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COUNCIL - AGENDA ITEM - 09/13/2016 - REVIEW OF THE 2017-18 RECOMMENDED BUDGET #1
DATE: STAFF: September 13, 2016 Darin Atteberry, City Manager Mike Beckstead, Chief Financial Officer Lawrence Pollack, Budget Director WORK SESSION ITEM City Council SUBJECT FOR DISCUSSION Review of the 2017-18 Recommended Budget #1. EXECUTIVE SUMMARY The purpose of this work session is to review the City Manager’s 2017-2018 Recommended Budget that was delivered to City Council and the City Clerk on September 1, 2016 pursuant to provisions of Article V, Section 2 of the City Charter. In September and October the City Council will have a series of work sessions to discuss the City Manager’s Recommended Budget and conduct two public hearings to gather input from the community as outlined in the table below. The Recommended Budget is aligned with the City’s Strategic Plan, the Council Work Plan and Community Priorities and was put together based on input from citizens, staff and the City’s Executive Leadership team. Through enhanced community outreach citizens have had more opportunity this year than ever before to provide input on the specific Offers (budget requests) under consideration. At the September 13, 2016 Work Session, staff will present a summary overview of three strategic Outcomes areas: Environmental Health Economic Health High Performing Government GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED 1. What clarifying questions does City Council have on the three Outcomes being presented? 2. What follow-up items are there on budget issues related to those three Outcomes? BACKGROUND / DISCUSSION The 2017-2018 Budget process began following the City Council Work Session on March 22, 2016 where the City’s 2016 Strategic Plan was reviewed. Since then, staff has done significant work which has led to the City Manager’s 2017-2018 Recommended Budget. This was the seventh budget cycle where the City used a process called Budgeting for Outcomes (BFO) which included the following major steps: • City staff developed about 450 Offers (budget requests) which were submitted to one of the City’s seven key Strategic Outcomes. • One BFO Team per Outcome was created; each one was comprised of 7 staff members and 2 citizen volunteers. The BFO teams reviewed Offers and negotiated with Sellers to improve their Offers. Ongoing Offers were given a significant level of scrutiny that included a financial comparison between budget cycles. BFO Teams evaluated and priority ranked all Offers using a number of inputs including: Linkage to the City’s 2016 Strategic Plan Performance Measures Citizen input September 13, 2016 Page 2 Organizational efficiencies and improvements • Significant public outreach was conducted to gather citizen feedback from a broad demographic of our community. During a 3-month period 8 citizen feedback events were conducted, as well as a mobile booth, which touched more than 250 people, with nearly half of them providing feedback forms. Nearly 100 other people provided feedback electronically using the new online tool; A Balancing Act. All data was then shared with the Budget Lead Team (the BLT is comprised of the City Manager and his executive staff) to assist with their evaluation of Offers. • The prioritized list of funding recommendations from the BFO Teams were then reviewed by the City Manager and the Budget Lead Team (BLT). The BLT deliberated using the same criteria as the BFO Teams, but they looked across all seven Outcomes to make adjustments, as necessary. • The City Manager finalized the Recommended Budget and submitted it to City Council on September 1, 2016 City Council Budget Meetings The City Council has a series of work sessions scheduled in September and October to discuss the proposed 2017-2018 Budget. These work sessions will include staff presentations regarding specific Outcomes, followed by an opportunity for questions and discussion. The final work session will also include City Council discussion regarding overall priorities, policy issues and guidance on what changes Council wants included in First Reading of the 2017-18 Biennial Budget. Key dates for City Council discussions and Public Hearings are as