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COUNCIL - COMPLETE AGENDA - 07/22/2014 - COMPLETE AGENDA
City of Fort Collins Page 1 Karen Weitkunat, Mayor City Council Chambers 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 Cablecast on City Cable Channel 14 Ross Cunniff, District 5 on the Comcast cable system Carrie Daggett Darin Atteberry Wanda Nelson Interim City Attorney City Manager 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- 6001) for assistance. City Council Adjourned Meeting July 22, 2014 6:00 PM CALL MEETING TO ORDER ROLL CALL 1. Resolution 2014-063 Amending and Readopting Resolution 2014-050 Adopting Findings of Fact and Conclusions of Law Regarding the Appeal of the March 19, 2014, Administrative Hearing Officer Decision Regarding the Major Amendment to The Summit on College Project Development Plan. (staff: Seth Lorson, Cameron Gloss; 5 minute staff presentation; 15 minute discussion) The purpose of this item is to amend and readopt the Council’s Resolution stating its findings and conclusions in connection with the Council’s May 20, 2014, hearing on the appeal of a major amendment to the Summit on College Project Development Plan (#130056) located west of the intersection of College Avenue and Stuart Street (the “Decision”). The revisions are intended to more fully and accurately document the Council’s action on appeal, in order to eliminate any ambiguity or confusion in that regard. 2. Resolution 2014-064 Approving the 2014 Certification to the Larimer County Assessor Pursuant to C.R.S. Section 31-25-807(3)(a(IV)(B) for the Downtown Development Authority Property Tax Increment. (staff: Mike Beckstead; 5 minute staff presentation; 15 minute discussion) The purpose of this item is to certify for 2014 to the Larimer County Assessor the percentages of property tax distributions that are to be allocated for the Downtown Development Authority by the Assessor as tax increment from the property taxes of all of the affected taxing entities. CITY COUNCIL 3. Resolution 2014-065 Establishing a Process for Appointment of the City Attorney. (staff: Janet Miller; 5 minute staff presentation; 15 minute discussion) The purpose of this item is to respond to Council’s request for options associated with the recruitment of the recently vacated City Attorney position. Staff has prepared three recruitment method options for consideration. OTHER BUSINESS ADJOURNMENT City of Fort Collins Page 1 Karen Weitkunat, Mayor Council Information Center (CIC) 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 Cablecast on City Cable Channel 14 Ross Cunniff, District 5 on the Comcast cable system Carrie Daggett Darin Atteberry Wanda Nelson Interim City Attorney City Manager 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- 6001) for assistance. City Council Work Session July 22, 2014 After the City Council Adjourned Meeting that begins at 6:00 PM CALL TO ORDER. 1. Renewal of the ¼-cent Community Capital Improvement Program (current program is Building on Basics) and the ¼- cent Street Maintenance Tax. (staff: Ginny Sawyer, Darin Atteberry, Mike Beckstead; 15 minute staff presentation; 45 minute discussion) The purpose of this item is to provide an update regarding the renewal of the current community capital improvement tax (Building on Basics or BOB) and the Street Maintenance Tax and to present a narrowed potential project list for Council consideration. 2. Social Sustainability Department Strategy. (staff: Mary Atchison, Bruce Hendee; 15 minute staff presentation; 45 minute discussion) As a relatively new department within the City, Social Sustainability has an obligation to define its role within the City structure and the community at large. The attached Strategy draft is presented to Council for discussion and feedback. The Gaps Analysis, presented to Council in May, led staff to identify gaps in our community’s social systems that have translated into strategic focus areas for the next three to five years. Staff believes that by focusing on these areas our community will have healthier social systems so that the people in our community can thrive. The areas of focus for the Social Sustainability strategy are: Housing Community Health and Wellness Income Disparity Mobility CITY COUNCIL City of Fort Collins Page 2 While these are needs for all community members, the Department of Social Sustainability will particularly be working on ensuring systems that promote equity and social justice and improve the lives of disadvantaged populations so that all in the community have opportunities to achieve their potential. The Social Sustainability Department recognizes that it will not necessarily take the lead in all areas of this Strategy. Rather, staff has identified a range of actions the Department can take with others to ensure the accomplishment of each strategy. They are: Funding Policies and Regulations Internal Alignment Advocacy and Engagement Partnerships. OTHER BUSINESS. ADJOURNMENT. City of Fort Collins Page 1 Karen Weitkunat, Mayor City Council Chambers 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 Cablecast on City Cable Channel 14 Ross Cunniff, District 5 on the Comcast cable system Carrie Daggett Darin Atteberry Wanda Nelson Interim City Attorney City Manager 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- 6001) for assistance. City Council Adjourned Meeting July 22, 2014 6:00 PM CALL MEETING TO ORDER ROLL CALL 1. Resolution 2014-063 Amending and Readopting Resolution 2014-050 Adopting Findings of Fact and Conclusions of Law Regarding the Appeal of the March 19, 2014, Administrative Hearing Officer Decision Regarding the Major Amendment to The Summit on College Project Development Plan. (staff: Seth Lorson, Cameron Gloss; 5 minute staff presentation; 15 minute discussion) The purpose of this item is to amend and readopt the Council’s Resolution stating its findings and conclusions in connection with the Council’s May 20, 2014, hearing on the appeal of a major amendment to the Summit on College Project Development Plan (#130056) located west of the intersection of College Avenue and Stuart Street (the “Decision”). The revisions are intended to more fully and accurately document the Council’s action on appeal, in order to eliminate any ambiguity or confusion in that regard. 2. Resolution 2014-064 Approving the 2014 Certification to the Larimer County Assessor Pursuant to C.R.S. Section 31-25-807(3)(a(IV)(B) for the Downtown Development Authority Property Tax Increment. (staff: Mike Beckstead; 5 minute staff presentation; 15 minute discussion) The purpose of this item is to certify for 2014 to the Larimer County Assessor the percentages of property tax distributions that are to be allocated for the Downtown Development Authority by the Assessor as tax increment from the property taxes of all of the affected taxing entities. CITY COUNCIL 3. Resolution 2014-065 Establishing a Process for Appointment of the City Attorney. (staff: Janet Miller; 5 minute staff presentation; 15 minute discussion) The purpose of this item is to respond to Council’s request for options associated with the recruitment of the recently vacated City Attorney position. Staff has prepared three recruitment method options for consideration. OTHER BUSINESS ADJOURNMENT Agenda Item 1 Item # 1 Page 1 AGENDA ITEM SUMMARY July 22, 2014 City Council STAFF Seth Lorson, City Planner Cameron Gloss, Planning Manager SUBJECT Resolution 2014-063 Amending and Readopting Resolution 2014-050 Adopting Findings of Fact and Conclusions of Law Regarding the Appeal of the March 19, 2014, Administrative Hearing Officer Decision Regarding the Major Amendment to The Summit on College Project Development Plan. EXECUTIVE SUMMARY The purpose of this item is to amend and readopt the Council’s Resolution stating its findings and conclusions in connection with the Council’s May 20, 2014, hearing on the appeal of a major amendment to the Summit on College Project Development Plan (#130056) located west of the intersection of College Avenue and Stuart Street (the “Decision”). The revisions are intended to more fully and accurately document the Council’s action on appeal, in order to eliminate any ambiguity or confusion in that regard. STAFF RECOMMENDATION Staff recommends adoption of the Resolution. BACKGROUND / DISCUSSION On March 19, 2014, Administrative Hearing Officer, Marcus McAskin (the “Hearing Officer”) approved a major amendment to the Summit on College Project Development Plan (#130056) located west of the intersection of College Avenue and Stuart Street (the “Decision”). Three separate appeals from the Decision were timely filed. On May 20, 2014, the City Council, after notice given in accordance with Chapter 2, Article II, Division 3, of the City Code, considered those appeals in a consolidated proceeding, reviewed the record on appeal, heard presentations from the Appellants and other parties-in-interest and, after discussion, remanded the Decision to the Hearing Officer for further consideration of the application of two Land Use Code provisions to the proposed amendment. The Council upheld the Decision in all other respects. On June 3, 2014, the Council adopted Resolution No. 2014-050, making findings of fact and conclusions of law regarding the Decision. Certain of the appellants in the matter have since filed an action in Larimer County District Court challenging the Council’s decision. The proposed Resolution is intended to more fully and accurately document the Council’s action on appeal, in order to eliminate any ambiguity or confusion in that regard. Packet Pg. 3 - 1 - RESOLUTION 2014-063 OF THE COUNCIL OF THE CITY OF FORT COLLINS AMENDING AND READOPTING RESOLUTION 2014-050 OF THE COUNCIL OF THE CITY OF FORT COLLINS MAKING FINDINGS OF FACT AND CONCLUSIONS OF LAW REGARDING THE APPEAL OF THE MARCH 19, 2014, ADMINISTRATIVE HEARING OFFICER DECISION REGARDING THE MAJOR AMENDMENT TO THE SUMMIT ON COLLEGE PROJECT DEVELOPMENT PLAN WHEREAS, on March 19, 2014, Administrative Hearing Officer, Marcus McAskin (the “Hearing Officer”) approved a major amendment to the Summit on College Project Development Plan (#130056) located west of the intersection of College Avenue and Stuart Street (the “Decision”); and WHEREAS, on April 2, 2014, a Notice of Appeal of the Decision was filed by Jeffrey Leef, et. al, on behalf of the owners of a new restaurant known as The Laboratory (Appellant Leef); and WHEREAS, on April 22, 2014, an Amended Notice of Appeal of the Decision was filed with the City Clerk by Councilmember Ross Cunniff (Appellant Cunniff); and WHEREAS, on April 22, 2014, an Amended Notice of Appeal of the Decision was filed by Lester M. Kaplan as owner of the subject property located at 1801 South College Avenue (Appellant Kaplan); and WHEREAS, Appellant Leef, et. al., Appellant Cunniff and Appellant Kaplan will hereinafter be referred to collectively as the Appellants; and WHEREAS, on May 20, 2014, the City Council, after notice given in accordance with Chapter 2, Article II, Division 3, of the City Code, considered said appeals, reviewed the record on appeal, heard presentations from the Appellants and other parties-in-interest and, after discussion remanded the Decision to the Hearing Officer for further consideration; and WHEREAS, City Code Section 2-57(g) provides that no later than the date of its regular meeting after the hearing of an appeal, City Council shall adopt, by resolution, findings of fact in support of its decision on the appeal, which the Council did in this appeal by the adoption of Resolution 2014-050 at its June 3, 2014, meeting. NOW, THEREFORE, BE IT RESOLVED BY THE COUNCIL OF THE CITY OF FORT COLLINS that, pursuant to Section 2-57(g) of the City Code, the City Council hereby amends and readopts Resolution 2014-050, by making the following findings of fact and conclusions of law: 1. That the grounds for appeal as stated in the Appellants’ Notices of Appeal conform to the requirements of Section 2-48 of the City Code. Packet Pg. 4 - 2 - 2. That the Hearing Officer did not fail to conduct a fair hearing by exceeding its authority or jurisdiction as contained in the Code or Charter of the City. 3. That the Hearing Officer did not fail to conduct a fair hearing by considering evidence relevant to its findings which was substantially false or grossly misleading. 4. That the Hearing Officer failed to properly interpret and apply Section 3.4.1(I)(2) of the Land Use Code with regard to the impact of the major amendment upon Spring Creek viewsheds; and Section 3.5.1(J) of the Land Use Code with regard to the number of off-street parking spaces. 5. That the Decision is hereby remanded to the Hearing Officer for further consideration of the impact of the major amendment on Spring Creek viewsheds and for consideration of the possible reduction of the size of the parking structure building and the reduction of the number of parking spaces in the structure to a number closer to the minimum parking requirements as established by Ordinance No. 121, 2013, and presently contained in Section 3.2.2(K)(1)(a) for multi-family development in the Transit-Oriented Development (TOD) Overlay Zone, with a view toward compliance with the Land Use Code sections set out in paragraph 4 above. 6. That except for those provisions in paragraph 4 above, the Hearing Officer did not fail to interpret and apply any other provisions of the Land Use Code including, without limitation, that the Hearing Officer did not fail to properly interpret and apply the following sections of the Land Use Code: (a) Any subparts of Section 3.5.1, other than Section 3.5.1(J); (b) Section 4.21(B); (c) Section 5.1; (d) Section 3.10; (e) Section 2.2.10(B)(1); (f) Section 3.2.2; (g) Section 2.8.2; (h) Section 5.1.2; (i) Section 2.2.1; and (j) Any subparts of Section 3.4.1 other than Section 3.4.1(I)(2). Packet Pg. 5 - 3 - Passed and adopted at an adjourned meeting of the Council of the City of Fort Collins this 22nd day of July, A.D. 2014. _________________________________ Mayor ATTEST: _____________________________ City Clerk Packet Pg. 6 Agenda Item 2 Item # 2 Page 1 AGENDA ITEM SUMMARY July 22, 2014 City Council STAFF Mike Beckstead, Chief Financial Officer SUBJECT Resolution 2014-064 Approving the 2014 Certification to the Larimer County Assessor Pursuant to C.R.S. Section 31-25-807(3)(a(IV)(B) for the Downtown Development Authority Property Tax Increment. EXECUTIVE SUMMARY The purpose of this item is to certify for 2014 to the Larimer County Assessor the percentages of property tax distributions that are to be allocated for the Downtown Development Authority by the Assessor as tax increment from the property taxes of all of the affected taxing entities. STAFF RECOMMENDATION Staff recommends adoption of the Resolution. BACKGROUND / DISCUSSION In 2008 the Fort Collins, Colorado Downtown Development Authority (“DDA”) was in the final ten years of its original thirty-year period (“Original TIF Term”) during which a portion of property taxes could be allocated to and, when collected, paid into the DDA’s Tax Increment Fund (“TIF Fund”). Pursuant to C.R.S. §31-25- 807(3)(a), in the final ten years of the Original TIF Term, the City Council by ordinance had the authority to extend such term by one additional twenty-year period (the “TIF Extension Period”). Also, under C.R.S. §31- 25-807(3)(a), the Council had the authority to allocate more than fifty percent (50%) of property taxes levied by the City to be allocated in accordance with the DDA statutes to be paid into the TIF Fund. On July 10, 2008, the DDA approved its Resolution 2008-06 recommending to the City Council (i) approval of the TIF Extension Period and (ii) the allocation of one hundred percent (100%) of the City’s property tax increment into the TIF Fund (the “100% City TIF Allocation”). On September 2, 2008, the City Council adopted Ordinance No. 101, 2008 (the “2008 Ordinance”) approving the TIF Extension Period and the 100% City TIF Allocation. C.R.S. §31-25-807(3)(a)(IV)(B) provides that an annual certification from the City’s governing body to the Larimer County Assessor is required, which certification needs to include the allocations of tax increment for that year of all affected taxing entities, including the City. After adoption of the 2008 Ordinance, DDA’s staff worked with the Larimer County Assessor’s Office (“Assessor’s Office”) and the Department of Local Affairs Division of Property Taxation (DPT”) to determine a legally sufficient certification process under applicable Colorado statutes and the DPT administrative rules, resulting in a process whereby the DDA would annually provide a letter to the Assessor’s Office either attaching the 2008 Ordinance directing the 100% TIF Allocation to the TIF Fund or, if the City Council’s direction had changed, attaching the corresponding action evidencing such change (the “Annual Certification”). The DDA has submitted the Annual Certifications to the Assessor’s Office on the City’s behalf for the years 2011, 2012 and 2013, and in each instance attached the City’s 2008 Ordinance demonstrating the City’s continued commitment to the 100% City TIF Allocation. The Assessor’s Office has accepted, until recently, this process as meeting the requirements of C.R.S. Section 31-25- 807(3)(a)((IV)(B). Steve Miller, the Larimer County Assessor, has now asked that the City Council make this year’s Annual Certification rather than relying on the previously agreed upon process. The proposed Packet Pg. 7 Agenda Item 2 Item # 2 Page 2 Resolution constitutes this Annual Certification for 2014 property taxes payable in 2015. This Annual Certification must be provided to the Assessor’s Office by August 1, 2014. FINANCIAL / ECONOMIC IMPACTS No changes in the financial or economic impacts as they currently exist. Packet Pg. 8 - 1 - RESOLUTION 2014-064 OF THE COUNCIL OF THE CITY OF FORT COLLINS APPROVING THE 2014 CERTIFICATION TO THE LARIMER COUNTY ASSESSOR PURSUANT TO C.R.S. SECTION 31-25-807(3)(a)(IV)(B) FOR THE DOWNTOWN DEVELOPMENT AUTHORITY PROPERTY TAX INCREMENT WHEREAS, in 2008 the Fort Collins, Colorado Downtown Development Authority (“DDA”) was in the final ten years of its original thirty-year period (“Original TIF Term”) during which a portion of property taxes could be allocated to and, when collected, paid into the DDA’s Tax Increment Fund (“TIF Fund”); and WHEREAS, pursuant to C.R.S. §31-25-807(3)(a), in the final ten years of the Original TIF Term, the City Council of the City of Fort Collins, Colorado (“City”) by ordinance had the authority to extend such term by one additional twenty-year period (the “TIF Extension Period”), provided that (i) on the first day of the TIF Extension Period the established base year for the allocation of property taxes is advanced by ten years and (ii) upon the completion of the first ten years of the TIF Extension period, the base is advanced by one year for every additional year through the final ten years; and WHEREAS, pursuant to C.R.S. §31-25-807(3)(a), the City Council also had the authority to allocate more than fifty percent (50%) of property taxes levied by the City to be allocated in accordance with the DDA’s statutes and to be paid into the TIF Fund; and WHEREAS, on July 10, 2008, the DDA approved Resolution 2008-06, a copy of which is attached as Exhibit “A”, (the “DDA Resolution”) recommending to the City Council (i) approval of the TIF Extension Period and (ii) the allocation of one hundred percent (100%) of the City’s property tax increment into the TIF Fund (the “100% City TIF Allocation”); and WHEREAS, on September 2, 2008, the City Council adopted Ordinance No. 101, 2008 (the “2008 Ordinance”) approving the TIF Extension Period and, consistent with the August 19, 2008 Agenda Item Summary accompanying such ordinance and the DDA Resolution, approved the 100% City TIF Allocation; and WHEREAS, on February 15, 2010, the City Council, ex-officio the Board of Directors of General Improvement District No. 1, adopted Ordinance No. 060 (“2010 GID Ordinance”) allocating one hundred percent (100%) of the tax increment revenue from the Fort Collins General Improvement District No. 1 to the DDA Tax Increment Fund for the TIF Extension Period, with the seventh recital of the 2010 GID Ordinance confirming that the 2008 Ordinance had approved the 100% City TIF Allocation; and WHEREAS, pursuant to C.R.S. §31-25-807(3)(a)(IV)(B), an annual certification from the City’s governing body to the Larimer County Assessor is required, which certification needs to include the allocations of tax increment for that year of all affected taxing entities, including the City; and Packet Pg. 9 - 2 - WHEREAS, after adoption of the 2008 Ordinance and the 2010 GID Ordinance, the DDA Staff worked with the Larimer County Assessor’s Office (“Assessor’s Office”) and the Department of Local Affairs Division of Property Taxation (DPT”) to determine a legally sufficient certification process under applicable Colorado statutes and the DPT administrative rules, resulting in a process whereby the DDA would annually provide a letter to the Assessor’s Office either attaching the 2008 Ordinance directing the 100% TIF Allocation to the TIF Fund or, if the City Council’s direction had changed, attaching the corresponding action evidencing such change (the “Annual Certification”); and WHEREAS, the DDA has submitted the Annual Certifications to the Assessor’s Office for the years 2011, 2012 and 2013, and in each instance attached the City’s 2008 Ordinance demonstrating the City’s continued commitment to the 100% City TIF Allocation which process the Assessor’s Office has accepted, until recently, as satisfying the requirements of C.R.S. Section 31-25-807(3)(a)(IV)(B); and WHEREAS, the City has now been asked by the Assessor’s Office to provide this year’s Annual Certification from the City Council rather than using the previously agreed upon process; and WHEREAS, the City Council therefore desires to affirm its earlier decision approving the 100% City TIF Allocation through the TIF Extension Period and to recertify, reaffirm and ratify all of the Annual Certifications provided to Assessor’s Office by the City or by the DDA on the City’s behalf the past three years and to certify and to authorize herein the 2014 Annual Certification to the Assessor’s Office. NOW THEREFORE, BE IT RESOLVED BY THE COUNCIL OF THE CITY OF FORT COLLINS as follows: Section 1. That, consistent with the 2008 Ordinance and the 2010 Ordinance, the City Council hereby recertifies, reaffirms and ratifies all of the Annual Certifications provided previously to the Assessor’s Office for the years 2011 through 2013 by the City or by the DDA on the City’s behalf and reaffirms that the 100% City TIF Allocation was properly made in years 2011 through 2013 and that such Allocation is intended to continue through the end of the TIF Extension Period without need for any further action of the City Council. Section 2. That the City Council hereby certifies to the Assessor’s Office, as required by C.R.S. Section 31-25-807(3)(a)(IV)(B), that for 2014 property taxes payable in 2015 the City and the Fort Collins General Improvement District No. 1 continue to allocate 100% of their available property tax increment from their mill levies to the DDA tax increment fund, but that all other affected taxing entities are only allocating 50% of their property tax increment. Packet Pg. 10 - 3 - Passed and adopted at an adjourned meeting of the Council of the City of Fort Collins this 22nd day of July, A.D. 2014. _________________________________ Mayor ATTEST: _____________________________ City Clerk Packet Pg. 11 Packet Pg. 12 Attachment: Exhibit A (2165 : DDA TIF Certification RESO) Packet Pg. 13 Attachment: Exhibit A (2165 : DDA TIF Certification RESO) Packet Pg. 14 Attachment: Exhibit A (2165 : DDA TIF Certification RESO) Agenda Item 3 Item # 3 Page 1 AGENDA ITEM SUMMARY July 22, 2014 City Council STAFF Janet Miller, Human Resources Director SUBJECT Resolution 2014-065 Establishing a Process for Appointment of the City Attorney. EXECUTIVE SUMMARY The purpose of this item is to respond to Council’s request for options associated with the recruitment of the recently vacated City Attorney position. Staff has prepared three recruitment method options for consideration. STAFF RECOMMENDATION No recommendation. BACKGROUND / DISCUSSION The City Attorney is appointed by and serves at the pleasure of City Council. Council appointed Carrie Daggett as interim City Attorney on July 8, 2014, following the sudden and unexpected death of Steve Roy. Council is now considering how to proceed with refilling the City Attorney position. Staff has prepared the following three recruitment method options for Council consideration. OPTION 1 - Internal Recruitment Job is posted for application by existing City employees only Process managed by Human Resources staff OPTION 2 - External Recruitment Job is posted for application by existing City employees and external candidates Regional or National recruitment Process managed by Human Resources staff OPTION 3 - External Recruitment Using Executive Search Firm Job is posted for application by existing City employees and external candidates Leverages search firm resources to actively recruit candidates & tap into search firm candidate bank. Firm selection through Purchasing Request for Proposal (RFP) process Firm selection process adds 6-10 weeks onto recruitment process timeline Estimated search firm cost $20,000 - $35,000 plus expenses, depending on services provided Several peer cities have recently hired or are in the process of filling key executive positions. The following information summarizes the processes used: Packet Pg. 15 Agenda Item 3 Item # 3 Page 2 City of Greeley City Attorney Dir. Water & Sewer Police Chief External recruitment - national advertising Search firm - national advertising Search firm - national advertising City of Loveland City Attorney Search firm - national advertising Fire Chief External recruitment - national advertising Public Works Dir. Search firm - national advertising In recent years, the City of Fort Collins has used the following processes for filling key executive positions: City of Fort Collins Utility Executive Dir. Search firm - national advertising Police Chief Search firm - national advertising Deputy City Manager/ Chief Operating Officer Search firm - national advertising FINANCIAL / ECONOMIC IMPACTS One-time dollars will be required to cover expenses associated with Option 3. Costs may be offset by salary savings associated with the position vacancy. Packet Pg. 16 RESOLUTION 2014-065 OF THE COUNCIL OF THE CITY OF FORT COLLINS ESTABLISHING A RECRUITMENT PROCESS FOR APPOINTMENT OF THE CITY ATTORNEY WHEREAS, the City Attorney position was recently vacated due to the sudden and unexpected death of Steve Roy; and WHEREAS, the appointment of the City Attorney is one of the most important tasks the City Council undertakes and the City Council desires to engage in a process to recruit and select a qualified candidate for this critical position; and WHEREAS, on July 8, 2014, the City Council appointed Carrie Daggett as interim City Attorney; and WHEREAS, the City Council requested information from staff about options for a recruitment process; and WHEREAS, City staff has prepared three recruitment process options for City Council’s consideration: Option 1: Post the opening for application to only current City employees. Option 2: Post the opening for application by current City employees and external candidates. This option would broaden the potential candidate pool to any qualified candidates in the region or nation who see the posting and apply. Option 3: Post the position for application by current City employees and external candidates as well as using a search firm to recruit potential candidates. This option would likely add some expense and time to the recruitment and selection process but could potentially broaden the candidate pool further than either Option 1 or Option 2; and WHEREAS, it is Council’s desire to publicly set forth which of the three options the Council will use to recruit a City Attorney. NOW, THEREFORE, BE IT RESOLVED BY THE COUNCIL OF THE CITY OF FORT COLLINS as follows: Section 1. That the City Council hereby directs City staff to use Option ____ as the recruitment process for appointing a City Attorney. - 2 - Section 2. That the City Council further directs staff to develop a detailed plan and schedule for recruitment and selection, consistent with the selected Option, to be considered by the City Council at its next regular meeting on August 19, 2014. Passed and adopted at an adjourned meeting of the Council of the City of Fort Collins this 22nd day of July, A.D. 2014. _________________________________ Mayor ATTEST: _____________________________ City Clerk Packet Pg. 18 City of Fort Collins Page 1 Karen Weitkunat, Mayor Council Information Center (CIC) 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 Cablecast on City Cable Channel 14 Ross Cunniff, District 5 on the Comcast cable system Carrie Daggett Darin Atteberry Wanda Nelson Interim City Attorney City Manager 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- 6001) for assistance. City Council Work Session July 22, 2014 After the City Council Adjourned Meeting that begins at 6:00 PM CALL TO ORDER. 