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Home My WebLink AboutCOUNCIL - COMPLETE AGENDA - 03/12/2013 - COMPLETE AGENDAKaren Weitkunat, Mayor Council Information Center Kelly Ohlson, District 5, Mayor Pro Tem City Hall West Ben Manvel, District 1 300 LaPorte Avenue Lisa Poppaw, District 2 Fort Collins, Colorado Aislinn Kottwitz, District 3 Wade Troxell, District 4 Cablecast on City Cable Channel 14 Gerry Horak, District 6 on the Comcast cable system Darin Atteberry, City Manager Steve Roy, City Attorney Wanda Nelson, City Clerk The City of Fort Collins will make reasonable accommodations for access to City services, programs, and activities and will make special communication arrangements for persons with disabilities. Please call 221-6515 (TDD 224- 6001) for assistance. WORK SESSION March 12, 2013 6 p.m. 1. Call Meeting to Order. 2. Keep Fort Collins Great Tax 2012 Annual Report. (staff: Mike Beckstead, Lawrence Pollack; 30 minute discussion) On the November 2, 2010, the voters approved a 0.85% increase in the City’s sales and use tax rate which has been identified as the Keep Fort Collins Great (KFCG) tax. The tax increase includes provisions stating (1) how the dollars will be allocated to specific programs; (2) the tax will sunset after 10 years; and (3) a requirement that the City Manager report annually to City Council on how the KFCG revenues and any KFCG fund balance were used, as well as the overall cost saving measures that were undertaken by the City in the previous year. This work session is to fulfill the third requirement by giving the 2012 annual report to City Council in three parts: • A comprehensive list of all 2012 KFCG Offers, including the expenses associated with each program or service, as well as information on how that money was spent • A collection of 2012 cost saving measures and efficiencies implemented by the City March 12, 2013 • A presentation to Council with a 2012 KFCG financial summary including fund balances and a summary of each KFCG allocation highlighting the programs and services provided to the citizens of Fort Collins as supported by KFCG revenues. 3. Exterior Property Maintenance Codes. (staff: Beth Sowder, Mike Gebo, Polly Lauridsen; 1 hour discussion) In response to citizen inquiries and discussions about on-going exterior property maintenance issues that create a negative impact on neighboring residential properties, staff researched existing deficiencies in current City Codes and what other communities use to address these challenging issues. Staff will present options to City Council to address the identified exterior property maintenance issues. 4. West Nile Virus Management Policy and Response Plan Review. (staff: Mike Calhoon, Kim Newcomer; 1 hour discussion) In December 2007, the Technical Advisory Committee was formed per the City Manager’s direction. This Committee provided review of and recommendation for the current West Nile Virus Management Policy, adopted July 1, 2008. A portion of that policy requires periodic review of the processes used to mitigate the threat of West Nile virus in the community. The latter part of the summer of 2012 was a challenging and quickly evolving period for West Nile virus activity. Despite larval control efforts, the risk of West Nile virus was deemed extremely high and the Larimer County Department of Health and Environment made a formal recommendation to perform adult mosquito control (adulticiding). The recommendation was considered per the Policy and Program Response Guidelines, and adulticiding occurred on August 30 and September 4. This was the first time that the City adulticided since the adoption of the 2008 West Nile Virus Policy. The purpose of this update is to discuss the Program Response Guidelines specifically related to adulticiding and to consider the recommendations of the Technical Advisory Committee following the last summer’s application. The City of Fort Collins adulticided in 2003, 2004 and 2007, before the West Nile Virus Policy was adopted in 2008. 5. Other Business. 6. Adjournment. DATE: March 12, 2013 STAFF: Mike Beckstead Lawrence Pollack Pre-taped staff presentation: none WORK SESSION ITEM FORT COLLINS CITY COUNCIL SUBJECT FOR DISCUSSION Keep Fort Collins Great Tax 2012 Annual Report. EXECUTIVE SUMMARY On the November 2, 2010, the voters approved a 0.85% increase in the City’s sales and use tax rate which has been identified as the Keep Fort Collins Great (KFCG) tax. The tax increase includes provisions stating (1) how the dollars will be allocated to specific programs; (2) the tax will sunset after 10 years; and (3) a requirement that the City Manager report annually to City Council on how the KFCG revenues and any KFCG fund balance were used, as well as the overall cost saving measures that were undertaken by the City in the previous year. This work session is to fulfill the third requirement by giving the 2012 annual report to City Council in three parts: • A comprehensive list of all 2012 KFCG Offers, including the expenses associated with each program or service, as well as information on how that money was spent • A collection of 2012 cost saving measures and efficiencies implemented by the City • A presentation to Council with a 2012 KFCG financial summary including fund balances and a summary of each KFCG allocation highlighting the programs and services provided to the citizens of Fort Collins as supported by KFCG revenues. GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED The purpose of this work session is to present the Keep Fort Collins Great 2012 Annual Report as required by the voter approved ballot initiative. BACKGROUND / DISCUSSION On July 27 2010, City Council approved Resolution 2010-047, submitting a proposed 0.85% increase in the City’s sales and use tax rate to the voters. This was considered on the November 2, 2010 General Election Ballot and was subsequently approved by the voters. The tax increase includes the following provisions: • An increase of .85% (or 8.5 cents on a $10 purchase) • The additional revenue will be allocated in the following manner: N 33% for street maintenance and repair N 17% for other street and transportation needs N 17% for police services March 12, 2013 Page 2 N 11% for fire services N 11% for parks maintenance and recreation services; and N 11% for other community priorities as determined by City Council. • The increase will commence January 1, 2011 and sunset after 10 years, ending at midnight on December 31, 2020. Additionally, the ballot language requires the City Manager to report annually to City Council on how the KFCG revenues and any prior year reserves are used and the cost saving measures that were undertaken by the City each year. Accordingly, the Keep Fort Collins Great fund was created to record all revenue and expenditures of this increased tax rate, thus facilitating the annual reporting requirements. This work session is intended to fulfill the requirement for an annual report to City Council as indicated above in the Executive Summary. ATTACHMENTS 1. Memo to Council re: Keep Fort Collins Great 2012 Offer Recap 2. Memo to Council re: 2012 City-Initiated Cost Savings and Efficiencies 3. Powerpoint presentation City Manager’s Office City Hall 300 LaPorte Ave. PO Box 580 Fort Collins, CO 80522 970.221.6505 970.224.6107 - fax fcgov.com M E M O R A N D U M DATE: February 19, 2013 TO: Mayor and City Council FROM: Darin Atteberry, City Manager Mike Beckstead, Chief Financial Officer CC: Executive Lead Team RE: Keep Fort Collins Great 2012 Offer Recap Keep Fort Collins Great (KFCG) tax revenue was originally forecasted to generate $20.0 million of Governmental Fund revenue in 2012. Taxable sales came in greater than budgeted and generated total 2012 KFCG revenue of $22.6 million (including interest income of $93,230). During 2012, $18.8 million was spent or encumbered (purchase order commitment). KFCG revenue in excess of expenses flows to fund balance. Thanks to revenue from KFCG, the City is able to continue to improve street maintenance, invest in public safety, maintain our high quality parks and recreation facilities and programs, and address other community priorities. Attachment 1 provides details regarding all KFCG offers including 2012 expenditures and/or encumbrances through December. This is one of two annual KFCG reporting requirements; the other being the major cost saving and efficiencies that were realized during the year. ATTACHMENT 1 Page 2 of 15 Attachment 1 Keep Fort Collins Great Offer Detail The specific details of each offer appear below and are grouped by the ballot initiative categories: Street Maintenance, Other Transportation, Police, Fire, Parks and Recreation, and Other Community Priorities. Within each designation the offers are sorted by Outcome. Each offer also includes the offer number so that you can reference them in previous budget documents. Please note that the expense amounts include purchase orders that have been opened, although the associated work may not yet have been completed. Street Maintenance (33%) Transportation Street Maintenance and Repair (Offer 127.22) 2012 Original Budget: $6,349,959 Expenses and/or Encumbrances: $6,349,959  We resurfaced an additional 58 lane miles (15 centerline miles) of roadway on arterial, collector and residential streets to maintain a Level of Service B, which correlates to a pavement condition index of 70 or better. As a result, our streets ride smoother, look better and improve the overall impression of our City.  We also replaced broken and heaved concrete sidewalk, curb and gutter pieces adjacent to our resurfacing projects mentioned. As a result, our sidewalks are safer for the walking public while also increasing drainage and prolonging the life of our roads for many years to come.  Protection and maintenance of our infrastructure investment Other Transportation (17%) Economic Health Old Town Parking Garage Maintenance (Offer 111.8) 2012 Original Budget: $100,000 Expenses and/or Encumbrances: $2,992  Expenses were for planned for installing door restrictors on the elevator, as well as painting door and window frames. The major repairs initially planned for the Old Town Parking Structure were delayed as we were waiting for final approval of the Parking Plan in order to have clear direction for future operations at this garage. The Parking Plan was adopted January 15, 2013 so the maintenance plans for this garage can be finalized. These unspent funds will be requested thru the re-appropriation ordinance. Safe Community Downtown Handicap Parking Spaces (Offer 112.2 2012 Original Budget: $15,000 Expenses and/or Encumbrances: $12,869  New handicap parking spaces were installed at six downtown locations in addition to repainting and upgrading several other spaces downtown and in the two parking structures. Additional spaces could not be completed in 2012 due to work load demands for Engineering staff and concrete contractors. We will be coordinating with Engineering to install significantly more handicap spaces in 2013. Page 3 of 15 Bicycle Safety and Education Plan Implementation (Offer 116.2) 2012 Original Budget: $50,000 Expenses and/or Encumbrances: $48,411  Bicycle Safety and Education Plan (BSEP) approved by City Council in March 2011 and an implementation work plan developed in May  Funding has covered bike safety materials (helmets, lights, banners), Bike Safety Town planning, and bicycle safety education classes in partnership with the Bicycle and Pedestrian Education Coalition  BSEP funds paid the Sate Routes to School (SRTS) coordinator salary in 2012 and also covered a small portion of SRTS programming costs Transportation Median Maintenance – Restore Prior Year Reductions (Offer 104.3) 2012 Original Budget: $39,000 Expenses and/or Encumbrances: $39,000  The median maintenance contract was extended one month, now spanning March 1st through October 31st and the median at Horsetooth and Shields was renovated. An irrigation system was installed, perennials, shrubs and trees were planted and the site was mulched. Harmony Road - Enhanced Travel Corridor Plan (Offer 113.4) 2012 Amended Budget: $150,000 Expenses and/or Encumbrances: $148,276  This study began in December 2011 and is scheduled for completion in June 2013. The effort is examining transportation alternatives to address access and mobility, and recommend improvements to support the City’s goals of integrating land use and transportation with economic development and environmental stewardship along the Harmony Corridor.  A locally preferred alternative has been developed and will be vetted through a public process in the Spring of 2013 and presented to City Council by no later than June 2013 City Bicycle Coordinator/FC Bikes/Bike Library (Offer 113.6) 2012 Original Budget: $80,613 Expenses and/or Encumbrances: $55,230  In 2012 the City Bicycle Coordinator, FC Bikes and the Bike Library were supported in part by KFCG funds. This included supporting the many events and programs conducted by FC Bikes. KFCG funds also helped the operations of the very popular Bike Library, providing free bike sharing for residents and visitors in Fort Collins.  A portion of the KFCG funds allocated to this offer was offset by leveraging the Federal Congestion Management Air Quality (CMAQ) grant. This Federal grant also helps fund the FC Bikes program and by extending the contract we were able to utilize 100% of the CMAQ funds. Transportation Capital and Master Plan Implementation (Offer 114.3) 2012 Original Budget: $291,544 Expenses and/or Encumbrances: $208,604  The 2004 Transportation Master Plan Capital Improvement Plan (CIP) identified a long list of existing deficiencies & planned improvements to the City’s street system. This offer allowed for the construction of high priority transportation capital projects. Completed Projects include:  Skyway Transit Stop & Adjoining Sidewalk Improvements  Harmony Road Transit Stop Improvements  Drake-Redwing Pedestrian Traffic Signal Improvements  Miscellaneous Pedestrian Sidewalk and Ramp Repairs  Mulberry Bridge Urban design Preliminary Investigation Page 4 of 15 Reinstatement of Traffic Signal Technician (Offer 117.5) 2012 Original Budget: $67,634 Expenses and/or Encumbrances: $67,634  This position worked on a variety of signal maintenance projects in 2012 including:  Conduit upgrades at multiple locations  Installation of video detection  Signal upgrades on Mason Street Traffic Sign Replacement Program (Offer 117.7) 2012 Original Budget: $30,000 Expenses and/or Encumbrances: $30,000  This offer supports the City’s ongoing replacement of traffic regulatory and warning signs. In 2012 approximately 2,500 signs were replaced in the area of the City between Horsetooth and Drake. Streets & Traffic Ops Capital Equip Replacement –Prior Year Reductions (Offer 117.19) 2012 Original Budget: $564,000 Expenses and/or Encumbrances: $557,077  The Streets Department was able to purchase equipment such as new pick-up trucks, a tandem/plow truck, truck scale, skid steer, message boards, and upgrades to snow operation controllers for plow trucks. These equipment purchases have allowed us to maintain exceptional service to the Fort Collins community during the construction season and during snow operations.  Funding was also used to purchase traffic signal controller cabinets for Remington/Prospect, Remington/Mulberry and Meldrum/Mulberry; for a portion of the signal upgrades along Mason Street that were not covered by the MAX project funding; and for new vehicle detection equipment at College/Olive, College/Trilby, Meldrum/Mulberry and Timberline/Trilby. Transfort / Dial-A-Ride Night Service (Offer 131.12) 2012 Original Budget: $45,476 Expenses and/or Encumbrances: $45,476  Through December 2012, 1,325 evening trips were provided with KFCG funds Transfort Operations-Restore Saturday Service (Offer 131.25) 2012 Original Budget: $150,000 Expenses and/or Encumbrances: $150,000  Through December 2012, KFCG funding has provided for approximately 42,000 passenger trips Transfort Operations: Marketing – Restored (Offer 131.28) 2012 Original Budget: $55,000 Expenses and/or Encumbrances: $39,541  2012 Expenses include MAX communications and marketing, bus stop signage, and printed bus schedules. An encumbrance of $20,000 remains for new bus stop signage. Remaining KFCG funds are earmarked for MAX-related promotional activities in the first half of 2013. Street Oversizing Capital Expansion Fee Program (Offer 146.5) 2012 Amended Budget: $547,309 Expenses and/or Encumbrances: $547,309  The Street Oversizing Program is an impact fee program that collects revenue from new developments specifically to mitigate traffic impacts. There are vehicle trips that come from regional growth, and changing travel patterns of existing residents that cannot be attributed to new development and cannot be collected in fees. These oversizing needs are funded through an annual General Fund contribution into the Street Oversizing Fund. The KFCG funds were used in 2012 for construction of Turnberry Road, done in conjunction with the developer’s contribution. Page 5 of 15 City Bridge Program (Offer 146.13) 2012 Original Budget: $564,931 Expenses and/or Encumbrances: $66,964  The City Bridge Program maintains an inventory of 274 bridges including 10 structurally deficient bridges, 17 functionally obsolete bridges, 8 bridges susceptible to being washed out and 50 bridges that will exceed their design life by 2013. The Program performs multiple functions including the following:  Regular programmed inspections of all structures  Maintenance and development of an asset management program to track the condition of all bridges and prioritize improvements  Partner with other projects to complete minor bridge repairs  Prepare grant applications for eligible bridge replacements  Project Management of bridge repair and replacement design and construction projects  Review of bridge designs submitted and constructed with development  5 of the City’s 12 Structurally Deficient bridges have been replaced or are currently under design for replacement. These funds were intended to be used for the design and construction of the LaPorte and Shields bridges (in combination with Offer 146.15). The funds were offset by federal grant funds and the remaining funds in this offer are earmarked for the design and construction of other high priority bridges in 2013. Laporte-Whitcomb Bridge Replacement (Offer 146.15) 2012 Amended Budget: $2,170,000 