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HomeMy WebLinkAboutCOUNCIL - AGENDA ITEM - 09/18/2001 - DISCUSSION AND PUBLIC HEARING ON THE 2002 AND 2003 AGENDA ITEM SUMMARY ITEM NUMBER: 23 DATE: September 18, 2001 FORT COLLINS CITY COUNCIL FROM: John F. Fischbach SUBJECT: Discussion and Public Hearing on the 2002 and 2003 Recommended Biennial Budget and on Proposed 2002 Changes to Transfort Routes and the Southside Shuttle. RECOMMENDATION: EXECUTIVE SUMMARY: This is the first official Public Hearing on the City Manager's 2002 and 2003 Recommended Biennial Budget for the City of Fort Collins. A second Public Hearing is scheduled for October 2, 2001. In accordance with requirements of the U.S. Department of Transportation as set forth in 49 USC Chapter 53,the City of Fort Collins will hold a public hearing to discuss proposed changes in 2002 to Routes 1, 4, 5, 6, 7, 9, 10, 14 and the Southside Shuttle which are in the Transfort Strategic Operating Plan. BACKGROUND: The decision of what services to fund, and to what level, is a very difficult one. A common misconception is that there is flexibility to spend or reallocate the total City budget to those areas where there is a need. In fact,a large portion of the budget appropriation is legally restricted and the expenditures can only be used for specific purposes,such as utility fees and related expenses. Here is how that breaks out using the 2002 recommended budget of$438.4 million. Utility Services $133.3 million Dedicated Capital Monies (Building Community Choices, etc.) $ 22.6 million Debt Service $ 6.1 million Dedicated Revenue/Expenditures(Recreation, etc.) $ 39.7 million Internal Service $ 1.5 million Transfer of Funds/Expenditures within the City $145.6 million When these are totaled($348.8 million)and subtracted from the total City budget of$438.4 million, the balance remaining of$89.6 million is what could be called "flexible" for spending purposes. This $89.6 million is proposed for expenditure in 2002 as follows: DATE: September 18,2001 2 ITEM NUMBER: 23 Poudre Fire Authority per Revenue Allocation Formula $ 12.6 million Police Services $ 22.1 million Subsidy to operate transit,recreation, cultural, cemeteries, transportation services, and capital projects $ 18.4 million Park and trail maintenance, library,building inspection and zoning, development review and planning, engineering,natural resources, facility operation and maintenance, and all other services that support operations $ 36.5 million In reality,any flexibility to add a new service or to enhance an existing service is to decrease or stop providing a service funded by the$89.6 million"flexible"monies or to fund from revenue growth. To decrease or stop an existing service is difficult when the service was initiated and is being provided based on the perceived, as well as requested needs,from the residents of the community. To help in planning the effective and efficient allocation of resources to meet the service wants and needs of the community and to serve as the foundation for budget development, Council adopted Resolution 99-46, Principles for Budget Planning, on April 20, 1999. The Resolution separated services the City provides into three categories of priority-primary,secondary,and support services (Exhibit A attached). 1. Primary services are those services that are necessary for the good of the entire community and are basic to the safety,health,and welfare of the community. The allocation of resources to the provision of primary services is the first priority in budget preparation. 2. Secondary services are those services that enhance the quality of life of the residents and, to many, increase the value of living and working in the community. Allocation of resources to these services shall be considered only after the necessary allocation has been made to fund primary services. 