follows: Meeting Date Topic September 13, 2016 Work Session Presentations, Questions and Discussion: 1. Environmental Health 2. Economic Health 3. High Performing Government September 20, 2016 Regular Meeting Budget Public Hearing #1 September 27, 2016 Work Session Presentation, Questions and Discussion: 4. Safe Community 5. Transportation 6. Culture and Recreation October 4, 2016 Regular Meeting Budget Public Hearing #2 October 11, 2016 Work Session Presentation, Questions and Discussion: 7. Neighborhood Livability and Social Health General Discussion - Final Council Direction November 1, 2016 Regular Meeting First Reading of the 2017-18 Biennial Budget and the 2017 Appropriation Ordinance November 15, 2016 City Council Meeting Second Reading of the 2017-18 Biennial Budget and the 2017 Appropriation Ordinance September 13, 2016 Page 3 ATTACHMENTS 1. BFO Outreach Report (PDF) 2. BFO letters for Council (PDF) 3. Offers recommended for funding by City Boards and Community Organizations (PDF) 4. Powerpoint presentation (PDF) OBJECTIVE Provide citizens an opportunity to participate in budgeting through an exercise that allows them to determine which offers are the most important to them. COMMUNITY ENGAGEMENT METHODS Mobile Booths City of Fort Collins’ staff went out into the community from May 12 through Aug. 4, 2016 engaging the entire community in the BFO process. With eight events, mobile booths ranged from Old Town Square to the South Transit Center, and attracted a wide audience ranging in age, race, gender, ethnicity, income and background. Participants selected their top three priorities in each outcome area. The Outreach touched more than 250 people and netted 115 feedback forms. Online The website, fcgov.com/budget, provided access to a new Budget Tool called Balancing Act. The participatory budget tool allowed residents to create and submit a complete budget based on their priorities. More than 96 people used the Budget Tool to provide in-depth feedback on their priorities. Social Media engagement had more than 25,000 impressions, and a special large spotlight was featured on the main page of fcgov.com throughout the outreach. FEEDBACK Community Engagement Priority enhancements that emerged from these public engagement efforts include: Homelessness Initiatives, Restorative Funding to Affordable Housing Program, Sunday service for MAX, expanded hours and routes for transit and support for trail and recreation particularly pickle ball courts and expansion of bike trails. Budgeting For Outcomes COMMUNICATION REPORT AUG 26, 2016 TOP 10 THEMES BY INPUT TOOL 07/27/2016 Top 10 Themes – Online Budget Tool 1. Youth and Neighbor Relations 2. Affordable Housing and Support for Low Income Citizens 3. Gardens 4. Bicycling, Pedestrian and Accessibility Improvements 5. Traffic Improvements 6. Forestry 7. Road, Bridge and Intersection Maintenance and Improvements 8. Emergency Management 9. Fort Collins-Loveland Airport 10. Sustainability Programs Bottom 3 Themes – Online Budget Tool 1. Golf 2. Effective and Efficient Government Tools 3. Neighborhood Look and Feel Top Outcomes Decreased: Online Budget Tool 1. High Performing Government -$4.03m 2. Economic Health -$450.90k 3. Culture and Recreation -$74.68k Top Outcomes Increased: Online Budget Tool 1. Transportation +$2.66m 2. Environmental Health +$703.49k INCOME LEVEL 10% <$25000 5% $25000–$34999 9% $35000–$49999 14% $50000–$74999 8% $75000–$99999 10% $100000–$149999 13% >=$150000 27% Left Blank 1% 39% 12% 29% 12% 22% 33% 3% 20% 7% 2% High School Grad 18–29 Some College 30–49 Associate 50–69 Bachelors >70s Masters Some Post Grad PhD, law, or medical 15% Left Blank EDUCATION LEVEL ETHNICITY AGE 13% Left Blank African American 2% White 65% Asian 3% Hispanic 5% Demographics Breakdown 21% Left Blank 4,The budget 230 website received views in 2016 * Stats from online Budget Tool only. 1 BFO LETTERS FOR COUNCIL Contents Council Appointed BoardT & CommiTsions Air Quality Advisory Board 2 3 5 6 8 10 Community Development Block Grant Golf Board Human Relations CommiTsion Natural Resources Advisory Board Planning and ZoOing Board Senior Advisory Board 11 Community Organizations Bike Fort Collins 13 Climate Action Plan 15 UC Health / Vida Sana 37 ATTACHMENT 2 2 3 Social Sustainability 321 Maple Street PO Box 580 Fort Collins, CO 80522 970.221.6758 MEMORANDUM 1 ))'(<C/=;<A 1 & '( "($ "'/ (-#)" !!