1. Renewal of the ¼-cent Community Capital Improvement Program (current program is Building on Basics) and the ¼- cent Street Maintenance Tax. (staff: Ginny Sawyer, Darin Atteberry, Mike Beckstead; 15 minute staff presentation; 45 minute discussion) The purpose of this item is to provide an update regarding the renewal of the current community capital improvement tax (Building on Basics or BOB) and the Street Maintenance Tax and to present a narrowed potential project list for Council consideration. 2. Social Sustainability Department Strategy. (staff: Mary Atchison, Bruce Hendee; 15 minute staff presentation; 45 minute discussion) As a relatively new department within the City, Social Sustainability has an obligation to define its role within the City structure and the community at large. The attached Strategy draft is presented to Council for discussion and feedback. The Gaps Analysis, presented to Council in May, led staff to identify gaps in our community’s social systems that have translated into strategic focus areas for the next three to five years. Staff believes that by focusing on these areas our community will have healthier social systems so that the people in our community can thrive. The areas of focus for the Social Sustainability strategy are: Housing Community Health and Wellness Income Disparity Mobility CITY COUNCIL City of Fort Collins Page 2 While these are needs for all community members, the Department of Social Sustainability will particularly be working on ensuring systems that promote equity and social justice and improve the lives of disadvantaged populations so that all in the community have opportunities to achieve their potential. The Social Sustainability Department recognizes that it will not necessarily take the lead in all areas of this Strategy. Rather, staff has identified a range of actions the Department can take with others to ensure the accomplishment of each strategy. They are: Funding Policies and Regulations Internal Alignment Advocacy and Engagement Partnerships. OTHER BUSINESS. ADJOURNMENT. DATE: STAFF: July 22, 2014 Ginny Sawyer, Policy and Project Manager Mike Beckstead, Chief Financial Officer Darin Atteberry, City Manager WORK SESSION ITEM City Council SUBJECT FOR DISCUSSION Renewal of the ¼-cent Community Capital Improvement Program (current program is Building on Basics) and the ¼- cent Street Maintenance Tax. EXECUTIVE SUMMARY The purpose of this item is to provide an update regarding the renewal of the current community capital improvement tax (Building on Basics or BOB) and the Street Maintenance Tax and to present a narrowed potential project list for Council consideration. GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED 1. Does Council support the proposed timeline and milestones? 2. Does Council support the proposed narrowed project list? Are there any projects Council would like to add or remove from the list? BACKGROUND / DISCUSSION Fort Collins is fortunate to have a long history of voter-approved sales tax initiatives to fund major capital projects. Since 1973, these voter approved sales tax capital programs have supported efforts to build the city we know and love today, as well as make critically needed improvements to transportation infrastructure. (Attachment 1) The current initiative, Building on Basics (BOB), was approved in 2005. BOB is a quarter cent tax which equates to 25-cents on a $100 purchase. Over the 10-year period (2005 to 2015), BOB will provide 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 Senior Center expansion. The BOB initiative will expire December 31, 2015. (Attachments 2 and 3) The Fort Collins community has also supported street maintenance through a ¼ cent tax since 1989. The current Street Maintenance tax will also expire December 31, 2015. This quarter-cent tax covers roughly half of the Street Maintenance Program’s costs. Other program funding includes Keep Fort Collins Great money and the General Fund. The Street Maintenance Program maximizes the community’s investment in the street network by performing ongoing maintenance before much more costly repairs or replacement is necessary, extending the usable life of a street. The Street Maintenance Program repairs over 130 lane miles of roads each year. Both of these tax renewals, Street Maintenance and BOB, will be presented to the voters in April 2015. Work to Date BOB 2.0 In summer/fall of 2013, staff began compiling a list of unfunded needs that have been identified in master plans, the Strategic Plan, or the budgeting process. (Attachment 4) Since that time the list has been refined and weighed through multiple lenses, including utilization of the Budgeting for Outcome (BFO) Teams. Packet Pg. 3 July 22, 2014 Page 2 Election 4/7/2015 Ballots Mailed 3/20/2015 Legal Deadline to Adopt Ballot Language 2/3/2015 Council Meeting: Refer Ballot Language 1/6/2015 Council Work Session 12/9/2014 Council Off-Site Session 10/11/2014 Council Work Session 7/22/2014 Council Work Session 9/30/2014 Each BFO team member was asked to rate each proposed project (High, Medium, Low) based on how the project met their team strategic objectives. Due to the workload on BFO teams, individual ratings were then averaged into a Team rating (meaning, the Teams’ did not discuss the projects and agree on a project rating.) Projects meeting a broad range of strategic objectives are noted in the attached table (Attachment 5). This is not to discount projects that strongly meet more specific strategic objectives but instead is meant to provide a data point. Based on BFO Team feedback, staff review, and Executive Leadership review, Council is being presented with a potential “short list” to be used for full public outreach. The recommended projects are noted in attachments 3 and 4. Other than having the recommended projects noted the projects are not prioritized. The attached Table (Attachment 5) contains the following: Project ID Page on which the project description can be found in the Project Description document (Attachment 4) Project Title Noted projects that have Budget offers, or related Budget offers, in the current budget process. Noted projects that met a variety of Strategic Objectives across multiple Budget Outcomes. Estimated project cost in thousands. Estimated annual O&M in thousands. The Net Present Value of the capital cost and 10 years of O & M. The entire list of projects totals over $400 million. The narrowed list of projects totals between $260 and $279 million. Projections for a renewed ¼ cent tax are between $7 - 8 million/year or just under $80 million over the 10-year term of the tax. (Attachment 6) Street Maintenance The Street Maintenance tax has historically been widely supported passing by more than a 70% margin in previous elections. Due to this long-standing support and based on preliminary conversations with Boards and community groups, staff is proposing extending the term beyond 10 years to 15 or 20 years. A 15 year renewal would sunset in 2031 and 20 years in 2036 (aligning with the potential of a BOB 3.0 renewal.) Timeline Packet Pg. 4 July 22, 2014 Page 3 Staff is proposing the following timeline and milestones: July-October 2014: Extensive public engagement to determine community priorities of projects and desired term for Street Maintenance tax. Outreach will be similar to the budget outreach and include focus groups, web presence, use of social media, Boards and Commission super meeting, and possible Community Issues Forum and District meetings. September Work Session: September 30 Goal: Provide update on public engagement; determine term of Street Maintenance Tax; determine any additional detail or data needed for October Off-Site Session. October Off-Site BOB 2.0 Session: Saturday, October 11 Goal: Narrow project list to $80-100 million range. December Work Session: Tuesday, December 9 Goal: Finalize BOB 2.0 package. January Regular Meeting: Tuesday, January 6 Goal: Adopt Resolution referring ballot language to April 2015 ballot. Staff will continue to engage the public through the January meeting. Additional Project Information Many Projects have corresponding or related offers in the Budget process. These offers have been noted in the Table provided (Attachment 5). Street Maintenance put in standard budget offers for 2015 (BOB and KFCG.) In 2016 they have submitted an enhancement offer to cover the ¼ -cent portion since it is unknown if this tax will be in place. Parking and parking infrastructure projects are also included in the Budget and the BOB 2.0 project list. Parking Services has provided additional information and a corresponding map to further explain how these projects are related. (Attachment 7) Council requested that staff develop Net Present Value (NPV) estimates that include on-going operations and maintenance (O&M) costs for each project. Staff has estimated the initial capital costs of each project plus the annual O&M associated with each project. A NPV of the O&M costs has been developed based on 10 years, inflated at 2.8% (the 30 years Consumer Price Index (CPI) for the Denver/Boulder area) and then discounted back to the present value (PV) using a 4.8% discount rate (the 20 year average AA municipal bond cost.) Each project now has a “NPV of Capital and O&M” in the attached table reflecting the sum of initial capital costs plus the PV of 10 years of O&M costs. NEXT STEPS Staff will move forward as directed, based on the outcome of the July 22, 2014 work session. Packet Pg. 5 July 22, 2014 Page 4 ATTACHMENTS 1. Voter Approved Tax Initiatives (PDF) 2. BOB Project List (PDF) 3. BOB Project Locations (PDF) 4. Project Descriptions (PDF) 5. Potential Capital Improvement Tax Projects by Outcome Area (PDF) 6. BOB 2.0 Sales and Use Tax Projections (PDF) 7. Parking Garage Projects information (PDF) 8. History of Voter-Considered Tax Measures in Fort Collins (PDF) 9. Side by Side Project Chart (PDF) 10. Powerpoint presentation (PDF) Packet Pg. 6 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 - College Avenue Medians, Horsetooth to Creger - Prospect/Taft Hill Intersection - Mulberry/Canyon Intersection - Street Major Maintenance Program - Bikeways on College, Timberline and Horsetooth • Sidewalk Pedestrian Access Ramps • Indoor Pool Renovation • 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 Voter Approved Sales Tax Initiatives 1973-2021 ATTACHMENT 1 Packet Pg. 7 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 Trail • 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 Packet Pg. 8 Attachment1.1: Voter Approved Tax Initiatives (2157 : Renewal of 1/4-cent Tax Measures-BOB) Packet Pg. 9 Attachment1.2: BOB Project List (2157 : Renewal of 1/4-cent Tax Measures-BOB) ! ! ! ! ! Troutman Park MGeoalddoewns Park MaLretienez Park RogersPCaitryk Park Edora Park BPleavrikns RMoolloarned Park Warren Park !"`$ Shields Carpenter Horsetooth Trilby Laporte Drake Lincoln Mountain Vine Prospect Mulberry Mountain Vista Douglas Harmony College Timberline Taft Hill Ziegler Overland Lemay N College Timberline: Drake to Prospect Seneca Harmony:to College Main Library Services Police Center Senior of Discovery Museum Lincoln Center Building on City Basics of Fort (BOB) Collins Project Locations CITY GEOGRAPHIC These and were map OF not products FORT designed and INFORMATION COLLINS or all intended underlying for general data SYSTEM are use developed by members MAP for use of PRODUCTS the by the public. City of The Fort City Collins makes for no its representation internal purposes or only, warranty dimensions, as to contours, its accuracy, property timeliness, boundaries, or completeness, or placement and of location in particular, of any its map accuracy features in thereon. labeling or THE displaying CITY OF FORT COLLINS PARTICULAR MAKES PURPOSE, NO WARRANTY EXPRESSED OF MERCHANTABILITY OR IMPLIED, WITH OR RESPECT WARRANTY TO THESE FOR FITNESS MAP PRODUCTS OF USE FOR OR THE UNDERLYING FAULTS, and assumes DATA. Any all responsibility users of these of map the use products, thereof, map and applications, further covenants or data, and accepts agrees them to hold AS the IS, City WITH harmless ALL from made and this against information all damage, available. loss, Independent or liability arising verification from any of all use data of contained this map product, herein should in consideration be obtained of by the any City's users having of these liability, products, whether or direct, underlying indirect, data. or consequential, The City disclaims, which and arises shall or not may be arise held from liable these for any map and products all damage, or the loss, use thereof or CULTURE AND RECREATION 1 | P a g e 7/15/2014 CR1-RECOMMENDED PROJECT TITLE: Southeast Community Creative Center ESTIMATED PROJECT COST: $10M ESTIMATED ANNUAL O&M: $200K Service Area: Community Services Department: Recreation Services Project Location: Directly west of Fossil Ridge High School or at Fossil Creek Community Park Project Description: A leading edge Community Center focused on inspiring creativity through innovation, technology, art, physical health and idea sharing. The multifaceted and unique complex will serve as a center for the community to create, share and interact while providing access to new and emerging technology, collaborative opportunities and learning experiences. The Center will include space for citizens to convene, collaborate and create. The spaces will be functional, open and equipped with features to help promote successful creativity. The Center will also provide an opportunity for community members to express their creativity through art exhibitions and project displays. The Center will feature a unique approach to idea building and creativity by encouraging a connection to nature and physical activity. The Center’s surrounding park environment (SE Park or Fossil Creek Park) will complement the core concept of the project by strongly linking discovery, nature, physical activity and creativity. The center’s location will be positioned to allow future expansion based on the community’s need and growth. A southeast community center is included in the 2008 Parks and Recreation Policy Plan and the 2008 Cultural Facilities Plan. Why is this Project Needed? Southeast Fort Collins is rapidly growing but it does not have a community center. To improve their quality of life and to create a sense of place, citizens in the southeast need an accessible, safe, convenient and interesting place to convene, socialize and collaborate. This center will support and enhance our community’s desire to create, invent and share ideas while celebrating the entrepreneurial and pioneering values that have always been a part of Fort Collins. The Center will be a destination built on our community’s vibrant history of creativity while simultaneously embracing a future of innovation. This center, in combination with the surrounding park, will define this rapidly growing area as the epicenter for community-based ideas and innovation. CR2-RECOMMENDED PROJECT TITLE: Water Sustainability Improvements for Parks and Golf ESTIMATED PROJECT COST: $4.2M ESTIMATED ANNUAL O&M: $10K Service Area: Community Services Department/Program: Parks and PP&D Project Location: Various parks and SouthRidge Golf Course Project Description: This project saves 7,000,000 gallons of water each year by replacing the 30 year old irrigation system at SouthRidge Golf Course with a new, efficient system. The project saves 2,000,000 gallons of water annually by installing a synthetic turf field on the oval at Fossil Creek Community Park. This project also saves 20,000,000 gallons of treated water each year by converting Lee Martinez, Avery and Soft Gold parks to raw water irrigation systems. These parks are currently irrigated with treated water. ATTACHMENT 4 Packet Pg. 11 Attachment1.4: Project Descriptions (2157 : Renewal of 1/4-cent Tax Measures-BOB) CULTURE AND RECREATION 2 | P a g e 7/15/2014 Why is this Project Needed? The 30-year-old, inefficient irrigation system for SouthRidge Golf Course has reached the end of its useful life. Replacing it with a new, efficient irrigation system will save over 7 million gallons of water annually. The current irrigation system breaks down frequently, resulting in the need for costly repairs. The City’s Golf Division has been funded by earned revenue for many years but it is a break-even operation, lacking the financial resources necessary to replace the system. Most municipal golf operations do not break-even, with 67% requiring General Fund support to meet expenses. The City’s General Fund has supported the Golf Division in the past, primarily related to paying a portion of the debt incurred to build SouthRidge. From 2008 through 2011 the Golf Division lost ~$240,000 and utilized reserves to balance its budget. 2012 was an exceptional weather year making up for much of the loss from the previous four years. Golf in northern Colorado is very competitive and the City has not been able to invest in our three courses to the extent needed. Funding the SouthRidge irrigation system with City capital dollars will allow fee revenues to improve the overall quality of our golf courses and help ensure the Golf Division remains self-funded. The turf fields in the oval at Fossil Creek Park have never been robust due to poor soil conditions and salty irrigation water. Replacing a large area of the oval with synthetic turf will save 2 million gallons of water each year and it will greatly improve the playability of the fields. The new fields will also stand up to repeated play; so many more games can be scheduled on them. A number of synthetic turf fields have been installed in Colorado and they are highly regarded by staff and users. Synthetic fields also save on maintenance expenses by eliminating mowing and irrigation needs. Converting the irrigation systems at Martinez, Avery and Soft Golf parks to raw water saves 20 million gallons in treated water use annually. Reducing treated water consumption is a very important goal in our semi-arid environment. The conversion also reduces operating costs because raw water is much less expensive than treated water. Additional Details: The cost of the new irrigation system at SouthRidge Golf Course is 2.2 million dollars. The cost of synthetic turf fields at Fossil Creek Park is 1.25 million dollars. The cost to convert Martinez, Avery and Soft Gold parks to raw water irrigation systems is $750,000. The total project cost is 4.2 million dollars. CR3-RECOMMENDED PROJECT TITLE: Renovation of the Historic Carnegie Building ESTIMATED PROJECT COST: $2M ESTIMATED ANNUAL O&M: $10K Service Area: Community Services Department: Cultural Services Project Location: 200 Mathews Street Project Description: This project renovates the historic 1904 Carnegie library building for re-use as the Community Creative Center. The creative center concept includes flexible inexpensive spaces for the community to rent to support their creative endeavors. Once fully renovated, the building will house galleries, performance space, classrooms, innovative think spaces, and a digital class room. The building is currently offering rental gallery space and serving as the home to the Arts Packet Pg. 12 Attachment1.4: Project Descriptions (2157 : Renewal of 1/4-cent Tax Measures-BOB) CULTURE AND RECREATION 3 | P a g e 7/15/2014 Incubator of the Rockies (AIR), Beet Street’s professional development program for creativity and business. It also is intended that the Fort Collins Public Access Network (FCPAN) will create a studio in the basement level of the building, allowing more of the community to access the cable station. Cultural Services partnered with Beet Street to secure a $100,000 National Endowment for the Arts Our Town grant in 2011. The grant included funds to work with an architect (RB+B) to develop a space use program for transitioning the building to the new community creative center. In addition, in 2012, A&E Design Associates surveyed the building to estimate historic restoration needs. The two plans call for the following work to be completed: Uncover and restore windows Add a main staircase to connect all three floors Add restrooms to the main level Create tech-rich think-space/lounge Renovate the lower level to accommodate a studio, wet and dry classrooms, and gallery Enlarge and outfit the lower level classroom with digital technology for live-streaming Restore interior floors and finishes, improve HVAC, upgrade electrical, consolidate storage, and fix foundation drainage issues. Why is this project needed? The historic 1904 Carnegie building is one of the oldest, continuously operating public buildings in Fort Collins, designated a local Historic Landmark District by Resolution in 1978. The building is also a contributing structure to the Laurel School Historic District, National Register 10/3/1980, 5LR.463. The building is now the home of the Community Creative Center but it requires renovation and improvements to serve its new purpose, address long-term access and infrastructure issues, and to protect and stabilize this historic treasure into the future. The Community Creative Center at the Carnegie Building is implementing the creative and innovation center concept that supports creative endeavors, provides think space, and serves as a hub for the integration and collaboration of innovation and creativity. This project will activate this prominent historic landmark building, the courtyard and the surrounding park. Additional Details: The estimated cost for this work is $2 million: $1.47 for renovations and infrastructure improvements and $430,000 for historic restoration. It is possible to apply for a grant from the State Historic Fund up to $200,000 towards historic restoration components of the overall project. The first application for these funds in 2013 was not successful. CR4-RECOMMENDED PROJECT TITLE: Completion of the Gardens at the Gardens on Spring Creek ESTIMATED PROJECT COST: $2M ESTIMATED ANNUAL O&M: $20K Service Area: Community Services Department/Program: Parks Project Location: At the Gardens on Spring Creek Project Description: This project completes the gardens at the Gardens on Spring Creek by constructing 5 acres of Packet Pg. 13 Attachment1.4: Project Descriptions (2157 : Renewal of 1/4-cent Tax Measures-BOB) CULTURE AND RECREATION 4 | P a g e 7/15/2014 beautiful gardens including the Great Lawn, Prairie Garden, Foothills Garden and the Xeriscape Demonstration Garden. The Great Lawn is a multi-use community venue comprised of an oval turf area surrounded by themed gardens and including a stage. It will host small concerts and plays, festivals, weddings and events. The Prairie and Foothills gardens will showcase our native plants in a landscaped setting to educate visitors and inspire them to use native plants in their gardens. The Xeriscape Demonstration Garden (to be called the Undaunted Garden) will showcase hardy, drought tolerant plants that thrive in our semi-arid environment. Why is this Project Needed? The Gardens on Spring Creek, thanks to funding from Building Community Choices and countless donations, opened in May 2004 with a mission to improve the lives of people and foster environmental stewardship through horticulture. The Gardens has become a destination for residents and tourists alike, with visitation increasing from 1,634 in 2004 to over 55,000 in 2012. This increase is due to the addition of several large and popular gardens, the availability of high- quality educational programs for youth and adults, and a variety of special events for the community. The Gardens has 180 active volunteers and 25 partnerships with local non-profits and educational organizations. This project will build on The Gardens’ remarkable success and will establish the facility as a “must-see” destination for generations to come. The project will also enable The Gardens to significantly increase revenue through visitor fees and rental of the Great Lawn venue. The final phase for completing The Gardens on Spring Creek is a 3 million dollar expansion of the visitor center, including a conservatory. Gardens staff is currently fundraising for the expansion and for the completion of the gardens. Additional Funding Details: The cost of the project is 2 million dollars. CR5-RECOMMENDED PROJECT TITLE: Recreational Trail Enhancements ESTIMATED PROJECT COST: $250K-7.25M ESTIMATED ANNUAL O&M: Up to $78K for all projects. Service Area: Community Services Department/Program: Park Planning Project Location: Various locations along the trail system Project Description: This project includes a variety of new trails and trail improvements. The projects are listed individually, with estimated costs, to provide flexible funding options. 1. Widen and improve Spring Creek Trail between Edora Park and Shields street ($750,000). 2. Complete the Poudre River trail from the Environmental Learning Center to Arapahoe Bend Natural Area ($1.5 million, O&M $14,000). This ~two mile section of trail completes the City’s Poudre River Trail, connecting it to the overpass of I-25 to Timnath, Windsor and on to Greeley Colorado. Staff anticipates acquiring the land for the trail in the near future. 3. Fossil Creek Trail from Ziegler Road to the Power Trail ($250,000, O&M $11,500). This 1.75 miles of trail provides a much needed east/west trail in the rapidly developing southeast area of Fort Collins. Right of way for the trail will be provided as the area develops, which is anticipated to occur in the next few years. Packet Pg. 14 Attachment1.4: Project Descriptions (2157 : Renewal of 1/4-cent Tax Measures-BOB) CULTURE AND RECREATION 5 | P a g e 7/15/2014 4. Power Trail railroad underpass south of Harmony at Keenland Drive ($900,000, O&M $1,000). Permission from the railroad for the underpass is anticipated in the next year. 5. Canal Trail from Horsetooth Road to Spring Creek Trail ($500,000, O&M $9,750). Right of Way from development is anticipated in the next few years. 