Expenses and/or Encumbrances: $810,371  In December 2010, the City of Fort Collins was awarded federal grant funding to cover 80% of the cost of replacing two bridges: the Shields bridge near Rolland Moore and the Laporte-Whitcomb bridge. The Shields bridge was scheduled to be funded with 2011 Keep Fort Collins Great (KFCG) monies and Laporte was scheduled for 2012 KFCG funding. The federal grant award presented a golden opportunity to offset the 2011-2012 KFCG allocation and use those funds for the design and construction of two other high priority bridge projects, as well as supplying the matching funds for the construction of the Laporte & Shields bridges. Leveraging local tax dollars with federal funds allows us to capitalize on infrastructure efficiencies and provide excellent stewardship of the public trust. Surveying – Restored (Offer 146.25) 2012 Original Budget: $14,537 Expenses and/or Encumbrances: $14,537  The KFCG funds in 2012 were used to restore funding of staff to support the Surveying Division. This additional funding would allow the department to return an Engineering Technician position to a full 1.0 FTE (from 0.8 FTE). By restoring this position back to full- time, the Division was able to provide improved customer service with position coverage all five days a week. Sidewalk Improvements (2012 Budget Revision process – offer 114.4)) 2012 Original Budget: $260,000 Expenses and/or Encumbrances: $93,421  Additional revenue from the Keep Fort Collins Great - Other Transportation revenues was used to supplement existing pedestrian project funds. This additional funding allowed for the completion of the pedestrian needs assessment and beginning of the implementation by constructing the priority pedestrian improvements. Examples of the additional projects include gaps in sidewalk connections along arterial and collector roads, as well as key school walk zone connections. Some of the improvements are as follows:  Parker Street 138’ of missing sidewalk along the south side between College and Remington Page 6 of 15  Spring Park Area 584’ of missing sidewalk along the east side of Mathews Street with installation of three accessible ramps – two at mid-block crosswalk and one at the intersection of Mathews and Spring Park  Avery Park Area 1,125’ of missing sidewalk added along the south side of Clearview between Taft and Castlerock  Keenland Drive 5 trip hazards repaired  Accessible ramp SE corner Meldrum/Magnolia  Of the budgeted $260k $93,421 was spent in 2012. Most of the remaining funds ($120,000) will be needed to complete sidewalk and pedestrian improvements as part of CDOT’s 2013 project to replace the East Mulberry Bridge. These funds were identified in 2012 to allow for bridge design to move forward. The remaining $46,579 is needed to implement the recently completed Pedestrian Needs Assessment. Police (17%) Safe Community Five Information Services Dispatchers and Police Report Specialist (Offer 17.5) 2012 Original Budget: $345,182 Expenses and/or Encumbrances: $273,836  All five dispatch positions with training expected to be complete in early 2013 enhancing customer service to citizens  District One and Police Building now staffed with full-time Police Services Technicians increasing capability and service response to citizens. Under spending is due two four dispatcher positions that were vacant until May and one until August 2012. Seven Detectives, Three Investigative Aides & .75 Victim Services Advocate (Offer 18.7) (Revised) Seven Detectives, Four Investigative Aides & One Sergeant 2012 Original Budget: $1,102,511 Expenses and/or Encumbrances: $1,069,941  Forensic Services Unit developed and operational; processes major crime scenes, resulting in better collection of critical evidence used by prosecutors for conviction of criminals  Investigative Aide positions operational enhancing investigative services and efficiencies  One detective position added to Crimes Against Persons, Property Crimes, and Financial Crimes to reduce case load and increase investigative services to our community  Two detectives added to the Criminal Impact Unit increasing enforcement of sex offenders and gang related crimes Twelve Patrol Officers (Offer 19.6) (Revised) Eleven Patrol Officers, One Sergeant, and One Lieutenant 2012 Original Budget: $1,731,307 Expenses and/or Encumbrances: $1,724,146  Increased staffing in District One to mitigate safety issues downtown resulting in safer environment, more police presence, and increased perception of safety by citizens visiting the downtown area  Implemented the Neighborhood Enforcement Team (NET) providing a dedicated officer for each police district to respond to individual neighborhood concerns, address community issues, and seek to impact the root cause of neighborhood locations that cause a high level of calls for service for district patrol officers  Added a lieutenant position to manage and increase community policing efforts, crime prevention, and special events including NET, District One, and School Resource Officers Page 7 of 15  Hired four additional KFCG officers in January 2013 to be fully trained and deployed mid- 2013 to increase officer presence in the Campus West area and be a part of the department’s community policing efforts to impact this area Fire (11%) Safe Community Contribution to PFA ongoing (Offer 132.7) 2012 Amended Budget: $2,420,634 Expenses and/or Encumbrances: $2,144,993  One 4-person company (3 positions), one Incident Safety Officer per shift (3 positions), two firefighter positions, replacement of funding reductions, maintenance at Stations 1 – 4, and new hire equipment  Funds were appropriated for electrical design and installation of a generator, which was donated to the Office of Emergency Management to provide backup power to the emergency operation center, thus providing uninterrupted service during power outages thereby increase citizen and firefighter safety through communications  An infrared chemical detection instrument was purchased to detect harmful agents, correctly identify the agents, and define the area of exposure. The outcome of this purchase to identify hazardous materials substances increases citizen and firefighter safety.  Due to a shift in personnel the performance-based and accreditation project scheduled for 2012 was delayed. The funds have been set aside for expenditure in 2013 for performance-based and accreditation software, which will improve PFA’s capability of measuring and evaluating deployment and performance; improve response times; perform scientific analysis of station location and impacts on entire response system; improve efficiency in data input, management and analysis PFA South Battalion (Offer 132.8) 2012 Amended Budget: $514,519 Expenses and/or Encumbrances: $514,519  2012 was the first full year of the South Battalion to improve response time on the south end of Fort Collins  The South Battalion Chief response time goal of responding “within 8 minutes 90% of the time” increased from 18.8% to 75% during 2012 when compared to Battalion Chief response time prior to inception of the program mid-year 2011 Parks and Recreation (11%) Culture and Recreation Reinstate Clerical Position at the Senior Center (Offer 60.3) 2012 Original Budget: $40,588 Expenses and/or Encumbrances: $37,828  This position provides consistency in customer service and supervision of the front desk staff including scheduling and implementation of procedures and policies  Position was vacant for 3 months, utilized balance of funds in support of adult programs Adult Programs/Senior Center – Restored (Offer 60.8) 2012 Original Budget: $267,000 Expenses and/or Encumbrances: $264,144  Maintained service levels, programs, and hours of operation  Purchased equipment to enhance event ticketing and digital information screens for upcoming events and programs Page 8 of 15 Farm at Lee Martinez Park – Restored (Offer 60.10) 2012 Original Budget: $31,659 Expenses and/or Encumbrances: $31,654  Funds are being used to maintain service levels, animal care and facility maintenance Northside Aztlan Community Center – Restored (Offer 61.6) 2012 Amended Budget: $344,069 Expenses and/or Encumbrances: $343,600  Maintained service levels and hours of operation  Funds supported youth and teen programs throughout the year Restore Northside Aztlan Community Center Customer Service Position (Offer 61.9) 2012 Original Budget: $45,000 Expenses and/or Encumbrances: $41,153  This position provides consistency in customer service and supervision of the front desk staff including scheduling and implementation of procedures and policies Recreational Scholarship Funding (Offer 62.2) 2012 Original Budget: $120,000 Expenses and/or Encumbrances: $120,000  Provided 3,260 scholarships for youth and teens to participate in Recreation programs including sports, ice and aquatics, child development, adaptive recreation, and activities offered at Northside Aztlan Community Center Recreation Director Position (Offer 62.5) 2012 Original Budget: $120,581 Expenses and/or Encumbrances: $118,303  Provides coordinated vision and direction to the Recreation Department through budgeting, performance measures, and daily operation structural innovations Memorial Parks – Restored (Offer 92.3) 2012 Original Budget: $100,000 Expenses and/or Encumbrances: $100,000  Full-time position associated with this offer is filled with an employee who would have been laid off if the Keep Fort Collins Great tax initiative had not passed. This position provides year round cemetery maintenance and burial support, and helps supervise the seasonal workforce during the growing season.  Seasonal work force was hired and helped maintain the cemeteries grounds during the growing season Huidekoper Park (Offer 106.4) 2012 Original Budget: $37,000 Expenses and/or Encumbrances: $37,000  Purchased equipment and began maintaining ball fields Staley Park (now Radiant Park) (Offer 106.5) 2012 Original Budget: $52,000 Expenses and/or Encumbrances: $52,000  Park development is in progress  Equipment purchased to maintain the park Community Parks - Restored (including 2 water features) (Offer 106.7) 2012 Original Budget: $68,000 Expenses and/or Encumbrances: $68,000  Replaced playground structures and tennis court/basketball court crack filling is complete  Water Features at Fossil Creek Community Park and Spring Canyon Community Park operated throughout the summer Page 9 of 15 Reopen Restroom at Community Parks in the Winter (Offer 106.8) 2012 Original Budget: $20,000 Expenses and/or Encumbrances: $20,000  Community park restrooms were opened in January and February and November through December of 2012 Lifecycle Funding for Parks Infrastructure – Restore Prior Year Reductions (Offer 106.9) 2012 Amended Budget: $384,749 Expenses and/or Encumbrances: $384,749  Examples of lifecycle projects include:  Replacement of playground structures, safety surface, restroom fixtures, fencing and roofs  Americans with Disabilities Act upgrades  Irrigation pumping system renovations and repairs  Parking lot slurry and crack fill  Replaced restroom at Rolland Moore Park Weed Control – Restore Prior Year Reductions (Offer 106.10) 2012 Original Budget: $30,000 Expenses and/or Encumbrances: $30,000  Spring weed mitigation and fall mitigation in parks and along trails are complete Fertilizer Program – Restore Prior Year Reductions (Offer 106.11) 2012 Original Budget: $30,000 Expenses and/or Encumbrances: $30,000  Continued organic fertilizer process at Spring Canyon Park Parks Seasonal Positions – Restore Prior Year Reductions (Offer 106.12) 2012 Original Budget: $50,000 Expenses and/or Encumbrances: $50,000  Seasonal employees were hired. These employees provided summer park maintenance including restroom cleaning, mowing, trimming, trash collection, flower/shrub bed maintenance and ball field preps. Maintenance of Four Neighborhood Parks (Side Hill, Maple Hill, Richards Lake, Lind) & 3.5 Miles of Trail (Offer 106.13) 2012 Original Budget: $163,000 Expenses and/or Encumbrances: $163,000  Funds are used to build out trail system until new parks and trails are completed  $5,000 used to maintain section of new trail  $158,000 used to extend Fossil Creek Trail at Stanton Creek Conservation Trust Trail Construction Program (Offer 106.14) 2012 Original Budget: $161,558 Expenses and/or Encumbrances: $161,558  Allowed Conservation Trust funding designated for park maintenance to remain in the Conservation Trust Fund and be used for trail construction. In late 2012 the KFCG dollars were used to replace a Rolland Moore Park restroom and other miscellaneous minor capital improvements to avoid impacting customer service during the summer. The Gardens on Spring Creek – Restored (Offer 118.5) 2012 Original Budget: $100,000 Expenses and/or Encumbrances: $100,000  Full-time position associated with this offer is filled with an employee who would have been laid off if the Keep Fort Collins Great tax initiative had not passed. This employee maintains the Children’s Garden and the greenhouse flower program and overall site maintenance as needed.  The Gardens continues to be open seven days a week and staffed with hourly employees  Colorado State University intern was hired to help maintain the Gardens Page 10 of 15 Urban Forest Management – Restored (Offer 119.3) 2012 Amended Budget: $26,403 Expenses and/or Encumbrances: $26,403  Seasonal Forestry Field Worker position filled for 12 months. This position worked on the City tree crews performing ground work in tree pruning and removal operations. Filling this position allowed technicians and crew leaders to focus more on higher skilled work. Contract Tree Work – Restore Prior Year Reductions (Offer 119.4) 2012 Original Budget: $60,000 Expenses and/or Encumbrances: $58,593  Tree pruning and removal of large trees in parks and City right-of-way. There were 101 trees pruned and 5 removed. Economic Health Water Feature and Flowers at Oak Street Plaza (Offer 105.8) 2012 Original Budget: $15,000 Expenses and/or Encumbrances: $15,000  Flower plantings were completed and maintained throughout the summer season  Water feature operated throughout the summer season Other Community Priorities (11%) Economic Health Administrative Services (Offer 7.10) 2012 Original Budget: $15,690 Expenses and/or Encumbrances: $15,701  0.25 Full Time Equivalent Financial Coordinator was restored to assist the Economic Health Department and Office of Sustainability. Additional role in 2012 included financial duties for Environmental Services and Social Sustainability as well. Expenses are for salary/benefits. Support Industry Clusters - Restored Original (Offer 7.16) 2012 Original Budget: $30,000 Expenses and/or Encumbrances: $30,000  The funds in the offer provided additional support to outside agencies for organization and management of cluster development and expansion activities (see offer 7.19). Enhanced Support for Cluster Development (Offer 7.19) 2012 Original Budget: $100,000 Expenses and/or Encumbrances: $87,029  Targeted clusters include water, clean energy, chip design, and others  Contributions have been made to the Colorado Water Innovation Cluster, Colorado Clean Energy Cluster, Spokes Buzz (Band Swap Event), Fort Collins Bicycle Alliance (Interbike Conference), Smart Grid Live 2012, Alliance for Sustainable Energy, Be Local Northern Colorado, InnovationNews, and NoCoBio (combined with offer 7.16).  No additional projects came forward in 2012, but with a broadened scope, we anticipate carrying the savings into 2013 in anticipation of new projects coming forward. UniverCity Connections (Offer 7.20) 2012 Original Budget: $11,000 Expenses and/or Encumbrances: $7,100  2012 UniverCity Connections Contribution  University Connections focuses on convening community and catalyzing positive change with a focus on Fort Collins’ three unique community assets: Colorado State University, Downtown, and the Poudre River.  UniverCity Connections did regroup and re-organize in 2012 Page 11 of 15 4th of July Activities (Offer 105.3) 2012 Original Budget: $47,000 Expenses and/or Encumbrances: $47,000  4th of July celebration for 2012 is complete Downtown Landscaping and Maintenance – Restored (Offer 105.7) 2012 Original Budget: $185,000 Expenses and/or Encumbrances: $185,000  Vacant position in this offer that would have been eliminated if the Keep Fort Collins Great tax initiative had not passed has been hired. This position is involved with the downtown flower program and the flower program throughout the City, as well as general maintenance in the downtown core area.  