& 1 # -&&# /#!! '' #" & &&( 4 &'$() -&%)'() )" "#( '#& (#)&( &( # '#( # )'( " (-(&( ""(#((&')$$#&("#"$&# (" ''&* "#&(# "' ( ."' "$&#* "((&%) (-# "( #$$#&()" (-(#) -" #-( #!!)" (-2 5 Golf Administration 215 North Mason Street 3rdFloor PO Box 580 Fort Collins, CO 80522 970.416.2265 970.221.6586 - fax fcgov.com/golf MEMORANDUM Date: July 27, 2016 To: Mayor and City Councilmembers From: Johnny Hodges, Golf Board Chair CC: Golf Board Darin Atteberry, City Manager Re: Recommendations Regarding the Budgeting for Outcomes for the 2017-18 Budget The City of Ft. Collins Golf Board would like to inform the City Council that we are in full support of Offer 14.3, the Southridge Irrigation System Replacement. Replacing the irrigation system at Southridge Golf Course has been our top priority for several years and we have discussed this project with the City Council in the past. As stated in the offer narrative, the water savings is estimated to be 7 million gallons per year. Total cost of the project is $2.5 million. We have $500,000 that was set aside in the 2014/2015 budget process. We are requesting an additional $2 million in the 2017-2018 budget cycle to fully fund the project. Once we pay off current bond debt issues in 2018 and 2021, we feel we will be able to generate sufficient reserve funds for replacement of the irrigation system at City Park Nine Golf Course which is estimated to cost $1 million. Water conservation is a high priority for the Golf Board and we feel that funding these irrigation systems is an excellent investment for the City of Ft. Collins. Thank you for your consideration of this project. Sincerely, Johnny Hodges, Chair City of Ft. Collins Golf Board 6 7 8 9 10 11 August 10, 2016 City of Fort Collins- Mayor Wade Troxell and Members of City Council City Hall West 300 LaPorte Ave Fort Collins, CO 80521 Re: Budgeting for Outcomes 2016 Dear Mayor Troxell and members of the Fort Collins City Council, Larimer County has been designated as a member of AARP’s network of Age Friendly Communities this year. To date, there are four Colorado communities involved in the network which is international in scope: Boulder County, Denver, Colorado Springs, and Larimer County. This demonstrates the commitment of elected county officials to making Larimer County a good place for people of all ages to live. The designation plus the Senior Advisory Board’s charge to act in an advisory capacity to the Ft. Collins City Council have been paramount to our compiling the following feedback related to the proposed city budget. There are many offers within the budget which are important to seniors living in our city. However, during the past year, two main issues have been discussed often with the Senior Advisory Board: Senior/Affordable Housing (Key outcome area of Community and Neighborhood Livability) and Transportation. The Board has decided to limit our recommendations to these two outcomes: 1. Community and Neighborhood Livability: a. Continue funding for Offer 11.1, Low Income, Senior and Disabled Rebate Programs. b. Continue funding for Offer 27.1, Social Sustainability. These offers support many issues including access to a broad range of quality housing that is safe, accessible, and affordable. c. Support funding for Offer 27.15 Affordable Housing Innovation Competition. 2. Transportation: a. Continue funding for Offer 3.2, Transportation Planning Services. b. Support funding for Offer 67.11, Transfort Sunday service to include fixed route Max, key transit routes, and ADA mandated services. c. Support funding for Offer 67.12, Year Round Bi-directional Transit Service on W. Elizabeth and Prospect Rd. d. Support funding for Offer 1.7, Community Capital Improvement Program to include pedestrian sidewalk/ADA services. e. Support Funding Offer 3.12, Ft. Collins Walks Program. 