6. Overland Road Trail from Drake Road to Poudre Trail ($3,000,000, O&M $31,500). Right of Way for the trail is needed, primarily from CSU. 7. Two restrooms (Poudre Trail at Taft Hill and Power Trail north of Trilby), rest stops and drinking fountains at various locations ($350,000, O&M $10,000). Why is this Project Needed? In the recent Trail Master Plan survey, 95% of respondents said the City’s paved trail system was important or very important to their quality of life. In the 2013 Citizen Survey, 95% rated the trail system as good or very good. The Spring Creek Trail between Lemay and Shields is the most heavily used trail in our trail system but it is narrow and showing its age. Renovating and widening this trail section will improve safety and the overall trail user experience. The other trail projects complete significant gaps in the trail system. Completing these trail sections was a very high priority in the Trail Master Plan survey. Restrooms, shade and drinking fountains were also highly rated improvements in the trail survey and they enhance the trail user’s enjoyment of the trail system. Additional Details: Total project cost $250,000 up to $7,250,000. CR6-RECOMMENDED PROJECT TITLE: EPIC Pool Improvements ESTIMATED PROJECT COST: $2M ESTIMATED ANNUAL O&M: 0 Service Area: Community and Operations Services Department/Program: Operations Services Project Location: Current EPIC location at 1801 Riverside Ave Project Description: This project is for corrective major maintenance at EPIC pool. Several deficiencies in the pool and HVAC system need to be corrected. Examples of needed repairs are: The gutter for the Lap Pool needs to be replaced to allow for better water circulation. The current pool turnover is at minimum value. The movable bulkheads will need to be replaced because the current ones would not work with new gutter and are very heavy/difficult to remove. We also need to install a regenerative pool filter. The Therapy Pool requires re-plumbing of circulation lines. Currently there is too much pressure drop for the system. The HVAC system needs two additional units. One unit is for the bleacher area and one is to augment existing AHU-1. The air exchanges for the pool are below design standards. Why is this Project Needed? The firm Ohlson Lavoie Collaborative was contracted to perform a complete pool study on the Packet Pg. 15 Attachment1.4: Project Descriptions (2157 : Renewal of 1/4-cent Tax Measures-BOB) CULTURE AND RECREATION 6 | P a g e 7/15/2014 mechanical, structural, aquatic, and operations of the EPIC spa, wader and main pool. The results of the study determined there were several major deficiencies in the pool and HVAC systems at EPIC. These deficiencies will need to be corrected in order to provide the highest quality service at the EPIC facility. CR7 PROJECT TITLE: Preserving Our Heritage: City Park Train, Club Tico Renovations, Fire Museum ESTIMATED PROJECT COST: $1M ESTIMATED ANNUAL O&M: $25K Service Area: Community Services and PFA Department/Program: Recreation and PFA Project Location: City Park and The Car Barn at Cherry and Howes Street Project Description: This project brings back the much loved City Park train in a new, expanded location east of the playground. The project also completes the renovation of Club Tico at City Park by renovating the kitchen and restrooms and adding a second story deck on the south side of the facility. A Fire Museum at the historic Car Barn would also become a reality through this project. The volunteer supported Fire Museum would showcase historic fire engines, uniforms and equipment while telling the fascinating story of fire-fighting in Fort Collins. Why is this Project Needed? The historic train at City Park sadly reached the end of the tracks in 2011because it could no longer be operated safely. A new train on an expanded track will restore this treasured City Park experience. Club Tico is a popular dance and event venue but has been showing its age. Through donations and City support much of the facility has been renovated, including the stage and dance floor. This historic community center will realize its old glory through this final phase of restoration. It will also become a sought-after event venue once the kitchen and restrooms are upgraded. Fort Collins has a rich history of fire-fighting but we don’t have a fire museum. The Fire Museum project will showcase a wonderful collection of fire- fighting memorabilia in a great building and enrich the cultural landscape by telling the story of fire-fighting in our community. Additional Details: The new train and track costs $350,000, the Club Tico renovation costs $250,000 and the Fire Museum costs $400,000 for a total project cost of $1,000,000. CR8 PROJECT TITLE: Velo and Fitness Park ESTIMATED PROJECT COST: $2.1M ESTIMATED ANNUAL O&M: $180K Service Area: N/A-Citizen Initiated Department/Program: N/A Project Location: TBD Project Description: The cycling and fitness park would provide a collection of key bicycle related features and non- cycling features in a single site or across multiple sites. Included would be a mountain bike track, a cyclocross course, a criterium course, a kids area, an Olympic size BMX course, and supporting facilities all making this a centerpiece of Fort Collins – where bicycling is a way of life. It would accommodate a wide range of abilities, with opportunities to just recreate, to build skills, and even Packet Pg. 16 Attachment1.4: Project Descriptions (2157 : Renewal of 1/4-cent Tax Measures-BOB) CULTURE AND RECREATION 7 | P a g e 7/15/2014 compete. The kid’s area could host a Bicycle Safety Town as well as tricycle and small bicycle trails, and a state of the art playground. Space would also be included for non-cycling activities such as running, skating, walking, hiking and various sports fields. A velodrome could be could be added in a later phase when funding is available. The City would own, develop, and operate the park. A single park site, or multiple combined sites, would require a minimum of 50 acres. Private funding would be raised to cover a portion of the land and construction costs. Construction phases would be based upon need and available funds. Why is this Project Needed? These cycling features fill a major missing hole for new facilities identified in the Fort Collins Parks and Rec Policy Plan. Bicycling is the 6th most popular sports activity in the US according to the 2011 NSGA Sports Participation survey. Yet we have only small separate BMX and trials courses in the Fort Collins parks system. June 16, 2014 Parks Planning staff agrees this addresses Culture and Recreation Strategic Objectives: o 2.4 Maintain and enhance the current culture, recreation and parks systems. o 2.5 Plan, design and implement citywide park, recreation and trail improvements. o 2.7 Promote a healthy community and responsible access to nature Other Related Projects (if any): FC Bikes is proposing funding for a pilot Bicycle Safety town in the 2015/2016 BFO. That project could be co-located with the Velo Park site. Additional Funding Details: Private funding, donations and partnerships expected to cover a portion of the total costs. Total includes: $1.5M for land purchase (50 acres at $30K acre using 2013 ROW purchase rate), $735K for phase 1 construction plus facilities/parking. Costs do not include phase 2 construction cost of $125K or additional facilities/parking of $350K. Packet Pg. 17 Attachment1.4: Project Descriptions (2157 : Renewal of 1/4-cent Tax Measures-BOB) ECONOMIC HEALTH 8 | P a g e 7/15/2014 ECH1-RECOMMENDED PROJECT TITLE: Downtown Restroom ESTIMATED PROJECT COST: $350K ESTIMATED ANNUAL O&M: 0 Service Area: Community and Operations Services Department/Program: Operations Services Project Location: Oak Street Parking Area Project Description: This project is to build a modern and larger restroom facility in downtown at the Oak St. Parking area. It will replace an outdated, inadequate, and unpleasant 1980 constructed building. The intent is to welcome the public and visitors with the presence of a safe, family friendly and attractive restroom facility in the “Old-Town” area. This project will deconstruct the existing building, design, and construct a facility having seven single-occupant spaces. It will incorporate energy efficiency technologies (solar, natural lighting, photovoltaic panels). Materials selected will be low maintenance, vandal resistant, and sustainable while providing an attractive exterior and pleasing interior décor. Safety and security features will include access control. Why is this Project Needed? The existing small public restroom located at 123 Oak St. is a two occupant (1 women’s and 1 men’s) facility. It does not meet the public’s need for a pleasing and modern restroom facility. As the City strives to sustain a vibrant downtown, promote public transportation, and support a healthy environment, well-designed public restrooms are necessary. This building project is long overdue in order to support the downtown shopping population - both tourist and the local public. During events downtown, there has been a queue to use the existing facility. ECH2-RECOMMENDED PROJECT TITLE: Quiet Zone Implementation I (Downtown/CSU) ESTIMATED PROJECT COST: $1.5M ESTIMATED ANNUAL O&M: $160K Service Area: Planning, Development, & Transportation Department/Program: FC Moves Project Location: BNSF rail line downtown and on CSU campus Project Description: This project would construct the improvements required to bring railroad crossings up to the necessary level of improvement to obtain a quiet zone in the subject location. Why is this Project Needed? Train horn noise in Fort Collins continues to be a concern, and has impacts on quality of life and economic development. Obtaining a quiet zone would alleviate these issues. Other Related Projects: Quiet Zone Implementation (Drake to Trilby) Additional Details: Staff is currently undertaking an exercise to attempt to obtain a waiver to certain requirements of the quiet zone rule. If this attempt is successful, the cost for implementation may be considerably less. Packet Pg. 18 Attachment1.4: Project Descriptions (2157 : Renewal of 1/4-cent Tax Measures-BOB) ECONOMIC HEALTH 9 | P a g e 7/15/2014 ECH3-RECOMMENDED PROJECT TITLE: Quiet Zone Implementation II (Drake to Trilby – 5 crossings) ESTIMATED PROJECT COST: $1.25M ESTIMATED ANNUAL O&M: $50K Service Area: Planning, Development, & Transportation Department/Program: FC Moves Project Location: BNSF rail line from Drake to Trilby Project Description: This project would construct the improvements required to bring railroad crossings up to the necessary level of improvement to obtain a quiet zone in the subject location. Why is this Project Needed? Train horn noise in Fort Collins continues to be a concern, and has impacts on quality of life and economic development. Obtaining a quiet zone would alleviate these issues. Other Related Projects: Quiet Zone Implementation (Downtown/CSU) ECH4-RECOMMENDED PROJECT TITLE: Mason Street Enhancement ESTIMATED PROJECT COST: $3M - $5M ESTIMATED ANNUAL O&M: $9K Service Area: PDT/CMO Department/Program: Engineering, CMO Project Location: Mason Street from Laurel Street to Cherry St Project Description: This project proposes to fund efforts to implement improvements to Mason Street including downtown railroad and intersection enhancements. This offer will also fund enhancements along the Mason Corridor that implement elements from the Mason Street Transportation Corridor Master Plan. This project will focus on the following: Improving safety for all modes of travel Improving appearance and safety at intersections Providing bicycle circulation options (on or near the corridor) Pedestrian circulation along and across Mason Street Ensuring mobility and accessibility for people of all ages and abilities Creating a beautiful, identifiable, and unique design Identifying funding and building partnerships This offer would fund architectural and engineering design of enhancements along Mason Street. As the City embarks on the operation of the MAX service, it is imperative to the success of the Mason Corridor to design and construct improvements along the corridor. The Mason Street Transportation Corridor Master Plan identified the following design principles; they are intended to reflect the design direction and goals for the Master Plan of the Mason Street Corridor: Packet Pg. 19 Attachment1.4: Project Descriptions (2157 : Renewal of 1/4-cent Tax Measures-BOB) ECONOMIC HEALTH 10 | P a g e 7/15/2014 Corridor Character— The design character of the corridor reflects the area that it goes through, while maintaining common elements that give the Mason Street Transportation Corridor a unique appearance and identity. Positive Impression— The corridor is a community asset, of which the citizens of Fort Collins can be proud. Note: BFO Offer 1.18 is similar. Why is this Project Needed? This project provides implementation of the Mason Street Transportation Corridor Master Plan. It supports the MAX operations by improving walking and bicycling connections to and from MAX stations within the Midtown area. This project will fund enhanced railing along the BNSF Railroad, along with intersection improvements such as bulb outs and landscaping. ECH5-RECOMMENDED PROJECT TITLE: East Mulberry Corridor Planning ESTIMATED PROJECT COST: $300K ESTIMATED ANNUAL O&M: 0 Service Area: PDT/Util/Sustainability(EH) Department/Program: Cross-Service Areas Project Location: East Mulberry, from Lemay to County Road 5 Project Description: Comprehensive planning effort in preparation for annexation and development of major gateway corridor. Should include financial analysis, utility and land use planning, design standards, market analysis, etc. Note: BFO Offer 146.1 is similar, but focuses more on land use aspects rather than infrastructure. Why is this Project Needed? Mulberry is a major arterial entryway into downtown Fort Collins, and is expected to be an important economic development region to serve downtown and the northeast region. While there is already a corridor plan, it lacks the level of detail needed to pursue purchase of rights of way and design. Other Related Projects: Mulberry/I-25 interchange, Lincoln Improvements, Vine/Lemay intersection ECH6-RECOMMENDED PROJECT TITLE: Linden Street Renovations ESTIMATED PROJECT COST: $2M - $3M ESTIMATED ANNUAL O&M: $12K Service Area: PDT/CMO Department/Program: Engineering, CMO Project Location: Linden Street, Walnut to Jefferson Project Description: The Downtown Development Authority has funded the conceptual design for this project and the work will be completed in 2014. The conceptual design process will help define the option for final design. This offer will fund the final design of this project that will provide for the enhancement of Packet Pg. 20 Attachment1.4: Project Descriptions (2157 : Renewal of 1/4-cent Tax Measures-BOB) ECONOMIC HEALTH 11 | P a g e 7/15/2014 perhaps one of downtown’s most significant and photographed blocks, the 200 block of Linden Street. This block is one of the city’s most programmed streets, hosting festivals, events and concerts throughout the year. While the streetscape is adequate, this block is primarily a place for cars. This project envisions the possibility a transformation of the block to a more pedestrian-oriented space in the heart of downtown. This project will look at options for the renovation of this important downtown block of Linden Street. One option may be a combination of pedestrian and auto uses enhancing the Old Town experience. Another option that will be explored is a pedestrian plaza with the idea of extending the pedestrian mall of Old Town Square through this section of Linden Street, this concept would reconstruct the entire block from building face to building face creating a space for people year- round. As the conceptual design for this project progresses, the design concepts will become clearer and should be defined in the summer of 2014. Note: BFO Offer 1.19 is similar. Why is this Project Needed? This project will create a more pedestrian friendly environment extending Old Town north along Linden Street. This project will help connect Old Town to the developing River District. ECH7-RECOMMENDED PROJECT TITLE: Willow Street Improvements – College Avenue to Linden Street ESTIMATED PROJECT COST: $3.5M ESTIMATED ANNUAL O&M: $11K Service Area: Planning, Development, & Transportation Department/Program: Engineering Project Location: Willow Street Improvements from College Avenue to Linden Street Avenue Project Description: This project would implement improvements to Willow Street as identified in the River District Infrastructure Plan. This project is envisioned to extend vibrant, pedestrian-oriented activities to the River District. Wide sidewalks, on-street parking, urban design, landscaping and potentially a linear water feature are planned. BFO offer 1.11 is for final design. Why is this Project Needed? Willow Street lacks pedestrian and parking facilities to support current and planned adjacent land uses. These improvements are part of a larger River District Plan. Other Related Projects: Lincoln Boulevard Improvements, Jefferson Street Improvements ECH8-RECOMMENDED PROJECT TITLE: Parking Infrastructure Fund ESTIMATED PROJECT COST: $5M ESTIMATED ANNUAL O&M: $400K Service Area: Planning, Development, & Transportation Department/Program: Parking Project Location: Various Project Description: This project will provide funds toward parking infrastructure needs identified in the adopted Packet Pg. 21 Attachment1.4: Project Descriptions (2157 : Renewal of 1/4-cent Tax Measures-BOB) ECONOMIC HEALTH 12 | P a g e 7/15/2014 Parking Plan (primarily Downtown), and other important parking needs such as parking facilities on the Mason Corridor, or upgrades to the Harmony and I-25 park-&-ride. A parking infrastructure fund would allow the City to enter into public/private partnerships with developers who also need parking. These partnerships would lower costs for both parties through economies of scale. They would also help achieve higher-level City goals, such as urban design considerations and mitigation of transportation demand impacts, by strategically locating parking facilities near transit centers. When combined with other Travel Demand Management techniques, comprehensive parking strategies can serve as tools for improving the efficiency of the transportation network, reducing or managing congestion, and slowing the growth in Vehicle Miles Travelled (VMT). All of these outcomes contribute to the achievement of environmental goals that have been adopted in the City’s Climate Action Plan, City Plan and the Transportation Master Plan. Why is this Project Needed? New parking infrastructure is needed because parking is a vital part of the City’s larger transportation system, and strategically-located parking will make all elements of the system work better and more efficiently. ECH9-RECOMMENDED PROJECT TITLE: Downtown Parks Maintenance Shop ESTIMATED PROJECT COST: $3.5M ESTIMATED ANNUAL O&M: 0 Service Area: Community and Operations Services Department/Program: Operations Services Project Location: To be determined Project Description: This project will build a new Parks maintenance shop on the City’s Street Department property, replacing the temporary structure which houses the downtown crew for the past 5 years. The building will house over 30 employees, responsible for maintaining the numerous city facilities, downtown core area, Old Town Square and future expansion of City owned streetscapes and medians in the river district. The new facility will provide similar shop amenities as other satellite shops in the city. Why is this Project Needed? This project is needed because the current Parks downtown shop location will be lost due to the master plan development of block 32. This current shop will have to move off site to a new facility built at a new location, preferably at the City’s Street facility, which will afford similar access to the core area of the City. This project meets all aspects of a triple bottom line analysis. It meets environmental objectives because staging crews near the downtown greatly reduces fuel use and increases efficiencies. Crews have opportunities to use electric vehicles, bicycles, foot travel and other low-fuel use equipment to accomplish their assigned duties. The botanical crews are required to refill water tanks multiple times during the day. If travel distances are increased, it would result in untimely maintenance, increase any traffic conflicts with the public, and greatly decrease efficiency. It meets financial objectives because a shop in close proximity to work assignments saves employee’s time in completing their work assignments by reducing travel and response time. The downtown area requires crews to work in a concise timeframe to allow Packet Pg. 22 Attachment1.4: Project Descriptions (2157 : Renewal of 1/4-cent Tax Measures-BOB) ECONOMIC HEALTH 13 | P a g e 7/15/2014 basic work duties to be accomplished before the public starts utilizing the sidewalks and facilities. By literally reporting minutes from their assigned work area, it allows crews to be very efficient, effective and timely. It meets social objectives because using small electric vehicles and bicycles along city sidewalks makes for a much safer environment for citizens. During the winter months, snow removal operations can clear sidewalks earlier and remain closer to city facilities keeping them clear and safe. ECH10-RECOMMENDED PROJECT TITLE: Median and Streetscape Enhancements and Renovations ESTIMATED PROJECT COST: $1-2M ESTIMATED ANNUAL O&M: $89.6K Service Area: Community Services Department: Parks Project Description: The proposed project would renovate roughly three miles of median between Prospect and Harmony road. Renovation would include adding irrigation, new mulch, new plantings, and limited urban design enhancements. Why is this Project Needed: Most of the medians in College Avenue from Prospect to Harmony Road have not been renovated in 30 years. In most instances there is not even irrigation. Midtown has been identified in City Plan as a major location for renovation and redevelopment. This dense retail area is responsible for 40% of the City’s tax base and is the major retail corridor in the City. With the $300M renovation of Foothills Mall it is important for the City to continue to reinforce the importance of this corridor. Additionally, the $87M MAX project and the Midtown Urban Design Plan point toward the importance of continuing to revitalize this important corridor. This proposed funding is a key step in restoring the visual attractiveness of College and emphasizing its importance as our City spine. ECH11 PROJECT TITLE: Community Marketplace ESTIMATED PROJECT COST: $9M ESTIMATED ANNUAL O&M: $125K Service Area: Sustainability Services Department/Program: Economic Health Project Description: The Community Marketplace project will construct an indoor market hall allowing for year-round operation of a farmer’s market. The hall would include space for permanent tenants and open space for temporary stalls. The stalls would operate only on select days, with permanent tenants open year round for normal operating hours. The intent is for the project to become a focal point for local food production and increase the availability of Fort Collins products. Project Location: Downtown – location undetermined. Why is this Project Needed? The Community Marketplace has been a past priority of the Fort Collins Downtown Development Authority (DDA). Currently, the DDA has deprioritized the project due to funding limitations. The project would also help to drive the supply of locally produced food by providing an additional venue for the sale of these products. Packet Pg. 23 Attachment1.4: Project Descriptions (2157 : Renewal of 1/4-cent Tax Measures-BOB) ECONOMIC HEALTH 14 | P a g e 7/15/2014 Additional Details: A feasibility study was performed on the concept by the DDA in 2011. The results of the study indicate that Fort Collins can support a Community Marketplace as long as it includes an anchor rent paying tenant, such as the Food Co-op. Additional details can be provided from the Feasibility Study if requested. Packet Pg. 24 Attachment1.4: Project Descriptions (2157 : Renewal of 1/4-cent Tax Measures-BOB) ENVIRONMENTAL HEALTH 15 | P a g e 7/15/2014 ENV1-RECOMMENDED PROJECT TITLE: Climate Action Projects ESTIMATED PROJECT COST: $2M ESTIMATED ANNUAL O&M: 0 Service Area: Sustainability Services Department/Program: Multiple Project Location: Multiple Project Description: In 2014, Fort Collins’ Climate Action Plan will be updated and will identify several high priority projects that will need to be implemented over the next five to ten years to achieve greenhouse gas (GHG) reduction goals and targets. In addition, strategies to increase Fort Collins’ preparedness to a changing climate will be developed through the climate adaption planning process underway in 2013/2014. The requested pool of funding will be used to fund projects that are ranked high priority from these processes, and may include supporting a ReUse warehouse for resusable goods in the community, transitioning to more efficient streetlights, supporting intelligent transportation systems, increasing electric vehicle charging stations, etc. Why is this Project Needed? Reducing local GHG emissions is proven to deliver local benefits to the community such as savings on energy bills, reduction in air pollution emissions, extended landfill life, local job creation, etc. Funding will be needed to provide seed money (grants match, support for public/private partnerships, etc.) for anticipated high priority climate mitigation and adaptation projects. Several likely climate projects will be able to support economic health in Fort Collins. For example, the “reusable materials” that are currently thrown away in Fort Collins are valued at over $2M alone. Keeping these items out of the landfill and in use locally adds value to the economy. ENV2-RECOMMENDED PROJECT TITLE: Community Organics Composting and Recycling Facility ESTIMATED PROJECT COST: $2.5M ESTIMATED ANNUAL O&M: $70K Service Area: Sustainability Services Department/Program: Environmental Services Project Location: TBD Project Description: This project would develop a combined Community Recycling Center (CRC) for hard-to-recycle materials (construction & demolition debris, electronic waste, common household chemical products, etc.) that features a commercially-scaled transfer station for yard waste and food scraps, to be co- located with the CRC. Scoping/feasibility studies (2012) for the CRC led to a multi-phase phase plan. By designing and building multiple phases simultaneously at a single location, optimal development and financial efficiencies will be gained. A full-service, permanent CRC will function as a waste diversion hub for Packet Pg. 25 Attachment1.4: Project Descriptions (2157 : Renewal of 1/4-cent Tax Measures-BOB) ENVIRONMENTAL HEALTH 16 | P a g e 7/15/2014 many years to come by accepting various hard-to-recycle materials, including organic materials, and thereby increase the community’s ability to achieve Zero Waste goals. This component of the project ($1.5M) is currently seeking funding