Flower plantings were completed and maintained throughout the summer season  Cleaning and trash pick-up between blocks is continuing  Tree trimming in Downtown is complete 4th of July – Restore Prior Year Reductions (Offer 105.9) 2012 Original Budget: $5,000 Expenses and/or Encumbrances: $5,000  4th of July celebration for 2012 is complete Railroad Quiet Zone Phase II Study (Offer 115.3) 2012 Original Budget: $100,000 Expenses and/or Encumbrances: $100,000  The study began in August 2012, and was completed with the technical analysis by January 2013. Consulting services were used to perform detailed technical analysis and coordination with railroad and federal agencies to determine how to establish quiet zone(s) along the BNSF railroad from CSU to Trilby Road  This Phase II study included the ten Burlington Northern Santa Fe railroad crossings between Mulberry Street and Trilby Road  An additional review of the Phase I study was conducted to reassess possible implementation strategies for the crossings from CSU north to College Avenue through Downtown Historic Preservation Matching Grant Funds – Restore (Offer 174.6) 2012 Amended Budget: $50,000 Expenses and/or Encumbrances: $50,000  The monies authorized under this offer are matching grant funds used for soliciting grants for historic preservation projects. The two primary sources of these grants are the State Historic Fund and Certified Local Government grants. Because of the time lag between grant application deadlines, notification, and contracting with the State, a process that frequently takes 9 months, the monies allocated in any given year will nearly always need to be re-allocated for use in the following year. The $25,000 budgeted in 2011 and re- allocated in the 2012 budget has been committed as matching funds for two grants received in fall 2012: $21,765 for a State Historic Fund grant to update and expand the Historic Old Town Design Standards and Guidelines, used by Old Town property owners, the DDA, staff and the Landmarks Preservation Commission; and the remainder as a partial match for a Historic Structure Assessment grant for a comprehensive evaluation of the Feeder Supply Building, 359 Linden Street. Both of these projects are currently in the contracting phase with History Colorado, with work to begin in spring 2013. The $25,000 budgeted in 2012, and requested to be re-allocated for use in 2013, is expected to support two additional grant projects: in partnership with Palmer Properties, a State Historic Fund grant project for restoring the remainder of the Avery Block at the corner of College, Mountain and Linden; and a grant for ongoing survey, required by the federal Certified Local Government program. Page 12 of 15 Environmental Health Parks Environmental Improvements - Urban Forestry (Offer 124.5) 2012 Original Budget: $15,000 Expenses and/or Encumbrances: $14,963  Provided Arbor Day seedling trees to all 5th grade students in the Poudre School District  15 trees were planted on City property  Tree pruning to supplement the City Park tree management project Downtown Environmental Improvements – Solar Recycling Bins and Earth Tub Composting Units (Offer 124.6) 2012 Original Budget: $5,540 Expenses and/or Encumbrances: $4,321  Provide maintenance for composting Earth Tubs Volunteers for Sustainable Homes Initiative (Offer 179.5) 2012 Original Budget: $50,000 Expenses and/or Encumbrances: $50,000  51 home health assessments completed using 1068 volunteer hours; materials translated into Spanish and Green Household gift bag added  Coordination and fund-raising for Net Zero Cities Symposium completed; event conducted with 325 attendees Healthy Home Staff Increase (2012 Budget Revision process) 2012 Original Budget: $40,000 Expenses and/or Encumbrances: $37,993  See above (Offer 179.5) Recycling and Sustainability Coordinator/Environmental Planner (Offer 179.7) 2012 Amended Budget: $133,915 Expenses and/or Encumbrances: $130,076  Sustainability Coordinator offered 11 trainings, 22 “Mindful Movies” and 7 challenges with 421 participants and estimated savings of 51 MT CO2e avoided; led City to achieve Climate Wise Platinum status again in 2012  Environmental Planner enhanced outreach/education, data reporting, and developed new programs to increase participation from the business/commercial sector and multi-family residents  The Waste Reduction and Recycling Program (WRAP), launched in 2012, engaged 8 multifamily complexes (including Ram’s Village, the 1,000 resident complex), and 18 businesses and completed 26 waste assessments Stream and River Rehabilitation and Restoration (Offer 179.8) 2012 Amended Budget: $307,700 Expenses and/or Encumbrances: $306,189  In 2012, KFCG discretionary funds provided $250K in matching support for the purpose of funding Poudre River floodplain and wetland restoration efforts in the downtown corridor (McMurry Natural Area). These funds were utilized to acquire floodplain permits, support final design needs, and secure a down payment on plant and construction materials. Construction for the McMurry Phase 2 restoration project is slated to begin in the summer of 2013. Green Building Program– Implementation and Enforcement (Offer 179.11) 2012 Original Budget: $105,000 Expenses and/or Encumbrances: 85,918  1 FTE Building Inspector and a .5 FTE Plans Analyst have been hired  All building inspectors and plan review staff have been trained on Green Building Codes  Green Building Codes have been fully implemented and are being fully enforced in both plan review and inspection efforts Page 13 of 15  Green Building Codes are now fully integrated into local amendments. A code review committee is reviewing the 2012 edition of building codes for adoption late 2013. The Green Building Codes local amendments are being reviewed as part of the committees work, looking for improvements and upgrades. Climate Wise Program Enhancement (Offer 193.3) 2012 Original Budget: $75,000 Expenses and/or Encumbrances: $75,000  Hourly assistance (also shared with Utilities groups) to help with continuous support for business partners, tracking and scheduling for all ClimateWise and Utilities assessments, data and database support, manage Constant Contact, ongoing communication to partners, new partner assistance and more.  Events: Held project reporting workshops for businesses focusing on data quality with real-time entry, thus increasing quality and quantity of reported efficiency projects to 1,100 projects with a savings to businesses of $13 million. Hosted annual recognition/recruitment event with 450 attendees.  Facilitated assistance for the ClimateWise Advisory Committee for program planning. Staff also worked with Brendle Group for ongoing assistance with complex projects for businesses.  Created a highly functional database to manage all ongoing partner relationship information:  Centralized data platform that allows for both internal data analysis and a planned external (i.e. partner) historical data tracking feature  Continual improvement to communication efficiency and information tracking has saved 100’s of staff hours being used elsewhere more effectively  Ability to track/compare program results is being looked at as a model for other programs nationally, extending benefits of staff efficiency outside of ClimateWise program Unified Carbon Accounting System (Offer 195.1) 2012 Original Budget: $30,000 Expenses and/or Encumbrances: $24,303  Database, available to staff, contains quality-assured 2005 – 2011 community and municipal carbon inventories and associated metrics. In 2012, expanded calculation and reporting capability was added. Environmental Performance Data Manager (Offer 195.2) 2012 Original Budget: $90,000 Expenses and/or Encumbrances: $86,242  Data Manager oversees City carbon accounting activities, supports carbon reporting, and Performance Measurement Team Innovation Fund (Offer 197.1) 2012 Original Budget: $119,947 Expenses and/or Encumbrances: $90,197  PV solar panels installed at Nix Shop  Outdoor lighting upgrades completed at Senior Center, Southridge Clubhouse, and Nix  Collindale electric golf cart charging expanded  Battery powered chainsaws  Tree inventory data collection equipment  Municipal Court monitor (vs. paper dockets)  Bike library upgrades  Painting upgrades  Tire pressure monitors Page 14 of 15 Community Spill Response – additional resources (Offer 214.3) 2012 Original Budget: $5,000 Expenses and/or Encumbrances: $0  No expenditures were made from this budget in 2012 as no necessary expenses were presented. The program was fully implemented with the Spill Response operational budget. High Performing Government Management Internship Program (Offer 3.7 KFCG) 2012 Original Budget: $43,718 Expenses and/or Encumbrances: $49,815  This item was overspent because the intern was hired at a rate higher than originally anticipated  Our first intern graduated successfully in May 2012 and accomplished many projects including the iCare Program  Our second intern was hired in May 2012 and is working on new projects for the City including diverse and growing population data compilation, Social Superstars, Oil and Gas regulations, and the STAR Community Sustainability Program  Expenses are for salary/benefits, as well as operational expenses for the intern program Energy Efficiency Initiatives for City Buildings (Offer 46.2) 2012 Original Budget: $355,000 Expenses and/or Encumbrances: $222,456  This funding was designed to specifically address energy efficient lighting and reducing natural gas usage. One electrician focused his efforts exclusively on 15 projects - which included over 20 buildings, 2 large parking lots, and 29 park shelters or bathrooms.  Innovations funds were used for a couple of the projects and several projects cost less than projected. Materials have been purchased for the last projects. The remaining funds will be requested for re-appropriation to complete the labor on the last projects and fund a few additional projects. Recruitment Specialist Restored .5 FTE (Offer 120.4) 2012 Original Budget: $45,005 Expenses and/or Encumbrances: $45,005  Expenses incurred are personnel services for the .5 FTE position Recruitment Specialist that provides recruitment services to the organization. Supports the timely hiring of positions that provide necessary community services. Human Resources Core Services – Restored (Leadership Development) (Offer 120.6) 2012 Amended Budget: $118,186 Expenses and/or Encumbrances: $85,986  The Leadership Development program was designed as a two-year program starting in 2011. Two consulting firms were retained; Peak Leadership Consulting, and Zenger- Folkman Company to assist with the program. The beginning of the program was delayed in 2011 and the majority of the work occurred in 2012 with the remainder to be completed in 2013. We anticipate the full expenditure of funds by the third quarter of 2013. The Leadership Development program supports the City’s senior leaders to grow and enhance their leadership capacities in order to sustain our organization’s culture of exceptional customer service, efficient use of resources, effective decision-making and prioritization. Page 15 of 15 Community and Neighborhood Livability Restoration of the Human Services Program (Offer 85.3) 2012 Original Budget: $50,733 Expenses and/or Encumbrances: $50,733  The funds from offer 85.3 were combined with the funds from offer 85.5 for allocation of funds in the spring cycle of the Competitive Process. All of the funds were allocated in the Public Service category, at the request of the CDBG Commission, because of the increasing need to provide financial assistance to non-profit agencies assisting low- moderate income people in Fort Collins.  The spring cycle of the Competitive Process had funding requests of over $1,000,000; these funds helped to provide nearly $700,000 in total funding (federal CDBG and the City’s Human Services Program monies)  The 2012 KFCG funds were allocated to seven non-profit human services agencies in Fort Collins after City Council approved funding  Funds were available to the grantees beginning October 1, 2012 (beginning of the fiscal year for the grant program). All of the funds will be disbursed following the end of the fiscal year (September 30, 2013).  In the first quarter of the fiscal year $47,927, or 32%, of the $150,733 KFCG funds have been spent and 1,303 individuals received assistance Additional $100K for Affordable Housing/Human Services (Offer 85.5) 2012 Original Budget: $100,000 Expenses and/or Encumbrances: $100,000  Offers 85.3 and 85.5 were combined to allocate funds in the spring cycle of the Competitive Process (see previous offer for more information) Community Mediation Program – Restored (Offer 126.4) 2012 Original Budget: $80,530 Expenses and/or Encumbrances: $76,382  Provided conflict resolution assistance and/or referrals to 438 cases  Conducted 36 mediations  Recruited 10 new volunteers bringing total number of volunteer mediators to 28  Hired and trained a second part-time hourly staff. This staff will help respond to cases and provide conflict resolution assistance to community members.  Planning and coordination of the merge of Restorative Justice Services with the Mediation Program so as to provide a broader continuum of conflict resolution services in response to community conflicts Design Assistance Program (Offer 126.5) 2012 Original Budget: $60,848 Expenses and/or Encumbrances: $27,513  The Design Assistance Program (DAP) was recently established by Council to address compatibility issues in the Eastside and Westside Neighborhoods. By incentivizing the use of pre-qualified professionals with success in context-sensitive historic design, the DAP helps to enhance the compatibility of design, size and massing for new construction within the historic core neighborhoods, and lessen neighborhood concerns. The program became fully functional in 2012, with the establishment of program criteria and processes. Because of its newness, the program is not yet well known, and the full amount of 2012 expenditures was not spent. However, it is expected that demand for the program will increase substantially in 2013, as use of the program is a key component of the current Eastside and Westside Neighborhoods Study. City Manager’s Office City Hall 300 LaPorte Ave. PO Box 580 Fort Collins, CO 80522 970.221.6505 970.224.6107 - fax fcgov.com M E M O R A N D U M DATE: February 19, 2013 TO: Mayor and City Council FROM: Darin Atteberry, City Manager Mike Beckstead, Chief Financial Officer CC: Executive Lead Team RE: 2012 City-Initiated Cost Savings and Efficiencies In addition to the annual KFCG reporting requirement on how the revenue from the 2010 2B ballot initiative tax have been used in the prior year, there is also a requirement to report on the overall City cost saving measures that were undertaken during the same time period. Attachment 1 lists the major cost savings, as well as efficiencies, that were realized in 2012. Each item is grouped into one of four categories, although many of them are aligned with more than one category. These efforts are a part of the culture of the City organization to continuously improve our operations. They further align with our performance excellence program, as well as the 2012 High Performing Government strategic plan. ATTACHMENT 2 Page 2 of 25 Attachment 1 They are grouped by: 1) cost savings, partnerships and leveraging resources 2) process and operational improvements 3) technology and upgrades 4) customer service 1. COST SAVINGS, PARTNERSHIPS AND LEVERAGING RESOURCES Finance - Treasury: Increased Interest Earnings on Cash Description: The Treasury Department negotiated a floor for the rate paid on cash held at First National Bank (FNB) and negotiated the elimination of a reserve requirement as part of the last Request for Proposal (RFP) process. Benefits:  By eliminating the 10% cash reserve requirement, the City earns interest on 100% of the cash deposits held at First National Bank. Previously, interest was earned on only 90% of the cash deposits held.  By instituting a .45% floor for interest rates paid on City deposits, the City is guaranteed to earn this rate or higher on deposits. Interest earnings rates paid by banks typically float with market interest rates which have declined over the last few years. The guaranteed rate is also substantially higher than the rates offered by the Local Government Investment Pools (e.g. Colorado Surplus Asset Fund Trust and Colotrust) that the City was utilizing for short term investment prior to the new Banking Services contract.  The benefit to the City from these changes is estimated to be $63k for year 2012 with additional benefits expected in future years until the Federal government raises interest rates.  Because the interest rate earned at First national Bank is substantially higher than the Local Government Investment Pools, cash deposits can be retained at FNB for investment. This reduces the number of wire transactions that would be necessary to move these funds from the bank to the Local Government Investment Pools and back again. Eliminating these wire transactions also saves the fees associated with each transaction. ~~~~~~~~~~~~~~~~~~~~~~ Finance - Treasury: Increased Interest Earnings - General Employees’ Retirement Plan (GERP) Description: The Treasury Department proposed to the General Employee’s Retirement Committee (GERC) a change in the investment policy to include the City’s investment portfolio as an option for the fixed income investment category. The change was accepted by the GERC and implemented in September 2011. Benefits:  By using the City’s investment pool instead of money market funds for short term investing the General Employee’s Retirement Program (GERP) fixed income investment return was increased by approximately 1.1% in year 2012.  The additional interest earned in 2012 from this change was approximately $75k. Page 3 of 25 ~~~~~~~~~~~~~~~~~~~~~~ Finance - Treasury: Change in Custody and Safekeeping Banking Relationship Description: The City moved custodial and safekeeping bank services from Wells Fargo to US Bank. The change resulted in a cost savings to the City as US Bank’s proposal did not raise fees. The Wells Fargo proposal included a 58% increase in fees from the previous contract. Benefits:  There is no cost increase from the previous contract while gaining enhanced functionality through the Online Reporting platform.  Costs were poised to increase substantially under the current service provider.  Cost savings from switching providers is approximately $120k annually for the next 5 years.  The US Bank online platform allows for scheduled reports to be run automatically. The reports are then stored in a mailbox for collection and review. ~~~~~~~~~~~~~~~~~~~~~~ Finance - Accounts Payable: Pay Vendors Electronically Description: 2012 marked the first full year of offering vendors the option of paying electronically instead of the City issuing a physical check. The City of Fort Collins issued 26,847 payments, which equaled $331,831,108, through Accounts Payable. Of these payments, 33% were paid electronically, either by an ACH transaction or a wire transfer and 74% of the dollar amount was paid electronically. Benefits:  Less check stock is purchased, less toner cartridges are purchased and employees save time by not having to print, seal, and mail checks. It also makes it easier for the Cash Management position when balancing the bank account.  When vendors are paid electronically, they cannot lose or misplace a check, which means less check replacements and less stale dated checks.  