12 The Senior Advisory Board has elected to comment on only two issues at this time, although many Key Outcome areas are important to the senior citizens of Ft. Collins. Positive outcomes in Transportation and Community and Neighborhood Livability will impact the remaining 5 Key Outcome areas. Thank you for your consideration on these issues. Respectfully, Fort Collins Senior Advisory Board Diane Smith, Chair Nancy Luttropp, Vice-chair Suzanne King, Secretary 13 August 18, 2016 Dear City Manager Atteberry, council members and Fort Collins BFO leadership: For your consideration, Bike Fort Collins has prepared the following set of budget recommendations for the 2017-2018 budget cycle. Our recommendations support our vision of a Fort Collins that continues to prioritize its commitment to active transportation in recognition of its impact on public health and safety, economic health and development, climate change mitigation, and our cultural identity and reputation as a leader in bike-friendly community development. In addition to specific budget offers on the following page, we also offer a general set of principles we hope will guide your deliberation: 1) We believe that all transportation planning should be done within an equity framework that actively seeks to address disparities in mobility (access to work, school, healthcare, public space, healthy food, social services, etc.) among different communities in Northern Colorado. 2) We believe that transit oriented development (TOD) is a critical tool in managing growth in Northern Colorado. We believe the city should encourage, promote, and facilitate TOD and urbanism to address affordability, climate impact, safer streets, and protection of natural areas. 3) We believe that the city should continue to revise policies and resource distribution that prioritize expediency and volume of private motor vehicle travel to provide incentives for mode shift, including bike/ped infrastructure, public transportation, bike share, etc. 4) We believe that all ongoing bike and ped related offers, including Safe Routes to School and FC Bikes should continue to be funded at at least current level even as some grant funding ends. Our specific recommendations are informed by: 1) Results from a survey of our newsletter subscribers, social media followers, and community partners. 2) Engagement with community partners, including businesses and public health and safety coalitions. 3) Internal deliberation within BFC’s advocacy committee. Thank you for your consideration and for your ongoing support of a safe, active, and inclusive community. Sincerely, Chris J Johnson Executive Director Bike Fort Collins chris.johnson@bikefortcollins.org 14 BFC Advocacy Committee BFO Recommendations In addition to the extending all ongoing sustainable transportation related offers, we strongly support and recommend the following offers: 67:11 Transfort Sunday Bus Service - Incomplete (schedule and geographic) public transportation is a significant barrier to social, economic, and environmental sustainability in Fort Collins. We support sunday Transfort service as a meaningful step towards a more complete sustainable transit system. 3:19 All Kids Need Safe Routes to School - In addition to ongoing support of 3:18 we believe this expansion is a forward thinking, equitable investment in the sustainable future of Fort Collins 3:22 Bicycle Safety and Promotion Programs - We believe that the significant trend in reduction of reported cyclists involved traffic crashes in the past two years owes a lot to the city’s commitment to safety education and events and other programming that encourage cycling. We urge the city to continue funding them once current grant funding expires. 3.12 FC Walks - Having a dedicated pedestrian planner in the transportation department will lend important perspective on safe multimodal programs and policies. 63.2 Traffic Calming Expansion - We strongly support residential traffic calming and believe this expansion will positively impact both safety outcomes and mode-shift. 3.7 Low Stress Bike Route Design and Construction - The low stress network has been a promising development and we hope to see it continue to grow as a resource. 