3. Support services provide the management,guidelines,and operational assistance to carry out the provision of primary and secondary services. Resources allocated to these services should be sufficient to provide the level and quality of primary and secondary services expected and desired by the community. The Resolution also specified that no new services,other than those identified as primary services, shall be undertaken until all existing primary, secondary, and support services have received a sufficient level of funding to meet the needs of the community. HIGHLIGHTS OF THE 2002 AND 2003 RECOMMENDED BIENNIAL BUDGET: As reviewed earlier with the Council,the recommended budget supports: 4. maintaining and operating the City's assets; 5. providing operation and maintenance resources for the Building Community Choices and other City projects scheduled to come on line; 6. maintaining, and in some cases improving service levels; DATE: September 18, 2001 3 ITEM NUMBER: 23 7. the 2001-2003 Council Policy Agenda; and 8. focusing resources into primary City services. The recommended budget allocates a significant majority of the available discretionary dollars to primary services. Staffs recommendation does include some monies for secondary and support service enhancements that facilitate the provision of primary and secondary services to the community. The 2002 and 2003 recommended budget totals$438.4 million for the year 2002 and$442.7 million for 2003. The Net Operating Budget (the money necessary for operating day-to-day services, excluding transfers between funds,debt service and capital projects)for 2002 totals$248.7 million and $250.4 million for 2003. The Capital Improvements net budget(excluding transfers to other funds)is projected to be$38.0 million in 2002 and$35.9 million in 2003. Debt Service will be$6.1 million in 2002 and$4.6 million in 2003. The debt service for both years is within the Council policy debt target of 15%of the combined General,Debt Service and Special District funds' revenue. Anticipated Rate Adjustments As part of the City's financial planning, the costs of providing services to the community are reviewed. For those services that are supported,totally or in part,by fees and charges,the fees and charges may be adjusted. The following is a brief summary of the fee and rate adjustments that are proposed for 2002 and 2003. Capital Expansion Fees Adjustments will be presented by ordinance for Council approval during the budget adoption process. The adjustment will be based on inflation consistent with the Capital Expansion fee policies. Liaht and Power Rates No electric rate increases are projected for 2002-2003. A typical residential customer's bill (500 kWh per month) will remain at$31.98 per month. The customers cost in 2002-2003 will actually be less than in 1982 when the cost of 500 kWh was $32.97. Storm Drainage Rates A 45%stormwater rate is recommended for 2002 and a 10%increase is recommended for 2003. The increases are needed to finance costs associated with city-wide stormwater improvements,many of which have been identified in the process of updating the City's Storm Drainage Master Plans. Wastewater Rates A 2% increase in wastewater rates is recommended for both 2002 and 2003. A typical residential customer's wastewater bill would increase 32 cents in 2002 to$16.51 per month. The 2003 amount DATE: September 18, 2001 4 ITEM NUMBER: 23 is projected to be$16.84. The billings are based on winter quarter water use of 5600 gallons. The increases are necessary to cover needed capital expansion expenses as well as inflationary increases in operations and maintenance. Water Rates Water rates are projected to increase 6% a year in 2002 and 2003. Based on these projections, a typical residential water bill (160,000 gallons per year) would increase from the current $32.16/ month to $34.09/month in 2002 and$36.14/month in 2003. The increases are necessary to cover the debt service requirements for the Water Treatment Master Plan and inflationary increases in operations and maintenance. Administrative Fees A number of administrative fees are adjusted by the City Manager with each budget cycle per authority of the City Code. Increases are proposed in the 2002-2003 recommended budget for such services and facility uses as rental of Lincoln Center meeting rooms, golf fees, play court (tennis, volleyball, horseshoe)rentals, and overtime parking fees/fines. Personnel Costs The 2000 census reported that the City's population was at 118,652. City planners expect the populationto be approximately 125,300 in 2002 and 128,370 in 2003,with 1,612 employees to serve citizens in 2002 and 1,628 in 2003. This represents a ratio of 12.9 employees per 1,000 population in 2002 and 12.7 per 1,000 in 2003. The City continues to have an exceptional work force --employees are highly skilled, productive and committed to providing quality services. The City is predominantly a service organization and, as such, is a labor intensive business. Included in the recommended biennial budget are resources to complete the implementation of the City's updated classification and compensation