Vendors benefit by receiving their money quicker and not having to go to the bank to deposit their checks. We also chose to e-mail vendors a voucher copy of their payment, so they still receive the information they need about the money we have placed in their bank accounts. ~~~~~~~~~~~~~~~~~~~~~~ Finance - Accounting, Sales Tax & Treasury: Debt Refinancing Description: The City refinanced debt in the amount of $35 million. Debt was issued in 2004 to construct a new police building, acquire several natural areas (including Soapstone), and construct a sand/salt storage building for the streets department. Payments were scheduled through 2026 at an interest rate of 5.2%. The debt was not callable until June 2014. In October of 2012 the City established an escrow account to make payments on the old debt until the call date. The new debt has an interest rate of 1.8% and matures in 2026. Benefits:  The refinancing will result in $5.8 million in savings to the General Fund, Natural Areas Fund and Transportation Fund over 14 years. The Net Present Value of the savings is $4.8 million. Page 4 of 25 ~~~~~~~~~~~~~~~~~~~~~~ Cultural Services: Fort Collins Museum of Discovery Partnership with Non-Profit Description: The Fort Collins Museum of Discovery leveraged the unique public/private partnership between the City and the former Discovery Science Center (now the FCMoD Non-Profit Partner) to open the premier museum experience in Northern Colorado. Benefits:  Partners brought together long-standing constituents to support the new institution.  The partnership creates combined fundraising resources and effort to complete the $26.7 million campaign for the new Museum.  The partnership creates combined expertise in science, history and culture to develop a unique visitor experience. ~~~~~~~~~~~~~~~~~~~~~~ Engineering: Bridge Funding Efficiency Description: In December 2010, the City of Fort Collins was awarded federal grant funding to cover 80% of the cost of replacing two bridges: the Shields Bridge near Rolland Moore and the Laporte-Whitcomb Bridge. The Shields Bridge was originally scheduled to be funded with 2011 Keep Fort Collins Great (KFCG) monies and the Laporte-Whitcomb Bridge was scheduled for 2012 KFCG funding. The federal grant award presented a golden opportunity to offset the 2011-2012 KFCG allocation, and use those funds for the design of two other high priority bridge projects, as well as the construction of the Laporte- Whitcomb Bridge in 2011, a year ahead of schedule. Leveraging local tax dollars with federal funds allows us to capitalize on infrastructure efficiencies and provide excellent stewardship of the public trust. Benefits:  $1.4 million in federal funds offset the local obligation.  Federal funding allowed the City to leverage KFCG funds resulting in the reconstruction of four bridges rather than two. ~~~~~~~~~~~~~~~~~~~~~~ Streets Department: City and Larimer County Collaboration on Street Maintenance Projects Description: Collaboration on mutual street maintenance projects between the City of Fort Collins Street Maintenance Program (SMP) and the Larimer County Road and Bridge Department maximized resources. Within the City Limits there are many instances where ownership and maintenance of streets changes with agencies. When a street requires maintenance, each agency explores the ability to blend projects. Benefits:  From a citizen’s perspective, experiencing one project instead of two different ones performed by two different agencies eliminates confusion and creates one point of contact.  The administration of a project by one party equals cost savings.  Collaboration increased cost efficiencies and economies of scale (i.e. the larger the scope of work, the lower cost experienced).  Collaboration maximizes utilization of construction manpower and equipment. Page 5 of 25 ~~~~~~~~~~~~~~~~~~~~~~ Streets Department: Street Maintenance Program and Utility Department Collaboration on Construction Projects Description: Collaboration on mutual projects between the Street Maintenance Program (SMP) and the Utilities Department (e.g. East Elizabeth Street between College Avenue and Stover Street) maximized resources. Benefits:  From a citizen’s perspective, experiencing one project instead of two different ones performed by two different agencies. This eliminates confusion and creates one point of contact.  Because projects are looked at holistically, both departments experience cost savings and sharing opportunities.  Traffic control costs are shared amongst departments. ~~~~~~~~~~~~~~~~~~~~~~ Police: Impacting Overtime Usage in Hiring Process Description: Police Services reorganized the hiring process for both out-of-state and in-state employee candidates to cut overtime usage. Benefits:  Cutting from three weekends to one weekend of testing reducing overtime by two thirds.  Adjustments for candidate testing increased efficiencies affecting overtime. ~~~~~~~~~~~~~~~~~~~~~~ Police: Impacting Overtime Usage in Patrol and Criminal Investigations Description: Police Services monitored and implemented action steps to reduce the amount of overtime used in Patrol including institution of a new overtime accounting system to improve data collection. Benefits:  Police Services can better identify what drives departmental overtime expenses and has increased management and oversight of overtime usage.   Overtime was actually reduced in the 4th quarter of 2012 by roughly $200,000.  2012 ended with less overtime money spent as compared to 2011. ~~~~~~~~~~~~~~~~~~~~~~ Police: Modified Duty Officer Description: Police Services used an injured officer to fill an open Supply Technician position for a prolonged period of time. The modified duty officer provides the following benefits:  Benefits: Continued access to officers for needed supplies, new hire equipment, etc.  Timely purchase orders for needed supplies to continue operations.  Efficient use of available personnel to complete needed job tasks. Page 6 of 25 ~~~~~~~~~~~~~~~~~~~~~~ Police: Utilization of Partnerships Description: Various units in the Criminal Investigation and Patrol Division utilize partnerships to enhance law enforcement services to our community. Benefits:  Regional Auto Theft Task Force provides combined enforcement efforts.  Northern Colorado Financial Crimes Task Force leverages personnel from other agencies to address extremely complex financial crimes.  Larimer County Driving Under the Influence (DUI) Task Force utilizes personnel from all of Larimer County law enforcement agencies at various times throughout the year to increase efforts to remove intoxicated drivers from our roads.  Northern Colorado Hazardous Devices team leverages personnel for a federally certified team of officers to respond to bomb threats and mitigate suspicious devices in order to minimize potential explosive threats to the community. ~~~~~~~~~~~~~~~~~~~~~~ Poudre Fire Authority: Workers’ Compensation Insurance Description: In December 2012, with the assistance of the City’s Risk Management staff, the Poudre Fire Authority (PFA) and Poudre Valley Fire Protection District entered into Intergovernmental Agreements with the Colorado Special Districts Property and Liability Pool, thereby reducing insurance costs to the Authority by approximately $77,000. This program leverages Poudre Valley Fire Protection District’s membership in Special District Association and benefits PFA by providing cost savings and risk sharing among many special districts. ~~~~~~~~~~~~~~~~~~~~~~ Transfort / Dial-A-Ride: Outsourcing of Paratransit Services with Veolia Description: Transfort / Dial-A-Ride continued outsourcing of Dial-A-Ride paratransit service, scheduling and ride reservations to 3rd party contractor and realigned in-house personnel to focus on fixed route operations. Benefits:  Outsourcing saved $277,000 in 2012.  Use of a contractor provides efficient utilization of existing resources.  There is now a greater emphasis on customer service.  Adequate contingency for increased demand in service. ~~~~~~~~~~~~~~~~~~~~~~ Transfort / Dial-A-Ride: Bus Replacement Description: Transfort enacted contracts for the replacement of 13 older model bio-diesel buses with Clean Natural Gas buses. Page 7 of 25 Benefits:  Vehicle maintenance savings per year equal $130,000. Annual fuel cost savings total $143,000.  Reductions in harmful emissions improve air quality. ~~~~~~~~~~~~~~~~~~~~~~ Transfort / Dial-A-Ride: Reduced overtime Costs Description: Transfort continued efficiencies in personal services scheduling resulting in lower than anticipated overtime costs. Benefits:  All 2012 overtime costs combined decreased by $51,050 (21%). ~~~~~~~~~~~~~~~~~~~~~~ Utilities: Energy Savings Description: The Water Treatment Facility has a relatively small 100-kW photovoltaic generation system that was constructed in late 2011. The system is owned by a third party vendor, who then sells the solar energy produced back to the City at a lower rate than its utility provider, Xcel Energy, at the facility. The overall facility electrical costs were down 10% in 2012, even though the plant produced 16% more water than in 2011. In part due to this savings, the plant was named as an Xcel Energy Efficiency Partner for 2012. Benefits:  Reduces the City’s carbon footprint.  Alternative energy contributes to meeting City energy efficiency goals.  Reduced costs from $252,000 in 2011, to $225,000 in 2012. ~~~~~~~~~~~~~~~~~~~~~~ Environmental Services: Innovation Fund Description: City Council approved $100,000/year in KFCG funding to identify and implement innovative improvements to the City’s physical plant and operational procedures that are not otherwise funded. In 2012, the interdepartmental team received 18 proposals; evaluated them using the Triple Bottom Line, and selected 13 for funding. Eleven were implemented in 2012; one will not be implemented; and, one more is planned for 2013. Benefits:  Seven of the quantifiable 2012 projects, when fully implemented, are estimated to reduce over 33 metric tons of carbon dioxide emissions/year, save over $14,000/year in utility and maintenance costs, and deliver 17% return on investment.  Outdoor lighting upgrades at the Southridge Golf Course Clubhouse, the Nix Natural Areas Facility and the Senior Center will save the City money and increase the user comfort and safety.  Installing Photo Voltaic (PV) solar panels on the Nix Shop reduces peak demand charges and makes a clear statement about the City’s commitment to sustainability.  Expanding the electric cart charging at Collindale Golf Course offers users a better (cleaner and quieter) golf experience and reduces fuel-related emissions. Page 8 of 25  Providing City bike maintenance equipment should encourage more employees to use the bikes for work-related trips, improving health and reducing emissions.  The Innovation Fund allows the City to pilot-test approaches (i.e. battery powered chainsaws and tire pressure monitors) on a small scale to determine whether they can work for the desired applications.  A flat screen panel to post dockets at the Municipal Court and equipment to better inventory city trees increases the City’s operational efficiency. ~~~~~~~~~~~~~~~~~~~~~~ Natural Areas: Fuel Use Savings Description: The Natural Areas Department has reduced its total fuel use by 11% from 2011 levels (the reduction is 15% from 2010-2012). The innovative practices that lead to this savings:  Encouraging employees to use our fleet of bicycles to access properties along the Poudre River Trail.  Tracking, goal setting, and continual reporting of fuel use to our field crew.  Emphasis on appropriate trip-based vehicle selection, i.e. take a 45 mpg Prius to visit the trailheads of multiple sites instead of a 12 mpg Ford F-150. Benefits:  Reduced costs and environmental impacts. ~~~~~~~~~~~~~~~~~~~~~~ Natural Areas: Herbicide Use Savings Description: The Natural Areas Department reduced its total herbicide use by 21% from 2011 levels (the reduction is 63% from the 2010 total lbs. of herbicide applied). Innovative practices that lead to this savings;  Continually assessing the herbicide market for lower use rate (ounces per acre) and lower environmental impact chemistry.  Use of an integrated pest management approach that includes prescribed fire and competitive native seeding. Benefits:  Reduced costs and environmental impacts. ~~~~~~~~~~~~~~~~~~~~~~ Human Resources: Training Partnerships Description: In 2012 Human Resources (HR) continued collaboration with Larimer County to cross-promote learning activities from both organizations for the benefit of our workforces. HR leveraged the Information Technology trainer at Larimer County to teach all Microsoft Office applications for the City. This service was critical during the City’s transition to Office 2010. HR also conducted the Lead 1.0 program which is a collaborative leadership development program between the City of Fort Collins, Larimer County and Poudre School District. Page 9 of 25 Benefits:  Partnering with multiple agencies ensure that class maximums are met which utilizes the instructor’s time/effort, enables employees to attend skills training on a timely basis, and provides a collaborative environment where employees can network, share experiences and learn together  Approximately 30 Microsoft Office classes were taught. Cost for each class was $30 while a vendor-sponsored class would cost $160 for a savings of $3,900 ($130 x 30).  Collaborative Lead 1.0 saved approximately $875 per participating employee. Eight City leaders participated for a savings of $7,000 ($875 x 8).  The internal instructor for Crucial Conversations (two courses) realized a savings of $12,719. ~~~~~~~~~~~~~~~~~~~~~~ Human Resources: Health and Wellness Description: Collaboration with the Larimer County Wellness Program and Poudre School District provides opportunity for employees to participate in the annual Health Fair, on-site flu shots, health screenings and health assessments. Benefits:  A joint Health Fair with Larimer County allows for one time planning and more vendors. 250 - 350 staff hours go into planning the health fair and flu shots events. If each agency had planned its own event the time spent would be doubled. Current Cost Savings: $2,500 (not counting soft dollars).  Collaboration with Poudre School District makes more on-site health screenings available for each organization without more hours worked per organization.  Cost savings for health screenings totaled $1,700 (not including soft dollars).  Cost savings for health assessment are estimated at $13,000 (not including soft costs). 2. PROCESS AND OPERATIONAL IMPROVEMENTS Cemeteries: In-House Fabrication of Foundations Description: The Cemeteries Division began fabricating its own foundations for monument settings in 2012. Benefits:  In-house fabrication saved the Cemetery Fund $8,000 in external foundation costs.  Customer service is enhanced by extending the monument setting season and shortening the waiting period for setting a monument during the winter.  The new process created an opportunity for skill development of current staff. ~~~~~~~~~~~~~~~~~~~~~~ Parks Department: Fuel Savings Description: The Parks Department reduced fuel consumption by 4,350 gallons in 2012 compared to 2011 use. Parks continues to make progress in reaching the City’s top sustainability goal of reducing fuel usage by 20% of 2005 levels by the year 2020, helping to reduce greenhouse gas emissions. At the end of 2012 Parks has reached the 10% mark and is half way to meeting the 2020 objective. Page 10 of 25 Benefits:  Fuel cost savings totaled $12,000.  Greenhouse gas emissions were reduced by 28.1 metric tons of carbon dioxide emissions. ~~~~~~~~~~~~~~~~~~~~~~ Golf: Collindale Electric Carts Description: The Golf Division replaced 27 gas golf carts with electric carts in 2012. Benefits:  Electric carts reduced fuel usage by 1,600 gallons.  The new carts meet customer preference for electric carts.  Cost and staff time repairing carts was reduced.  Electric carts are quieter than gas carts.  Electric carts reduced greenhouse gas emissions by 10.2 metric tons of carbon dioxide emissions. ~~~~~~~~~~~~~~~~~~~~~~ The Gardens on Spring Creek: Hoop House Description: A new hoop house, installed in cooperation with the Parks Department, has doubled the indoor growing capacity of The Gardens. Benefits:  8,000 annuals were grown for Parks Department usage for Downtown and throughout the Parks system.  11,600 annuals were grown for The Gardens use and Spring Plant Sale.  2,700 perennials were grown for The Gardens and Parks Department.  Plant sale revenue increased 25%.  Estimated savings to Parks for Downtown Flowers was $10,000. ~~~~~~~~~~~~~~~~~~~~~~ Forestry: Electric Chain Saws Description: The Forestry Division received a grant from the innovation fund to purchase two battery powered chainsaws. Benefits:  The new chainsaws reduced fuel usage.  Worker exposure to loud noise and emissions was also reduced. ~~~~~~~~~~~~~~~~~~~~~~ Finance – Accounts Payable: Account Payable Process Description: Accounts Payable partnered with internal customers to facilitate the timely payment of invoices. Collaboratively they mapped the Accounts Payable processes, mapped the internal department payment processes, and analyzed them for opportunities for better or more efficient ways to do the work. Page 11 of 25 Out of these meetings they identified a need to provide information to the department in a couple of different ways. The first was to e-mail a copy of the Accounts Payable Open Voucher report once a week. The second item was to create a past due invoice report which is now sent out once a month to a designate within each department. Benefits:  Departments and Accounts Payable gained a better understanding of each other’s processes.  Open voucher report helps the department if they have an open receiving that is not being paid. This prompts the department to call Accounts Payable and find out what the issue is.  The past due invoice report lets departments see when there might be an issue with an invoice, and prompts them to start reviewing the invoice to correct the problem. ~~~~~~~~~~~~~~~~~~~~~~ Finance - Accounting: Repurpose Staffing Through Efficiencies Description: The Finance Department reduced the number of accountant positions from 4 to 3 and repurposed the vacancy to a Financial Policy and Project Manager position. Benefits:  Finance can now provide more financial analytic support to City departments for strategic initiatives. ~~~~~~~~~~~~~~~~~~~~~~ Recreation: Activity Code Restructuring Description: The Activity Code Structure within RecTrac (Recreation’s software application) had become overgrown and outdated creating two significant issues for efficient operation: 1) software upgrades had moved activity codes from a 5-digit to a 6-digit code, necessitating the need to change the numbering scheme; 2) inadequate structure for assigning activity numbering sequences creates difficulties in data reporting and locating pertinent information. Restructuring the Activity Code allows the Recreation Department the ability to pull reports by season, program area, and facility which improves quarterly reporting. Benefits:  The restructuring greatly improves data reporting and integrity.  