1.18 City Bridge Program - This is the enhancement offer that received the most support from our public survey and we agree that bridge bottlenecks are a safety concern and a comfort barrier for “interested but concerned” cyclists we are interested in encouraging. Survey Results In order from highest scoring to lowest, the top 10 priorities identified by our non-scientific survey of members and supporters of Bike Fort Collins and our partner organizations are as follows: 1.18 City Bridge Program 3.18 City Safe Routes to School (Ongoing) 3.7 Low Stress Network 3.10 Protected Intersection Pilot 3:19 All Kids Need Safe Routes 3:12 FC Walks Program 3:22 Bicycle Safety and Promotion Programming 3.9 Protected Bike Lane Pilot Project 67.11 Transfort Sunday Service 63.2 Traffic Calming Program Expansion 15 Environmental Services 215 N. Mason PO Box 580 Fort Collins, CO 80522 970.221-6600 970.224-6177 - fax fcgov.com 1 MEMORANDUM Date: June 16, 2016 To: Mayor and City Councilmembers Thru: Darin Atteberry, City Manager, Jeff Mihelich, Deputy City Manager, Jacqueline Kozak Thiel, Chief Sustainability Officer Lucinda Smith, Environmental Services Director From: Lindsay Ex, Environmental Program Manager Re: Climate Action Plan – Feedback on Budget Offers from the CAP Community Advisory Committee Purpose: The purpose of this memo is to provide City Council with feedback from the Climate Action Plan (CAP) Community Advisory Committee on 31 offers they reviewed related to the CAP. Background: • The City’s Strategic Plan includes a Strategic Objective that directly relates to the Climate Action Plan: EH 4.1 – Achieve Climate Action Plan (CAP) goals by reducing greenhouse gases (GHGs). In this budget cycle, 90 offers tie to this strategic objective, but the Climate Action team has pared down the number of offers for consideration by the CAC to 31 offers that could result in quantifiable greenhouse gas reductions. The CAP Community Advisory Committee (CAC) is made up of 14 community members from different backgrounds and perspectives. The CAC is tasked with guiding the City’s efforts on greenhouse gas emissions reductions by providing input on the planning and implementation of the CAP. In May, the CAC provided feedback on those 31 budget offers. Feedback from the CAP Community Advisory Committee: Feedback was collected from the CAP Community Advisory Committee via two avenues: • First Round of Feedback – Initial Reactions: Prior to their meeting on May 19, 2016, the committee members were given a packet of 31 offers that connected to Strategic Objective 4.1 to review. The committee members were asked to rank their level of support and concern for each offer on a 5 point scale (1 being very concerned; 3 being neutral; 5 being very supportive). In addition to their rankings, committee members were able to write short comments about the offers to detail their reasons for support and/or concern. Ten of the 14 committee members provided feedback on the offers. (See Attachment 1 for the full results).The table below shows the offers with the highest rankings: 16 Offer Area Number Offer Votes Feedback Envirionmental Health 6.76 Energy Services 8 Efficiency Works and IDAP are fantastic programs worthy of expansion/continued support. Efficiency & conservation are the first priority. Envirionmental Health 6.8 Community Shared Solar 8 Strong community support, buy-in, win from gov’t buck Transportation 1.6 Lemay Realignment and Railroad Crossing Improvements Project 2* Reducing idling is important to achieve CAP goals Economic Health 5.21 LED Street lighting 7 38% to LED - great strategy. Immediate impact. Real ROI. Envirionmental Health 26.13 Leading by Example: Municipal Strategic initiatives 5 I don’t see what this offer is buying: Feels like a slush fund Envirionmental Health 30.2 Police Solar Panels/Covered parking 5 Questions around data and cost of offer Transportation 1.6 Lemay Realignment and Railroad Crossing Improvements Project 4 Infrastructure for transportation does not fall under CAP High Performing Government 19.9 Compressed Natural gas Fueling site 4 If business couldn’t get it done, how can the government? Not sure if natural gas is the way to go. CONCERN SUPPORT *Since the 2 nd quarter CAC meeting, offers 5.25, 6.24, and 67.11 has been removed from the high-priority list • Second Round of Feedback – Feedback Based on Q&A with Sellers: At the CAP CAC meeting on May 19, 2016, CAC members had the opportunity to discuss 12 of the 31 offers with staff in greater detail and have their questions answered. Following this discussion, the committee members again rated the offers they were most supportive of and the offers they were most concerned about using a dot exercise. The table below contains the offers that the CAC rated highest for support or concern, respectively, as well as a summary of their comments. See Attachment 2 for May 19, 2016 CAC meeting notes. *Upon further consideration, the CAC found enough positive attributes relating to offer 1.6 that staff felt that it should be represented in both the support and concern categories. 