through the City’s 2015/2016 budget process. Regional partnerships will be sought to offer the combined CRC/organics transfer station’s use to all Larimer County residents. Why is this Project Needed? The Community Recycling Center and commercial scale organics transfer station are an integral part of Fort Collins road to zero waste. The newly adopted Zero Waste goals identify the need for an organics composting facility if Fort Collins is to achieve zero waste. Currently, yard and food waste comprise an estimated 29% (38,000 tons/year) of material thrown into the landfill and are responsible for generating 3% of community greenhouse gas emissions. Larimer County landfill life is estimated to be only 12 years, and the cost of rebuilding a similar landfill is estimated to range from $20M -$80M. Keeping organics out the landfill would create more local jobs, reduce GHG emissions, extend landfill life, and improve the community’s access to compost for use as a soil amendment. Additional Details: This project requests a total of $2.5M for development and construction of a combined facility; this includes costs for the hard-to-recycle-materials center ($1.5 M) and $1M for the organics transfer station. The site will be operated by the private sector under contract(s) to the City. Therefore, charges will be applied for users of the organics transfer, currently estimated at $35/ton; however, the gate fee for the hard-to-recycle-materials remains to be determined by the operator. The City’s expectation is for operations and maintenance (O&M) costs to be covered in the operator(s) business model. The on-going O&M costs of $70,000 identified here provides a contingency to cover unanticipated facility maintenance costs and/or limited subsidy to the operator(s) during the first few years of operation as the usage scales up. ENV3-RECOMMENDED PROJECT TITLE: Downtown Poudre River Enhancements ESTIMATED PROJECT COST: $13.8M ESTIMATED ANNUAL O&M: $125K Service Area: Community Services Department/Program: Natural Areas and PP&D Project Location: Poudre River between Shields Street and Lincoln Avenue Project Description: This project has three distinct enhancement areas. The Coy diversion project (near the Power Plant building) involves modifying/removing the Coy diversion structure and boat chute, creating a whitewater park, enhancing the river habitat and adding a pedestrian bridge over the river east of College Avenue. The Martinez/Legacy Park project improves Legacy Park by routing the road away from the river, modifying and revegatating the river bank, adding picnic areas, creating natural play areas, and adding a restroom, parking and landscaping. The project also re-grades parts of both parks to connect them to the floodplain, which mitigates flooding risks at College Avenue. This project also modifies the Lake Canal diversion structure to facilitate boating and fish movement. The third project implements the Poudre River Enhancement Plan between Linden and Lincoln. Improvements include bank stabilization and beautification as well as habitat Packet Pg. 26 Attachment1.4: Project Descriptions (2157 : Renewal of 1/4-cent Tax Measures-BOB) ENVIRONMENTAL HEALTH 17 | P a g e 7/15/2014 enhancements. This reach of the river has been heavily impacted by human use over the years and this project will help beautify and naturalize the area. Implementation of the project requires cooperation from other parties with ownership interests in diversion structures and other property impacted by the improvements. Why is this Project Needed? The Poudre River is an elemental part of Fort Collins yet it has never been integrated into the fabric of our community. This project will connect the community to the river. The project will significantly improve the river ecosystem and help restore the river’s natural beauty. River recreation will be greatly enhanced by trail improvements, play areas, river access points, picnic areas and a whitewater park. The project will also help protect life and property by improving management of stormwater. Other Related Projects: Woodward natural area and river improvements; Sterling and McMurry Ponds river improvements; Shields bridge replacement (County). Additional Details: The Coy diversion project is estimated to cost $6 million. The Martinez/Legacy project is estimated to cost $5.3 million. The Linden/Lincoln project is estimated to cost $2.5 million. Total project cost is $13.8 million. Staff intends to seek funding for the Coy diversion project through the BFO process and other available avenues to accelerate implementation. Packet Pg. 27 Attachment1.4: Project Descriptions (2157 : Renewal of 1/4-cent Tax Measures-BOB) HIGH PERFORMING GOVERNMENT 18 | P a g e 7/15/2014 HPG1-RECOMMENDED PROJECT TITLE: Parking Garage & Retail Space ESTIMATED PROJECT COST: $10-11M ESTIMATED ANNUAL O&M: $300K for both Garages Service Area: Community and Operations Services Department/Program: Operations Services Project Location: Block 32 Project Description: There is a growing need for additional parking in downtown Fort Collins to meet the daily needs of the community. We are looking at two separate parking structures, each having 400 parking stalls, office for parking services and 11,000 SF of retail space which will be leased along the street fronts. Why is this Project Needed? There is a growing need for additional parking in downtown Fort Collins to meet the daily needs of the community. With the new master plan for Blocks 32 and 42, there will become an increased parking need for both the City staff and the public that will be visiting these facilities. The Master plan calls for two separate parking structures with each having 400 stalls and retail space that can be leased along the street fronts. Other Related Projects (if any): 1. Municipal Services City & Hall/ Administration Building – A new 125,000 SF City Hall is being proposed and shown to be placed on Block 32/42 which is to house many departments currently located in 215 N Mason. 2. Utilities Customer Service and Administration building is being designed for construction beginning in July 2014. This building is a 35,000 SF building and is to be located on the SW corner of Block 32 and will house the customer service and senior management of the Fort Collins Utilities Service Area. 3. Building and Development Services – With many of the current staff at 215 N Mason being placed in the New City Hall this frees up space to move the Building and Development services from 281 N College and allow for this property to be sold off. HPG2 PROJECT TITLE: Vehicle Storage ESTIMATED PROJECT COST: $3M ESTIMATED ANNUAL O&M: $65K Service Area: Community and Operations Services Department/Program: Operations Services Project Location: Streets Facility 625 Ninth Street Project Description: This project is for the construction of a new 20,000 square foot facility for vehicle storage to house snow removal equipment. There will also be room to store construction equipment such as the road graders and loaders that are used for snow removal. The building will have 14 bays which will allow for all the needed equipment to be stored inside. Packet Pg. 28 Attachment1.4: Project Descriptions (2157 : Renewal of 1/4-cent Tax Measures-BOB) HIGH PERFORMING GOVERNMENT 19 | P a g e 7/15/2014 Why is this Project Needed? The current vehicle storage facility is already beyond capacity. As the city grows and the demand for snow removal increases, more space will be needed for additional plow trucks and equipment. Having snow plow trucks loaded and stored in a covered and heated space helps to ensure timely response to snow which has been proven to decrease snow removal costs as well as ensure safe streets for the public. Getting plows on the streets early allows crews to get ahead of the storm. HPG3 PROJECT TITLE: Building and Development Services ESTIMATED PROJECT COST: $6-7M ESTIMATED ANNUAL O&M: 0 Service Area: Community and Operations Services Department/Program: Operations Services Project Location: Block 32 Project Description: There is a growing need to have the City’s Building and Development services in a central location so there are better efficiencies and collaboration during the project review process. Discussions indicate a new City Hall would house many departments currently in 215 N Mason. If this space is vacated, there will be adequate space to move the staff currently at 281 N College into 215 N Mason and occupy the 1st and 2 nd floors. This would create a central location for Building and Development services because the staff at 700 Wood Street would be relocated to the New Customer Service building on Block 32. This would create a one-stop shop for the public and improve customer services. Why is this Project Needed? Most of the City Building and Development services are located at 281 N College, but there are also some review personnel currently located at 700 Wood Street and 215 N Mason. The ideal scenario would be to have all these personnel in one central location so the City would have better efficiencies and collaboration during the review process, and the public would have a one stop shop for interaction during the review process. Other Related Projects (if any): 1. Municipal Services City & Hall/ Administration Building – A new 125,000 SF City Hall is being proposed and shown to be placed on Block 32/42 which is to house many departments currently located in 215 N Mason. 2. Utilities Customer Service and Administration building is being designed for construction beginning in July 2014. This building is a 35,000 SF building and is to be located on the SW corner of Block 32 and will house the customer service and senior management of the Fort Collins Utilities Service Area. 3. Parking Garage Structure – A new 400 Stall parking structure is part of the Master plan for Blocks 32 and 42 to reduce the increased demand for parking in Downtown Fort Collins. Packet Pg. 29 Attachment1.4: Project Descriptions (2157 : Renewal of 1/4-cent Tax Measures-BOB) HIGH PERFORMING GOVERNMENT 20 | P a g e 7/15/2014 HPG4 PROJECT TITLE: City Hall/ Administration Building ESTIMATED PROJECT COST: $40-50M ESTIMATED ANNUAL O&M: 500K Service Area: Community and Operations Services Department/Program: Operations Services Project Location: Block 32/42 Project Description: The City of Fort Collins is looking to develop its downtown property to meet future building capacity and improve efficiencies between departments. Most City buildings are at or near capacity, and the City is looking at ways to use Blocks 32 and 42 to plan how the City of Fort Collins should function for the next 15–20 years and prepare for future growth for the next 50–100 years. The current City Hall is out of space and has no room for growth so as we are discussing a new City Hall we are looking at what departments should be in a New City Hall and what space would be needed to function properly. It has been determined after several interviews and meetings that City Hall should house the following departments: City Attorney, City Clerk, City Manager, CPIO, HR, Finance, IT, Risk Management, Municipal Courts, Sustainability along with Council offices and chambers. With these departments we are looking at a City Hall of 125,000 SF which provides some room for future growth. Why is this Project Needed? City Hall, like most City buildings, is at capacity and many departments which should be in City Hall have been moved out due to lack of space causing poor efficiencies and collaboration. Other Related Projects (if any): 1. Utilities Customer Service and Administration building is being designed for construction beginning in July 2014. This building is a 35,000 SF building and is to be located on the SW corner of Block 32 and will house the customer service and senior management of the Fort Collins Utilities Service Area. 2. Building and Development Services – With many of the current staff at 215 N Mason being placed in the New City Hall this frees up space to move the Building and Development services from 281 N College and allow for this property to be sold off. 3. Parking Garage Structure – A new 400 Stall parking structure is part of the Master plan for Blocks 32 and 42 to reduce the increased demand for parking in Downtown Fort Collins. Packet Pg. 30 Attachment1.4: Project Descriptions (2157 : Renewal of 1/4-cent Tax Measures-BOB) SAFE COMMUNITY 21 | P a g e 7/15/2014 SC1-RECOMMENDED PROJECT TITLE: Regional Training Facility ESTIMATED PROJECT COST: $10.5M ESTIMATED ANNUAL O&M: $320K Service Area: Police Services Department/Program: Administration Project Location: Fort Collins – Loveland Airport Project Description: Regional Training Facility Partnership with Loveland Why is this Project Needed? The current shooting range is over 20 years old and in need of major repairs estimated to cost $600K. With only 12 shooting lanes, the capability for efficient training is extremely limited. The city’s population is expected to grow annually by 2% increasing the need for additional officers. The Mulberry corridor is expected to be annexed into the city sometime around 2017 necessitating additional officers. Training of new officers is further exacerbated due to sending them to Adams County for a basic police academy. This model is not efficient as the agency continues to grow. Police Services does not have any local area to train for driving, necessitating travel to a facility in Adams County. By partnering with the City of Loveland, both communities benefit. Time not used by Fort Collins or Loveland at the facility will be rented out to other northern Colorado agencies to help offset the costs of operations and maintenance. There is no such facility in northern Colorado and interest level is high with other law enforcement agencies. This facility also allows for the establishment of a basic police training academy, which will increase efficiencies and be cost effective compared to our current model. The anticipated $21 million cost will be shared equally by both cities. Additional Details: The O & M costs include all staff expenses, marketing, range support, range equipment and operating costs, and maintenance contingency. While some of this will be offset by user fees from outside agencies, the cities of Loveland and Fort Collins will pay the lion’s share of expenses. It is uncertain at this time if the split will be 50/50 since FCPS is twice the size of Loveland. SC2-RECOMMENDED PROJECT TITLE: Computer Aided Dispatch/Records Management System Upgrades ESTIMATED PROJECT COST: $2M ESTIMATED ANNUAL O&M: 0 Service Area: Police Services Department/Program: Information Services Project Location: Police Building and Laptop Computers Project Description: Necessary upgrades/maintenance on CAD/RMS system (2016 thru life of tax at $200K annually) Why is this Project Needed? The current system will age out and parts and support will become obsolete requiring upgrades and/or replacement. Replacement includes 5-year server replacement as outlined in the IT Service Level Agreement (SLA). In public safety departments such as police, fire, and ambulance, it is essential that communications and records systems are consistently operating without system failures. This equipment is important to the ongoing mission to provide for efficient and highly functioning first response to emergency Packet Pg. 31 Attachment1.4: Project Descriptions (2157 : Renewal of 1/4-cent Tax Measures-BOB) SAFE COMMUNITY 22 | P a g e 7/15/2014 situations, police situations, fires and natural disasters, or any other type of response to provide for public safety. SC3-RECOMMENDED PROJECT TITLE: Land Purchase for Police Maintenance Facility ESTIMATED PROJECT COST: $800K-1.1M ESTIMATED ANNUAL O&M: 5K Service Area: Community and Operations Services Department/Program: Operations Services Project Location: To be determined Project Description: The purchase of this property and the site improvements will be the first phase of a long-term future project for a future shared fleet police vehicle maintenance shop. Preliminary discussions have begun with Larimer County to service Larimer County Sheriff's vehicles at this site. Why is this Project Needed? Development has already begun in the area between the Police Services site and Larimer County Sheriff’s facility. We need to purchase a suitable property now, while good sites are available and before property values increase. Other Related Projects: Police Maintenance Facility SC4-RECOMMENDED PROJECT TITLE: Police District One Lease Buyout ESTIMATED PROJECT COST: $500K ESTIMATED ANNUAL O&M: 0 Service Area: Community and Operations Services Department/Program: Operations Services Project Location: Civic Center Parking Garage Project Description: The Police have had a unit known as District One in Old Town since 1999. In May of 2010, District One moved into a space containing 3,800 square feet in the Civic Center Shoppes on the ground floor of the Parking Garage. Having this Police presence in the Old Town area has been very advantageous for the Police Department. Their current location, while not in Old Town, is on the east side of the tracks, enabling officers to reach Old Town very quickly. In addition, since the main Police Department has moved close to Drake and Timberline, the officers on the north side of town use this space for their office work. The Police would like to continue to use this space and our current lease terminates April 30, 2015. Why is this Project Needed? When the City constructed the Parking Garage, the space for the retail spaces were leased to the Contractor under a ground lease with a term of 40 years. The Ground Lease was later assigned to Post Modern Development. There are around 25 years left on this Ground Lease. We had meetings with Post Modern Development this summer and we discussed the possibility of buying out their share of the space occupied by District One. Since the Police do desire to stay in this space, it makes sense to own the space, avoid paying rental costs, and be in control of all costs for maintenance and repair. In addition, the value of this space will increase once the MAX becomes operational in the spring of 2014. Packet Pg. 32 Attachment1.4: Project Descriptions (2157 : Renewal of 1/4-cent Tax Measures-BOB) SAFE COMMUNITY 23 | P a g e 7/15/2014 SC5-RECOMMENDED PROJECT TITLE: Campus West Policing Sub-Station ESTIMATED PROJECT COST: $460K ESTIMATED ANNUAL O&M: $486K/ $77K for lease and $409K for personnel Service Area: Police Services Department/Program: Patrol Project Location: Campus West Area Project Description: The identification and securing of building space to establish a police sub-station in the Campus West area. This could also be a partnership with other City entities such as Neighborhood Services and CSU. This project would provide improved City services to constituents. Why is this Project Needed? The Campus West sub-station and community policing team was originally proposed in 2005 in the BFO process. In 2012, partial funding through KFCG was received for 4 police officers to be dedicated to the area; however, the facility and the remaining sergeant, two police officers, and records specialist packaged with the sub-station were not funded. The presence of both long-term homeowners and a large CSU student population that rent homes creates challenges for the area surrounding CSU. There are also large apartment complexes in the area with a high CSU student population. The neighborhood associations in that area are very active in maintaining their quality of life. The Campus West area sees a high level of property crime, noise and party complaints and disturbances. A sub-station in the Campus West area is of value to residents on the west side of the city as a point of contact for police services, and the opportunity to co-locate with other city and university departments would create a very positive community policing partnership. The future addition of thousands of students, a possible on-campus stadium and the growing population density in this area will continue to make a stronger police presence in this area important Additional Details: Project costs are based on an estimate of $360K to obtain and modify the facility and $100K for start-up costs for the personnel. The estimated annual O&M represents an estimated $77K for lease payments for the facility and $409K in ongoing personnel costs for a sergeant, two police officers and a records specialist to fully staff the team. These personnel are in addition to the four police officers currently funded by KFCG. SC6 PROJECT TITLE: Halo Camera and Other Camera Monitoring ESTIMATED PROJECT COST: $1.09M ESTIMATED ANNUAL O&M: 0 Service Area: Police Services Department/Program: Information Services Project Location: Various City Locations Project Description: This project seeks to utilize cameras placed in high activity locations, at selected traffic intersections, and two mobile camera platforms for surveillance at any desired location. This purchase would also include essential computer management software and hardware, fiber from cameras to storage location, and Packet Pg. 33 Attachment1.4: Project Descriptions (2157 : Renewal of 1/4-cent Tax Measures-BOB) SAFE COMMUNITY 24 | P a g e 7/15/2014 self-contained platforms with the ability to broadcast to a centralized location for monitoring. Why is this Project Needed? Increasingly camera technology is being utilized in law enforcement as a valuable tool to record situations when police are not present. Active monitoring assists in providing police response during criminal acts. Camera technology has been refined and picture quality has vastly improved. Cost has significantly decreased. Camera technology has exhibited its value throughout the world as it relates to public safety, recording of major events at specific locations, apprehension of criminals, and providing evidence for prosecution. The Boston Marathon bombing is an example of the ability to record events and provide photographic evidence leading to the apprehension of those responsible. In addition to providing a record of events during an incident, cameras also serve as a crime deterrent. SC7 PROJECT TITLE: Police Vehicle Maintenance Facility ESTIMATED PROJECT COST: $6.5-7.5M ESTIMATED ANNUAL O&M: $280K Service Area: Community and Operations Services Department/Program: Operations Services Project Location: To be determined Project Description: The plan for this facility is to perform routine maintenance on the police vehicle fleet. There have also been preliminary discussions with Larimer County with regard to the potential for collaboration in servicing Larimer County Sheriff's vehicles at this shop. Why is this Project Needed? We have 171 police vehicles at the Timberline Police Station. Having a vehicle maintenance shop closer to the Station than the existing maintenance shop will provide more efficient service for the Police. It will be more cost effective and more convenient to have routine items performed on their vehicles without having to drive as far as they currently do to the existing maintenance shop. Packet Pg. 34 Attachment1.4: Project Descriptions (2157 : Renewal of 1/4-cent Tax Measures-BOB) TRANSPORTATION 25 | P a g e 7/15/2014 T1-RECOMMENDED PROJECT TITLE: Vine & Lemay Grade Separated Crossing Design, ROW and Construction ESTIMATED PROJECT COST: $25M ESTIMATED ANNUAL O&M: $60K Service Area: Planning, Development, & Transportation Department/Program: Engineering Project Location: Lemay Avenue between Lincoln Avenue and New (Realigned) Vine Drive. Project Description: Design, right-of-way acquisition and construction of the master-planned realignment of Lemay Avenue, including grade separation of Lemay Avenue and the Burlington Northern and Santa Fe Railroad. The cost estimate from the 2010 Mountain Vista plan for this project is $32M. Staff is in the process of developing concept alternatives including revised cost estimates. Why is this Project Needed? Existing Vine Drive and Lemay Avenue is congested and constrained by the Burlington Northern and Santa Fe Railroad. Trains block the intersection and create extended gridlock in the area. This location is a top location for congestion and safety complaints. Existing neighborhoods in this area are becoming increasingly impacted by the congestion on Lemay. Additional Details: Other funding sources such as Street Oversizing and Local Street obligations would be available, so Staff is recommending BOB 2.0 funding of $25M not the currently estimated cost of $32M. Note: BFO Offer 1.9 is for Vine/Lemay Design and ROW purchase. Other Related Projects: New (Realigned) Vine Drive between College Avenue and Timberline, including the New Vine and Lemay intersection. T2-RECOMMENDED PROJECT TITLE: Realigned Vine Drive I (New Vine Drive) from College Avenue to Lemay Avenue ESTIMATED PROJECT COST: $8-12M ESTIMATED ANNUAL O&M: $30K Service Area: Planning, Development, & Transportation Department/Program: Engineering Project Location: Realigned Vine Drive (New Vine Drive) from College Avenue to Lemay Avenue Project Description: This project would construct a New Vine Drive on an alignment north of the existing Vine Drive as identified on the Master Street Plan and New Vine Drive Conceptual Design. The road is planned as a 4-lane arterial and is identified as an Enhanced Travel Corridor connecting the northeast portion of the City to downtown. Why is this Project Needed? A new alignment of Vine Drive is master planned to create separation between Vine Drive and the Burlington Northern and Santa Fe Railroad and limit impact to existing neighborhoods. The project is vital to maintaining connectivity and mobility for all modes of travel in the northeast part of Fort Collins. Other Related Projects: Lemay Avenue realignment and grade separation. Packet Pg. 35 Attachment1.4: Project Descriptions (2157 : Renewal of 1/4-cent Tax Measures-BOB) TRANSPORTATION 26 | P a g e 7/15/2014 T3-RECOMMENDED PROJECT TITLE: Timberline Road Improvements – Stetson Creek to Trilby Road ESTIMATED PROJECT COST: $12M ESTIMATED ANNUAL O&M: $36K Service Area: Planning, Development, & Transportation Department/Program: Engineering Project Location: Timberline Avenue between Stetson Creek and Trilby Road Project Description: This project would improve Timberline Road to 4-lane arterial standards between Stetson Creek and Trilby Road. These standards may be varied for context sensitivity, but the intent of connectivity for all modes will be met. Why is this Project Needed? Substantial development in the southeast area of Fort Collins has highlighted existing transportation deficiencies on Timberline Road including lack of roadway capacity, bicycle facilities, sidewalks, curb, gutter, medians and landscaping. This project addresses a key pedestrian facilities deficiency in the Southeast part of town helping safely connect neighborhoods to schools, parks, churches, and open space. T4-RECOMMENDED PROJECT TITLE: West Laporte Avenue Improvements – Impala Drive to Taft Hill Road ESTIMATED PROJECT COST: $2.5M ESTIMATED ANNUAL O&M: $8K Service Area: Planning, Development, & Transportation Department/Program: Engineering Project Location: West Laporte Avenue Improvements from Impala Drive to Taft Hill Road Project Description: This project would improve Laporte Avenue to 2-lane arterial standards as identified on the Master Street Plan from Impala Drive to Taft Hill Road. Why is this Project Needed? This section of Laporte Avenue lacks key elements of the 2-lane arterial standard