The numbering scheme is more intuitive, improving customer service by allowing easier identification of class types and locations.  The change provides a standard basis for management analysis.  Expired class information was removed, allowing customers to more easily find and register for classes. ~~~~~~~~~~~~~~~~~~~~~~ Recreation: User Fees Restructuring Description: The user fee module in RecTrac was restructured to allow pass holders to receive discounts on-line, create consistency among all the facilities and improve internal controls and data collection. Benefits:  The new fee model improved customer service.  Data reporting has also improved. Page 12 of 25 ~~~~~~~~~~~~~~~~~~~~~~ Streets Department: Utilization of Street Maintenance Program (SMP) Construction Inspectors During Snow Removal Operations Description: The Street Maintenance Program (SMP) is now housed at the Streets Department as a result of past restructuring. Prior to this year, SMP Construction Inspectors did not participate in snow removal operations as they were located in Engineering. Snow removal of City maintained sidewalks is performed by a contractor. Since the Streets Department is in charge of snow removal operations it was determined that these inspectors could assist by overseeing the contractor to ensure snow removal from sidewalks is completed satisfactorily. Benefits:  Snow removal is more timely and efficient on both sidewalks and streets.  Overtime has decreased.  Contracting services frees up staff time to concentrate on primary snow removal duties on streets. ~~~~~~~~~~~~~~~~~~~~~~ Streets Department: 2013-2014 Street Maintenance Program (SMP) Utility Coordination Description: In the past, SMP generated a list of projects only one year in advance. This year, SMP has issued a two year project list to other City departments, agencies, and the general public. Benefits:  Increased communication results in a reduction in utility cuts in new pavement  The ability to plan and budget further in advance creates efficiencies. ~~~~~~~~~~~~~~~~~~~~~~ Police: Implementation of the Investigative Aide position Description: The Investigative Aide position was added to each detective work group to assist detectives working cases. Benefits:  The Investigative Aides relieve detectives of workload demands such as identifying crime patterns which allows them to focus on police activities rather than clerical ones.  Increased efficiencies through handling preliminary investigative tasks along with collecting and reviewing video; obtaining evidence from 35 cell phones.  Provides organizational support to detectives; updating sex offender files resulting in 21 additional charges. ~~~~~~~~~~~~~~~~~~~~~~ Police: Additional police officer positions placed in District One Description: Adding more officers at the beginning of 2012 from KFCG to the existing District One cadre of officers resulted in increased safety, quicker police response, and greater citizen perception of safety in the downtown environment. Page 13 of 25 Benefits:  Police recorder an 18.9% reduction of disturbance calls on Thursday night-Saturday night calls. Additional officers allow for increased police presence and increased bicycle patrol enforcement.  28.3% reduction in police reportable responses to resistance. ~~~~~~~~~~~~~~~~~~~~~~ Police: Implementation of the Neighborhood Enforcement Team (NET) Description: The Neighborhood Enforcement Team (NET) is comprised of seven officers each assigned to a Patrol District to impact criminal activity and nuisance issues in neighborhoods. NET seeks to reduce patrol officers responses to locations with high volumes of calls for service. Benefits:  NET provides focus on high crime Multi-Family housing to reduce police calls for service and increase livability.  Repeat offender targeting for those criminals who commit multiple crimes in neighborhoods resulted in 34 arrests.  Collaboration with identified businesses reduces crime rates in these areas.  Addressing the issue of bicycle thefts has resulted in the arrest of 12 offenders, recovering 39 stolen bicycles, and 110 bicycles suspected to be stolen located in “chop shop” type operations.  NET responded to numerous citizen reports of suspected neighborhood drug houses, primarily those suspected of illegal marijuana distribution.  Targeted traffic enforcement resulted in 60 citations in problem areas, including College Avenue cruising.  One high density housing complex resulted in calls for police service decrease from 84 calls in 4Q of 2011 to 34 calls in 4Q of 2012 as a result of NET innovation and intervention; nearly a 60% reduction. ~~~~~~~~~~~~~~~~~~~~~~ PDT Administration: Video Interview Description: PDT Administration hired several vacant key management positions in 2012. To handle a large number of interviews effectively and efficiently, PDT Administration utilized video interviews to help determine finalists for in person interviews. Benefits:  PDT recorded significant savings in candidate travel expenses.  Video interviews enabled us to gauge the presentation and communications skills of potential candidates.  The process revealed candidates’ comfort with new technology and interview “curve balls.” ~~~~~~~~~~~~~~~~~~~~~~ Planning, Development and Transportation (PDT) Administration: Effective Council Presentations Training Description: PDT Administration initiated, developed and implemented a two-hour staff training course in Effective Council Presentations to address comments and concerns received from City Council and Executive Page 14 of 25 Management. The course focuses on writing a clear and effective AIS, clear and accurate graphics, maps and PowerPoint presentations, as well as effective communications in front of Council. Thirty five PDT staff and managers attended the initial training, and rated the course as extremely helpful. PDT is working with Human Resources to develop an online version of the training course to be offered to the entire organization. Other City service areas have expressed interest in the live training, as well. Benefits:  Consistent training and expectations were communicated to PDT employees.  Training will improve quality control of the final product.  Improved presentations produce more effective outcomes. Following the training session, several Council members plus City management have complimented PDT staff on their presentations and materials. ~~~~~~~~~~~~~~~~~~~~~~ Transfort / Dial-A-Ride: Improvements Description: In 2012, Transfort demonstrated year over year improved operating efficiencies and performance metrics. Benefits:  Net Expense per Passenger decreased 4.4% in 2012, $1.98 in 2011 to $1.90 in 2012.  There was a 5.5% increase in ridership versus 2.6% increase in total fixed route costs.  Passengers per revenue hour increased 3.7%, 27.9 in 2011 to 28.9 in 2012. ~~~~~~~~~~~~~~~~~~~~~~ City Manager’s Office Description: Several efficiency efforts implemented in 2011-2012 include tracking all Service Area Requests (SARs) and Colorado Open Records requests (CORA) in a centralized database system (Access Fort Collins), moving toward electronic Council agenda’s, and tracking/evaluating multi-departmental copier needs. Benefits:  Readily available data from a city-wide system improves staff efficiency and knowledge sharing.  Electronic agendas reduce annual printing and copier costs. ~~~~~~~~~~~~~~~~~~~~~~ Community Development and Neighborhood Services (CDNS): Community Mediation Description: Planning and coordination for the merging of Restorative Justice Services (RJS) with the Community Mediation Program was completed. RJS moved from Police Services to Community Development and Neighborhood Services. The benefits of the merge will begin to materialize in 2013. Benefits:  With the merge of these two programs, the most appropriate resolution processes can be designed and offered to community members served by both the Mediation Program and Restorative Justice Services. Page 15 of 25  The combined skills and training of staff members will support the offering of a wider range of services.  The merging and cross-training of the two volunteer teams (20 mediation and 50 RJ volunteers) will bolster the resource base available for addressing crime and conflict through community-based processes.  This merger will allow these two programs to be more innovative and efficient and to provide world class service. ~~~~~~~~~~~~~~~~~~~~~~ Community Development and Neighborhood Services (CDNS): Development Review Transparency Description: In response to citizen requests seeking additional transparency and improved, consistent and reliable processes related to development project reviews, numerous improvements were made throughout the year. Benefits:  Citizens are now able to find a majority of information for a development project from a single web page. It allows them to search by type of application, status, sign numbers or key words (including address). It provides links to related document images, the current applications map and other information sources of interest.  Citizens can now subscribe and receive a weekly email giving them information on scheduled neighborhood meetings, scheduled administrative hearings, upcoming board and commission meetings, development-related City Council agenda items and new projects.  Citizens now have access to a development review guide tailored to residents and neighbors that gives them “at-a-glance” information on the development review process and emphasizes how neighbors and affected citizens can engage in the process.  Development review signs have been changed making them larger, brighter and adding a number to facilitate finding information on specific projects.  Additional information is being provided for development-related boards and commissions, for conceptual reviews, for administrative hearings and for neighborhood meetings including complete packets, staff comments and meeting notes. ~~~~~~~~~~~~~~~~~~~~~~ Utilities: Implementation of the International Organization of Standards 14001 Description: Utilities earned the International Organization of Standards (ISO) 14001 Certification for Water Treatment Facility and Water Quality Laboratory. ISO 14001 is the globally accepted standard for Environmental Management Systems (EMS). The system focuses on continual improvement in environmental performance. The City’s Drake Water Reclamation Facility is the first wastewater treatment facility in Colorado to earn the ISO 14001 certification. Benefits:  ISO 14001 is the standard or guidance document for the development and implementation of an Environmental Management System (EMS). EMS is a systematic way to continually improve Environmental Regulatory Compliance and Pollution Prevention.  EMS is an important driver of continuous improvement - Through the 17 EMS elements, opportunities for environmental improvement are identified, put to action plans, progress is measured, and outcomes are delivered. This process is verified by 3rd party auditors who require proof the Plan-Do-Check-Act process is successfully in place. Page 16 of 25 ~~~~~~~~~~~~~~~~~~~~~~ Sustainability Services: Office of Sustainability Description: The City created a new Office of Sustainability to work across the organization in order to facilitate more efficient use of resources in developing sustainable endeavors, partially through development and implementation of a Sustainability Strategic Plan to coordinate and prioritize City activities. In 2012, the Social Sustainability Department was formalized and joined the Service Area. Also in 2012, Sustainability Services convened 40 staff from across the City organization in a charrette to bring together ideas and expertise, innovate, and seek the best ideas that emerge from the intersection of creativity. Charrette outcomes included documented innovative ideas, collaborative BFO offers, and increased cross-departmental collaboration. Benefits:  Elevate cross-department collaboration and alignment  Focus on nexus ideas and innovative projects  Identify and support Citywide needs to advance sustainability (i.e., promoting innovation think tank, grant seeking & tracking assistance, carbon accounting, etc.)  Focus the broad and varied initiatives and programs in departments under sustainability to communicate to Council and the public  Support alignment with Plan Fort Collins and catalyst projects ~~~~~~~~~~~~~~~~~~~~~~ Environmental Services: Bargain Box for Reusable Office Supplies Description: The Sustainability Coordinator worked with IT to set up a new location on the Citynet Bargain Box to allow departments to exchange surplus or request needed office supplies. Benefits:  Optimizing existing supplies eliminated the need to create a large centralized storage space.  Re-use reduces costs of new supplies and reduces solid waste. ~~~~~~~~~~~~~~~~~~~~~~ Human Resources: Process to Operational Improvements Description: Human Resources implemented several process improvements including:  Successful negotiations with benefits providers resulted in cost savings to the City and employees.  New Employee Orientation materials are provided on a CD, thus eliminating paper packets.  Reports that include employee information regarding Overtime/Compensatory Time and Vacation are sent to supervisors on a bi-weekly basis through a process called “Bursting Reports.” Benefits:  CIGNA – Life Insurance Rates negotiated an additional 2-year rate guarantee for basic and supplemental life rates through 2014 at the same 2012 rates.  Delta Dental – the administrative fee was to increase by 3% starting in 2013 and an additional 3% in 2014. Negotiated a two year rate guarantee for 2013 and 2014 at the 2012 rates. Page 17 of 25  New Employee Orientation cost reduced from between $8 -12/per packet to $.34/ea. Information is more easily updated and CD’s are burned prior to each New Employee Orientation.  Providing supervisors timely reporting of overtime and compensatory time usage increases the ability to more closely monitor. ~~~~~~~~~~~~~~~~~~~~~~ Communications & Public Involvement: Social Media Town Hall Description: The Communications and Public Involvement Office organized a Social Media Town Hall event. The online chat featured Traffic Engineer Joe Olson who answered traffic questions in real-time through Facebook and Twitter. The successful event engaged 106 social media users, more than three times the average attendance at traditional events. CPIO plans to conduct additional social media events in 2013. Benefits:  The online event was less expensive and less costly than a traditional Town Hall.  Using an online platform allowed the City to reach an audience that doesn’t traditionally participate at in-person events. ~~~~~~~~~~~~~~~~~~~~~~ Communications & Public Involvement: Media Training Description: In 2012 the Communications and Public Involvement Office once again offered media training to employees after several years without. By conducting the training in-house and using real-world, City of Fort Collins examples, CPIO staff created a valuable, hands-on training experience and saved money that would have otherwise been spent to contract outside resources. Benefits:  Participating staff is better equipped to respond to media inquiries.  Costs savings result from using in-house resources. ~~~~~~~~~~~~~~~~~~~~~~ Communications & Public Involvement: Public Engagement Strategic Plan Description: In recognition of the need to develop a strategic framework for community involvement organization- wide, the Communications and Public Involvement Office along with other key City staff developed the City’s first Public Engagement Strategic Plan. Partial implementation began in 2012 with the use of a newly developed Public Engagement Spectrum, a tool to help match community involvement expectations with available resources and the use of one-page public involvement plan summaries; summaries will be required for all major outreach efforts and sent to City Council prior to implementation. These process improvements are designed to maximize resources related to engagement and minimize incidents where outreach efforts are repeated due to misaligned expectations. Benefits:  Consistent language and processes assure that Council, community members, and City staff establish an understanding of expectations and influence related to public engagement efforts.  Improved communication Page 18 of 25  Staff avoids the duplication of efforts by coordinating public engagement campaigns through a single point-of-contact.  Increased strategic planning decreases the necessity to repeat outreach efforts due to misaligned expectations. ~~~~~~~~~~~~~~~~~~~~~~ Communications & Public Involvement: Process Improvements and Performance Measures Description: In addition to the Public Engagement Spectrum and Summaries, CPIO implemented several other initiatives to improve our internal processes and track performance measures, namely:  6 Step Communication Plans – a template used by project managers to pinpoint purpose of the project, research best practices, develop implementation timelines, and evaluate effectiveness  Cable 14 Customer Satisfaction Surveys –Cable 14 offers clients the ability to fill out an online form rating their satisfaction with Cable services, which allows us to adjust services and process more immediately as opposed to waiting for the annual Internal Services Survey  Quarterly Reports – based on the indicators included in CPIO budget offers, CPIO produces a quarterly report detailing progress on goals and key projects. This new tracking tool informs timely changes in communication messaging and strategy. Benefits:  Improved communications planning encourages a strategic approach to campaigns to capitalize on best practices, minimize duplication, and maximize resources and effectiveness.  More timely adjustments to programs and efforts are made based on relevant feedback. 3. TECHNOLOGY AND UPGRADES Parking Services: Improved Handhelds for Parking Officers Description: New handhelds (ticketing equipment) were purchased for Parking Officers in early 2012. These handhelds are a significant improvement to the previous equipment. They are Wi-Fi enabled which allows more frequent data uploads. The new handhelds have a more easily read screen and larger keyboards for easier entry by the officers. Each handheld also has a built in camera. Benefits:  The equipment improves our service to the customer as ticket information is uploaded to the office four times per day rather than once at the end of the day. This means the ticket information will be available to the customer much more quickly. Previously it wasn’t available until the next day.  