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ffer Title Supporting Boards & Commissions Supporting Community Groups Funded / Not Funded 11.1 Low Income, Senior and Disabled Rebate Programs Senior Advisory Board Funded 27.1 Social Sustainability Senior Advisory Board Funded 27.15 Affordable Housing Innovation Competition Senior Advisory Board Not Funded 27.16 Childcare Needs Assessment UC Health | Vida Sana Not Funded 27.17 Community Capital Improvement Program Affordable Housing Capital Fund UC Health | Vida Sana Funded 27.18 Utility Development Support for Land Bank Program UC Health | Vida Sana Not Funded 27.4 Human Service Program Grant Funding Community Development Block Grant UC Health | Vida Sana Not Funded 27.5 Mobile Home Park Revitalization UC Health | Vida Sana Not Funded 27.7 Land Bank Acquisition for Affordable Housing UC Health | Vida Sana Not Funded 27.8 Classified Office of Equity and Inclusion & Program Resources Human Relations Commission UC Health | Vida Sana Not Funded 55.1 Community Gardens Outreach Program UC Health | Vida Sana Funded 75.8 ENHANCEMENT: Neighborhood Livability Programs and Services UC Health | Vida Sana Not Funded 75.9 ENHANCEMENT: Neighborhood Improvement and Community Building Grant Fund UC Health | Vida Sana Funded 87.1 Poudre School District After‐School Programs for Title 1 Schools UC Health | Vida Sana Funded Core and Staff Offers relating to CDNS Planning & Zoning Board Mostly Funded, but not all Enhancements 14.3 Southridge Irrigation System Replacement Golf Board Not Funded 15.4 Parks Life Cycle Program UC Health | Vida Sana Funded 15.8 KFCG ENHANCEMENT: American Disability Act (ADA) Playground Compliance UC Health | Vida Sana Funded 56.1 Cultural Services UC Health | Vida Sana Funded 56.10 ENHANCEMENT: Scholarship Fund for Low Income‐Museum Families UC Health | Vida Sana Not Funded 56.11 ENHANCEMENT: 0.75FTE Education Outreach at Lincoln Center UC Health | Vida Sana Not Funded 65.2 Recreation and Activities and Programs UC Health | Vida Sana Funded 65.5 ENHANCEMENT: Recreation Facility Improvements and Equipment Replacement UC Health | Vida Sana Funded 70.1 Paved Recreational Trail Development UC Health | Vida Sana Funded 70.2 Neighborhood Park Development UC Health | Vida Sana Funded 70.3 Neighborhood Park Development UC Health | Vida Sana Funded Neighborhood Livability and Social Health Offers Recommended for Funding by City Boards and Community Organizations Culture and Recreation 7:53 AM 9/8/2016 ATTACHMENT 3 Offer Title Supporting Boards & Commissions Supporting Community Groups Funded / Not Funded 5.21 LED Street Lighting CAP Community Advisory Committee Not Funded 5.26 CAP ENHANCEMENT‐ Utilities: Light & Power∙ Electric Distributed Battery Pilot Air Quality Advisory Board Funded 25.5 KFCG ENHANCEMENT: Talent and Workforce Development Program UC Health | Vida Sana Not Funded 25.7 KFCG ENHANCEMENT: Small Business Support Program UC Health | Vida Sana Not Funded 28.1 Urban Renewal Authority Administration (URA) UC Health | Vida Sana Funded 28.2 ENHANCEMENT: Planning and Implementation of Next Urban Renewal Plan Area UC Health | Vida Sana Not Funded 28.3 North College Area Plan Area Strategic Investment Plan UC Health | Vida Sana Funded 78.3 ENHANCEMENT: Nature in the City Land Use Code Changes UC Health | Vida Sana Not Funded 78.5 ENHANCEMENT: City Plan, Transportation Master Plan and Transit Operating Plan Planning & Zoning Board UC Health | Vida Sana Funded 6.68 ENHANCEMENT ‐ Utilities: Light & Power‐ Renewable Non‐Residential Solar Power Purchases Air Quality Advisory Board (called it 6.78) Funded 6.76 Energy Services Air