plan and an anticipated average market adjustment of approximately 4% per year for 2002 and 2003 for total compensation(salary and benefits). Projected 2002 and 2003 Resources The many service wants and needs of the community far outweigh available General Fund resources. New ongoing resources for 2002 are projected to be approximately$2.5 million and approximately $2.7 million for 2003. Available resources for one-time spending(discretionary reserves at year-end 2000)total approximately $5.9 million with an additional $3.8 million available in 2003 from the payback to the General Fund from the Special Assessment Debt Service Fund. The total of$9.7 million includes the$1,053,710 in revenue received over the Article X,Section 20 growth limit for 2000. Revenue Retention In November 1997, Fort Collins' voters approved a ballot measure that allows the City to retain revenues that exceed the imposed growth limit. The measure was effective for fiscal year 1996 and ensuing years. The approved measure also specified that any retained revenue over the growth limit must be used for certain designated purposes: DATE: September 18, 2001 5 ITEM NUMBER: 23 1. Public health and safety(including,but not limited to,environmental monitoring and mitigation) 2. Transportation 3. Growth management 4. Maintenance and repair of public facilities Following is a brief history of how those revenues that exceeded the growth limit were spent. 1. 1996 ($952,295) - $526,776 for transportation projects including street maintenance, traffic signal timing and deicing materials storage facility. $425,519 for maintenance and repair of public facilities such as Lincoln Center box office renovation, City Park Center repairs, and outdoor facility upkeep. 2. 1997 ($331,026) - $271,026 for street maintenance (Pavement Management Program) and $60,000 to provide matching funds for leveraging federal dollars for projects such as the Harmony bike lane project. 3. 1998 ($754,810) - $504,810 for Advanced Traffic Management System(traffic signal system) and $250,000 for a local match that generated $1.25 million in additional funds for various transportation projects. 4. 1999 ($650,144)-for street maintenance (Pavement Management Program). In 2000,revenue exceeded the growth limit by$1,053,710 in General Fund general revenues. The recommended budget for 2002 includes the allocation of the $1,053,710 for transportation uses- street maintenance (Pavement Management Program). Service Recommendations The following is a listing of ongoing and one-time service additions recommended for 2002 and 2003. The complete package of all requested service additions/enhancements and those that are recommended, including a brief explanation, is included in the information booklet,"Blue Book", accompanying this agenda item. 2002 2003 Ongoing One-time Ongoing One-time PrimarServices: 1. New Office Building O&M $114,000 2. Major Facilities Maintenance $200,000 $343,000 $200,000 $215,000 3. Utility Cost Increase-Facilities $32,000 $32,000 4. Utility Cost Increase-Recreation $88,165 $20,700 5. Development Review $300,000 $300,000 6. B&Z Admin Aide $57,504 $26,700 7. Plans Analyst $94,874 $68,174 8. Affordable Housing Production $222,047 $272,474 9. Affordable Housing Land Bank $500,000 $500,000 10. City Plan Update $300,000 11. Downtown Strategic Plan $100,000 12. Parks Maintenance $92,600 $43,600 $640,900 $437,800 DATE: September 18,2001 6 ITEM NUMBER: 23 13. Second Sheet of Ice O&M $254,590 $57,060 14. Police Staffing $648,379 $267,088 $666,014 $273,418 15. Police Operations $150,000 16. Communications Center $100,000 (Police) 17. New Police Bldg Set-aside $320,000 $320,000 18. Pavement Management $300,000 $1,701,866 $300,000 $1,821,370 19. Storm Clean-up Payback $150,000 $150,000 20. Graffiti Reporting $13,000 Total Primary Services $2,117,530 $4,047,293 $2,674,678 $3,854,822 Secondary Services: 21. Library Special Services $49,543 $22,700 22. July 4th Celebration $30,000 23. Soft Gold Park Development $200,000 24. Human Rights Coordinator $57,798 $57,798 25. Transit DAR/Route 9 $160,000 $160,000 Expansion Total Secondary Services $79,543 $440,498 $0 $217,798 Support Services: 26. Rebate Program $45,000 27. Contractual Sales Tax Rep. $30,000 28. Recruitment Ad Budget $45,000 29. Real Estate Services $50,000 $50,000 30. IT Basic Infrastructure $20,000 $82,243 $20,000 $92,208 31. E-Commerce Infrastructure $10,000 $25,000 32. GIS Strategic Plan $92,500 $92,500 33. Communication Programs $45,350 34. Cable