We no longer have to purchase separate camera equipment as the handhelds have a built-in camera. This is a cost savings to the department and reduces the equipment the officers need to carry.  It also eliminates the need for someone to matchup pictures with license plates, which used to be a time-consuming manual process. Page 19 of 25 ~~~~~~~~~~~~~~~~~~~~~~ Streets Department: Data Collection Tools Description: In October 2012, the Streets Department purchased several iPads to be used in the field for documenting project information and capturing quantity estimates on the go. The iPads improve efficiency of operations by collecting data in real time and by generating accurate estimates that can be plotted on a map. This allows staff to plan projects more effectively while eliminating unnecessary trips to the field. Benefits:  Field data is collected more efficiently.  Global Positioning System (GPS) system creates opportunities to map data and provide locations. ~~~~~~~~~~~~~~~~~~~~~~ Streets Department: Technology Description: Two Roadway Weather Information Systems (RWIS) have been installed at Timberline and Nancy Gray. One site is for the northbound lanes, and the other is for the southbound lanes. These sites are complete with non-invasive (out of the roadway) pavement temperature and friction sensors, including cameras. Both sites will aid the partnership with liquid deicer vendor, Envirotech, for testing their newly developed salt brine additive product. One site will measure the results of their test product while the other site will measure the results of our in-house salt brine product. In addition to the collection of the test data, these sensors will aid snow removal operations by helping to modify the amount of de-icer applied based on the pavement friction sensor. Moreover, both sites will help quantify snow performance measurements related to the amount of time it takes to bare pavement after a snow storm. Benefits:  New technology increases safety of the traveling public during snow and ice removal operations.  Using friction sensor data, staff can limit the amount of de-icer product used.  Develop improved liquid deicers  Quantify snow performance measure – time to bare pavement ~~~~~~~~~~~~~~~~~~~~~~ Traffic: Signal Upgrades Description: Traffic Operations completed upgrades at traffic signals along Mason in conjunction with the MAX BRT project. Due to funding restrictions the Mason project could only pay for partial improvements at the intersections. KFCG funds were used to complete the installations. The work included upgrades to the signal poles as well as the installation of new conduit, wiring and signal displays. Benefits:  KFCG funds allowed for the completion of signal projects that would have otherwise only been partially funded. The combined funding resulted in all new equipment at each intersection as well as improved aesthetics along the Mason Corridor. Page 20 of 25 ~~~~~~~~~~~~~~~~~~~~~~ Cultural Services: New Admissions and Donor Tracking System at Fort Collins Museum of Discovery Description: Fort Collins Museum of Discovery implemented a new admissions and donor system that tracks visitation, memberships, and donors. The system provides detailed reporting allowing staff to predict visitation and revenue trends, understand where visitors are coming from, and maintain ongoing relationships with donors. Benefits:  Trend data provides for efficient scheduling of staff.  Zip code data informs targeted marketing.  Tracking donors over years builds relationships.  Detailed information on visitation aides reporting. ~~~~~~~~~~~~~~~~~~~~~~ Police: Digital Transition in Training Unit Description: Police Services transferred of hiring and training documentation and archives to digital storage. Benefits:  Savings of personnel time and effort to find needed documents between various cabinets, room, and piles of papers.  Dramatically speeds up the process of reviewing and approving applications in that multiple employees can access the same material at the same time. ~~~~~~~~~~~~~~~~~~~~~~ Police: Use of Technology in Evidence to Improve Work Efficiencies Description: Police Services purchased and now uses equipment to make work more efficient and be able to respond to customers quicker. Benefits:  The purchase of a currency/coin counter decreased the amount of time spent counting coins and currency. In addition, we are able to capture copies of each bill which eliminates the need to make copies of the currency at a copy machine.  A second computer added in Evidence Log-In Area allows two officers to complete their evidence work at the same time creating greater efficiency in logging of evidence.  The purchased of a new DVD/CD duplicator with enhanced functions and greater speed allows for a quicker turnaround time for copies to the District Attorney, officer, or detective. ~~~~~~~~~~~~~~~~~~~~~~ Police: Use of Technology in Criminal Investigations Division to Improve Work Efficiencies Description: The Criminal Investigations Division purchased and deployed iPads to allow detectives greater case management efficiency. Page 21 of 25 Benefits:  iPads aide in better pre-trial case preparation.  Ability to use this technology regardless of where the detective is working ~~~~~~~~~~~~~~~~~~~~~~ Operation Services: Energy Efficiency Initiatives for City Buildings Description: KFCG offer 46.2 was designed to specifically address energy efficient lighting and reducing natural gas usage. One electrician focused efforts exclusively on 15 projects - which included more than 20 buildings, two large parking lots, and 29 park shelters or bathrooms. Benefits:  Total annual savings equal $17,175  Total annual electric kWh savings total 265,250 ~~~~~~~~~~~~~~~~~~~~~~ Environmental Services: Unified Carbon Accounting Description: KFCG funding supports the Environmental Data Analyst, compilation, quality assurance, archive and reporting of community and municipal carbon data. In 2012, carbon accounting database updates included:  Data and calculations for process GHG emissions from the City’s Water Treatment and Reclamation Facilities  Data export functions for all municipal carbon data to allow any database user to easily retrieve raw data by type (e.g., electricity usage) for data analysis and reporting purposes  Municipal GHG emission reports at the department level  Greater data resolution of municipal solid waste data into 3 new categories of waste: office, industrial, and waste disposed by the public  Complete automation of all community GHG emissions calculations 2012 Methodology updates included:  Adding emissions from methane and nitrous oxide to natural gas calculations  Revising methods for calculating emissions from biofuels  Updating emission factors for many calculations  Revisions to estimation of annual vehicle miles traveled (VMT)  Improved accuracy of utilities usage for municipal operations (e.g., added Natural Areas utilities usage) Benefits:  All community and municipal carbon data (2005 - 2011) was transferred from spreadsheets into the secure centralized unified carbon accounting database.  Staff can easily access uniform, quality-assured data.  Streamlined data collection and validation required less time and revisions than the previous year.  Coordinated data collection for three different reports avoided multiple requests to City departments and ensured the same data is used for reports. Page 22 of 25 ~~~~~~~~~~~~~~~~~~~~~~ Parks and Environmental Sustainability Services: Big Belly Solar Compacting Trash Bins & Earth Tub Units Description: In 2012, KFCG funding was used for continued operation and maintenance of the Earth Tubs food composing pilot program. Benefits  3,560 pounds of waste was diverted and recycled with the Big Bellies solar trash compactors in 2012.  12 tons of food scraps were composted in the Earth Tubs in 2012.  The soil from the Earth Tub is used in the Downtown flower beds.  Staff costs were lowered by reducing frequency of trash collection. ~~~~~~~~~~~~~~~~~~~~~~ Finance - Purchasing: Electronic submissions for bids and Requests for Proposal Description: In 2012 Purchasing changed standard invitations to bid and Requests for Proposals (RFP) to encourage electronic submissions. Benefits  Approximately 62% of Requests for Proposal (RFP) and 8% of Bids received some electronic submissions. This is an increase from 11% for RFPs and 0% of Bids in 2011. 4. CUSTOMER SERVICE Parking Services: eBiz Website Description: Parking Services established an eBiz website for online citation payments in 2011. In 2012 the City added a feature to allow customers to also renew their parking structure permits online. This helps offset high customer traffic at the end of the month when the majority of permit holders renew their permits and is very convenient for renewing permit holders. Benefits:  eBiz increased convenience for customers as they no longer have to mail in payments or come into the office. Online payments can be made anytime, greatly increasing the convenience for our customers.  Improved efficiency for customer service staff occurs as online payments frees up time to work on other Parking projects.  Reduced customer traffic coming into the office equates to less travel trips. ~~~~~~~~~~~~~~~~~~~~~~ Streets Department: Street Maintenance Program (SMP) Website Updates Description: During the height of the 2012 construction season, the SMP website was revamped to allow for better communication of project information to the public. Now, citizens can go to the website and sign up for email updates on specific SMP projects happening around the City. Updates include information about Page 23 of 25 road closures, detour routes, and changes in the project schedule. In addition to email updates, citizens are also able to view all current projects and the status of each project. Updating the website has allowed for increased communication and customer service to the Fort Collins community. Benefits:  Accessible up-to-date project information  Increased project communication  Education about Streets Department services ~~~~~~~~~~~~~~~~~~~~~~ Recreation: Customer Service Team Description: Created one customer service team for all recreation facilities that changed the supervisory structure from being facility based to a coordinated team that now reports to the Administrative Support Supervisor overseeing all facilities. Benefits:  Consistency improved customer service and communication.  The new team creates flexibility for staff to work at various locations. ~~~~~~~~~~~~~~~~~~~~~~ Police: Customer Service improvements in the Records Section Description: Improvements made in Records resulted in enhanced customer service to citizens and community. Benefits:  Reconfiguring the front counter area enabled employees to better see and hear customers resulting in better and more efficient customer service.  Revising the procedures manual resulted in consistency among the employees which ultimately improves customer service.  Records now have the ability to complete VIN checks at the District 1 substation allowing for improved availability and customer service.  Addition of Police Services Technician who is able to answer more questions, take crime reports, and write citations for minor violations has increased customer service. ~~~~~~~~~~~~~~~~~~~~~~ Poudre Fire Authority: Community Safety and Service Description: This program within the Poudre Fire Authority was created in 2012 by merging the Fire Prevention Bureau, Office of Emergency Management, and Public Education programs under the direction of a Division Chief thereby creating a highly effective work team. Benefits:  Provide the highest possible level of customer service to citizens, businesses, and contractors  Work closely with outside agencies to complete the review and adoption of Fire and Building Codes.  Evaluate the effectiveness of current inspection and testing programs to better concentrate resources on the most at-risk populations and buildings while still meeting mandated testing and inspection schedules. Page 24 of 25  Continual development and delivery of public education for the citizens and business community of Fort Collins in the areas of fire prevention and disaster preparedness. ~~~~~~~~~~~~~~~~~~~~~~ City Manager: ClimateWise’s Social Superstars Program Description: The ClimateWise Social Superstars program is designed to assist businesses in strengthening the people aspect of the “triple bottom line” business model of people, profit, and planet. Participating provides an opportunity to further address the social impact that an organization makes on its community, while also providing a clear channel for the community at large to recognize its accomplishments. Benefits:  By supporting an engaged group of local businesses and organizations the City creates awareness around social sustainability and can assist members in reaching their social sustainability goals.  The program also gives recognition to members for accomplishments in the community through the ClimateWise Program. ~~~~~~~~~~~~~~~~~~~~~~ Community Development and Neighborhood Services (CDNS): Party Registration Program Description: In 2008, The City of Fort Collins’ Neighborhood Services Office and Colorado State University’s Off- Campus Life developed an innovative Party Registration program to support residents and address the issue of noise complaints in the community. The Party Registration Program began as a pilot, and in spring 2010, after minor adjustments to the process, the Party Registration Program became an official, ongoing program supported by the City and the University. As of August 1, 2011 due to positive feedback the program has been offered year round for Friday and Saturday party registration. Benefits:  The city saves significant costs associated with officer overtime, allowing for needed dollars to be redirected to other high priority police services. At the beginning and end of each academic year, the police department pays to have officers work overtime on “party patrol/riot prevention” shifts geared specifically to address noise and loud parties. Due to safety reasons, each noise complaint requires a two-officer response when breaking up a party (30 minutes per officer, 60 minutes of total potential police response time). As a result of party registration, fewer officer contacts were needed for registered parties. From April 2009 through January 2013, dispatch and police have been able to give warnings to 218 parties who have then corrected the noise issues within the 20 minute time frame. The warning system has allowed Fort Collins Police to save 13,080 minutes (218 hours) of response time. To date 98% of the Registered Parties have been able to avoid a noise citation.  With fewer tickets being issued across the city, less court time is needed to process noise violations through the court system.  There is a benefit for residents through the reduction of time it takes to resolve noise issues. Typically, on a busy Friday or Saturday evening, it may take a police officer over an hour (or more) to respond to a noise complaint. With the party registration system however, the disturbance can be handled much quicker (within 20 minutes), thus reducing tensions in neighborhoods between students and long term residents. The registration system further reduces the frustrations felt by long-term residents who believe that police response time (when addressing noise) is much too long. Page 25 of 25  Off campus students registering their parties receive educational materials in advance of their party, which raises their knowledge of issues in the neighborhoods and increases their opportunity for future success. ~~~~~~~~~~~~~~~~~~~~~~ Environmental Services: Healthy Sustainable Homes (HSH) Program Description: The HSH program is a free volunteer-driven approach to addressing issues of indoor air pollution that can damage health and the environment. With awareness and education, many home health and safety concerns can be resolved with low-cost or no-cost solutions. Benefits: In 2012, the program had:  45 active volunteers donated 1068 volunteer hours and increased their own knowledge and home health actions.  51 completed home assessments lead to the reduction of home exposures and changing environmental health behaviors.  Indoor air quality improved - 85% of the recommendations were completed (of the 2012 assessments that participated in the 6 month cycle of follow ups).  Community awareness was increased through 17 community presentations and a presence at 3 health fairs.  In late 2012, the program began providing energy and water saving gifts (light bulbs, faucet spigots, shower heads, etc.) as well as a tire gauge, healthy cleaning solution and reusable grocery bag, increasing awareness of City programs and resources to “green” other aspects of home life. ~~~~~~~~~~~~~~~~~~~~~~ Finance: Rebate Program Efficiency Description: The City increased the efficiency of the rebate program in 2012 by streamlining the application into a simple two page form. Staff also changed the income levels to be consistent for the sales tax on food, utility and property tax rebates which makes the application process easier for citizens as there is now only one income level to qualify as opposed to different levels for different rebates. Benefits:  The application process for citizens was simplified.  The new from created increased processing efficiency for staff. 