBLAM and draws out key indicators. In 2013, the disposable bag issue had a TBL
analysis completed by a consultant on alternative approaches to addressing disposable bags, and that
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was shared with the public and Council. In April 2013, a TBLAM was completed for the Foothills
Mall Redevelopment Project (Attachment 2). Staff recognizes that it is not in keeping with the true
spirit of the TBL process to complete a TBLAM towards the end of the project, yet it could still be
useful to simply reveal alternative perspectives on a topic City Council is considering.
2013 Efforts to Increase Organizational Capacity in TBL-Decision Making
Short Term
To respond to City Council’s interest in increasing organizational capacity in TBL decision-making,
the City is planning, as an interim step, to provide City Council with the results of a TBLAM
brainstorming analysis and synthesis for major projects that come before Council for a Work
Session, starting in October. The products that staff envisions providing in Council Work Session
packets are:
• The TBLAM tool
• A short summary synthesis of the TBLAM exercise that may include a staff summary of
observations, potential indicators, and recommendations.
In providing both the TBLAM and synthesis, staff will be increasing transparency by providing
Council with an unfiltered brainstorming exercise and a staff summary of the process. Throughout
the remainder of 2013, staff will gain experience with the TBL process and seek feedback from City
Council on the utility of this information. This will be viewed as an interim step until a more
complete set of tools and approaches evolve for use and application at the City.
Longer Term
Knowing that there are a variety of approaches that could support informed decision-making, a
scoping meeting was held in April of this year with staff from multiple departments to discuss what
tools and approaches would be needed to move the organization to the next level in TBL decision-
making. Would it be the development of a Fort Collins-specific tool or spreadsheet? Would it
involve generating a quantitative analysis and rating of a project? Would any of the quantitative
tools that already exist and are gaining use elsewhere in the country be useful for Fort Collins?
This staff group recommended that no single TBL decision support tool will meet all needs across
the organization for evaluating the sustainability benefits and tradeoffs associated with organization-
wide decision-making. Instead, staff believes that the best course is to develop an overarching TBL
Decision Framework to guide development of organization-wide policies, plans, strategies, and
projects, and to create a toolbox of TBL tools. The toolbox would consist of various existing TBL
tools designed for specific applications that have been evaluated and selected for use by the City.
The overall aim of the TBL Decision Framework is to facilitate progress towards the City’s major
sustainability goals. It should reveal synergies (win-wins) between the TBL spheres or, as a
secondary aim, it should demonstrate that improvements are possible in one sphere with small or
no negative impacts in the other two bottom lines. In some circumstances it might make clear
tensions between different objectives and highlight the tradeoffs. It should support active decision-
making and engagement with complexity, rather than a status quo approach.
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The Framework will help encourage early collaboration and integration across departments and
should address a range of policy priorities, e.g. climate change impact assessments, poverty impact
assessments, etc. Another desired feature for the TBL Decision Framework is that it be scalable so
that it can be used for relatively simple proposals, e.g., developing a green-purchasing policy, and
for complex proposals, e.g., major new infrastructure project. It should also be easy to update or
change the Framework (and associated tools) as necessary.
A critical part of the Decision Framework is the primary asset supporting any TBL process; the
human capital invested by the motivated and passionate staff that perpetuate the mindset. The TBL
Team has expanded the City organization’s expertise with TBL thru training and assistance. It is
expected that TBL will become a standard operating procedure across the City organization,
supported by an interdepartmental staff team.
In order to develop this TBL Decision-making framework and tool box envisioned here, a 2014 mid-
cycle BFO offer is being developed. If funded, staff anticipates having a more robust process to
evaluate the TBL completed later in 2014.
ATTACHMENTS
1. Triple Bottom Line Analysis Map
2. Recent Mall Redevelopment TBLAM provided to Council
3. Example of TBLAM Synthesis Document
4. Powerpoint presentation
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Triple Bottom Line Analysis Map (TBLAM)
Evaluated by:
Adapted from the City of Olympia and Evergreen State College Sustainable Action Map (SAM).
Economic
Notes:
Environmental
Strengths
Limitations
Opportunities
Threats
Project/Decision:
Social
Strengths
Limitations
Opportunities
Threats
Community Municipal
Strengths
Limitations
Opportunities
Threats
Strengths
Limitations
Opportunities
Threats
ATTACHMENT 1
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Triple Bottom Line Analysis Map (TBLAM)
Evaluated by:
Adapted from the City of Olympia and Evergreen State College Sustainable Action Map (SAM).
Economic
Notes:
Environmental
Strengths
Limitations
Opportunities
Threats
Project/Decision:
Social
Strengths
Limitations
Opportunities
Threats
Community Municipal
Strengths
Limitations
Opportunities
Threats
Strengths
Limitations
Opportunities
Threats
- increased consumer choice
- improved Youth Activity Center
- 2 major community gathering space is an area of town lacking
these types of gathering spaces (East & West Lawn)
- increased community pride
- Increased consumer opportunities
- XXX construction jobs supported
- Catalyst project for Midtown; may precipitate
additional investment in the area
- Maximizes productivity of a large retail site (few if
any remain undeveloped in the City)
- Defends against future retail development outside of
City Boundary
- Increased General Fund revenue (after sales tax
increment utilization)
- Increased Dedicated Fund revenue (KFCG, BOB,
Open Space, Streets)
- One-time increase in use tax and capital
expansion fee revenue
- Recycle highest % of waste by weight possible: iron and
metals, concrete, copper, steel beams, etc.