Programming $50,000 35. Special November Elections $10,000 36. Community Liaison Coord. $22,474 37. City Council Expenses $50r,,000 38. Regular Municipal Election $180,000 39. Humane Society $10,760 $11,190 40. Island Grove Services $1,400 $1,500 Total Support Services $259,984 $329,743 $32,690 $414,708 Total Additions/Enhancements $2,457,057 $4,817,534 $2,707,368 $9,304,862 Resources Available $2,475,974 $2,714,449 $9,676,552 Net Available $18,917 $7,081 $371,690 DATE: September 18,2001 7 ITEM NUMBER: 23 The recommended budget does include the use of Incentive Savings and Equipment Replacement monies from various departmental reserve accounts for one-time expenditures. The reserves used are included in departmental base budgets. Upcoming Budget Process Schedule Regular Meeting Study_Session Public Hearing September 18 September 25 Public Hearing October 2 October 9 (if needed) First Reading November 6 Adoption November 20 i Y Services Plitimally Police Pedestrian Access Recreation Natural Areas Fire Engineering Performing Arts Transfort Streets Water Museum Neighborhood Resources Building Inspection Wastewater Library Human Rights Development Review Stormwater Cemeteries Human Services Contract Facilities Maintenance Electric Golf Airport (all public facilities Natural Resources Parks including parks) Affordable Housing I'hoac a nirr Ib:u:ur ba+ic to dlc.alch. ht•allh :uul%%t-thrc of a couuunnin l%picdb.Ihcu•arc m-nira,dlal arr wpputtrd by Ibc grucral la% p:nrr nt I:n'' I ho:a• .rnlrr,Ihat roh:mct do•qualin ul lilt•:uul.In nl:wy iucrr:ar pul-I for rconontit•%of sr:dt•and for do•good of Ibr court•cunmmniI% he t.11 p (il liciq :oul ttorl:iu ill a conununin It S111)1),ol'olt Sehvices General Administration Budget Legal Human Resources Municipal Court City Clerk Clerical Support Fleet Management Information Technology Geographic Information Systems Finance wnicc.N Illal prof idt•Iht• (lit lit ;aoduill,, u,,i ;,It,I Ot•„ III(o 1, Or :nli ni, �,nw.ut 2002 and 2003 CONTRACT AGENCY ISSUES Larimer County Health and Human Services (Community Partnership Program) The mission is to work toward empowering all people to become self-sufficient members of our communities. The recommendation is to continue the current level of funding in the amount of$369,781. Humane Society for Larimer County The City's portion of funding for the Humane Society(for animal control services) for 2001 is $269,000. The Humane Society reviewed its operations and costs and requested funding from Fort Collins in the amount of$542,066 for 2002 and$558,327 for 2003. The amounts to an increase of$273,066 (1031/6) for 2002. The new Director for the Humane Society has done a thorough analysis of the costs and a market rate comparison of the Humane Society's Animal Control Officers' salary range. For example, there is a wide difference between the starting salary for Animal Control Officers at the Humane Society($7.75/hr) and Animal Control Officers along the front range ($13.67/hr). To bring Animal Control Officers' earnings in line with that paid by other jurisdictions would cost $96,622. We recognize the magnitude of the problem and have expressed our desire to work with the Society to review the services rendered and the costs of providing those services. However, with so many pressing needs among the City's primary and secondary services, the recommended increase to the Humane Society's budget request from Fort Collins amounts to 4% increase for 2002 and another 4% increase in 2003. This brings the City's allocation to the Humane Society to $279,760 in 2002 and $290,950 in 2003. Boys & Girls Clubs of Larimer County The contract for 2001 is $60,000 in ongoing funding. The request is for the continuation of the contract of$60,000 to inspire and enable all young people, especially those from disadvantaged circumstances, to realize their full potential as productive,responsible, and caring citizens. Island Grove Regional Treatment Center The contract for 2001 is $20,000. Island Grove depends upon the continued contributions from local agencies in order to maintain the level of high quality services we provide at the Regional Treatment Center's Detoxification Clinic. There is an increasing number of referrals by Fort Collins residents or the Fort Collins Police. The request is to increase the contract from $20,000 to $50,350 for the next two calendar years, 2002 and 2003. If this cannot be accomplished, the request is for an increase of 7% in funding during the years 2002 and 2003. The 7% increase for 2002 and 2003 is included in the Recommended Budget. 