1 2012 Annual Keep Fort Collins Great (KFCG) Report to the Community City Council Work Session March 12, 2013 ATTACHMENT 3 2 Keep Fort Collins Great (KFCG)  0.85% sales & use tax ballot initiative approved by voters on November 2, 2010 • 8.5 cents on a $10 purchase  Provisions: • How the dollars will be allocated • Sunset after 10 years • Annual reporting requirement ‒ How the funds were spent ‒ Overall City cost savings initiatives and efficiencies 3 KFCG Revenue Allocation  Ballot language designations • 33% - Street Maintenance and Repair • 17% - Other Transportation Needs • 17% - Police Services • 11% - Fire Services • 11% - Parks Maintenance and Recreation • 11% - Other Community Priorities as Determined by City Council 4 KFCG Revenue  Originally budgeted 2012 KFCG sales and use tax revenue = $20.0M  Actual 2012 KFCG sales and use tax revenue = $22.6M • $7.4M - Street Maintenance and Repair • 3.8M - Other Transportation • 3.8M - Police Services • 2.5M - Fire Services • 2.5M - Parks Maintenance and Recreation • 2.5M - Other Community Priorities • .1M - Interest Income 5 KFCG Actual Revenue & Expenses All values in $M 2012 Beginning Fund Balance Actual 2012 Revenue Actual 2012 Expenses 2012 Ending Fund Balance Street maintenance & repair $0.4 $7.5 $6.4 $1.4 Other transportation 2.2 3.9 2.2 3.9 Police services 2.3 3.8 3.1 3.0 Fire services 0.1 2.5 2.1 0.5 Parks and recreation 0.5 2.5 2.1 0.8 Other community priorities 0.9 2.5 1.9 1.5 $6.3 $22.6 $17.8 $11.1 Notes: 2012 actuals are preliminary until year end accounting is finalized Rounding may cause the numbers in the table to not sum correctly 6 KFCG Fund Balance Summary Increase in fund balance primarily driven by multi- year capital projects and unanticipated revenue KFCG Fund Balance as of 12/31/11 $ 6.3 Committed, Non-Lapsing Funds $ 1.5 Budgeted, Underspent Funds $ 0.7 Total Unexpensed Funds for 2012 $ 2.2 2012 Unanticipated Revenue $ 2.6 Projected KFCG Fund Balance as of 12/31/12 $ 11.1 All values in $M 7 KFCG Fund Balance Summary KFCG fund balance available for future appropriation is much less than total fund balance Projected KFCG Fund Balance as of 12/31/12 $ 11.1 Committed, Non-Lapsing Funds $ (1.5) Committed Encumbrances $ (1.0) Committed Use of Reserves for 2013-14 Budget $ (3.6) Total Committed KFCG Funds $ (6.1) $ 5.0 All values in $M Uncommitted KFCG Fund Balance as of 12/31/12 (Does not include 2013 Reappropriation requests) 8 KFCG Administration  Revenue collections in excess of forecast and prior year unspent budget flows to the fund balance of the Keep Fort Collins Great fund  Fund balance is tracked independently for all six ballot language designations  Fund balance is available for future appropriation by City Council 9 KFCG-Street Maintenance and Repair KFCG funding is crucial to maintain a Level of Service (LOS) B for City road surfaces. 10 KFCG-Street Maintenance and Repair KFCG funding enabled the resurfacing of an additional 58 lane miles of roadway 11 KFCG - Other Transportation  Transfort continued night-time and Saturday bus and paratransit service  1,325 evening trips  42,000 passenger trips 12 KFCG - Other Transportation  Support the City’s ongoing replacement of traffic regulatory and warning signs  Approximately 2,500 signs between Horsetooth and Drake spanning the entire City from Overland Trail to Zeigler, including all local residential streets 13 KFCG - Other Transportation  Contributed to bridge replacement and repair program  Laporte and Whitcomb  Shields Street by Rolland Moore  Harmony Corridor Plan 14 KFCG - Other Transportation  Pedestrian Needs Assessment  Detailed inventory of every sidewalk, crosswalk and curb ramp  Bike Programs  FC Bikes  Bike Library participation has expanded from 1,900 members in 2008 to 11,800 in 2011 15 KFCG – Police Services  Provided organizational support to detectives; updating sex offender files  Resulted in 21 additional charges  18.9% reduction of disturbance calls on Thursday night through Saturday night as a result of additional KFCG officers assigned to District One  Additional staff, including a technician and dispatchers, increased customer service 16 KFCG – Police Services  Ability to investigate bicycle thefts  12 offenders arrested  39 stolen bicycles recovered  110 suspected stolen bicycles found in “chop shops”  Increased resources helped create the Neighborhood Enforcement Team (NET) which works collaboratively with property owners  Reduced patrol calls for services at a multi-housing complex calls in 84 2011/Q4 calls in 34 2012/Q4 17 KFCG – Fire Service  Addition of a South Battalion resulted in improved Battalion Chief response times south of Drake Road  3 Safety Officers hired to increase:  Firefighter safety  Fire scene safety awareness  Accident investigation  Control of worker’s compensation costs 18 KFCG – Fire Service  Additional Firefighter positions hired to create 4-person companies that can be split at fire scenes for more effective, responsive deployment  Equipment purchased for newly hired firefighters, including bunker gear, self-contained breathing apparatus and other personal protective gear 19 KFCG – Parks and Recreation  Provided 3,260 scholarships for low income youth & teens to participate in recreation programs that would otherwise not have been funded without KFCG  Prevented a reduction of:  Youth / teen programs and activities at the Northside Aztlan Community Center  Hours of operation at the Senior Center  Hours of operation at the Gardens on Spring Creek 20 KFCG – Parks and Recreation  Quality care and maintenance of parks  Replaced restroom at Rolland Moore Park  Completed section of Fossil Creek Trail between Trilby & Carpenter, east of Lemay  Planted and cared for flowers in the Downtown  Enabled City 4th of July activities 21 KFCG-Other Community Priorities  Supported McMurry Natural Area restoration During After 22 KFCG-Other Community Priorities  The Healthy Sustainable Homes program  51 complimentary in-home assessments  Municipal Innovation Fund projects  Reduce annual carbon dioxide emissions by 33 metric tons  Save more than $14,000/year in utility maintenance costs for a 17% return on investment  Waste Reduction & Recycling Program  8 multifamily complexes  18 businesses  26 waste assessments 23 Cost Savings and Efficiencies  Separated into 4 categories • Cost savings, partnerships & leveraging resources • • Process and operational improvements • Technology and upgrades • Customer service  Examples by category follow 24 Cost Savings and Efficiencies  Cost savings, partnerships & leveraging • The City refinanced debt in the amount of $35 million resulting in $5.8 million in savings to the General Fund, Natural Areas Fund and Transportation Fund over 14 years; the net present value of the savings is $4.8 million  Process and operational improvements • Planning, Development and Transportation drove a training effort to improve the effectiveness of presentations at Council meetings which has been seen as a best practice throughout the organizations 25 Cost Savings and Efficiencies  Technology and upgrades • The Streets Department began using iPads to collect real time data and generate accurate estimates that can be plotted on a map allowing staff to plan projects more effectively  Customer service • Parking Services’ eBiz website for online citation payments added a feature to allow customers to renew their parking structure permits online instead of mailing payments or coming into the office 26 KFCG – Online Reporting  Online reporting for KFCG can be found at: www.fcgov.com/kfcg  Expense Summary by Offer  Cost Savings and Efficiencies DATE: March 12, 2013 STAFF: Beth Sowder, Mike Gebo Polly Lauridsen Pre-taped staff presentation: available at fcgov.com/clerk/agendas.php WORK SESSION ITEM FORT COLLINS CITY COUNCIL SUBJECT FOR DISCUSSION Exterior Property Maintenance Codes. EXECUTIVE SUMMARY In response to citizen inquiries and discussions about on-going exterior property maintenance issues that create a negative impact on neighboring residential properties, staff researched existing deficiencies in current City Codes and what other communities use to address these challenging issues. Staff will present options to City Council to address the identified exterior property maintenance issues. GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED 1. Does Council wish to move forward with any of the options presented? 2. Is there any additional feedback or direction Council would like to provide to staff? BACKGROUND / DISCUSSION In response to specific citizen complaints and inquiries about residential properties that appear unkempt, deteriorated, in disrepair and that create a negative impact to neighboring properties, staff researched whether current City codes are adequate to address the issues and whether other communities have codes that address the identified issues. Staff also documented properties in Fort Collins that currently have various exterior property maintenance issues that negatively impact their neighborhood, but are not in violation of current City codes. There are relatively few properties that meet this description, but these few properties (approximately a dozen) have significant impacts on their neighbors. These identified properties have been in deteriorating condition for several years, even decades in some cases. Some negative impacts that neighbors have expressed include: declining property values, loss of quality enjoyment of their property, safety hazards, unwanted wildlife and insects, and a general feeling that no one cares about their neighborhood. The identified exterior property maintenance issues include (See Attachment 1): • Vacant, boarded up buildings which have been declared “dangerous” • Owner-occupied properties with excessive exterior deterioration • Outdoor Storage accumulation visible from neighboring property • Storage of inoperable motor vehicles • Substantial amount of dead shrubs • Excessive accumulation of materials stored in public view (front or side yard) March 12, 2013 Page 2 • Repeat violations • Current Problem - Vacant Buildings Vacant buildings without a local contact person continue to get broken into and are not regularly maintained, creating an eyesore and safety issues. The City attempts to work with property owners (who may be located out of town/state) to keep the property secure and to require nuisance violations be corrected. Currently, there is no requirement for the owner of a vacant and declared “dangerous” building to have a local contact person who will routinely inspect the property and respond quickly to violations. Suggested Remedy Require vacant buildings that have been declared “dangerous” by Building Services to have a local contact person registered with the City who will be responsible for ensuring the property is secure and who will respond to any nuisance violations. Many other communities across the country have adopted Vacant Building Registries. • Current Problem - Owner-occupied Properties with Excessive Exterior Deterioration The International Property Maintenance Code (IPMC), as adopted, provides four classifications of buildings that would require some degree of correction. “Dangerous” is an imminent hazard to the occupants or the public; “Unlawful” is created without a permit or City approval; and “Unfit for Occupancy” is not allowed to be occupied due to a health risk. These first three classifications are applicable to all buildings and structures. The fourth classification, “Substandard”, means there are deficiencies that require general maintenance, but the building has not been declared “dangerous”. When adopting the IPMC, there was a specific exemption of residential properties that are owner- occupied or vacant from the Substandard classification. Some of the existing problems include owner-occupied or vacant homes with significant deterioration and holes in the roof and siding. Suggested Remedy Remove the owner-occupied exemption from the substandard portion of the exterior structures portion of the IPMC. Other communities that adopted the IPMC do not exempt owner-occupied properties from deteriorating exterior structures. • Current Problem - Outdoor Storage Accumulation Visible from Neighboring Properties Violations of the current Outdoor Storage Code (materials not normally stored outdoors in a residential neighborhood) only occur if the items can be seen from the public right-of-way or ground level of an abutting property. For example, if a neighbor can see the backyard of a neighboring property from their deck or looking out their window and the yard is full of materials, it would not be a violation unless it could also be viewed from public property or ground level of a neighboring property. March 12, 2013 Page 3 Suggested Remedy Modify the Outdoor Storage Prohibited Code to remove the requirement that it must be visible from ground level of a neighboring property. Other communities do not restrict this type of violation to items that are only visible from ground level. This change would make this Code consistent with other nuisance codes, such as rubbish and weed violations. Inspectors would only look from a neighboring property if a complaint was received and the complainant gave permission to the Inspector to view the violation from their property. • Current Problem - Storage of Inoperable Vehicles There is currently no limit to the number of inoperable motor vehicles that can be stored on a property, as long as they are screened from ordinary public view. This means that a fenced backyard can have any number of inoperable motor vehicles. Currently, City Code does not allow any inoperable motor vehicles to be stored in public view but does not restrict them when they are stored behind a fence. Suggested Remedy Modify the Storage of Inoperable Motor Vehicles Code to allow only one (1) inoperable motor vehicle to be stored behind a privacy fence. This would not apply to vehicles stored within an enclosed structure. Many other communities do not allow any storage of inoperable motor vehicles or limit it to one (1). • Current Problem - Substantial Amount of Dead Shrubs Currently, City Code does not regulate landscaping requirements on residential properties other than prohibiting dirt yards and overgrown weeds/grass. There are properties that have dead shrubs that create a potential fire hazard and an eyesore for neighbors. This could be subjective and it is difficult to define “dead or substantially dead”; however, other communities can be used as a model to follow. Suggested Remedy Add a provision that requires the removal of dead or substantially dead shrubs. This would apply to large shrubs or a substantial amount of shrubs (not just one rose bush, for example). This would not apply to trees. Many other communities require the removal of all dead/substantially dead landscaping, and their codes will be used as a model to follow. • Current Problem - Excessive Accumulation of Materials Stored in Public View There is no limit to the amount of materials and items that are normally stored outdoors in residential areas in public view (front or side yards). There are properties that have an excessive amount of materials stored in public view creating an eyesore for neighboring properties. March 12, 2013 Page 4 Suggested Remedy Amend the Outdoor Storage Prohibited Code to limit the excessive accumulation of items such as lawn and garden equipment, barbecue grills, bikes, ladders, etc. stored in public view (front or side yard). Staff would need to show that there is an “excessive accumulation” of items for it to be a violation. • Current Problem - Repeat Violations Due to the notification requirement in the Code, all violations (including repeat violations) must get a notice of violation and time to correct the violation prior to a citation being issued. This leads to continuous repeat violations since they can wait to receive a notice from the City and are allowed time to correct the violation before any penalties are assessed. Suggested Remedy For repeat violations (more than two of the same violation within a 12-month period), amend the Code to allow citations to be issued immediately. This will discourage repeat violations. This is currently allowed in the Code specifically for Occupancy violations. Public Outreach To date, public outreach has included articles in the Coloradoan and Neighborhood News. A focus group with neighbors who live near properties that have some of the identified issues, neighbors not directly impacted by these issues, and representatives from the Fort Collins Board of Realtors and the Northern Colorado Rental Housing Association was held to discuss the problems and potential solutions. Additionally, staff met with the Fort Collins Board of Realtors Governmental Affairs committee. Feedback included the following: • The order of importance for addressing the issues include: N Health/safety issues first N Repeat violations N Demonstrated adverse impacts to neighbors N Aesthetic issues last • Improve current enforcement processes to address the issues • Important to remove the owner exemption from the IPMC for exterior conditions of the buildings, limiting the amount of storage allowed on private property, and allowing citations to be issued for repeat violations without additional notices and time to correct the violation • Need to look closely at potential unintended consequences since Code changes would apply to all properties • Concern for people who may not be able to afford to maintain their home - provide education about existing assistance programs for large home improvement needs March 12, 2013 Page 5 Next Steps Additional public outreach will occur after direction is received from City Council. Updates to professional organizations and stakeholders will be given, and stakeholders will be encouraged to provide input and suggestions regarding the potential code changes. Staff plans to bring this item to City Council for formal consideration this summer, if Council chooses to move forward with any of the suggested Code changes. ATTACHMENTS 1. Identified Problems Matrix 2. Jurisdiction Comparison Matrix 3. Powerpoint presentation 1 Exterior Property Maintenance Codes City Council Work Session March 12, 2013 Beth Sowder, Neighborhood Services Manager Mike Gebo, Chief Building Official Polly Lauridsen, Code Compliance Supervisor ATTACHMENT 3 2 Direction Sought 1. Does Council wish to move forward with any of the options presented? 2. Is there any additional feedback Council would like to provide to staff? 