and serves a critical connection to Poudre High School. T5-RECOMMENDED PROJECT TITLE: Lincoln Avenue Improvements ESTIMATED PROJECT COST: $12M ESTIMATED ANNUAL O&M: $36K Service Area: Planning, Development, & Transportation Department/Program: Engineering Project Location: Lincoln Avenue between Jefferson Street and Lemay Avenue Project Description: This project would improve Lincoln Avenue, including the Lincoln Avenue bridge over the Poudre, from Packet Pg. 36 Attachment1.4: Project Descriptions (2157 : Renewal of 1/4-cent Tax Measures-BOB) TRANSPORTATION 27 | P a g e 7/15/2014 Lemay Avenue to Jefferson Street. The improvements will be based on the recently adopted Lincoln Corridor Plan. This funding level represents the minimal improvement level specified by City Council at the time of the Lincoln Corridor Plan adoption. Why is this Project Needed? Lincoln Avenue currently lacks sidewalks, curb and gutter, left turn lanes and enhancements including landscaping and urban design. The adjacent land uses are redeveloping, especially the south side (Woodward). Additional Details: Note: BFO Offer1.12 is for Lincoln design; 17.2 is for neighborhood projects in the plan area identified during the Corridor plan. T6-RECOMMENDED PROJECT TITLE: Jefferson Street Improvements-College Avenue to Lincoln Avenue/Mountain Avenue ESTIMATED PROJECT COST: $7.5M ESTIMATED ANNUAL O&M: $24K Service Area: Planning, Development, & Transportation Department/Program: Engineering Project Location: Jefferson Street Improvements from College Ave to Lincoln Avenue/Mountain Avenue Project Description: This project would implement modifications to Jefferson Street identified in the Jefferson Street Corridor Plan. These include a change to a 3-lane cross section, improvements to the traditional intersections at Linden and Lincoln, pedestrian improvements, urban design, and a landscaped median. Why is this Project Needed? Jefferson Street is a narrow four lane street and carries significant truck traffic. The intent of this project is to create a street more consistent with a downtown urban character while maintaining the function of the road as a State Highway and truck route. The design is the result of a detailed and collaborative corridor study completed by the City, the Downtown Development Authority (DDA), and the Colorado Department of Transportation (CDOT). A key goal of the design is to remove the perceived barrier the existing street causes between Old Town and the emerging River District. Additional Details: The final design of this project is currently funded through a federal grant. The project is planned to be collaboration with utilities to replace and upgrade sewer, stormwater and water infrastructure. Other Related Projects: Lincoln Boulevard Improvements, Willow Street Improvements T7-RECOMMENDED PROJECT TITLE: College Midtown Transportation Plan Implementation Fund ESTIMATED PROJECT COST: $10M, could be apportioned over time ESTIMATED ANNUAL O&M: $33K Service Area: Planning, Development, & Transportation Department/Program: FC Moves Packet Pg. 37 Attachment1.4: Project Descriptions (2157 : Renewal of 1/4-cent Tax Measures-BOB) TRANSPORTATION 28 | P a g e 7/15/2014 Project Location: College Avenue between Mulberry and Harmony Project Description: The College Midtown Transportation Plan is in its initial stages, with an anticipated completion date in the 4th quarter of 2014. When completed, the Plan will include a prioritized list of infrastructure improvement projects for all modes of travel. At this time a specific list of improvements has not yet been developed. BFO Offer 1.17 “Midtown Plan Implementation” (2015-$750,000) is for final design of improvements. Why is this Project Needed? College Avenue is a major arterial corridor that serves as a transportation and commercial hub for the city. As land uses along the College and Mason corridors continue to become denser and more intense, the roadway will require new improvements to address the needs and demands of expanding user groups. T8 Continuation of BOB I Project-RECOMMENDED PROJECT TITLE: Bike Plan Implementation ESTIMATED PROJECT COST: $500K/year for $5M total ESTIMATED ANNUAL O&M: $15K Service Area: Planning, Development, & Transportation Department/Program: FC Moves Project Location: Fort Collins Project Description: Provides a dedicated annual source of funding to be used to implement small capital projects identified in the Bike Plan, or which advance cycling. These funds may be used toward stand-alone bike facility projects, or may be used to supplement other capital projects to enhance the bicycle elements of the project. Why is this Project Needed? Provides a dedicated funding source for bike projects. These projects are often relatively small scale. Periodically, opportunities arise to provide additional bike facilities as an “add on” to another larger project, and this resource allows these low cost additions. Additional Details: This is an annual, ongoing allocation. This program would be a continuation of the current bike plan implementation funding in the existing Building on Basics program. T9-RECOMMENDED PROJECT TITLE: Bicycle/Pedestrian Grade-Separated Crossings Fund ESTIMATED PROJECT COST: $10M Total, $1M/Year ESTIMATED ANNUAL O&M: $ 30K Service Area: Planning, Development, & Transportation Department/Program: FC Moves/ Engineering/Park Planning and Development Project Location: Fort Collins Packet Pg. 38 Attachment1.4: Project Descriptions (2157 : Renewal of 1/4-cent Tax Measures-BOB) TRANSPORTATION 29 | P a g e 7/15/2014 Project Description: This project establishes an annual fund that would construct top priority grade-separated bicycle and pedestrian crossings across arterial roadways. Staff in PDT and Park Planning and Development are coordinating to determine top priority projects. Potential locations include the Power Trail crossing at Harmony Road, crossing Shields Street west of the CSU Main Campus, crossing Prospect Road near Center Avenue, major arterial crossings by the Mason Trail, and other crossings identified in the Harmony Road Enhanced Travel Corridor Plan and the Midtown in Motion College Avenue Transportation Study. The proposed level of funding would allow construction of approximately one crossing every other year. Note: BFO Offer 1.15 is similar. Why is this Project Needed? Grade separated crossings allow bicyclists and pedestrians in high use areas to cross major roadways more safely and efficiently. T10-RECOMMENDED PROJECT TITLE: Start-up for Bike Share ESTIMATED PROJECT COST: $505K ESTIMATED ANNUAL O&M: $150K Service Area: Planning, Development, & Transportation Department/Program: FC Moves Project Location: Fort Collins Project Description: This project is for estimated capital start-up costs to provide automated (i.e., self-checkout) bike share service in Fort Collins. It is anticipated that the automated program would supplement and work in tandem with the existing Bike Library. The project cost covers the City’s share of capital and the first two years of operations. The requested amount represents the City’s share of expenses and considers other sources based on recommendations in the Bike Share Business Plan. Annual O & M costs may be further offset by availability of other funding sources. Note: BFO Offer 2.6 is similar. Why is this Project Needed? Bike share is an efficient and effective way to make bicycling available across the City. This program will have particular synergy with MAX and other Transfort services, allowing commuters to use the transit system and check out bicycles at their destinations in order to complete their trip. Bike share can serve as a key strategy for reducing demand for on-bus bike racks. Additional Details: Staff has developed a business plan that outlines how to best proceed with this program. It is typical to combine seed funds from a local government with fees, sponsorships, and other funding sources to complete the overall financing of a bike share system. T11 Continuation of BOB I Project-RECOMMENDED PROJECT TITLE: Transfort Bus Fleet Replacement ESTIMATED PROJECT COST: Total $4.2M, $420K/year ESTIMATED ANNUAL O&M: $35K per bus/ 350K total Service Area: Planning, Development, & Transportation Department/Program: Transfort Packet Pg. 39 Attachment1.4: Project Descriptions (2157 : Renewal of 1/4-cent Tax Measures-BOB) TRANSPORTATION 30 | P a g e 7/15/2014 Project Location: Fort Collins Project Description: The funding of this project would provide the 20% local match needed to replace 40 heavy duty buses and add 10 new specialty buses over the next 10 years. This 20% or, $4.2 million, would be leveraged to receive $16.8 million of federal and state grant funding. Over the next ten years three-quarters of Transfort’s fleet will be beyond its useful life. The replacement of buses beyond their useful life will reduce maintenance expenses and ensure reliable service to the Transfort customer. Why is this Project Needed? With local match funding in place, Transfort can apply for federal funding to procure the needed vehicles. Oftentimes, federal grants require that local funds are already in place prior to the funding award and by ensuring that Transfort has access to local match funding, staff is free to seek out any and all grant opportunities. In turn, by not allowing Transfort’s fleet of vehicles to surpass its useful service life, the City of Fort Collins will reduce preventive maintenance costs by approximately $30,000 per vehicle per year or $1.5M over the span of the project. Additional Details: This project is requesting $4.2M over the next ten years to leverage local match funding for $16.8M in federal grant funding to purchase 50 replacement heavy duty vehicles. The project has the added benefit of saving in excess of $1.5M in preventive maintenance costs that would be incurred otherwise. T12 Continuation of BOB I Project-RECOMMENDED PROJECT TITLE: Arterial Intersection Improvements Fund ESTIMATED PROJECT COST: Total $7.5M, $750K/yr. ESTIMATED ANNUAL O&M: $2K Service Area: Planning, Development, & Transportation Department/Program: Engineering Project Location: Fort Collins Project Description: This project would create a funding source to address the City’s highest priority safety and congestion problems at arterial intersections. Note: BFO Offer 1.7 is the last year appropriation of the BOB I funds. Typically, these projects have included landscaping and urban design improvements to intersections. The projects will be prioritized on a rigorous analysis of benefits (increased safety and reduced congestion for all modes of travel) and costs. Why is this Project Needed? A comprehensive Arterial Intersection Prioritization Study was completed in 2011 and identifies key improvement locations. Some of these projects were completed with BOB funding; this project would continue funding for the improvements. Additional Details: These projects have historically been very competitive in the Federal Grant programs. Leveraging of similar funds in the previous BOB tax measure more than doubled the available dollars. Packet Pg. 40 Attachment1.4: Project Descriptions (2157 : Renewal of 1/4-cent Tax Measures-BOB) TRANSPORTATION 31 | P a g e 7/15/2014 T13 -RECOMMENDED PROJECT TITLE: Bridge Maintenance and Replacement ESTIMATED PROJECT COST: Total $20M ESTIMATED ANNUAL O&M: $0 Service Area: Planning, Development, & Transportation Department/Program: Engineering Project Location: Citywide Project Description: This project repairs and replaces deficient, sub-standard, and obsolete bridges within the Citywide network of 280+ bridges. Potential projects are prioritized using a triple bottom line approach. They include both small and large structures, and typically include bicycle, pedestrian and urban design improvements. Why is this Project Needed? The City’s network of bridges is aging and deteriorating. A dedicated source of funding is necessary to maintain the network to a safe and responsible standard. Other Related Projects: BFO Offer 1.21 is similar. T14-RECOMMENDED PROJECT TITLE: Southwest Annexation Road Improvements Fund ESTIMATED PROJECT COST: $5M ESTIMATED ANNUAL O&M: Service Area: Planning, Development and Transportation Department/Program: Streets Project Location: Southwest Annexation Area Project Description: This proposal establishes a fund to partner with southwest annexation area HOA’s and residents to help make needed improvements to roads not built to City standards and in need of repair or replacement. City Ordinance 182 (1998) states that, “except for minor maintenance needed to keep the streets in a safe condition, the City will not maintain substandard annexed streets until such time as the streets have been upgraded to comply with City standards”. Note: BFO Offer 25.19 is similar. Why is this Project Needed? Many substandard roads in the Southwest Annexation area are aging and in disrepair. HOA’s and residents struggle to collect funds adequate to make needed repairs and bring roads up to City standard. This fund could help establish public-private partnerships to accelerate much needed repairs to infrastructure in this area. Packet Pg. 41 Attachment1.4: Project Descriptions (2157 : Renewal of 1/4-cent Tax Measures-BOB) TRANSPORTATION 32 | P a g e 7/15/2014 T15 PROJECT TITLE: Realigned Vine Drive II (New Vine Drive) from Lemay Avenue to Timberline Road ESTIMATED PROJECT COST: $8-12M ESTIMATED ANNUAL O&M: $30K Service Area: Planning, Development, & Transportation Department/Program: Engineering Project Location: Realigned Vine Drive (New Vine Drive) from Lemay Avenue to Timberline Road Project Description: This project would construct a New Vine Drive on an alignment north of the existing Vine Drive as identified on the Master Street Plan and New Vine Drive Conceptual Design. The road is planned as a 4-lane arterial and is identified as an Enhanced Travel Corridor connecting the northeast portion of the City to downtown. Why is this Project Needed? A new alignment of Vine Drive is master planned to create separation between Vine Drive and the Union Pacific Railroad and limit impact to existing neighborhoods. The project is vital to maintaining connectivity and mobility for all modes of travel in the northeast part of Fort Collins. Other Related Projects: Lemay Avenue realignment and grade separation, New Vine between College and Lemay. T16 PROJECT TITLE: Trilby Road Improvements I – College Avenue to Lemay Avenue ESTIMATED PROJECT COST: $8M ESTIMATED ANNUAL O&M: $24K Service Area: Planning, Development, & Transportation Department/Program: Engineering Project Location: Trilby Road Improvements from College Avenue to Lemay Avenue Project Description: This project would improve Trilby Road to 4-lane arterial standards as identified on the Master Street Plan from College Avenue to Lemay Avenue. Why is this Project Needed? This section of Trilby Road lacks key elements of the 4-lane arterial standard including bike lanes and sidewalks. T17 PROJECT TITLE: Trilby Road Improvements II – Lemay Avenue to Timberline Road ESTIMATED PROJECT COST: $12M ESTIMATED ANNUAL O&M: $36K Service Area: Planning, Development, & Transportation Department/Program: Engineering Project Location: Trilby Road Improvements from Lemay Avenue to Timberline Road Packet Pg. 42 Attachment1.4: Project Descriptions (2157 : Renewal of 1/4-cent Tax Measures-BOB) TRANSPORTATION 33 | P a g e 7/15/2014 Project Description: This project would improve Trilby Road to 4-lane arterial standards as identified on the Master Street Plan from Lemay Avenue to Timberline Road. Why is this Project Needed? This section of Trilby Road lacks key elements of the 4-lane arterial standard. This roadway serves as a critical connection in the southeast part of Fort Collins for neighborhoods, schools and parks. The roadway currently lacks adequate bicycle and pedestrian facilities. T18 PROJECT TITLE: Mulberry and Prospect Interchange -Gateway ESTIMATED PROJECT COST: $10M ESTIMATED ANNUAL O&M: $30K Service Area: Planning, Development, & Transportation Department/Program: Engineering Project Location: Mulberry and Prospect Interchanges Project Description: The Colorado Department of Transportation (CDOT) has authorized the design of I-25 from SH 392 to SH 14 (Mulberry Street) including the Interchanges at Prospect and Mulberry. As part of the 2013/2014 Budget process funds were approved to design enhancement features to the CDOT design as well as gateway elements to the I-25 design. CDOT anticipates the construction of part or all and these improvements over the next 5 to 10 years. This project will provide construction funds to enhance the CDOT construction. This project will develop and construct critical gateway features including gateway signage and landscaping. Why is this Project Needed? This is a one-time opportunity to participate and influence the design of these gateway projects which will eventually be part of the City. Additional Details: The $10M cost assumes this project will be constructed with the interchange construction. Given the uncertainty of funding for the interchange improvements, this project could be reduced to $6M as a stand-alone signage and landscaping project that would interface with the eventual interchange improvements. T19 PROJECT TITLE: Prospect Road Corridor Improvements I – Taft Hill Road to the Poudre River ESTIMATED PROJECT COST: $ 22M ESTIMATED ANNUAL O&M: $ 66K Service Area: Planning, Development, & Transportation Department/Program: Engineering Project Location: Prospect Road from Taft Hill Road to the Poudre River Project Description: This project would improve Prospect Road to 4-lane arterial standards with variations for context sensitivity from Taft Hill Road to the Poudre River (east of Timberline Road). Prospect is also Packet Pg. 43 Attachment1.4: Project Descriptions (2157 : Renewal of 1/4-cent Tax Measures-BOB) TRANSPORTATION 34 | P a g e 7/15/2014 identified as an Enhanced Travel Corridor. Note: BFO Offer 18.2 is for the ETC planning element necessary to identify specific Prospect Corridor improvements. Why is this Project Needed? Prospect Road is a vital arterial road connection for Fort Collins, providing the most direct link from I-25 to Colorado State University (CSU) and the Midtown area. This section of Prospect lacks critical elements of a 4-lane arterial street including adequate lane widths, landscaped medians, bike lanes and adequate sidewalks. CSU’s master plan shows continued growth and significant infrastructure projects on the south side of campus, including a potential on-campus stadium. Other Related Projects: Prospect Road Improvements II – Poudre River to I-25 T20 PROJECT TITLE: Prospect Road Corridor Improvements II – Poudre River to I-25 ESTIMATED PROJECT COST: $7.5M ESTIMATED ANNUAL O&M: $23K Service Area: Planning, Development, & Transportation Department/Program: Engineering Project Location: East Prospect Road from the Poudre River to I-25 Project Description: This project would improve Prospect Road to 4-lane arterial standards with variations for context sensitivity from the Poudre River to I-25. Prospect is also identified as an Enhanced Travel Corridor. Why is this Project Needed: Prospect Road is a vital arterial road connection for Fort Collins providing the most direct link from I-25 to Colorado State University (CSU) and the Midtown area. Development and interchange improvements are planned at I-25 and Prospect. CSU’s master plan shows continued growth and significant infrastructure projects on the south side of campus. This section of Prospect Road was improved as part of Building Community Choices but was not widened to its ultimate four lane design as shown in the Master Street Plan. Other Related Projects: Prospect Road Improvements I – Poudre River to Taft Hill Road T21 PROJECT TITLE: East Harmony Road Improvements - Medians ESTIMATED PROJECT COST: $2M ESTIMATED ANNUAL O&M: $6K Service Area: Planning, Development, & Transportation Department/Program: Engineering Project Location: East Harmony Road from Boardwalk Road to Timberline Road Project Description: This project would add landscaped medians to East Harmony Road from Boardwalk to Timberline. Packet Pg. 44 Attachment1.4: Project Descriptions (2157 : Renewal of 1/4-cent Tax Measures-BOB) TRANSPORTATION 35 | P a g e 7/15/2014 Why is this Project Needed? East Harmony lacks the standard landscaped medians in much of this section. Landscaped medians were recently installed on Harmony near the Lemay intersection. T22 PROJECT TITLE: East Harmony Road Improvements – College Avenue to Boardwalk Drive ESTIMATED PROJECT COST: $5.5M ESTIMATED ANNUAL O&M: $17K Service Area: Planning, Development, & Transportation Department/Program: Engineering Project Location: East Harmony Road Improvements from College Avenue to Boardwalk Drive Project Description: This project would improve East Harmony Road to the 6-lane arterial standard as identified on the Master Street Plan. Why is this Project Needed? This section is the final piece of East Harmony to complete the 6-lane cross section to I-25. This section lacks sidewalk on the south side. T23 PROJECT TITLE: Harmony Corridor Plan Implementation – Buffered Bike Lanes ESTIMATED PROJECT COST: $250K ESTIMATED ANNUAL O&M: $1K Service Area: Planning, Development, & Transportation Department/Program: FC Moves Project Location: Various locations along the Harmony Corridor Project Description: Installs buffered bike lanes along Harmony Road per the recommendations of the Harmony Corridor Plan. Buffered bike lanes are flat, painted lanes that include a hatched buffer area between the bike lane and the adjacent vehicle traffic. Consistent with the Harmony Enhanced Travel Corridor Plan, green pavement markings are included where appropriate. This project will result in 10 lane miles of improved bike lanes, from Shields to I-25. The cost accounts for an estimated $25K per lane mile which includes site preparation, old marking removal, signing, traffic control, mobilization, design and construction engineering. Why is this Project Needed? Harmony Road is a high speed, high volume roadway. The existing bike lanes can be enhanced by providing an additional striped buffer between the vehicle traffic and the bike lane. Other Related Projects: 5 other projects identified in the Harmony Corridor Plan Packet Pg. 45 Attachment1.4: Project Descriptions (2157 : Renewal of 1/4-cent Tax Measures-BOB) TRANSPORTATION 36 | P a g e 7/15/2014 T24 PROJECT TITLE: Harmony Corridor Plan Implementation: Intersection Improvements including Queue Jumps ESTIMATED PROJECT COST: $10M ESTIMATED ANNUAL O&M: $30K Service Area: Planning, Development, & Transportation Department/Program: FC Moves Project Location: Harmony Road at signalized intersections Project Description: This project makes intersection improvements to provide pedestrian refuges, add turn lanes where warranted, and construct bus queue jumps along Harmony Road. Queue jumps are dedicated lanes at intersections that allow buses to avoid congestion at intersections. Why is this Project Needed? These intersection improvements were identified in the Harmony Corridor Plan and provide benefits to all modes of travel. These improvements allow transit service to operate more effectively on this busy corridor. Other Related Projects: Five other projects identified in the Harmony Corridor Plan T25 PROJECT TITLE: Downtown Circulator – Mason to Lemay ESTIMATED PROJECT COST: $4.2M ESTIMATED ANNUAL O&M: $1.2M Service Area: Planning, Development, & Transportation Department/Program: Transfort Project Location: Circulator Route connecting downtown area to the Lincoln Corridor and surrounding neighborhoods, likely via Linden, Buckingham, Lincoln and Lemay Streets Project Description: Project is identified as a Phase 1 service improvement in Transfort’s Strategic Operating Plan. Cost is based on high-tech electric buses and supporting infrastructure, several new stops, 20 minute frequencies (10 minute combined), bidirectional travel, and service hours of 11-7:30 p.m. Monday - Saturday. Why is this Project Needed? To connect the Lincoln Corridor’s new and existing and businesses to downtown via frequent, direct transit service. Other Related Projects: Lincoln Boulevard Improvements. Packet Pg. 46 Attachment1.4: Project Descriptions (2157 : Renewal of 1/4-cent Tax Measures-BOB) TRANSPORTATION 37 | P a g e 7/15/2014 T26 PROJECT TITLE: High Priority, Small Capital Project Fund ESTIMATED PROJECT COST: Total $3M, $300K/year ESTIMATED ANNUAL O&M: $9K Service Area: Planning, Development, & Transportation Department/Program: Engineering Project Location: Fort Collins Project Description: This project would create a fund for the application of solving small (<$100k), high priority safety and operational transportation needs. Note: BFO Offer 1.14 is similar. Why is this Project Needed? This fund would give the City the ability to quickly address small safety and transportation operation problems as they are discovered. Historically, unanticipated high accident or dangerous locations will emerge as travel patterns change. Examples of types of projects envisioned are: roadway striping for vehicles or bicycles, access and median changes, railroad crossing modifications, sidewalk changes, etc. Packet Pg. 47 Attachment1.4: Project Descriptions (2157 : Renewal of 1/4-cent Tax Measures-BOB) COMMUNITY AND NEIGHBORHOOD LIVABILTY 38 | P a g e 7/15/2014 CNL1-RECOMMENDED PROJECT TITLE: Housing for Chronically Homeless (Homeward 2020) ESTIMATED PROJECT COST: $5M ESTIMATED ANNUAL O&M: $ Service Area: Sustainability Services Department/Program: Social Sustainability Project Location: TBD Project Description: This project would leverage funds by providing matching grant funding that will result in the construction of 125 units of permanent supportive housing for current homeless individuals. The project would be constructed and managed by the Fort Collins Housing Authority. Supportive housing is an innovative and proven solution to serve people who would not be able to stay housed without a wide range of supportive services. Affordable housing is combined with services to help people facing complex challenges to live with stability, autonomy and dignity. Supportive housing improves housing stability, employment, mental and physical health and reduces active substance use. People in supportive housing live more stable and productive lives. Housing stability and supportive services for these individuals has been proven to reduce other community costs in such areas as reduced emergency room use and reduced response needed by fire and police. Why is this Project Needed? Principle LIV 7 in City Plan states that the City envisions that “a variety of housing types and densities for all income levels shall be available throughout the Growth Management Area.” Inclusion of this project in the Building on Basics 2 package will assist in bringing this goal to fruition. Studies estimate there are over 3,000 homeless people in Larimer County. At least 250 of these individuals are chronically homeless, and nearly 1,000 are school-aged children. Our community lacks a sufficient supply of affordable housing. In June 2011 the Colorado Division of Housing released a report on rent burdened households in Colorado. At that time, there were less than 22,000 affordable rental units in Larimer County for households earning $25,000 or less per year and more than twice as many households (roughly 45,700) at that income level. Nearly 54% of renters spend more than 30% of their income