2002 and 2003 BOARDS AND COMMISSIONS ISSUES Senior Advisory Board ■ Affordable Housing Increase current funding dedicated for lower income seniors ■ SAINT and Dial-A-Ride Increase funding ■ Senior Center Expand parking facilities ■ Traffic Light System Improve the timing of the current traffic light system Human Relations Commission ■ Film and discussions series $1,500 ongoing 2002 $1,500 ongoing 2003 Golf Board ■ Increased fees & charges to fully cover all the costs to operate, maintain, and administer the three City Golf Courses. ■ The last year of Debt payment for SouthRidge will continue to be equally shared by golfers and taxpayers until payoff in 2002. The Golf Fund share of the money currently allocated to the Debt payment will be redirected to other Golf Capital Improvement Projects starting in 2003. ■ General Fund contributions to Golf will be eliminated effective after 2003 so that a full Enterprise Fund status can be obtained by the Golf Fund. Natural Resources Advisory Board ■ Community Separator Programs Provide adequate resources to implement the Community Separator programs. ■ Climate Wise Program Continue funding ■ Environmental Planner Provide ongoing funding for a second environmental planner ■ City's Framework for Environmental Provide one-time funding Quality Parks and Recreation Board ■ Operation & Maintenance funding Provide funding for new parks and recreation facilities ■ Operate and maintain the second Provide funding Sheet of ice constructed through BCC Capital Improvement funding Library Board ■ Library Assistant-Special Services Provide funding Coordinator ■ Retention of Hourly Staff Provide funding ■ Youth Services Librarian Provide funding ■ Security Guard Provide funding Art in Public Places Board ■ APP 1 FTE Administrative Aide Provide funding ■ Artistic community gateway feature Provide $150,000 one-time for the City. Transportation Board The Board has consistently advocated the improvement of transportation along the primary themes: ■ Maintain existing infrastructure and systems; ■ Improve traffic operations; ■ Development of Transit and other alternative modes; and ■ Improved Traffic Enforcement. High priority is for the continued full funding of the Pavement Management Program. Another important project advocated by the Board is the development of the Traffic Operations Center. City Manager's Office Citv of Fort Collins MEMORANDUM DATE: September 11, 2001 TO: Mayor and Member of City Council FROM: John F. Fischbach, City Manager RE: Alternative 85% Cultural, Library & Recreational Services Budget As part of the preparation of the 2002-2003 recommended budget, 1 requested that Cultural, Library & Recreational Services (CLRS) also prepare a budget that reflected a funding level at 85% of the 2002 General Fund portion (services supported by the General Fund) of their target budget. CLRS services are only partially funded by General Fund Resources. Some of CLRS services are also funded by user fees and other funding sources such as grants, donations, etc. A general breakdown of funding for CLRS operations is as follows (based on proposed 2002 budget): General Fees & Service Fund Other Total CLRS Administration $357,233 $3,500 $360,733 Cultural Services and Facilities $1,149,319 $2,438,949 $3,588,268 Library $3,598,153 $125,000 $3,723,153 Parks $6,531,086 $2,741,972 $9,273,058 Recreation $3,675,494 $3,531,373 $7,206,867 Total CLRS Operations $15,311,285 $8,840,794 $24,152,079 The target budget is the service area previous year ongoing base budget plus cost of living adjustments and before the addition of any enhancements. The "85 % budget" is a tool to identify what services might be reduced or eliminated from the array of services provided by a service area, with the resulting dollars reallocated to fund other services. The "85% budget" is not included in my recommended budget submittal to City Council as the service reductions required are ones that are highly valued by Fort Collins' residents. In order to arrive at an 85% budget, CLRS was required to reduce their General Fund contribution by $2,169,000. Information was provided by CLRS on services that would be reduced or eliminated in order to balance with the reduced funds. The services reduced or eliminated were prioritized in terms of the order in which CLRS would restore the service. In other words, the #1 priority service would be the first that would be restored, priority #2 would be the second restored, and so on. CLRS was also required to provide information on what service impact might result from the reduction or elimination of the service. Attached to this memorandum are the services identified in priority restoration order by CLRS that would be reduced or eliminated. I would be happy to discuss the CLRS "85% budget" exercise with you and/or explore the possibility of using the tool for other City service areas. SUMMARY OF SERVICE REDUCTIONS AND PRIORITY OF RESTORATION Service Cost 1. Close Main Library five hours a week $242,575 2. Museum: Eliminate exhibits and education programs and limit hours of $201,476 operation. 