- Reuse of existing buildings and infrastructure
- Addition of stormwater water quality for 100% of site
- Proximity to transit = reduced carbon emissions
- Fewer carbon emissions than greenfield development
- Redevelopment in a Targeted Infill and Redevelopment Area
- May increase costs to other taxing entities
- May reduce the availability of low cost consumer goods
- Requires public investment in the form of financing
assistance
- May increase retail competition in specific store
categories
- Higher rent rates at new facility may displace some
existing businesses at the site
- Pledge of 100% of sales tax increment =
Page 1 of 1
TRIPLE BOTTOM LINE ANALYSIS
Derived from a TBLAM Brainstorm on
ONE PLANET PROGRAM INCENTIVES
In Collaboration with the One Planet Team
Purpose: To extract key triple bottom line information from a TBLAM, and use that
information to assist in decisions for selecting businesses for One Planet program
incentives
I. General Observations from TBL Analysis Map (TBLAM):
A. The TBLAM indicated incentives for One Planet were heavy on strengths.
B. Limitations were few, and tended to be repetitive between all columns.
C. The greatest strength in the program incentives appears to be for our workforce.
D. Environmental considerations have anomalies.
1. It was anticipated the TBLAM brainstorm would be highly environmental since the
One Planet program is highly environmental, but that was not the case.
2. Most environmental considerations were business-related, and fell into economic
categories simultaneously.
II. Conclusions Offered:
A. One Planet program incentives appear to be highly positive.
B. Limitations are largely based on perceptions or anticipated perceptions.
C. The incentive program for this environmental effort is highly beneficial socially and
econocmically.
1. The TBLAM indicates One Planet incentives cross into all 3 TBL arenas
simultaneously.
2. Based on the previous conclusion, the One Planet program is a TBL superstar.
D. The strongest key indicators should be selected first from brainstorm topics that fall into
multiple TBLAM columns.
1. Others should be selected case-by-case based on One Planet goals and needs.
2. Further analysis is warranted and anticipated from One Planet leadership.
III. Potential Key Indicators Suggested:
A. Businesses should be selected locally to support our community, its economic vitality,
and its commitment to serving our local workforce.
B. Businesses should be given selection preference when they support our Utility programs
(i.e. Climatewise, sprinkler audits, energy audits, etc.).
1. This promote the efforts of our workforce.
2. It also promotes the environmental and economic benefits offered to the local
community through results obtained following these programs.
C. Businesses should be selected as close to alternative transportation areas as possible to
promote and reward wellness and to showcase the economic benefits of trail systems and
transportation corridors in the community.
D. Businesses in fair or poor standing with the Better Business Bureau should be removed
from consideration.
ATTACHMENT 3
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1
City Triple Bottom Line
Decision-Making Process
City Council Work Session
September 10, 2013
ATTACHMENT 4
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2
• Utilities TBL Team (2008)
• TBLAM (Triple Bottom Line Analysis Map)
and staff trainings (2008+)
• Experiment with including TBL in AIS (2009)
• TBL Decision-Support Tool Project (2010)
• TBL Embedded in City Plan (2011)
Triple Bottom Line (TBL) History
at City of Fort Collins
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3
Brian Varrella, P.E., CFM
Utilities TBL Team Lead
Floodplain Administrator
970-416-2217 office
bvarrella@fcgov.com
Triple Bottom Line (TBL) Evolution
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4
Part of 21st
Century Utilities Initiative
• 2008; started by Brian Janonis, Utilities Ex. Dir.
– Delegated to a TBL Team
• Task; embed TBL into daily practices & strategies
– Benchmarked communities worldwide
– Collaborated with City of Olympia, WA
Triple Bottom Line (TBL) Evolution
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5
Start with why; why a 3-fold bottom line?
• How do we give the environment equal
consideration with public safety?
– Utilities Mgt., 2008
• How do we factor political will into a
decision?
– City Mgt., 2010
• How do we make public safety a community
indicator?
– Plan FC team, 2010
Start With Why
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6
Implementation of the 21st
Century Utilities Initiative
• Response; developed tools and methods
– TBLAM brainstorming tool
• Reveals key indicators & fatal flaws
• Identifies non-quantifiable value
– Established 10 Best Practices
– Training materials & in-person training
– Synthesis tool(s) & analysis
Sustainable Roots at Utilities
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7
Sustainable Roots at Utilities
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8
TBL is . . .
• A thought process
• A brainstorm
• Exploring options
• Intended to inform
• A vision for today and
for the future
• Creative + Innovative
TBL is not . . .