for housing. Larimer County is cited as the third most rent-burdened county in the state. When housing costs rise over 30% of a household’s income, the possibility of becoming homeless significantly increases. The Murphy Center for Hope provided services to more than 1,700 (unduplicated) people in the last year and regularly provides services to more than 150 homeless or near homeless persons per day. Additionally, The FCHA’s waiting list currently has over 1,900 families/individuals waiting for affordable housing. Other Related Projects: Redtail Ponds is a 60-unit apartment community that will provide 40 units of permanent supportive housing for homeless adults with one or more disability and on-site services ranging from job training to case management. An additional 20 units will provide housing for low income individuals. The Single room occupancy (SRO) program provides 27 rooms for homeless individuals in Fort Packet Pg. 48 Attachment1.4: Project Descriptions (2157 : Renewal of 1/4-cent Tax Measures-BOB) COMMUNITY AND NEIGHBORHOOD LIVABILTY 39 | P a g e 7/15/2014 Collins. Resident Managers live on-site and provide a variety of programming to assist residents transitioning from homelessness to a more stable living arrangement. Referrals are made from Catholic Charities Mission and post shelter counseling is provided. Additional Funding Details: The total cost estimate for this project is $27,250,000. Low Income Housing Credits would cover $19,075 M. This leaves a gap of $8,175,000 between the Low Income Tax Credit source of funds and the project cost in today’s dollars. Grant funds from the City and State CDBG and HOME program can be sought to fill this gap in addition to the BOB 2.0 contribution, or additional grant funds could increase the number of units that could be built. Total O & M for this project is 1.9M annually, however the City is not committing to this cost and only recommends moving forward with a commitment from other agencies to support this cost. CNL2 Continuation of BOB I Project-RECOMMENDED PROJECT TITLE: Americans with Disabilities Act (ADA) Sidewalk Compliance/Pedestrian Plan/Arterial Pedestrian Crossings ESTIMATED PROJECT COST: Total 10 years $30.9M at $3.3M/Year ESTIMATED ANNUAL O&M: $24K Service Area: Planning, Development, & Transportation Department/Program: Engineering Project Location: Fort Collins Project Description: This project proposes to fund the Pedestrian Sidewalk and ADA Compliance Program. To date, the sidewalk program has been funded by the 2005 Building on Basics (BOB) ballot initiative which prescribed the installation of pedestrian improvements citywide to eliminate hazards and remove obstacles. In 2016, the BOB funding source will no longer be available which will require the use of additional funds. Based on the 2013 assessment, a total program cost has been quantified into a 30-year program. With the $134 million Pedestrian Sidewalk and ADA Compliance Program needs, a sustainable and predictable revenue source is recommended to implement the overall cost of construction of a 30-year compliance program. Projected costs will change over time due to inflation, construction of sidewalks by adjacent property owners and private development, and project scheduling based on construction of sidewalks by other City departments (Streets and Engineering Capital Projects Departments). Note: BFO Offer 1.6 is similar. This offer: Supports the recently updated Transportation Master Plan. Approximately $300,000 per year through 2015 has been allocated for pedestrian improvement projects. Seeks to implement the recommendations from the pedestrian needs assessment completed in 2013 which identifies missing or substandard sidewalks and ramps that do not comply with the American Disabilities Act (ADA). The Americans with Disabilities Act (ADA) required a transition plan be in place by July 26, 1992, that provided for the removal of pedestrian barriers. Any structural modifications Packet Pg. 49 Attachment1.4: Project Descriptions (2157 : Renewal of 1/4-cent Tax Measures-BOB) COMMUNITY AND NEIGHBORHOOD LIVABILTY 40 | P a g e 7/15/2014 were to be completed by January 26, 1995. Without funding for a installing the required pedestrian facilities, the City of Fort Collins will continue to be in violation of ADA without a proactive effort toward compliance. Noncompliance puts the City at risk of losing federal grant funds. Constructs missing sidewalks and ramps. Overall cost of compliance – 30-year compliance target Supports prioritization of infrastructure management software. Why is this Project Needed? The City is not in compliance with the Americans with Disabilities Act. The Pedestrian Plan is unfunded. CNL3-RECOMMENDED PROJECT TITLE: Americans with Disabilities Act Bus Stop Improvements ESTIMATED PROJECT COST: Total $1M, $100K/yr. ESTIMATED ANNUAL O&M: $28K Service Area: Planning, Development, & Transportation Department/Program: Transfort Project Location: Fort Collins Project Description: This project would improve 10 bus stops per year to meet ADA accessibility requirements. There are currently over 200 bus stops within the Transfort system that have been determined to be non-ADA accessible. Why is this Project Needed? Currently there are over 200 bus stops within the Transfort system that do not meet Americans with Disabilities Act (ADA) access requirements. This funding would allow Transfort to upgrade 10 bus stops per year to be ADA accessible and improve mobility options for disabled residents of Fort Collins. Other Related Projects: This project is related to the ADA Sidewalk Compliance program to bring all pedestrian facilities up to ADA accessibility requirements. Additional Details: This project is requesting $100,000 per year to improve a minimum of 10 bus stops per year for the duration of the funding source. Transfort staff will continually seek opportunities to leverage this limited local funding source to receive additional funding from state and federal grants to advance the improvements of deficient bus stops. Packet Pg. 50 Attachment1.4: Project Descriptions (2157 : Renewal of 1/4-cent Tax Measures-BOB) COMMUNITY AND NEIGHBORHOOD LIVABILTY 41 | P a g e 7/15/2014 CNL4-RECOMMENDED PROJECT TITLE: Lincoln Neighborhood Projects ESTIMATED PROJECT COST: Total $850K ESTIMATED ANNUAL O&M: $3K Service Area: Planning, Development, & Transportation Department/Program: FCMoves Project Location: Buckingham, Alta Vista, and Andersonville Neighborhoods Project Description: This project will fund the design and construction of ten neighborhood projects identified in the Lincoln Corridor Plan that were identified through substantial outreach to the neighborhoods during the planning process. The projects are generally located within the Northside Neighborhoods (Buckingham, Alta Vista, Andersonville, San Cristo/Via Lopez.) These neighborhoods are historic, lower-income, minority neighborhoods with substandard infrastructure. The list of projects for 2015 address infrastructure deficiencies, safety, and connectivity; the projects for 2016 improve neighborhood livability. Projects are listed below. 2015 Projects: 1. East Vine Drive: transit stop improvements (Project B in the Lincoln Corridor Plan) 2. Lemay Avenue: Push button pedestrian signal and crosswalk (B) 3. Lemay Avenue: New sidewalks (D) 4. Lemay Avenue: Interim asphalt sidewalks (E) 5. Buckingham Neighborhood: New sidewalks (I) 2016 Projects: 1. Brewery Destination: Wayfinding (A) 2. Alta Vista, Andersonville, Buckingham Neighborhoods: Gateway/Interpretive Signage/Entrance Monument (F) 3. Andersonville Neighborhood: New neighborhood park elements at Streets Facility (G) 4. Buckingham Neighborhood: Signage to reduce impacts of cut-through traffic (H) 5. Buckingham Neighborhood: Alley improvements (I) Note: BFO Offer 17.2 is similar. Why is this Project Needed? These projects will address existing deficiencies, enhance livability, and celebrate the historical and cultural heritage of our Northside neighborhoods. The projects were well supported by the community during the Lincoln outreach process. A variety of City departments (e.g. FCMoves, Planning, Engineering, Traffic Operations, Parks, Transfort, and Streets) are committed to collaborating on the implementation of these projects. In addition, staff will continue to work with the neighborhoods for final prioritization. Packet Pg. 51 Attachment1.4: Project Descriptions (2157 : Renewal of 1/4-cent Tax Measures-BOB) COMMUNITY AND NEIGHBORHOOD LIVABILTY 42 | P a g e 7/15/2014 CNL5-RECOMMENDED PROJECT TITLE: Sustainable Child Care Center ESTIMATED PROJECT COST: $2M ESTIMATED ANNUAL O&M: $825K Service Area: Sustainability Services Department/Program: Social Sustainability Project Location: TBD, preferably in Mid-town or the Harmony Corridor where there are large concentrations of employees and residential neighborhoods nearby, and easy access to transit. Project Description: There is a growing need for a new child care center in South Fort Collins serving low income families. The need is for a facility of approximately 10,000 sq. ft. in size, with a 12,000 sq. ft. playground that would accommodate 80-100 infants and children. The center would provide subsidized fees and flexible hours, including weekends, to accommodate families who work alternative hours or are in service occupations. While the City would own the facility, it would be managed by a private (non-profit) operator. This project has the opportunity to be a partnership with other local agencies and/or organizations (Teaching Tree, LaFamilia/Family Center, Teaching Tree, FCURA, PSD, etc.) including matching funding. A site location and project scope study/analysis needs to be undertaken. Why is this Project Needed? There are few affordable, quality child care facilities in south Fort Collins although the occurrence of low income and families below poverty is shifting southward. There are over 200 families on wait lists for the childcare centers that do provide subsidized childcare. There has been a decline in the number of centers that accept CCAP subsidized payments. The City’s “Snapshot Report on Early Childhood Care and Education” identified finding a “New Child Care Centers in South Fort Collins” as a “PRIORITY”. The need for a new child care center in the Mid-Town area was discussed by City Council as part of the recent deliberations on public funding of the Foothills Mall redevelopment. CNL6-RECOMMENDED PROJECT TITLE: Implementing Nature in the City ESTIMATED PROJECT COST: $3-5 Million ESTIMATED ANNUAL O&M: $100K Service Area: Sustainability Services Department: Environmental Services Project Location: Throughout the City Project Description: Initiated in 2014, Nature in the City is a vision and strategic plan for incorporating nature into the City’s increasingly urban environment. To achieve this vision, this project will allow for the restoration of 20-50 sites and for the acquisition of 6-10 parcels. Restoration will include the conversion of stormwater ponds, parks and other neighborhood open spaces to include natural spaces that provide habitat, therapeutic benefits associated with nature, and opportunities for play. The City will partner with neighborhoods, businesses, and other City departments, including Natural Areas, Parks, and Stormwater, to achieve these goals. Packet Pg. 52 Attachment1.4: Project Descriptions (2157 : Renewal of 1/4-cent Tax Measures-BOB) COMMUNITY AND NEIGHBORHOOD LIVABILTY 43 | P a g e 7/15/2014 Acquisition will include parcels that provide key linkages to the broader corridors of the City, whether for habitat or recreation, as well as linking to existing patches of open space. Acquisition will also include sites with high wildlife value or sites that have the potential to provide high value. Priority for restoration of sites and acquisition will be based on ensuring all residents have access to nature close to home as well as how the sites contribute to the overall open space network. Why is this Project Needed? The City is transitioning from a large, suburban town to a small, urban city. The Fort Collins’ population is predicted to grow from approximately 150,000 today to 250,000 residents. As this transition occurs, it is critical that we protect access to nature and the key open spaces that define our community. This project supports the restoration and acquisition of lands beyond the scope of the Open Space tax dollars priorities; additional capital dollars invested now would further this effort in a more timely manner. Other efforts that highlight the need for this effort include the following: Preserving access to nature and the City’s sense of place is included in four chapters of the City’s Strategic Plan (Community and Neighborhood Livability, Culture and Recreation, Environmental Health, and Economic Health). The Midtown Urban Design Plan calls for providing open spaces (both small and large) within each character district. The Plug in to Nature study, by Larimer County, found that the biggest barrier for accessing nature is time. Providing nature closer to home ensures more time in nature once you get there. A California study of 3,000 teenagers found that these kids had significantly lower Body Mass Index (BMI) when in close proximity to nature or open spaces. CNL7-RECOMMENDED PROJECT TITLE: Investments in Declining Neighborhoods ESTIMATED PROJECT COST: $3.5M ESTIMATED ANNUAL O&M: $175K Service Area: Sustainability Services Department: Social Sustainability Project Description: This proposal is to support public investment in older neighborhoods identified as declining. It includes funding to provide the following: 1. Streetscapes that provide a coordinated approach to the design and management of streets in these neighborhoods that create visually appealing public spaces involving the visual and pedestrian environment of their streets. This could include tree-lined streets and sidewalks, other landscaping along street edges, and landscaped medians in arterial streets. These streetscapes may also encompass other various urban design elements. 2. Low or no cost loans for housing reinvestment in an effort to infuse private funds into rehabilitation of these declining neighborhoods. 3. Economic development tools such as incentives to encourage the development of neighborhood businesses and services to provide increased access and activity within these neighborhoods. 4. Support City involvement in neighborhood organizing to engage residents in their community. Revitalization efforts must include the full range of neighborhood stakeholders in the development and implementation of plans focused on improving these communities. Packet Pg. 53 Attachment1.4: Project Descriptions (2157 : Renewal of 1/4-cent Tax Measures-BOB) COMMUNITY AND NEIGHBORHOOD LIVABILTY 44 | P a g e 7/15/2014 Why is this Project Needed? Fort Collins has grown dramatically. We have added over 100,000 citizens since 1970, which has required rapid periods of housing construction. Since that time our understanding of what constitutes a great, healthy neighborhood has grown with the help of the various iterations of City Plan. We realize that great neighborhoods have the following characteristics: Great building design and scale, including proportionality that creates interesting visual experiences; Accessibility to various modes of transportation that allow residents to safely and reliably connect with the larger community; Fosters social interactions and develops a sense of community and neighborliness; Promotes security from crime and is made safe for children and other users; Promotes a sense of pride and community engagement among its residents. Over time, and due to a variety of circumstances, some neighborhoods have declined in appearance and maintenance. Crime has increased and they lack neighborhood gathering places, lack access to local amenities and are far from needed goods and services. In some places the housing stock is extremely dated and has not been maintained. In some of these neighborhoods there are no places for children to safely play except in streets, and pride of place does not exist among neighborhood residents. Many of these neighborhoods have had no public investment for decades. Unfortunately, they are also neighborhoods where many of our low income, senior, and disabled residents live. Some of the housing is owned by landlords who also have not invested in housing improvements in decades, leaving substandard housing which may also be unsafe. For long-term sustainability, Fort Collins must come together around comprehensive strategies to improve the quality of life in our declining neighborhoods and enhance their competitive position in the housing market, making them neighborhoods of choice and private investment. Well-planned, well-executed neighborhood development strategies send a powerful signal to both existing residents and newcomers that the city cares about its neighborhoods. In addition, lack of public investment in low income neighborhoods raises questions of equity and social justice within our City. In 2012 The Department of Housing and Urban Development (HUD) required Fort Collins to assess our impediments and observations to fair housing. The first observation reported to HUD is that some residents perceive an inequitable distribution of resources, including the perception that more affluent neighborhoods receive better services and attention from the City. World class communities promote equitable public and private investments and make housing and neighborhood investments that create a path to social and economic mobility for all residents. In an effort to ensure that all Fort Collins neighborhoods are welcoming and vibrant for their residents, the City has an obligation to reinvest and revitalize these neighborhoods and make sure they do not decline further. 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December 31, 2010) Date of Election Issue Votes For Votes Against No tax measures between January 1970 and February 1973 February 20, 1973 Additional 1% sales and use tax (April 1, 1973 through March 31, 1980) for capital improvements and acquisitions in accordance with the master plan recommended by the DT2 Committee 4,596 4,072 February 26, 1980 Extending the 1% sales tax approved by voters on February 20, 1973 until December 2, 1981, for the construction of a 50-meter indoor swimming pool and ice rink, bicycle paths, trail system, and acquisition of additional greenbelt (Citizen-initiated) 4,644 6,523 March 8, 1983 Additional .75% sales tax to provide financing for the City’s existing and projected capital projects (effective December 31, 1982) 2,092 7,418 May 1, 1984 Additional .25% sales and use tax (January 1, 1985 through December 31, 1989) for EPIC (Citizen-initiated) 12,284 9,516 Additional .25% sales and use tax (July 1, 1984 through June 30, 1989) to raise revenues to acquire and complete capital projects (street projects, intersection improvements, computer aided dispatch, library remodel, new concession/bathhouse for outdoor pool, repair and improve streets and parking area at City Park and Spring Creek Park, open space and trails) 12,259 9,483 November 5, 1985 Additional .25% sales and use tax (January 1, 1986 through December 31, 1990) for the purchase of the area known as the Fort Collins-Loveland Corridor (to be preserved as open space with uses to include farming, natural areas, and active and passive recreational development) 3,914 8,815 March 7, 1989 Additional .25% sales and use tax (July 1, 1989 through December 31, 1997) for the purpose of obtaining funds for the maintenance of the City’s street system (Council Referred) 5,848 1,744 Ordinance a period of eight years (commencing January 1, 1990) for the purpose of obtaining funding for the construction of capital projects (Choices95) 5,964 2,076 April 2, 1991 Additional .25% sales and use tax by .25% (July 1, 1991 through June 30, 1993) to fund the addition of a second indoor ice rink and accessory facilities at EPIC to be completed by December 31, 1992 (Citizen-initiated) 4,163 6,206 ATTACHMENT 8 Packet Pg. 62 Attachment1.8: History of Voter-Considered Tax Measures in Fort Collins (2157 : Renewal of 1/4-cent Tax Measures-BOB) Date of Election Issue Votes For Votes Against November 3, 1992 Additional .25% sales and use tax (January 1, 1993 through December 31, 1997) to fund the acquisition of land for public trails, wildlife habitat, and natural areas (Citizen-initiated) 20,088 17,902 Additional .25% sales and use tax (January 1, 1993 through December 31, 1995) to fund the acquisition of land for a zoo, horticultural center, and adjoining natural areas and open space (Citizen-initiated) 8,380 29,825 April 4, 1995 Additional .25% sales and use tax (July 1, 1995 through June 30, 2020) for Parks and Ice Arena (Citizen-initiated) 9,381 12,666 November 5, 1996 Retention of 1995 Excess Revenue 31,627 11,589 April 8, 1997 Extension of .25% sales and use tax (January 1, 1998 through December 21, 2005) for natural areas and parks projects (Building Community Choices) 12,296 5,109 Extension of .25% sales and use tax (January 1, 1998 through December 21, 2005) for streets and transportation projects (Building Community Choices) 12,456 4,833 Extension of .25% sales and use tax (January 1, 1998 through December 21, 2005) for community enhancement projects (Building Community Choices) 11,337 5,852 November 4, 1997 Retention of 1996 Excess Revenue/De-brucing 8,763 6,503 April 6, 1999 Additional .36% sales and use tax (July 1, 1999 through December 31, 2009) for Transfort and traffic control system 10,929 17,123 November 6, 2001 Additional .29% sales and use tax (January 1, 2002 through December 31, 2021) for the acquisition, construction, installation, operation and maintenance of a new performing arts center, a new main library, and museum facilities (Citizen-initiated) 10,291 14,518 Authorizing issuance of sales and use tax revenue bonds to finance and/or refinance the acquisition, construction and installation of a new performing arts center and improvements to theaters in the CSU Center for the Arts to accommodate joint use with the City (Citizen-initiated) 10,099 14,523 Authorizing the issuance of sales and use tax revenue bonds to finance and/or refinance the acquisition, construction and installation of a new main library and land for a new southeast branch library (Citizen-initiated) 11,794 12,685 Packet Pg. 63 Attachment1.8: History of Voter-Considered Tax Measures in Fort Collins (2157 : Renewal of 1/4-cent Tax Measures-BOB) Date of Election Issue Votes For Votes Against November 5, 2002 .25% increase in city sales and use taxes (January 1, 2003 through December 31, 2022) and a proposed 1% construction excise tax (April 1, 2003 through March 31, 2023) to fund certain transportation capital improvement projects 19,498 19,505 Extension (from January 1, 2006 through December 31, 2030) of existing .25% sales and use tax for trail systems, wildlife habitat, natural areas and certain park projects to be used to acquire, operate and maintain open spaces, community separators, natural areas, wildlife habitat, riparian areas, wetlands and valued agricultural lands and to provide for the appropriate use and enjoyment of these areas by the citizenry, through land conservation projects (Citizen-initiated) 25,842 13,754 April 8, 2003 Additional .25% sales and use tax (July 1, 2003 through June 30, 2013) to fund certain transportation capital improvement projects 11,886 13,893 1% construction tax (October 1, 2003 through September 30, 2013) to fund certain transportation capital improvement projects 12,226 13,571 April 5, 2005 Repeal of sales tax on grocery food (Citizen-initiated) 8,652 22,642 Extension (from January 1, 2006 through December 31, 2015) of existing .25% sales and use tax for street maintenance program 22,537 8,555 November 1, 2005 Extension (from January 1, 2006 through December 31, 2015) of existing .25% (Building Community Choices) sales and use tax for capital projects (Building on Basics) 23,652 9,237 November 2, 2010 Additional .85% sales and use tax (January 1, 2011 through December 31, 2020) to fund street maintenance and repair (33%), other street and transportation needs (17%), police services (17%), fire protection and other emergency services (11%), parks maintenance and recreation services (11%), and community priorities other than those listed above, as determined by Council (11%), and providing that the increase in use tax does not apply to manufacturing equipment 32,055 21,443 • In 1979, via Ordinance No. 140, 1979, Council approved a 1% sales and use tax increase (for a total of 2%) effective March 31, 1980. • In 1981, via Ordinance No. 149, 1981, Council approved a .25% sales and use tax increase (for a total of 2.25%) effective January 1, 1982. Packet Pg. 64 Attachment1.8: History of Voter-Considered Tax Measures in Fort Collins (2157 : Renewal of 1/4-cent Tax Measures-BOB) 1 # Project # Project CR 1 Southeast Community Creative Center 10,000 CR 7 Preserving our Heritage: City Park Train; Club Tico Renovation; Fire Museum 1,000 CR 2 Water Sustainability Improvements for Parks and Golf 4,200 CR 8 Velo and Fitness Park 2,100 CR 3 Renovation of the Historic Carnegie Building 2,000 CR 4 Completion of the Gardens on Spring Creek 2,000 CR 5 Recreational Trail Enhancements 250 - 7,250 CR 6 EPIC Pool Improvements 2,000 Culture and Recreation Sub-Total 20,450 - 27,450 3,100 - 3,100 ECH 1 Downtown Restroom 350 ECH 11 Community Marketplace 9,000 ECH 2 Quiet Zone Implementation I-(Downtown /CSU - 16 crossings + 2 ped crossings) 1,500 ECH 3 Quiet Zone Implementation II- (Drake to Trilby - 5 crossings) 1,250 ECH 4 Mason Street Enhancement 3,000 - 5,000 ECH 5 East Mulberry Corridor planning, prelim design, and ROW purchase 300 ECH 6 Linden Street Renovations 2,000 - 3,000 ECH 7 Willow Street Improvements 3,500 ECH 8 Parking Infrastructure Fund 5,000 ECH 9 Downtown Maintenance Shop 3,500 ECH 10 Median and Streetscape Enhancement & Renovations 1,000 - 2,000 Economic Health Sub-Total 21,400 - 25,400 9,000 - 9,000 ENV 1 Climate Action Projects 2,000 ENV 2 Community Organics Composting and recycling Facility 2,500 ENV 3 Downtown Poudre River Enhancements 13,800 Environmental Health Sub-Total 18,300 - 18,300 - HPG 1 Parking Garage & Retail Space 10,000 - 11,000 HPG 2 Vehicle Storage 3,000 HPG 3 Building and Development Services 6,000 - 7,000 HPG 4 City Hall Administration Building 40,000 - 50,000 High Performing Government Sub-Total 10,000 - 11,000 49,000 - 60,000 SC 1 Regional Training Facility 10,500 SC 6 HALO Camera and Other Camera Monitoring 1,090 SC 2 Computer Aided Dispatch/Record Management System Upgrades 2,000 SC 7 Police Vehicle Maintenance Facility 6,500 - 7,500 SC 3 Land for Police Maintenance Facility 800 - 1,100 SC 4 Police District 1 Lease Buy Out 500 SC 5 Campus West Policing Substation 460 Safe Community Sub-Total 14,260 - 14,560 7,590 - 8,590 T 1 Vine & Lemay Grade Separated Crossing Design, ROW and Construct 25,000 T 15 Realigned Vine Drive-Lemay to Timberline 8,000 - 12,000 T 2 Realigned Vine Drive - College to Lemay 8,000 - 12,000 T 16 Trilby Road Improvements I-College to Lemay 8,000 T 3 South Timberline Road Improvements 12,000 T 17 Trilby Road Improvements II- Lemay to Timberline 12,000 T 4 West LaPorte Avenue Improvements 2,500 T 18 Mulberry & Prospect I-25 Interchange 1 Renewal of ¼-Cent Community Capital Improvement Program and ¼ Cent Street Maintenance Tax City Council Work Session July 22, 2014 ATTACHMENT 10 Packet Pg. 66 Attachment1.10: Powerpoint presentation (2157 : Renewal of 1/4-cent Tax Measures-BOB) 2 Direction Sought 1. Does Council Support the proposed timeline and milestones? 