3. Close the Lee Martinez Farm $139,000 4. Recreation: Eliminate Adult Sports Program $170,745 5. Forestry: Close Horticulture Center $265,000 6. Lincoln Center: Eliminate Dance Program $ 18,643 7. Close Lincoln Center for Two Weeks $ 29,611 8. Parks: Elimination of Sport Field Preparation $ 85,000 9. Parks: Close Gateway Mountain Park $140.000 10. Parks: Eliminate Maintenance of Streetscapes and Medians $200,000 11. Parks: Eliminate Downtown Maintenance $200,000 12. Recreation: Eliminate Youth Employment Program $ 60,000 13. Lincoln Center: Eliminate the Visual Arts Program $ 63,553 14. Lincoln Center: Eliminate Fort Fund Administrator and Fort Fund Program $187,951 15. Eliminate Manager of CLRS $100,000 16. Recreation: Eliminate Contribution to the Boys and Girls Club $ 60,000 TOTAL $2,163,554 DECISION PACKAGE Cultural, Library, and Recreational Services 85%of General Fund Target PRIORITY#1 FIRST CUT TO BE REINSTATED Description: Close Main Library five hours a week. 2002 2003 _Full-time Employees 4 FTEs Personal Services $222,575 $222,575 Commodities $ 20,000 $ 20,000 Other $ Total Cost $242,575 $242,575 Service Impact: We believe the education of children and life-long learning are core missions of our service area. We also believe that the Library is running as financially lean as it possibly can. However, closing the library an additional five hours at the Main Library on Thursday and/or Sunday will provide a return to the General Fund of$242,575,and would eliminate four FTE's. The Main Library is currently open 65 hours per week. The Harmony Library is open 63 hours per week. In comparison to other Northern Colorado Libraries, our library is under funded and understaffed. We circulate more items per resident than any other Front Range Public Library, yet provide fewer staff per 1,000 residents than most. Due to the agreement with Front Range Community College to provide library services, all the cuts would need to occur at the Main Library. The Main Library would need to cut back Thursday and Sunday hours of operation. DECISION PACKAGE Cultural, Library, and Recreational Services 85% of General Fund Target PRIORITY#2 Description: Museum: Eliminate exhibits and education programs and limit hours of operation. 2002 2003 Full-time Employees _ 3 FTE's Personal Services $201,476 $201,476 Commodities $ Other $ Total Cost $201,476 $201,476 Service Impact: The proposal for the Museum would eliminate 3 of the 5 existing FTE's for a return to the General Fund of $201,476. The remaining staff would work with volunteers to protect the existing collection and operate the Museum on a limited hours basis. Number of open hours and schedule would be developed based on volunteer support. Educational programs and new exhibits would be eliminated. DECISION PACKAGE Cultural, Library, and Recreational Services 85%of General Fund Target PRIORITY#3 Description: Close the Lee Martinez Farm 2002 2003 Full-time Employees 2 FTE's Personal Services $126,000 $126,000 Commodities $ Other: Parks Division Maintenance Savings $ 13,000 $ 13,000 Total Cost $139,000 $139,000 Service Impact: Close the Lee Martinez Farm. This provides $139,000 for the General Fund and eliminates two FTE's. This is a net savings since the Farm revenue would be lost. It may be possible to turn the Farm over to a private, yet-to-be-formed non-profit organization that could compete with all other community based groups for funding. The probability of this happening is low, but may be an alternative. The other alternative is also offering the site to the private sector and encouraging them to add rides or other profit-making operations. DECISION PACKAGE Cultural, Library, and Recreational Services 85%of General Fund Target PRIORITY#4 Description: Recreation: Eliminate Adult Sports Program 2002 2003 Full-time Employees 5 FTE's Personal Services $170,745 $170,745 