•A form
• A spreadsheet
• A set of rules
• Intended to decide
• Historic justification for
decisions already made
• Strict + inflexible
Sustainable Roots at Utilities
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9
Refining the Vision & Learning from Mistakes
• Recent Developments
– New focus on brainstorm synthesis
– Diversified team membership
• Fresh ideas needed from other departments
• More useful City-wide if TBL Team is
represented across the organization
– Merging efforts with Office of Sustainability Svcs.
Sustainable Roots at Utilities
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10
TBL Synthesis; Analysis & Next Steps
• TBL Synthesis
– Observations summarized
– Conclusions offered
– Suggestions on next steps
Sustainable Roots at Utilities
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11
The TBL Crystal Ball
• Future; transitioning City-wide through OSS
– Part of long-term evolution outside Utilities
– Growing through diverse membership
– Meeting needs of the 2013 Council directives
Sustainable Roots at Utilities
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“act sustainably: to systemically, creatively,
and thoughtfully utilize environmental,
human, and economic resources to meet
our present needs and those of future
generations without compromising the
ecosystems upon which we depend.”
City Plan Policy on Sustainability
(2011)
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13
• For City Council work sessions (excluding
updates)
• Provide :
– TBLAM
– Staff Synthesis
Interim Approach (2013)
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• Seek Council feedback on information
provided to date
• Seek 2014 funding to develop a TBL
Decision-Making Framework and Toolbox
– Overarching framework to guide staff
through TBL process and choice of
appropriate TBL tools
– Research and develop a TBL toolbox of
existing qualitative and quantitative tools
Longer Term Approach (2014+)
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15
Does City Council have any feedback on the
interim approach of providing Triple Bottom
Line qualitative assessments of major projects
in City Council work session packet materials?
Council Direction Sought
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short-term utilization of General Fund increment
for public financing of project
- A net increase in carbon emissions over current use
- Increased carbon emissions during construction and
increased impact to road infrastructure from construction
- Not all buildings may include commissioning (refurbished
buildings may not need to comply with all aspects of the new
energy code)
- XXX new retail jobs; specifically in a transit accessible location
- new housing in proximity to transit and in response to market
demand
- increased revenue (Keep Fort Collins Great) for human
services funding
- increased revenue for Open Space
- XXX new retail jobs supported by the increase in
retail business
- Reduce the leakage of Fort Collins resident
spending elsewhere
- Attract additional non-resident spending
- Encourages retail development along the Spine
and in the Core of the community; consistent with
SMART growth principals
- Project protects the existing sales tax revenue
base; absent redevelopment this may have
declined
- Potential positive impact on retail sales leakage
and inflow
- Decreased Vehicle Miles Traveled regionally by Fort Collins
residents (due to fewer shopping trips outside of City)
- Compact pattern of development in core of community
- Increased funding for Open Space
- Enhanced bicycle and pedestrian access (Underpass and
College Ave. improvements)
- Perceived negative impact from traffic (reality = marginal
increase in traffic between proposed and high water mark for
the site)
- Increase in retail jobs could place increased burden on social
systems
- Investment of public money does not net the
anticipated return
- Transfer of retail sales from elsewhere in the
community
- Pledge of revenue for 25 years may increase the
utilization of sales tax increment if a significant
economic downturn occurs
- Increased site specific traffic (marginal compared to high
water mark of existing site)
- May increase Vehicle Miles Traveled regionally by
non-residents (additional shopping trips)
- New housing may create additional environmental
pressures: natural resource consumption, increase H2O and
energy
Foothills Mall Redevelopment
Lucinda Smith (Environmental), Beth Rosen (Social), and Josh Birks (Economic)
ATTACHMENT 2
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Voter
Approved
1/4% Choices 95
Capital Program,
Voter Approved
1/4% BCC Natural Areas
and Parks, Voter Approved
1/4% BCC Streets &
Transportation, Voter
Approved
1/4% Street Maintenance
Voter Approved
7/1/89-12/31/97
1/4% BOB Community
Enhancments, Voter Approved
1/4% City Natural
Areas, Voter
Approved
1/4%Pavement Management,
Voter Approved
1/4% Open Space, Yes,
Voter Approved
.85% KFCG
Voter Approved
updated 8-30-13
1/4% Open Space, Yes,
Voter Approved
ATTACHMENT 6
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pt 4
nitial
2013-20
Oct‐D
•Public Outrea
•Council Mate
•Council Work
•Fee question
Nov
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•Council-
•Council-
014
Dec
ach
erails Due Nov 2
k Session Dec 10
n determined by
uly Augus
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Attachment 3
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1) A $250,000 repayment from the DDA for the FCMoD was recorded in the Capital Projects Fund revenue in 2014 and will be changed to the General Fund. Therefore, the funding source for
the project funded by this revenue also needs to be changed.
2) If Woodward goes forward with Phases II and IV it will release $2.3M of currently assigned General Fund Balance
3) The 2014 revenue revisions do not include any anticipated revenue from sales tax on medical marijuana
4) Increased L&P revenue due to increased demand and rate adjustments.
2014 Budget Revision Summary
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