2. Does Council support the proposed narrowed project list? Are there any projects Council would like to add or remove from the list? Packet Pg. 67 Attachment1.10: Powerpoint presentation (2157 : Renewal of 1/4-cent Tax Measures-BOB) 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 § 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 Packet Pg. 68 Attachment1.10: Powerpoint presentation (2157 : Renewal of 1/4-cent Tax Measures-BOB) 4 Background-Capital § Current initiative is Building on Basics (BOB) § ¼ cent = 25 cents on a $100 purchase § 10 year term (2005-2015) § Amounts to approximately $58 million over course of the 10 years Packet Pg. 69 Attachment1.10: Powerpoint presentation (2157 : Renewal of 1/4-cent Tax Measures-BOB) 5 Background-Street Maintenance § Same amounts and term as Building on Basics § Accounts for more than half of the street maintenance budget § Wide community support-passed by more than a 70% margin Packet Pg. 70 Attachment1.10: Powerpoint presentation (2157 : Renewal of 1/4-cent Tax Measures-BOB) 6 BOB 2.0-Work to Date § Two Council work sessions in 2013 § Staff work to develop potential project list § Utilized Budget Teams to rate projects against Strategic Outcomes § Future 1/4-cent projections: ~ $79 M/10 years Packet Pg. 71 Attachment1.10: Powerpoint presentation (2157 : Renewal of 1/4-cent Tax Measures-BOB) 7 BOB 2.0-Timeline 2014 Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr Election 4/7/2015 Ballots Mailed 3/20/2015 Legal Deadline to Adopt Ballot Language 2/3/2015 Council Meeting: Refer Ballot Language 1/6/2015 Council Work Session 12/9/2014 Council Off-Site Session 10/11/2014 Council Work Session 7/22/2014 Council Work Session 9/30/2014 Packet Pg. 72 Attachment1.10: Powerpoint presentation (2157 : Renewal of 1/4-cent Tax Measures-BOB) 8 BOB 2.0-Milestones § July 22: Narrow Project List ($400M to ~$250M) § July-September: Public Engagement § September Work Session: Update § October Off-Site Session: Narrow to $80-$100M § December Work Session: Finalize Package § January Regular Meeting: Refer Ballot Packet Pg. 73 Attachment1.10: Powerpoint presentation (2157 : Renewal of 1/4-cent Tax Measures-BOB) 9 Direction Sought 1. Does Council Support the proposed timeline and milestones? 2. Does Council support the proposed narrowed project list? Are there any projects Council would like to add or remove from the list? Packet Pg. 74 Attachment1.10: Powerpoint presentation (2157 : Renewal of 1/4-cent Tax Measures-BOB) DATE: STAFF: July 22, 2014 Mary Atchison, Director of Social Sustainability Bruce Hendee, Chief Sustainability Officer WORK SESSION ITEM City Council SUBJECT FOR DISCUSSION Social Sustainability Department Strategy. EXECUTIVE SUMMARY As a relatively new department within the City, Social Sustainability has an obligation to define its role within the City structure and the community at large. The attached Strategy draft is presented to Council for discussion and feedback. The Gaps Analysis, presented to Council in May, led staff to identify gaps in our community’s social systems that have translated into strategic focus areas for the next three to five years. Staff believes that by focusing on these areas our community will have healthier social systems so that the people in our community can thrive. The areas of focus for the Social Sustainability strategy are: Housing Community Health and Wellness Income Disparity Mobility While these are needs for all community members, the Department of Social Sustainability will particularly be working on ensuring systems that promote equity and social justice and improve the lives of disadvantaged populations so that all in the community have opportunities to achieve their potential. The Social Sustainability Department recognizes that it will not necessarily take the lead in all areas of this Strategy. Rather, staff has identified a range of actions the Department can take with others to ensure the accomplishment of each strategy. They are: Funding Policies and Regulations Internal Alignment Advocacy and Engagement Partnerships. GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED 1. Are there any strategies or actions missing for each of the four focus areas that Council feels the Department of Social Sustainability should consider? 2. Are there any strategies or actions in which the City should not be involved? BACKGROUND / DISCUSSION The Department of Social Sustainability was formed in early 2012 by splitting the Advanced Planning Department and moving the Affordable Housing function and City Competitive Process into the new department. While those Packet Pg. 75 July 22, 2014 Page 2 functions already existed, it was generally recognized that this new department had more potential to more generally impact and inform the City’s focus on the triple-bottom line approach. In an effort to better define the role of the Department a Gaps Analysis was conducted in late 2013. This Gaps Analysis explored the community needs that exist in the following areas: Housing Homelessness Persons living in poverty Health and Wellness At-risk youth and education Diversity and Equity Targeted Populations (Persons with Disabilities, Seniors, Victims of Domestic Violence) Gaps between the level of need in the community and the capacity to address the need were identified in multiple areas. It was identified that some populations in our community are more likely to have greater needs than others or more of a challenge in meeting their needs on their own. In addition, the Gaps Analysis found that some portions of our community are at a disproportionate disadvantage. It became clear that systems that impact all individuals in our community are those upon which Social Sustainability should focus as a way to ensure that all our citizens are able to meet their basic needs. This seems like the most appropriate place to begin for a new social sustainability emphasis by the City. We believe it is prudent to approach these systems with a targeted emphasis on struggling or disadvantaged populations, and through the comprehensive lens of equity and social justice. This Strategy was developed by staff and was deeply informed by the broad outreach conducted in the development of the Gaps Analysis. During our Work Session with City Council in May 2014, staff and Council confirmed the four major areas that incorporate needs that are basic to all citizens, but which were identified as having gaps. Once the major areas were confirmed, staff developed a set of possible strategies and actions that can be taken to strengthen these systems and fill the identified gaps. The areas of focus for the Social Sustainability strategy are: Housing Community Health and Wellness Income Inequality Mobility It is important to ensure that the areas of focus and the strategies of Social Sustainability align with actions and goals of other City Departments. Therefore, these strategies and actions were reviewed by topic area experts in and outside of the City organizations, including Transfort, Planning, Development and Transportation, Social Sustainability housing experts, and CanDo from University of Colorado Health. They were also reviewed for a triple-bottom line focus by the leadership of the Sustainability Service Area. During the planning process staff recognized that the Social Sustainability Department will support the goals within this strategy through varying actions. The methods through which we will work toward accomplishing our goals will be in the following categories: Public Investment—funding through the City’s Competitive Process Policies and Regulation—proposing changes in City policy or our regulations Internal Alignment—ensuing that all City departments are working together and aligned in our goals and activities Advocacy and Engagement—working with partners to educate the community about the importance of various issues or activities in creating a socially sustainable community. Partnership—working alongside other organizations and entities in the community Packet Pg. 76 July 22, 2014 Page 3 Social Sustainability can be all-encompassing in the possible topic areas that can be considered; as such, the approach taken in developing this Strategy is to identify four key focus areas as the priority topics on which to concentrate over the next few years. This Strategy will assist the Department in prioritizing activities and projects to allow focus on the identified issues. The attached strategy (Attachment 1) is a working draft, and it is being brought to Council for input prior to completion and prior to vetting of the Strategy with the community. The draft Strategy document that is attached is intended to be a succinct product that is readily understood and used by Department staff as well as others in the community. Each of the 4 focus areas are organized as follows: Our Challenges: a summary of the key issues and opportunities that face the community. This material was largely drawn from the information gathered during the Gaps Analysis. The City’s Role: an identification of the role that the city plays in addressing the focus topic area. Our Vision: a vision statement for each focus topic area. Goals, Strategies and Actions: outcome-based steps to be taken by the City and its partners towards achieving the vision. Metrics and Outcomes: a preliminary identification of the metrics that will be used to track our progress, as well as the desired outcome. ATTACHMENTS 1. Social Sustainability Strategic Plan (PDF) 2. Powerpoint presentation (PDF) Packet Pg. 77 Fort Collins Social Sustainability HOUSING | COMMUNITY HEALTH AND WELLNESS | INCOME DISPARITY | MOBILITY Strategic Plan What is Social Sustainability? Social sustainability is the practice of ensuring healthy social systems so that people in our community can thrive. We do this through programs, policies and part- nerships that provide equity and opportunities for all. Purpose of this Strategy This Social Sustainability Strategy articulates a social sus- tainability vision and long-term sustainability goals for Fort Collins in four key areas: Housing, Community Well- ness and Health, Income Disparity, and Mobility. These focus areas evolved from a Social Sustainability Gaps Analysis prepared for the city in 2014. This Strategy pro- poses initiatives for the City and other community and governmental organizations, acting within their respec- tive mandates or in collaboration, to move Fort Collins Fort Collins Social Sustainability HOUSING | COMMUNITY HEALTH AND WELLNESS | INCOME DISPARITY | MOBILITY Strategic Plan DRAFT tive mandates or in collaboration, to move Fort Collins toward that vision and those goals. The Strategy will guide actions of the City’s newly formed Social Sustain- ability Department over approximately the next five years. Together with the Economic Health Strategy, to be updat- ed in 2014, and the Environmental Sustainability Strategy, the Social Sustainability Strategy will provide a founda- tion for the continued strengthening of the city’s overall well-being and long term sustainability. A Focus on Equity and Justice One of the city’s greatest challenges is providing access to the services and opportunities needed for residents of all ages, abilities, and economic means to improve their circumstances and realize their full potential. In general terms, this means making sure that people who need them have the ability to take advantage of the full range of community services—health care, education, job training, social services, recreation, and public transpor- tation. It includes the need for access to what is needed for residents to lead better lives and contribute their best – decent employment, a healthy built and natural envi- ronment, arts and culture, and participation in civic life, to name a few. It also implies access to the information that will make much of this possible – for example, infor- mation about health and wellness, about travel choices, and about housing options. In all these instances, the important issue is access: removing the barriers that prevent access and the opportunities provided for them to take advantage of it. While a socially sustainable community ensures that our systems work for all our residents, we are particularly focusing on social systems that ensure equity and social justice and improve the lives of disadvantaged populations so that all in the community, regardless of their experiences and circum- stances, can achieve their potential. 2 City of Fort Collins Social Sustainability DRAFT housing. DRAFT Our Challenges A housing market is considered to be socially sustainable if it is characterized by both equity and diversity—that is, if it provides opportunities for all residents and offers housing options that accommodate a diverse set of incomes, preferences and life stages. Fort Collins has implemented many outstanding programs to address housing needs, yet rising housing prices, driven by high demand for living in the city, has made it challenging to keep up with those needs. In order to ensure a successful future, Fort Collins needs a wider range of and additional housing that meets the needs of different households and economic groups. Lack of affordable housing affects a significant portion of our population. Some of our residents are impacted more than most, such as persons experiencing or at-risk of homelessness, persons with disabilities and seniors, and persons earning low wages and living in poverty. Increasingly, housing availability and affordability is also becoming a problem for the community’s workforce and middle class, affecting our economic vitality as well as social well-being. Our Vision Provide safe and decent housing for all economic segments of the community by aligning housing inventory with community needs. Our Role The City plays an important role in facilitating the supply of housing, including allocating local, state, and federal funding to housing agencies; setting policies and regulations; and coordinating with housing suppliers. The City can: 1. Ensure that its policies, land use regulations, and other activities are aligned to mitigate the imbalance of our housing supply with the community’s needs 2. Address the challenges of our homeless popula tion 3. Work with housing developers to ensure that there is an adequate supply of land, particularly for workforce and affordable housing 4. Help its partners meet the changing needs of our senior population. 4 City of Fort Collins Social Sustainability housing. community health and wellness. income disparity. mobility. DRAFT HOU$ING 59% of renters in Fort Collins are COST-BURDENED 28% of home-owners in Fort Collins are COST-BURDENED* * in Fort Collins are higher than in Colorado as a whole. MEDIAN INCOME in Fort Collins is lower than Colorado as a whole. MEDIAN HOUSING COSTS ARE 33% IN FAMILY HOUSEHOLDS OF PERSONS MOST HOMELESS FAMILIES ARE SINGLE MOTHERS UNDER AGE 30 16% OF HOMELESS THE MOST VISIBLE, VULNERABLE, AND COSTLY FORM OF HOMELESSNESS. IN FORT COLLINS ARE CHRONICALLY HOMELESS EXPERIENCING HOMELESSNESS A housing market is considered to be SOCIALLY SUSTAINABLE if it is characterized by both EQUITY and DIVERSITY- that is, if it provides opportunities for all residents and offers housing options that accommodate a DIVERSE SET OF INCOMES, PREFERENCES AND LIFE STAGES. AFFORDABILITY HOMELESSNESS victims of domestic violence children families unsheltered families severely mentally ill mentally ill parolees/ formerly incarcerated 36% 20% 6% 50% 87% 8% number of homeless residents housing 35% 20% 250-500 DRAFT 8.9% 14% 19.3% 1000+ 39% 35% 19% 69% 8% 50% 33% 14% MEDIAN RENT MEDIAN HOUSE VALUE 2000 2012 In Fort Collins, it is difficult to purchase a home until a household earns an annual income of $75,000 * * COST-BURDENED: when housing or rental costs ar e greater than 30% of pre-taxed income. $11,490 105% increase (families living in poverty) 72% (individuals increase living in poverty) 27,homeless 225+ individuals in Fort Collins $15,510 $19,530 $23,550 $27,570 $31,590 75%POPULATION HOMELESS 18% 7% AGE 18-24 24 AND OLDER POVERTY 8.9% of Fort Collins families live in poverty (2,898 families) 14% of children in Fort Collins live in poverty 19.3% of individuals lived in poverty (27,225 individuals) FEDERAL POVERTY LEVEL under age 18 VULNERABLE POPULATIONS POVERTY male veterans female veterans chronically homeless families chronically homeless 8% 1% 0.5% 19% 6 0 Strategies: Actions: 1a 1b INCREASE HOUSING OPPORTUNITIES FOR HOME- LESS/AT-RISK PERSONS ACROSS 1. Partner with Matthews House Host Home program 1c 2. Education and outreach to families/homes 1. Support housing projects that retrofit units for accessibility 2. Fund program to match disabled persons with appropriate units 1. Prioritize as criteria for funding for new projects 2. Educate developers of best practices 3. Use this as a criteria for funding requests for rehabilitation projects 1. Provide funding to support Point in Time Surveys 2. Recruit City staff to participate as volunteers 1. Fund programs that support the reduction of homelessness 2. Support the development of more permanent supportive housing 3. Participate on Homeward 2020 committees and workgroups 4. Align City efforts to reduce homelessness with Homeward 2020’s activities 5. Support implementation of IDIS System INCREASE THE SUPPLY AND AVAILABILITY OF HOUSING FOR DISABLED PERSONS REDUCE THE NUMBER OF CHRONICALLY HOMELESS PERSONS 1. Increase the supply of wheelchair accessible units 2. Increase the supply of visitable housing designed in such a way that it can be visited by people with mobility issues housing. community health and wellness. income disparity. mobility. METRICS: • # of visitable units funded, both new and rehabilitated • # of matches made for people with need for accessible units OUTCOME: • Reduced number of disabled persons who are in need of accessible housing 1. Support and participate in the Point in Time Surveys 2. Work closely with Homeward 2020 to accomplish their goal of making homelessness rare, short-lived, and nonrecurring METRICS: • # of homeless persons (PIT Count) 8 City of Fort Collins Social Sustainability PERSONS ACROSS THE ENTIRE SPECTRUM OF NEED (EMERGENCY, TRANSITIONAL, EMANCIPATED YOUTH, ETC.) INCREASE THE SUPPLY OF AFFORDABLE HOUSING 1. Increase tenant-based rent assistance 2. Increase first and last month’s rent assistance 3. Fund supportive services and transitional counseling programs 1. Facilitate dialogue about the challenges of ex-offenders 2. Explore partnerships with Community Corrections 3. Education program for landlords 1. Explore a dedicated local funding source for affordable housing 2. Focus funding on priority areas 3. Revise and improve housing waiver policies 1. Make this housing a funding priority 2. Revise and improve housing waiver policies 3. Strengthen incentive policies 4. Develop a voluntary landlord partner program 1. Assess current value of properties 2. Consider and plan best use of each property 1. Preserve mobile home park and manufactured home opportunities 2. Fund acquisition, preservation, and rehabilitation of existing inventory 1c 1d 2. Provide funding for supportive housing projects and programs for housing transition 3. Housing for ex-offenders METRICS: • # of landlords willing to house ex-offenders • # of individuals and families successfully transitioned to permanent housing OUTCOME: • Fewer homeless individuals and families in Fort Collins 1. Create policies that ensure housing choices for persons of all ages, life stages, and affordability 2. Increase the number of affordable rental units for persons/ families earning under $25,000 per year 3. Activate the Land Bank Program 4. Preserve existing affordable housing inventory METRICS: • # of cost-burdened renters Strategies: Actions: 1e 1f 1. Strengthen Homebuyers Assistance Program 2. Create fee waivers and incentives for building entry-level homes 3. Explore land use code changes to encourage accessory dwelling units 1. Investigate Affordable Home ownership communities on the land bank properties INCREASE THE SUPPLY OF WORKFORCE HOUSING MEET THE HOUSING NEEDS OF OUR DIVERSE AND GROWING SENIOR POPULATION 1. Increase home ownership opportunities 2. Land Bank Program housing. community health and wellness. income disparity. mobility. METRICS: • # of homes affordable to families and individuals at 80-120% of AMI OUTCOME: • More people able to live and work in Fort Collins • Fewer people commuting to work from outside the city 1. Increase the supply of housing suitable for seniors 2. Reduce barriers for seniors in current housing stock 1. Add ranking criteria for funding senior housing projects 2. Fund partners to construct, acquire or rehabilitate housing suitable for seniors 1. Work to allow children in senior facilities 2. Implement senior extra occupancy rental permit program METRICS: • % of seniors cost-burdened by their housing in Fort Collins OUTCOME: • Fewer seniors cost-burdened by their housing PR PR PR ? F F A PR Goals: Strategies: Actions: Type: DRAFT 10 City of Fort Collins Social Sustainability F Funding PR Policies and Regulations IA Internal Alignment AE Advocacy and Engagement P Partnership DRAFT community health and wellness. DRAFT Our Challenges The way in which we live influences our health in many ways—whether the choice of walking versus driving, the mix of uses in our neighborhoods, the ability to engage in community activities, or the accessibility of healthy food options. The City generally has a healthy, active population and has a strong infrastructure for physi- cal education and recreation—yet growing obesity rates among the City’s youth and others reinforce a need to integrate more physical activity into daily life. The overall health of our community – including mental health, a growing problem – is important to all segments of our population. Our Vision A city where healthy lifestyles are practiced, supported by abundant opportunities for physical activity, access to healthy food, and access to health care and services. Our Role While the City does not play a direct role in providing services related to health and wellness, it can reinforce opportunities for active living and support efforts of community partners in a significant way. The City can: 1. Support opportunities to grow healthy foods locally 2. Promote overall physical health through access to health care services, including mental health 3. Ensure that its policies, land use regulations, and other activities support healthy lifestyles by promot- ing opportunities for bicycling and walking as mean- ingful modes of travel. 12 City of Fort Collins Social Sustainability housing. community health and wellness. income disparity. mobility. DRAFT HOU$ING 15% of adults in Fort Collins are OVERWEIGHT/OBESE of children Unemployment Disability Risk of Suicide Substance Use Disorders Homelessness Strain on Law Enf0rcement and Emergency Response Costs of Untreated Mental Health Needs are often linked to other related diseases such as hypertension, type 2 diabetes, coronary heart disease, strokes, and arthritis, and can serve as a good proxy for a quick measure of overall health of a population OBESITY RATES OBESITY community health and wellness HEALTH is the state of physical, mental and social well-being and not merely the absence of disease or infirmity. WELLNESS is a process through which people become aware of and make choices toward a more successful existence. MENTAL HEALTH NEEDS 3,200 CHILDREN 800 ADOLESCENTS 2,700 ADULTS 6500 ADULTS & 1500 TEENS SERIOUS MENTAL ILLNESS IN FORT COLLINS SUFFER FROM CONSEQUENTLY, 22.PER 100,5 SUICIDES 000 RESIDENTS THERE ARE MENTAL ILLNESS HEALTH RISKS OCCURING IN FORT COLLINS Obesity STI/HIV/AIDS Mental Illness Suicides Substance Abuse DRAFT 31% of children in Fort Collins are OVERWEIGHT/OBESE OVERWEIGHT OBESE (by age) HEALTH INSURANCE 90% of Fort Collins residents have health insurance 28,914 residents in Fort Collins have Medicare or Medicaid 53% growth in adult Medicaid participation since 2010 0 2000 4000 6000 8000 18-24 25-34 35-44 45-54 55-64 65+ 65% of hispanics in the region are overweight 25% are obese CHLAMYDIA GONORRHEA HIV/AIDS Services SYPHILIS 14% 5.8% CASES BY YEAR OF COLORADO HOUSEHOLDS HAVE LOW FOOD SECURITY OF COLORADO HOUSEHOLDS HAVE VERY LOW FOOD SECURITY OTHER FACTORS 0 200 400 600 800 1000 FOOD INSECURITY MOST LIKELY TO BE FOOD INSECURE: Single parents with children, African American and Hispanic and living at 185% below the poverty level or less 8,200 (14%) households in Fort Collins are food insecure ACCESS TO HEALTHY FOOD 89% of Fort Collins food outlets Strategies: Actions: 2a 2b PROMOTE MENTAL HEALTH AND ASSIST PERSONS WITH MENTAL ILLNESS TO LEAD MORE PRODUCTIVE AND AUTONOMOUS LIVES 1. Provide funding to support programs that work towards suicide prevention, education, and awareness 2. Educate business community about suicide prevention through Chamber of Commerce and Social Superstars 3. Partner with local health care organizations to implement a public education campaign raising awareness of warning signs 1. Improve City ranking for LGBT acceptance based on standards created by the Human Rights Campaign. 1. Fund local food programs that encourage local gardening among various neighborhoods and varying demographics 2. Explore the implementation of CSA ‘subsidies’ for people on food stamps 3. Encourage acceptance of food stamps by all Fort Collins farm- er’s markets 4. Explore zoning regulations to more strongly encourage small scale farming 5. Partner with Gardens on Spring Creek for programming and ongoing development of local foods 1. Work to fill gaps in local food distribution system 2. Support development of mobile farmers markets 1. Partner with CanDo to develop and implement policy adoption at local businesses and institutions 2. Partner with CanDo to develop ways to connect businesses and institutions to local food distribution systems INCREASE ACCESS TO HEALTHY FOODS 2. Address food deserts 1. Strengthen local food system housing. community health and wellness. income equality. mobility. METRICS: • # of businesses and institutions that use locally produced foods • # of community gardens in parks and neighborhoods OUTCOME: • Every individual and family has access to local healthy foods • Lower rate of obesity in Fort Collins overall, particularly children 1. Support suicide prevention, education, & awareness 2. Increase community acceptance for special F A A PR P ? ? P P 16 City of Fort Collins Social Sustainability created by the Human Rights Campaign. 