Commodities $ Other $ Total Cost $170,745 $170,745 Service Impact: We would move the Youth Sports Program from our Sports operation into Youth Programs then eliminate all other sports programs. This eliminates 5 FTE's. The City would no longer provide softball, tennis, or other adult sports. This will be a saving to the General Fund of$170,745. The reason the elimination of the Adult Sports Programs does not result in a greater return to the General Fund is due to the amount of revenue these programs generate. The total cost of the Adult Sports Program is $556,945. Revenue generated by this program is $386,200. This leaves a net contribution to the General Fund of$170,745 from Recreation. As an alternative, we could "attempt" to package-up our ballfields, courts, etc., including the food and beverages at those sites, and "bid-out" to the private sector to run those programs. The "vendor(s)" would set and collect all fees, sell all food/beverages/merchandise, etc., and pay for all of their costs to operate the programs, including field preps, etc. This is somewhat like how we manage the golf pro shops/concessions. We still "manage" the sites by scheduling adult vs. youth activities,but essentially the City is out of the Adult Sports business. DECISION PACKAGE Cultural,Library, and Recreational Services 85%of General Fund Target PRIORITY#5 Description: Forestry: Close Horticulture Center 2002 2003 Full-time Employees 3 FTE Personal Services $210,000 $210,000 Commodities $ 43,000 $ 43,000 Other $ 12,000 $ 12,000 Total Cost $265,000 $265,000 Service Impact: It is our opinion that Forestry, along with Parks Maintenance, is a basic service. This includes the maintenance of existing infrastructure. However, the Horticulture Program, while it is a very desirable service, may not be as important to our core mission, as our urban forest. With that in mind, the elimination of ongoing funding of the Horticulture Center will result in savings of$265,000. If legal requirements can be met, the capital monies available in Building Community Choices may be diverted to other projects within the BCC framework. This results in the elimination of three FTE's. We considered the idea of not planting the new street trees to begin to cap the cost of the urban forest,but decided that would violate our core priorities. DECISION PACKAGE Cultural, Library, and Recreational Services 85% of General Fund Target PRIORITY#6 Description: Lincoln Center: Eliminate Dance Program 2002 2003 Full-time Employees Personal Services $ Commodities $18,643 $18,643 Other $ Total Cost $18,643 $18,643 Service Impact: Eliminate the Dance Program. While within the scope of our performing arts mission, this program loses $18,643 in revenue. DECISION PACKAGE Cultural, Library, and Recreational Services 85%of General Fund Target PRIORITY #7 Description: Close Lincoln Center for Two Weeks 2002 2003 Full-time Employees Personal Services $ Commodities $29,611 $29,611 Other $ Total Cost $29,611 $29,611 Service Impact: Close the Lincoln Center for two weeks during the summer for a net saving of $29,611. The General Fund subsidy would be cut by this amount. Certain periods during the summer are slower times for the Center. We would schedule around theater dates so that these would not be effected. Rentals would be planned to avoid these dates where possible. DECISION PACKAGE Cultural, Library, and Recreational Services 85%of General Fund Target PRIORITY #8 Description: Parks: Elimination of Sports Field Preparation 2002 2003 Full-time Employees 1 FTE Personal Services $38,000 $38,000 Commodities $41,600 $41,600 Other $ 5,400 $ 5,400 Total Cost $85,000 $85,000 Service Impact: The Parks Division will no longer provide field preparations for non-City sports groups or for City Recreation programs. Outside groups, both adult and youth programs, would be responsible for lining fields. The Parks Division would continue to make sure that all fields would be maintained in a safe condition, but they would no longer prepare the fields for games, i.e., lining softball, baseball or soccer fields, etc. Reduction in these activities would result in savings of$85,000. This will eliminate one FTE. DECISION PACKAGE Cultural,Library, and Recreational Services 85%of General Fund Target PRIORITY#9 Description: Parks: Close Gateway Mountain Park 2002 2003 Full-time Employees 2 FTE's Personal Services $88,000 $88,000 Commodities $33,000 $33,000 Other $19,000 $19,000 Total Cost $146,000 $140,000 Service Impact: Several years