3 Background Information 4 1. Repeat Violations Current Problem: • Notification requirement • Must get a notice of violation and time to correct prior to citation • Leads to repeat violations 5 Proposed City Code Amendment • Issue citations immediately for repeat violations • Repeat = more than 2 of the same violation within 12 months • Discourage repeat violations • Current practice for Occupancy violations 6 2. Vacant Buildings 7 Proposed City Code Amendment • Vacant and Dangerous Building Registry: – Require local contact person – Responsible for ensuring property is secured – Responsible for correcting violations • Other communities have adopted Vacant Building Registries 8 3. Owner-Occupied with Excessive Deterioration 9 10 11 Proposed Code Amendment • Remove owner-occupied exemption • Apply to exterior structures • Other communities have the IPMC without owner-occupied exemption 12 4. Viewable Outdoor Storage Violations 13 14 Proposed Code Amendment • Remove “visible from ground level” requirement • Consistent with other nuisance codes • Other communities do not have this requirement • Only for complaints 15 5. Inoperable Motor Vehicle Storage 16 Proposed Code Amendment • Allow the storage of only 1 inoperable motor vehicle • Would not apply to vehicles stored within an enclosed structure • Many other communities do not allow storage of inoperable motor vehicles 17 6. Dead Shrubs 18 Proposed Code Amendment • Require removal of dead shrubs • Would not apply to trees • May be difficult to define “dead or substantially dead” • Many other communities require removal of all dead landscaping • Use other codes as a model 19 7. Excessive Accumulation of Storage 20 Proposed Code Amendment • Prohibit an excessive accumulation of items • Could include: – Lawn and garden equipment – Barbecue grills –Bikes – Ladders • Apply to front and side yards in public view 21 Public Outreach • Coloradoan Article • Neighborhood News article • Focus Group • Meeting with Fort Collins Board of Realtors 22 Direction Sought 1. Does Council wish to move forward with any of the options presented? 2. Is there any additional feedback Council would like to provide to staff? DATE: March 12, 2013 STAFF: Mike Calhoon Kim Newcomer Pre-taped staff presentation: available at fcgov.com/clerk/agendas.php WORK SESSION ITEM FORT COLLINS CITY COUNCIL SUBJECT FOR DISCUSSION West Nile Virus Management Policy and Response Plan Review. EXECUTIVE SUMMARY In December 2007, the Technical Advisory Committee was formed per the City Manager’s direction. This Committee provided review of and recommendation for the current West Nile Virus Management Policy, adopted July 1, 2008. A portion of that policy requires periodic review of the processes used to mitigate the threat of West Nile virus in the community. The latter part of the summer of 2012 was a challenging and quickly evolving period for West Nile virus activity. Despite larval control efforts, the risk of West Nile virus was deemed extremely high and the Larimer County Department of Health and Environment made a formal recommendation to perform adult mosquito control (adulticiding). The recommendation was considered per the Policy and Program Response Guidelines, and adulticiding occurred on August 30 and September 4. This was the first time that the City adulticided since the adoption of the 2008 West Nile Virus Policy. The purpose of this update is to discuss the Program Response Guidelines specifically related to adulticiding and to consider the recommendations of the Technical Advisory Committee following the last summer’s application. The City of Fort Collins adulticided in 2003, 2004 and 2007, before the West Nile Virus Policy was adopted in 2008. GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED 1. What feedback does the Council have regarding the Technical Advisory Committee’s proposed changes to the Program Response Guidelines? 2. Does Council wish to include additional changes to the Program Response Guidelines? BACKGROUND / DISCUSSION West Nile virus first appeared in Colorado in 2002 and became active in the Fort Collins community in 2003. Since that time, the City’s policy has evolved to manage the many aspects of mosquito control to reduce the risk of infection in the community. The current policy engages in a broad- based preventative program that focuses on public education and information, adult and larval mosquito population monitoring, and larval control. Implementation of the policy is steered by the Program Response Guidelines. The City’s approach has been to retain a licensed contractor to March 12, 2013 Page 2 provide mosquito control services. In addition, the City has the ability to use adult mosquito control (adulticiding), per the policy, as it did in the summer of 2012. In 2007, at the direction of the City Manager, the City formed a Technical Advisory Committee to assist in reviewing the practices, procedures and risks of a mitigation policy. The Technical Advisory Committee is an eight person team (excluding staff and contractor) made up of a wide range of individuals ranging from content experts to concerned citizens. Over the years only two people have dropped off the committee and this year the chair person of the Natural Areas Advisory Board was available to participate in the review. The work of the Technical Advisory Committee resulted in recommendations, which were used to form the 2008 West Nile Virus Policy, currently in place. The Technical Advisory Committee normally meets twice per year to review the season’s activity, review new products and procedures for controlling mosquitoes, and to suggest changes for the upcoming season. Last summer’s adulticiding application creates an ideal opportunity to review the Program Response Guidelines related to adult mosquito control. Subsequently, the Committee has been meeting every other week since November to discuss improvements, which are outlined below. Existing Adult Mosquito Control Process The City’s policy allows for adult mosquito control (adulticiding) after pre-determined conditions are met. These conditions are listed in the Program Response Plan Guidelines (Attachment 2). Last summer’s application was the first time the City has initiated an adult mosquito control process since 2007. Areas that went well • Application of adulticide was completed on schedule in two evenings, avoiding the Labor Day holiday weekend. • The application successfully avoided properties on the Pesticide Sensitive Registry. • The cost of the 2012 application was $16,000 less than in 2007, due to the fact that there was no charge from the Larimer Emergency Telephone Authority (LETA) for use of the phone notification system. • The number of adult mosquitoes was reduced by 61% in areas of the application. Opportunities for Improvement • Timelines - Adjusting timelines of surveillance and testing of mosquitoes will help facilitate proper public outreach and provide adequate time for Advisory Panel feedback in the event of an adulticiding recommendation. • Decision Matrix - Developing a Decision Matrix tool for Advisory Panel will provide additional structure to the recommendation process. • Change Risk Index - Changing the Risk Index from 0.5 to 0.75 will align more closely with the disease mitigation philosophy of the Policy. The risk index in an industry standard method for evaluating the risk of transmittal of WNV in a community. Risk index is simply the estimated average number of infected mosquitoes collected per trap night summed for the key vector species in the area. March 12, 2013 Page 3 • Inspections - Reinstating backyard and stormwater drain inspections and treatment will boost mosquito control efforts. • Gravid Trap Network - Enhancing the gravid trap network will provide more complete monitoring of the Culex Pipiens variety of mosquito. • Communications - Updating communication strategies will allow for more targeted outreach to specific populations. N Increased coordination with Colorado State University, Poudre School District, and Larimer County earlier in the season N Targeted outreach in areas of high West Nile virus activity Associated Costs Backyard Inspections $8,200 Gravid Traps $4,420 Enhanced Outreach $4,000 The costs will be covered out of three areas. • Community Opportunities Fund $4,420 • Mosquito Testing Fees from the City of Loveland $3,000 • Existing West Nile Virus Contract savings $9,200 ATTACHMENTS 1. West Nile Virus Policy 2. Revised Program Response Plan Draft 3. Powerpoint presentation ATTACHMENT 1 Page 1 of 6 DRAFT Program Response Guidelines to Mosquito-Borne Arboviral Activity March 2013 Highlighted Areas = Areas of Change from 2008 Off Season Activities Status:  No human cases occurring  Mosquito activity none to very low  Mosquito infection rates 0  Vector index 0 Operational Response: 1. Routine post-season analysis of previous season’s data; assess response and efficacy. 2. Analyze and map data from prior years to develop surveillance strategy and select mosquito-trapping sites. 3. No mosquito testing. Communication Activities: 1. Updating of public outreach plan with any new information (e.g. at-risk populations). 2. Update FAQ’s and other information that may be needed if spraying occurs. ATTACHMENT 2 Page 2 of 6 Level I Early Season - June Status:  No human cases reported  Evidence of average or lower than average Culex species mosquito populations (as compared to available historical population data for the area)  Mosquito infection rates < 2 per thousand (0.2%)  Vector index < 0.5 Probability of Human Outbreak: Low Operational Response: 1. Initiate surveillance program. 2. Initiate larval control activities June 1st. 3. Brief City Manager on surveillance activities, mosquito-borne virus epidemiology and trigger points for recommendation of emergency control measures. Communication Activities: 1. Establish communication channels between appropriate City and County staff. 2. Ensure online information is up to date and prepare for ongoing, timely updates. 3. Initiate public education program on mosquito source reduction and risk reduction practices Communication Topics: o West Nile Virus basics o Wear repellent o Eliminate breeding sites Page 3 of 6 Level II Peak Season – July thru August – Low West Nile Virus Activity Status:  Sporadic human cases are being reported  No infected human blood donors have been reported  Culex mosquito populations increasing, but below historical average for that time period  Mosquito infection rate < 2 per thousand (0.2%)  Vector index < 0.5 Probability of Human Outbreak: Low – Moderate Operational Response: 1. Analyze and map surveillance data to identify areas of increased risk. 2. Continue mosquito pool submissions from surveillance program for West Nile virus testing with Colorado State University. 3. Brief City Manager on surveillance findings and need for quick action if activity rapidly increases. 4. Increase larval monitoring and control where necessary. 5. Begin planning for adulticide control in the event that virus activity and Culex populations rapidly rise. Communication Activities: 1. Notify local agencies, media and the public of positive findings. 2. Increase public education activities 3. Continue to regularly update online information, including maps illustrating risk areas. 4. Optional: targeted outreach to high-risk areas including: a. Door hangers b. Online outreach via NextDoor c. Posters and signage d. Coordination with Poudre School District and Colorado State University Communication Topics Overall: o West Nile Virus Basics o Wear repellent o Eliminate breeding sites o WNV policy and spraying decision parameters o How to get notified of mosquito spraying Communication Topics To Targeted Areas: o West Nile Virus risks and symptoms o Wear repellent o WNV policy and spraying decision parameters o How to get notified of mosquito spraying Page 4 of 6 Level III Peak Season – July thru August – Increasing West Nile Virus Activity Status:  More than one human case being reported per week in Fort Collins – OR –  More than one positive human blood donor reported for the season. -AND-  Culex mosquito populations increasing and at or above historical average by 1 standard deviation for that time period– OR –  Mosquito infection rates of > 3.0 per thousand (0.3%) and increasing – OR –  Vector index > 0.75 and increasing Probability of Human Outbreak: High Operational Response: 1. Enhanced communications between City and County regarding positive findings and anticipated response activities. City Manager apprised of threat levels and activities on an ongoing basis. 2. Identify geographic areas, by mapping surveillance data, where virus transmission appears most active. 3. Continue larviciding activities. 4. In the event the Health Department recommends adulticide spraying and the City Manager decides to proceed, commence adulticide operations. Communication Activities: 1. Coordinate press releases and a wide range of other activities to keep the public informed of affected areas, focusing on exposure risk reduction practices and public education of the disease threat. 2. Intensify existing public education activities and initiate public education/information on the adulticide program 3. Notify residents of affected and adjacent areas and people on the subscription notification list. 4. Notify appropriate agricultural interests (i.e. bee keepers, organic growers, etc.) and individuals on the Pesticide Sensitivity Registry of intended adulticiding activities, times, affected areas, etc. Also notify residents in areas that will not be part of the adulticide applications. Communication Topics o West Nile Virus risks and symptoms o Wear repellent o WNV policy and spraying decision parameters o How to get notified of mosquito spraying Page 5 of 6 Level IV Peak Season – July thru August – Emergency Level Status:  Multiple neuroinvasive human cases being reported in Fort Collins - AND –  Culex mosquito populations increasing and at or above historical average by 1 standard deviation for that time period - AND –  Sustained mosquito infection rates of > 5.0 per thousand (0.5%) – OR –  Vector index > 0.75. Probability of Human Outbreak: In progress Operational Response: 1. Expand mosquito surveillance activities (i.e. population densities, vector index and infection rates) to direct mosquito control efforts where risk to exposure is greatest and to monitor pre- and post-adulticide treatment conditions. 2. In the event the Health Department recommends additional adulticide spraying and the City Manager decides to proceed, continue spraying. 3. Secure any needed emergency funding and document costs associated with outbreak control. Communication Activities: 1. Focus as many resources as possible on public education and information; intensify all activities and involve public officials as spokespersons. Consider emergency measures to restrict outdoor activities. 2. Continue public education and information on the adulticide program including pesticides to be used, toxicity, application times, area of application, exposure reduction suggestions, justification, FAQ’s, etc. Notify residents of affected and adjacent areas and people on the subscription notification list. 3. Notify appropriate agricultural interests (i.e. bee keepers, organic growers, etc.) and individuals on the Pesticide Sensitivity Registry of any continued adulticiding activities, times, affected areas, etc. Also notify residents in areas that will not be part of the adulticide applications Communication Topics: o West Nile Virus risks and symptoms o Wear repellent o WNV policy and spraying decision parameters o How to get notified of mosquito spraying Page 6 of 6 Spraying Communication Activities 1. Coordinate communication with Colorado State University and Poudre School District for assistance in communicating spraying activities. 2. Focus all available resources on spraying notification. Communication Topics: o Spraying details: where and when o High quality map (interactive?) o Chemical used o Precautions to take: people, pets, gardens o Opt-out ability o Future spray notifications o WNV policy and spraying decision parameters o Special event contact (i.e., if you are planning a special event outside, please contact PERSON to coordinate spraying activities) PENDING IDEAS UNDER FURTHER INVESTIGATION  GPS tracking and real-time mapping of spray trucks  Mobile app to notify of spraying activities  Interactive online map of searchable addresses and spray zones  Opt-in phone notification system  Advisory Panel Orientation and Communication 1 West Nile Virus Management Policy and Response Plan Review March 12, 2013 ATTACHMENT 3 2 Overview • Council Feedback • Background • Summer of 2012-What Went Well • Technical Advisory Panel Recommendations for Improvement 3 Direction Sought • What feedback does the Council have regarding the Technical Advisory Committee’s proposed changes to the Program Response Guidelines? • Does Council wish to include additional changes to the Program Response Guidelines? 4 Background • West Nile Virus present in Colorado in 2002 • City Response: broad based, prevention focused management plan • Emergency adulticide: 2003, 2004, 2007 – 2007: Technical Advisory Committee formed • 2008 West Nile Virus Management Policy adopted. 5 Background • West Nile Virus Management Policy – Public awareness – Larval mosquito monitoring and control – Adult mosquito trapping and testing – Adulitciding decision process • Aug. 2012 adult mosquito operation initiated per Program Response Guidelines • Nov. 2012 - Mar. 2013 Technical Advisory Committee review operation, develop recommendations 6 What Went Well • Application completed on schedule in two evenings • Successfully avoided properties listed in Pesticide Sensitive Registry • Cost was considerably less due to Larimer Emergency Telephone Authority fee structure changes • Post-application trapping showed a 61% reduction of mosquitoes 7 Recommendation For Improvement • Timeline adjustments to facilitate better outreach to the community and response from Advisory Panel • Decision matrix tool for Advisory Panel • Risk Index moves from 0.5 to 0.75 • Reinstate backyard and storm drain inspections and treatment • Enhance the gravid trap network • Updated communication strategies 10 Decision Matrix • Tracks threshold requirements: – Number of human cases. – Culex population densities. – Mosquito infection rate. – Vector Index • Streamlines response to City Manager in the event of an adulticiding recommendation. 11 Risk Index • Risk Index will move from .5 up to .75 • This better aligns with a disease mitigation philosophy versus a nuisance mosquito control program. 12 Updated Communication Strategies • Earlier coordination with partner agencies • Geographically targeted outreach based on data • Off-season investigation into new tools: – Interactive maps – Mobile strategies 13 Direction Sought • What feedback does the Council have regarding the Technical Advisory Committee’s proposed changes to the Program Response Guidelines? • Does Council wish to include additional changes to the Program Response Guidelines?