2. Work to become designated an Age-Friendly City 3. Adopt an equity and social justice policy that establishes a clear commitment to equity in local government decision-making, activities, and investments 4. Promote events and programs that recognize and celebrate social and cultural diversity in the community 1. Fund programs that provide mental health care for people with low income and special populations 2. Partner with local organizations to ensure 24/7 availability of mental health care and treatment 3. Support continuity of mental health care and medication for people leaving hospitals and jail 4. Support development of halfway housing or permanent support- ive housing for mentally ill ‘frequent fliers’ 5. Partner with other institutions to create a residential treatment facility for women with drug and alcohol addictions 1. Partner with Chamber and Social Superstars to educate the Fort Collins work force on signs of and management of stress 2. Develop an education campaign about mental illness and substance abuse (public, families, schools, employers) acceptance for special populations 3. Increase level of availability of mental health services 4. Increase awareness/ acceptance of mental health and mental illness among the general population METRICS: • Wait times for seeing mental health care provider • Number of mentally ill homeless people in Fort Collins OUTCOME: • Lower suicide rate over time • Lower incidence of drug and alcohol abuse PA PR PR A F P A A P A A F Funding PR Policies and Regulations IA Internal Alignment AE Advocacy and Engagement P Partnership P P DRAFT Strategies: Actions: 2c 1. Educational program for low income households to encourage use of existing recreation programs and services 2. Centralize information about all City-offered programs and resourc - es for low income residents 1. Encourage and support the development of sidewalks throughout the community 2. Support the implementation of a bike share program 3. Partner with Neighborhood Services to convene focus groups to understand how to encourage and create safe access and neigh- borhood support for their local parks 1. Support or fund options and affordability for home health care 2. Support or fund coordination of discharge planning from hospi- tals and other health care organizations, as well as jails 1. Help Healthy Sustainable Homes (HSH) identify opportunities to reach vulnerable populations related to interior air quality 2. Provide connections to agency partners about preparing homes to be resilient to extreme conditions INCREASE OVERALL LEVELS OF PHYSICAL HEALTH AND WELL-BEING 2. Continue to build pedestrian, park, and bicycle facilities throughout the city 1. Increase overall level of physical activity in the community housing. community health and wellness. income equality. mobility. A A A A P A P P Goals: Strategies: Actions: Type: 3. Encourage networks to meet temporary/long term needs for health care METRICS: • Percentage of the population engaging in a half-hour or more of physical activity several days per week OUTCOME: • Reduced obesity rates in Fort Collins • Reduced obesity rates in Fort Collins children 4. Reduce physical impacts of climate change to underserved or vulnerable populations I F F A DRAFT 18 City of Fort Collins Social Sustainability P F Funding PR Policies and Regulations IA Internal Alignment AE Advocacy and Engagement P Partnership P DRAFT income disparity. DRAFT Our Challenges Income disparity is a growing social problem in our community. It can exclude many from seeking opportunities to achieve prosperity. Nearly 20 percent of the community lives in poverty, and over half of those in poverty are employed. For those not working or working in low wage jobs, there is a growing income disparity between them and others employed in higher-paying sectors. Although the vast majority of residents in Fort Collins have strong economic situations, these low income residents struggle to make ends meet. This impacts their ability to meet many of their primary needs such as housing, transportation, child care, health care, and others. Our Vision Increase access to opportunities by ensuring that all segments of the community have equal economic and social opportunities to improve their quality of life. Our Role The City can play an important role in removing barriers and increas- ing access to opportunities by: 1. Working to increase opportunities for workforce development and education 2. Helping to remove barriers to employment, particularly for persons with disabilities and seniors 3. Supporting efforts of the City’s Economic Health team to expand employment opportunities. 20 City of Fort Collins Social Sustainability housing. community health and wellness. income disparity. mobility. DRAFT 19% of Fort Collins residents are poor 9% of Fort Collins families are poor 36% OF SINGLE MOTHERS 58% OF RESIDENTS LIVE IN POVERTY, BECAUSE OF THE HIGH STUDENT POPULATION IN FORT COLLINS BETWEEN THE AGES OF 18-24 IN LIVE FORT IN POVERTY COLLINS The SUSTAINABILITY OF DIVERSITY AND EQUITY in the City explores a wide variety of indicators in the community, specifically those related to race/ethnicity, gender, religion, culture and sexual orientation and is committed to the eradication of prejudice and harmful discrimination against any person. POVERTY income disparity 10000 15000 20000 25000 5 years 6 to 11 years 12 to 14 years 15 years 16 and 17 years 18 to 24 years 25 to 34 years 16.3% 25.1% 9.0% 57.5% 14.9% 6.1% Under 5 years 3.0% 12.7% 13.9% 18% OF SINGLE FATHERS 15% OF FAMILIES WITH CHILDREN POVERTY TRENDS DRAFT 38% 27% 17% 16% 36% 19% 69% 8% 50% 33% 14% 55% POVERTY BY RACE/ETHNICITY 38% of African Americans in Fort Collins live below poverty 27% of Hispanics live below poverty 17% of Caucasians live below poverty EMPLOYMENT ECONOMIC DIVERSITY SENIORS ??% ??% ??% STUDENTS ??% ??% ??% DISABLED 47% of Fort Collins residents with disabilities are employed 16% are unemployed 36% are not in the labor force 0 5000 1999 2005 2008 2010 2011 2012 35 to 44 years 45 to 54 years 55 to 64 years 65 to 74 years 6.1% 8.6% 7.8% 2.1% 75 years 5.and 1% over BETWEEN 1999-2012 # DOUBLED # GREWPOVERTY OF OF POVERTY-INDIVIDUALS BY LEVEL IN FAMILIES 72% 47% 1,13% 881 CHILDREN UNDER AGE 5 OF CHILDREN 1,825 CHILDREN AGES 5-17 IN FORT COLLINS LIVE IN POVERTY OF PERSONS LIVING IN POVERTY WORK 22 City of Fort Collins Social Sustainability NON-HISPANIC WHITE BLACK OR AFRICAN Strategies: Actions: 3a 3b 1. Partner with the Larimer County Workforce Center to enhance their activities 2. Partner with Poudre School District to enhance programs that support transitions into the workforce 3. Work with the Economic Health Office in their efforts to identify and support identification of workforce needs and training 1. Provide Bridges out of Poverty trainings for businesses 2. Partner with Social Superstars to encourage socially sustainable employment practices 3. Develop a felon-friendly employer network 4. Partner with Hand-Up Cooperative to expand the homeless-friendly employer network EXPAND OPPORTUNITIES TO DEVELOP NEEDED SKILLS, EDUCATION, AND RESOURCES FOR PERSONS NOT WORKFORCE- READY REMOVE/REDUCE BARRIERS TO EMPLOYMENT 1. Increase opportunities for access to higher education and vocational training, with particular emphasis on underserved and disadvantaged populations. housing. community health and wellness. income disparity. mobility. 2. Increase access to affordable child care 2. Partner with employers to increase opportunities for workforce development METRICS: • # of individuals participating in training and re-training programs • # of employers participating in social sustainability activities OUTCOME: • Reduce number of un- and under-employed persons 1. Support and encourage programs that emphasize work- force retraining, with particular emphasis on persons employed in low-paying or obsolete jobs 1. Partner with nonprofit agencies to expand the reach of work- force retraining programs to underserved or challenged popula- tions 1. Support summer and low income child care programs 2. Provide employer education on the need to be flexible about child care needs. 3. Explore enhancing CCAP subsidies through vouchers and 24 City of Fort Collins Social Sustainability 3. Increase opportunities for disabled and senior persons in the workforce 4. Support programs to help working persons preserve, support, and stabilize their families METRICS: • % of disabled in the Fort Collins work force • % of seniors in the Fort Collins work force • % of families with children under the age of 5 years in poverty OUTCOME: • Reduction in the rate of poverty for seniors, the disabled, and young families. in various location throughout the community 5. Explore programs to mitigate the child care ‘cliff effect’ 1. Educate employers about the benefits of disabled and senior workers 2. Develop a City of Fort Collins internship program for disabled and senior workers 1. Support financial literacy programs 2. Educate employers about WorkLife’s Navigator Program and support its implementation 3. Support and administer the Homebuyer’s Assistance Program F A A PR PR A A F A PR F Funding PR Policies and Regulations IA Internal Alignment AE Advocacy and Engagement P Partnership DRAFT mobility. DRAFT Our Challenges Our transportation system has a profound influence on social sustainability and community livability. Availability of transit impacts the quality of life of persons with disabilities and other transit-dependent individuals, and hampers their full participation in the community. Access to employment, housing, medical services, shopping, and recreation become very limited without transit or other public transportation for our residents who do not drive cars. . As our population ages, of necessity many in the community will become less able to rely on cars for daily needs, and our transportation system will need to evolve to meet these changing needs. Our Vision Provide a connected, safe, and efficient transportation system that provides multiple modes of travel for people of all ages and abilities that support a healthy lifestyle. Our Role Along with its local, state, and Federal partners, the City has primary responsibility for the transportation system that serves Fort Collins. The City can: 1. Ensure that the transportation system is designed to maximize access for all in the community to places of work, education, health care, shopping, and recreation. 2. Support modes of travel that promote healthy, active living. 26 City of Fort Collins Social Sustainability housing. community health and wellness. income equality. mobility. DRAFT HOU$ING men are twice as likely to commute 11th by bike than women Transfort % Change from Previous Year peaked in 2009 with 7.9% participation. and has since reduced to 6.4% participation BICYCLE COMMUTE MODE SHARE INCREASE 41% IN RIDERSHIP IN MAX MAY TO JUNE IN ITS FIRST TWO MONTHS 49% TRANSFORT FROM 2000 TO 2013 FORT COLLINS INCREASE IN RIDERSHIP FORT COLLINS FROM 62,043 RIDES TO 87,598 FROM 1,545,672 RIDERS TO 2,296,511 The most common barrier of Fort Collins transportation options is lack of PUBLIC TRANSIT on weekday evenings and Sundays , which limits persons with disabilities from taking jobs that require nontraditional hours - in addition to hampering their FULL PARTICIPATION IN THE COMMUNITY. Other considerations include access to medical services, shopping, and recreation for seniors. As our population ages, our transportation system will need to evolve to meet these changing needs. BIKING TRANSPORTATION 2000-2001 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006-2007 2007-2008 2008-2009 2.23% 4.47% -5.75% -0.12% 10.93% 14.78% 1.06% 4.57% -8.93% mobility DRAFT 188,257 19% 113% Total Annual Crashes total miles of designated bike paths in fort collins 279.5 11th FT COLLINS 2012 America's Top 50 Bike-Friendly Cities STUDENTS 36% of Transfort riders are students 79% increase in Transfort ridership among students between 2000-2013 833,323 students used Transfort in 2013 (bike lanes, shared lanes with marking, routes, paved trails, natural surface trails) Rate per 10,000 population Rate per bicyclist Bicycle-Automobile Crashes ranking 36% 79% 8% 50% 95% 265,796 110,742 5% DIVERSITY WHO RIDES TRANSFORT? 2008-2009 2009-2010 2010-2011 1.06% 6.83% 6.03% GENERAL SENIORS DISABLED YOUTH STUDENTS 2011-2012 5.33% 1.09% 2012-2013 833,323 SENIORS 5% of Transfort riders are seniors 113% increase in Transfort ridership among seniors between 2000-2013 110, 742 seniors used Transfort in 2013 DISABLED 5% of Transfort riders are seniors 95% increase in Transfort ridership among disabled persons Strategies: Actions: 4a REDUCE MOBILITY LIMITATIONS FOR PERSONS WHO CAN’T DRIVE 1. Work to strengthen Dial-A-Ride 2. Provide funding for organizations that provide transportation to seniors and the disabled. 3. Work with PDT to prioritize ADA accessible bus stops 4. Support the provision of sidewalks throughout the City 4b 1. Support dedicated funding source for transit 2. Engage in City Plan/TOD Plan updates to address social equity issues 3. Develop joint BFO offers with other City departments to support increased transportation options for those who do not drive 1. Review Plan Fort Collins and development regulations to ensure that they are aligned with this strategy 2. Review locational criteria and incentives to ensure that they are aligned with this strategy to maximize transit accessibility 1. Support creation of affordable car networks for single parents 2. Support a gasoline voucher system 3. Encourage and support car repair assistance programs 1. Support the continued development of a safe, functional bikeway system/network 2. Ensure that low income individuals are able to access any future bike share program EXPAND AVAILABILITY OF AFFORDABLE TRANSPORTATION OPPORTUNITIES 1. Increase transit service by supporting Transfort’s existing Strategic Plan 2. Support expanded opportunities for affordable housing and employment opportunities along transit corridors housing. community health and wellness. income disparity. mobility. 3. Reduce costs of private automobile ownership for lower-in- come persons/house- holds METRICS: • TBD (with assistance from PDT) OUTCOME: • Transportation is no longer a barrier to participation in employment or quality of life activities. 1. Ensure ADA compliant and safe transit connections and amenities METRICS: • % of City and growth management area covered by Dial-A-Ride 4. Increase bicycle use year-round F 30 City of Fort Collins Social Sustainability METRICS: • % of City and growth management area covered by Dial-A-Ride • % of bus stops across the community that are ADA Accessible • % of City without sidewalks. OUTCOME: • All city residents are able to participate fully in every aspect of the community. F Funding PR Policies and Regulations IA Internal Alignment AE Advocacy and Engagement P Partnership DRAFT 1 SOCIAL SUSTAINABILITY STRATEGY Packet Pg. 109 Attachment2.2: Powerpoint presentation (2158 : Social Sustainability Department Strategy) 2 SUSTAINABILITY SERVICES SOCIAL ECONOMIC ENVIRONMENTAL Packet Pg. 110 Attachment2.2: Powerpoint presentation (2158 : Social Sustainability Department Strategy) 3 STRATEGIC PLANNING PROCESS Packet Pg. 111 Attachment2.2: Powerpoint presentation (2158 : Social Sustainability Department Strategy) 4 SOCIAL SUSTAINABILITY The practice of ensuring healthy social systems so that people in our community can thrive. We do this through: » Funding » Policies and Regulations » Internal Alignment » Advocacy and Engagement » Partnership Packet Pg. 112 Attachment2.2: Powerpoint presentation (2158 : Social Sustainability Department Strategy) 5 QUESTIONS FOR COUNCIL • Are there any strategies or actions missing for each of the four focus areas that Council feels the Department of Social Sustainability should consider? • Are there any strategies or actions in which the City should not be involved? Packet Pg. 113 Attachment2.2: Powerpoint presentation (2158 : Social Sustainability Department Strategy) 6 FOCUS AREAS Housing Community Health and Wellness Income Disparity Mobility Packet Pg. 114 Attachment2.2: Powerpoint presentation (2158 : Social Sustainability Department Strategy) 7 HOUSING OUTCOME Provide safe and decent housing for all economic segments of the community by aligning housing inventory with community needs. Packet Pg. 115 Attachment2.2: Powerpoint presentation (2158 : Social Sustainability Department Strategy) 8 HOUSING STRATEGIES • Increase supply and availability of housing for disabled persons • Increase visitable housing stock • Reduce number of chronically homeless • Increase housing for at-risk persons across the spectrum of need • Increase supply of affordable housing • Increase supply of workforce housing (Partners: FCHA, PDT, CARE Housing, Neighbor to Neighbor, Private contractors, HUD, faith community, others.) Packet Pg. 116 Attachment2.2: Powerpoint presentation (2158 : Social Sustainability Department Strategy) 9 COMMUNITY HEALTH AND WELLNESS OUTCOME A city where healthy lifestyles are practiced, supported by abundant opportunities for physical activity, access to healthy food, and access to health care and services. Packet Pg. 117 Attachment2.2: Powerpoint presentation (2158 : Social Sustainability Department Strategy) 10 COMMUNITY HEALTH AND WELLNESS STRATEGIES • Increase access to health food • Promote mental health, and assist persons with mental illness • Increase overall levels of physical health and well being (Partners: Touchstone Health Partners, Larimer County, UC Health, Banner Health, Kaiser Permanente, CanDo, Gardens on Spring Creek, Parks & Recreation Department, others) Packet Pg. 118 Attachment2.2: Powerpoint presentation (2158 : Social Sustainability Department Strategy) 11 INCOME DISPARITY OUTCOME Increase access to opportunities by ensuring that all segments of the community have equal economic and social opportunities to improve their quality of life. Packet Pg. 119 Attachment2.2: Powerpoint presentation (2158 : Social Sustainability Department Strategy) 12 INCOME DISPARITY STRATEGIES • Expand opportunities to develop needed skills, education, and resources for persons not workforce-ready • Remove/reduce barriers to employment (Partners: Economic Health Department, Chamber of Commerce, Social Superstars, Hand Up Cooperative Program, Larimer County Jail, Larimer County Workforce Center, PSD, Front Range Community College, CSU, others) Packet Pg. 120 Attachment2.2: Powerpoint presentation (2158 : Social Sustainability Department Strategy) 13 MOBILITY OUTCOME Provide a connected, safe and efficient transportation system that provides multiple modes of travel for people of all ages and abilities that support a healthy lifestyle. Packet Pg. 121 Attachment2.2: Powerpoint presentation (2158 : Social Sustainability Department Strategy) 14 MOBILITY • Expand availability of affordable transportation opportunities • Reduce mobility limitations for persons who can’t drive (Partners: PDT, Transfort, FC Moves, private companies, others) Packet Pg. 122 Attachment2.2: Powerpoint presentation (2158 : Social Sustainability Department Strategy) 15 QUESTIONS FOR COUNCIL • Are there any strategies or actions missing for each of the four focus areas that Council feels the Department of Social Sustainability should consider? • Are there any strategies or actions in which the City should not be involved? Packet Pg. 123 Attachment2.2: Powerpoint presentation (2158 : Social Sustainability Department Strategy) PR IA PR PR A A A IA A A F A IA ? IA Goals: Strategies: Actions: Type: DRAFT T between 2000-2013 265,796 disabled persons used Transfort in 2013 YOUTH 8% of Transfort riders are youth 50% decrease in Transfort ridership among youth between 2000-2013 188,257 youth used Transfort in 2013 28 City of Fort Collins Social Sustainability 0.030 0.025 0.020 0.015 0.010 0.005 14 12 10 8 6 4 2 2000 2005 2006 2007 2008 2009 2010 2011 2012 2013 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 DRAFT additional subsidy assistance. 4. Explore the feasibility of building City-owned child care centers in various location throughout the community P P P A P PR P F A A F P PR Goals: Strategies: Actions: Type: DRAFT AMERICAN HISPANIC OR LATINO ASIAN HOUSEHOLD INCOME DISTRIBUTION BY RACE/ETHNICITY INDIVIDUALS LIVING IN POVERTY FAMILIES LIVING IN POVERTY DRAFT F A A PA Goals: Strategies: Actions: Type: 3. Encourage local businesses and institutions to use locally produced foods P DRAFT are unhealthy 950% more fast food restaurants exist in Fort Collins than health food outlets 8.24 fast food restaurants per 10,000 residents RECREATION AND ACTIVITY 5th (out of 50): ranking of region by American Fitness Index 65% of adults in Larimer County practice physical activity 5 times a week 86% of residents have sidewalks or shoulders in their neighbor- hood to safely walk, run or bike chlamydia 20% 2,700 ADULTS IN FORT COLLINS HAVE MENTAL HEALTH NEEDS THAT GO UNTREATED STI AND HIV/AIDS 2008 2009 2010 2011 2012 2011-2012 STI INCREASE gonorrhea 34% Food Insecurity: refers to the lack of access to enough food to fully meet basic needs at all times due to lack of financial resources 14 City of Fort Collins Social Sustainability syphilis 400% HIV/AIDS 26% DRAFT OUTCOME: • More residents are able to afford to live and work in Fort Collins F F F A P A F F PR F PR PR A P P A F PR PR PR F Funding PR Policies and Regulations IA Internal Alignment AE Advocacy and Engagement P Partnership DRAFT • # of units of permanent supportive housing built OUTCOME: • Reduced number of chronically homeless persons 1. Encourage Host Homes for youth A F F A F F A F A A P A P A F I Goals: Strategies: Actions: Type: DRAFT 5000 10000 15000 20000 25000 1999 2005 2008 2010 2011 2012 SENIORS 19% of cost-burdened homeownwers are seniors 69% of seniors earn less than $50,000/year 8% own their house free and clear (no mortgage) DISABLED 50% of ADA housing is occupied by non-disabled tenants. 33% of disabled persons live in a house without ADA accessibility 14% of households contain at least one person with a disability HOMELESS 1000+ children are homeless during the school year 39% of homeless residents have mental health indicators 35% of homeless residents are survivors of domestic abuse PERSONS PER HOUSEHOLD INCOME PER HOUSEHOLD City of Fort Collins Social Sustainability DRAFT Enhancements 10,000 T 5 Lincoln Avenue Improvements 12,000 T 19 Prospect Road Improvements I-Taft to Poudre River 22,000 T 6 Jefferson Street Improvements 7,500 T 20 Prospect Road Improvements II- Poudre River to I-25 7,500 T 7 College Midtown Transportation Plan Implementation 10,000 T 21 E. Harmony Road Improvements-Medians 2,000 T 8 Bike Plan Implementation 5,000 T 22 E. Harmony Road Improvement- College to Boardwalk 5,500 T 9 Bike/Ped Grade Separated Crossings 10,000 T 23 Harmony Plan Implementation - Buffered Bike Lanes 250 T 10 Start up for Bike Share 505 T 24 Harmony Plan Implementation - Intersection Improvements Including Queue Jumps 10,000 T 11 Bus Fleet Replacement 4,200 T 25 Downtown Circulator - Lincoln Avenue 4,200 T 12 Arterial Intersection Improvements 7,500 T 26 High Priority, Small Capital Project Fund 3,000 T 13 Bridge Maintenance and Replacement 20,000 T 14 Southwest Annexation Road Improvements Fund 5,000 Transportation Sub-Total 129,205 - 133,205 92,450 - 96,450 CNL 1 Housing for Chronically Homeless(Homeward 2020) 5,000 CNL 2 ADA Sidewalk Compliance / Ped Plan / Arterial Ped Crossings 30,900 CNL 3 Bus Stop Installation and Enhancement-ADA 1,000 CNL 4 Lincoln Neighborhood Projects 850 CNL 5 Sustainable Child Care Center 2,000 - 2,500 CNL 6 Implementing Nature in the City 3,000 - 5,000 CNL 7 Investments in Declining Neighborhoods 3,500 CNL Sub-Total 46,250 - 48,750 - - Total 259,865 - 278,665 161,140 177,140 Transportation Community and Neighborhood Livability RECOMMENDED NOT RECOMMENDED TO ADVANCE Potential Capital Improvement Tax Projects By Outcome Culture and Recreation Economic Health Environmental Health High Performing Government Safe Community Capital Cost Capital Cost ALL VALUES ARE IN THOUSANDS 7/16/2014 Version 4 ATTACHMENT 9 Packet Pg. 65 Attachment1.9: Side by Side Project Chart (2157 : Renewal of 1/4-cent Tax Measures-BOB) " (8465?!6(+4786<,4,5:9 ,+0(59 " (8465?!6(+4786<,4,5:633,.,:66(8+=(32 " (8465? 3(5473,4,5:(:065;--,8,+02,(5,9 " (8465? 3(5473,4,5:(:0655:,89,*:0654786<,4,5:95*3;+05. ;,;,;479 " 6=5:6=508*;3(:6805*635<,5;, 2 " 0./ 80680:?"4(33(70:(3 861,*:;5+ 4$ /3#, 1#.20/13#3+/. 4$ /3#, '%/--'.& 1#.20/13#3+/. Community and Neighborhood Livability 6;905.-68/8650*(33?64,3,9964,=(8+ "0+,=(3264730(5*, ,+ 3(5 8:,80(3 ,+869905.9 22 ;9":6759:(33(:065(5+5/(5*,4,5: 2 05*635 ,0./)68/66+ 861,*:9 2 ";9:(05()3,/03+(8,,5:,8 473,4,5:05. (:;8,05:/,0:? 5<,9:4,5:905,*30505. ,0./)68/66+9 4$ /3#,/--4.+36#.&'+)*$/1*//&+5#$+,+36 4$ /3#, '%/--'.&/--4.+36#.&'+)*$/1*//&+5#$+,+36 /3#, /3#, '%/--'.&'& "! ! 1#6/3 '%/--'.&'& )+(*$0'&$0 (,. 3'$./$+&&)/%,1+0'&0, #$0 $+&$&&'&0,$-)0$* #'./),+ Attachment1.5: Potential Capital Improvement Tax Projects by Outcome Area (2157 : Renewal of 1/4-cent Tax Measures-BOB) Transportation " %05,,4(?8(+,",7(8(:,+869905.,90.5! &(5+659:8;*: 22 " !,(30.5,+%05,80<,633,.,:6,4(? 2 " "6;:/#04),8305,!6(+4786<,4,5:9 " &,9:( 68:,<,5;,4786<,4,5:9 " 05*635<,5;,4786<,4,5:9 22 " ,--,8965":8,,:4786<,4,5:9 2 " 633,., 0+:6=5#8(59768:(:065 3(5473,4,5:(:065 22 " 02, 3(5473,4,5:(:065 2 " 02, ,+8(+,",7(8(:,+869905.9 2 " ":(8:;7-6802,"/(8, 2 " ;93,,:!,73(*,4,5: 2 " 8:,80(35:,89,*:0654786<,4,5:9 2 " 80+., (05:,5(5*,(5+!,73(*,4,5: 2 " "6;:/=,9:55,>(:065!6(+4786<,4,5:9;5+ 2 " !,(30.5,+%05,80<,,4(?:6#04),8305, 2 " #803)?!6(+4786<,4,5:9633,.,:6,4(? " #803)?!6(+4786<,4,5:9,4(?:6#04),8305, " ;3),88? 8697,*: 5:,8*/(5.,5/(5*,4,5:9 2 " 8697,*:!6(+4786<,4,5:9#(-::6 6;+8,!0<,8 2 " 8697,*:!6(+4786<,4,5:9 6;+8,!0<,8:6 "! ! 1#6/3 '%/--'.&'& )+(*$0'&$0 (,. 3'$./$+&&)/%,1+0'&0, #$0 $+&$&&'&0,$-)0$* #'./),+ Attachment1.5: Potential Capital Improvement Tax Projects by Outcome Area (2157 : Renewal of 1/4-cent Tax Measures-BOB) Environmental Health # 304(:,*:065 861,*:9 # 644;50:? 8.(50*964769:05.(5+!,*?*305.(*030:? 2 # 6=5:6=5 6;+8,!0<,85/(5*,4,5:9 22 4$ /3#,.5+1/.-'.3#,'#,3* 4$ /3#, '%/--'.&.5+1/.-'.3#,'#,3* High Performing Government (8205.(8(.,!,:(03"7(*, 2 %,/0*3,":68(., ;03+05.(5+,<,3674,5:",8<0*,9 0:?(33+40509:8(:065;03+05. 4$ /3#,+)* '1(/1-+.)/5'1.-'.3 4$ /3#, '%/--'.&+)* '1(/1-+.)/5'1.-'.3 Safe Community ! !,.065(3#8(0505.(*030:? 2 ! 647;:,80+,+097(:*/ !,*68+ (5(.,4,5:"?9:,4$7.8(+,9 2 ! (5+-68 630*, (05:,5(5*,(*030:? 2 ! 630*,09:80*: ,(9,;? ;: ! (47;9&,9: 630*05.";)9:(:065 ! (4,8((5+ :/,8(4,8( 650:6805. ! 630*,%,/0*3, (05:,5(5*,(*030:? 4$ /3#, #('/--4.+36 4$ /3#, '%/--'.& #('/--4.+36 "! ! 1#6/3 '%/--'.&'& )+(*$0'&$0 (,. 3'$./$+&&)/%,1+0'&0, #$0 $+&$&&'&0,$-)0$* #'./),+ Attachment1.5: Potential Capital Improvement Tax Projects by Outcome Area (2157 : Renewal of 1/4-cent Tax Measures-BOB) &(:,8";9:(05()030:?4786<,4,5:9-68 (829(5+63- 2 !,56<(:0656-:/,09:680*(85,.0,;03+05. 6473,:0656-:/,(8+,5965"7805.8,,2 2 !,*8,(:065(3#8(035/(5*,4,5:9 22 6634786<,4,5:9 2 8,9,8<05.6;8,80:(.,0:? (82#8(053;)#0*6!,56<(:06508, ;9,;4 %,36(5+0:5,99 (82 4$ /3#,4,341'#.& '%1'#3+/. 4$ /3#, '%/--'.&4,341'#.& '%1'#3+/. Economic Health 6=5:6=5!,9:8664 22 ;0,:'65,473,4,5:(:0656=5:6=5 "$ *869905.9 7,+*869905.9 ;0,:'65,473,4,5:(:0658(2,:6#803)? *869905.9 (965":8,,:5/(5*,4,5: 2 (9: ;3),88?6880+6873(5505.78,304+,90.5(5+! &7;8*/(9, 22 05+,5":8,,:!,56<(:0659 2 &0336=":8,,:4786<,4,5:9 (8205.5-8(9:8;*:;8,;5+ 22 6=5:6=5 (05:,5(5*,"/67 2 ,+0(5(5+":8,,:9*(7,5/(5*,4,5:!,56<(:0659 644;50:? (82,:73(*, 4$ /3#,%/./-+%'#,3* 4$ /3#, '%/--'.&%/./-+%'#,3* Capital Cost NPV of Capital Cost and 10 Years O&M* "! ! 1#6/3 '%/--'.&'& )+(*$0'&$0 (,. 3'$./$+&&)/%,1+0'&0, #$0 $+&$&&'&0,$-)0$* #'./),+ ATTACHMENT 5 Attachment1.5: Potential Capital Improvement Tax Projects by Outcome Area (2157 : Renewal of 1/4-cent Tax Measures-BOB) by any person or entity. 02014 0.5 1 1.5 2 2.5 3 Printed: July 09, Miles © K:\ArcMapProjects\City Managers Office\BOB 2.0\Maps\BOB Improvements 11x17.mxd ! Facility/Technology Improvements Park Enhancements Street Improvements Arterial Intersection Projects Bicycle/Pedestrian Projects ATTACHMENT 3 Packet Pg. 10 Attachment1.3: BOB Project Locations (2157 : Renewal of 1/4-cent Tax Measures-BOB) Attachment1.1: Voter Approved Tax Initiatives (2157 : Renewal of 1/4-cent Tax Measures-BOB)