ago, we discussed the operation of Gateway Mountain Park by Colorado State Parks. If Colorado State Parks operated Gateway Park, we would be able to return up to $140,000 to the General Fund. Under .this suggestion, the City would not open Gateway Park. It would be managed and funded by the State if an agreement can be worked out. This will eliminate two FTE's. Please note we have just hired the new Gateway Park Ranger. DECISION PACKAGE Cultural, Library, and Recreational Services 85% of General Fund Target PRIORITY #10 Description: Parks: Eliminate Maintenance of Streetscapes and Medians 2002 2003 Full-time Employees 0 FTE Personal Services $ Commodities $200,000 $200,000 Other $ Total Cost $200,000 $200,000 Service Impact: The City spends approximately $200,000 in General Fund money maintaining medians and streetscape plantings. Some up-front investment in conversion of turf medians and streetscapes to hardscapes would provide $200,000 in General Fund ongoing savings. Maintenance is handled by private contractors. There is no FTE impact. DECISION PACKAGE Cultural, Library, and Recreational Services 85%of General Fund Target PRIORITY#11 Description: Parks: Eliminate Downtown Maintenance 2002 2003 Full-time Employees 3 FTE's Personal Services $99,000 $99,000 Commodities $87,500 $87,500 Other $13,500 $13,500 Total Cost $200,000 $200,000 Service Impact: The City spends $200,000 annually on maintenance activities in the downtown. This includes maintaining the street comers, planting flowers, snow removal and related work. The DDA or the DBA (along with private property owners) could take over this work. This eliminates three FTE's. The quality of maintenance will decrease, perhaps significantly. DECISION PACKAGE Cultural, Library, and Recreational Services 85%of General Fund Target PRIORITY#12 Description: Recreation: Eliminate Youth Employment Program 2002 2003 Full-time Employees Personal Services $ Commodities $ Other $60,000 $60,000 Total Cost $60,000 $60,000 Service Impact: The General Fund contributes $60,000 annually to hire local youths in the summer to work in Parks and Recreation programs. We already employ hundreds of youth in our Parks and Recreation operations. The majority of jobs for youth with the City will continue. DECISION PACKAGE Cultural, Library, and Recreational Services 85%of General Fund Target PRIORITY#13 Description: Lincoln Center: Eliminate the Visual Arts Program 2002 2003 Full-time Employees 1 FTE Personal Services $63,553 $63,553 Commodities $ Other $ Total Cost $63,553 $63,553 Service Impact: Eliminate the Visual Arts Coordinator position (1 FTE) and return $63,753 to the General Fund. The visual arts spaces at the Lincoln Center would be used for the City's permanent art collection and all other visual arts programs at the Lincoln Center would cease. DECISION PACKAGE Cultural, Library, and Recreational Services 85%of General Fund Target PRIORITY#14 Description: Lincoln Center: Eliminate Fort Fund Administrator and Fort Fund Program 2002 2003 Full-time Employees .25 FTE Personal Services $ 13,914 $13,914 Commodities $ Other $174,037 $174,037 Total Cost $187,951 $187,951 Service Impact: Eliminate the Fort Fund Program. This would eliminate staff support (.25 FTE) for the program and return $13,914 to the General Fund. In addition, the average annual Fort Fund revenue is $174,037. These monies would be used to mitigate the impact of tourism and conferences. Thus, this money could be diverted into the General Fund for street maintenance or police. DECISION PACKAGE Cultural, Library, and Recreational Services 85% of General Fund Target PRIORITY#15 Description: Eliminate Manager in CLRS 2002 2003 Full-time Employees 1 FTE Personal Services $100,000 $100,000 Commodities $ Other $ Total Cost $100,000 $100,000 Service Impact: If the 85 percent budget were implemented in CLRS, we believe that it would reduce the need for one manager in CLRS. The elimination of a managerial position in CLRS would return$100,000 to the General Fund DECISION PACKAGE Cultural, Library, and Recreational Services 85%of General Fund Target PRIORITY#16 Description: Recreation: Eliminate Contribution to the Boys and Girls Club 2002 2003 Full-time Employees Personal Services $ Commodities $ Other $60,000 $60,000 Total Cost $60,000 $60,000 Service Impact: The City contributes $60,000 to the Boys and Girls Club each year. The Boys and Girls Club is a private non-profit organization that duplicates many of our programs. Service impacts are very minimal.