Quality Advisory Board CAP Community Advisory Committee Funded 6.77 ENHANCEMENT ‐ 1.0 FTE • Utilities: Light & Power ‐ Energy Services Engineer Air Quality Advisory Board Funded 6.78 Light & Power ‐ Renewable Energy CAP Community Advisory Committee Funded 6.79 Renewable Commercial Solar System CAP Community Advisory Committee Funded 6.80 ENHANCEMENT‐ Utilities: Light & Power∙ Renewable Community Shared Solar Air Quality Advisory Board CAP Community Advisory Committee Funded 26.1 Environmental Services Department UC Health | Vida Sana Funded 26.12 ENHANCEMENT: Indoor Air Quality Air Quality Advisory Board UC Health | Vida Sana Funded 26.13 ENHANCEMENT: leading By Example: Municipal Strategic Initiatives Air Quality Advisory Board Not Funded 26.14 ENHANCEMENT: Local Food Coordinator and Local Food Systems Program UC Health | Vida Sana Not Funded 26.18 Climate Action Plan General Fund CAP Community Advisory Committee Not Funded 26.4 KFCG ENHANCEMENT: Municipal Resiliency and Adaptation Planning UC Health | Vida Sana Funded 26.5 KFCG ENHANCEMENT: Community Resiliency and Adaptation Planning UC Health | Vida Sana Not Funded 26.7 ENHANCEMENT: Expanded Municipal Innovation Fund Air Quality Advisory Board Funded 26.8 KFCG ENHANCEMENT: Climate Action Plan Pilot Projects UC Health | Vida Sana Funded 84.3 ENHANCEMENT: Nature in the City Programmatic UC Health | Vida Sana Funded 85.1 West Nile Virus Management Program UC Health | Vida Sana Funded 86.3 Natural Areas Visitor Services UC Health | Vida Sana Funded 94.1 ENHANCEMENT: Wind & Solar Energy for Municipal Ops Air Quality Advisory Board Not Funded Economic Health Environmental Health 7:53 AM 9/8/2016 Offer Title Supporting Boards & Commissions Supporting Community Groups Funded / Not Funded 29.14 North Range Behavioral Health Contract UC Health | Vida Sana Funded 29.38 ENHANCEMENT: Mental Disorders Case Coordinator UC Health | Vida Sana Funded 1.11 ENHANCEMENT: Railroad Crossing Maintenance UC Health | Vida Sana Funded 1.12 ENHANCEMENT: Suniga Road Improvements – College Ave to Blondel Street UC Health | Vida Sana Funded 1.18 City Bridge Program Bike Fort Collins Funded 1.2 City Bridge Program ‐ KFCG OT‐ UC Health | Vida Sana Funded 1.6 KFCG ENHANCEMENT: Lemay Realignment and Railroad Crossing Improvements Project UC Health | Vida Sana, CAP Community Advisory Committee Funded 1.7 ENHANCEMENT: Pedestrian Sidewalk ‐ ADA Senior Advisory Board UC Health | Vida Sana Funded 1.9 ENHANCEMENT: Poudre River Bridge to 1st Street Construction (Phase II of Lincoln Avenue Improvements) UC Health | Vida Sana Funded 3.10 ENHANCEMENT: Protected Intersection Pilot Project Bike Fort Collins Not Funded 3.12 ENHANCEMENT: 1.0 FTE ‐ FC Walks Program Senior Advisory Board UC Health | Vida Sana, Bike Fort Collins Not Funded 3.18 Safe Routes to School Program ‐ KFCG OT UC Health | Vida Sana, Bike Fort Collins Funded 3.19 KFCG ENHANCEMENT: All Kids Need Safe Routes to School‐KFCG OT UC Health | Vida Sana, Bike Fort Collins Funded 3.2 Transportation Planning Services Senior Advisory Board Funded 3.22 Bicycle Safety and Promotion Programs Bike Fort Collins Not Funded 3.7 Low Stress Bike Route Design and Construction Bike Fort Collins Funded 3.9 ENHANCEMENT: Protected Bike Lane Pilot Project Funded Bike Fort Collins Funded 60.10 KFCG Enhancement: ADA‐ Safe Routes to Everywhere Compliance UC Health | Vida Sana Funded 63.2 Traffic Calming Expansion Bike Fort Collins Not Funded 67.10 ENHANCEMENT/KFCG: North College Corridor Transit and 0.5 FTE Bus Operator and 1.0 FTE Bus Operator Air Quality Advisory Board UC Health | Vida Sana Not Funded 67.11 KFCG ENHANCEMENT: Transfort Sunday Service and 7.5 FTE Support Staff for the Service Air Quality Advisory Board , Senior Advisory Board Bike Fort Collins, CAP Community Advisory Committee, UC Health | Vida Sana Not Funded 67.12 Year Round Bi‐directional Transit Service on W. Elizabeth and Prospect Rd. Senior Advisory Board Not Funded Core and Staff Related to PDT Planning & Zoning Board Mostly Funded, but not all Enhancements 7.17 ENHANCEMENT ‐ 1.0 FTE Utilities: Customer Service & Administration∙ Strategic Account Specialist Air Quality Advisory Board Not Funded 7.31 CAP ENHANCEMENT: 1.0 FTE Utilities: Customer Service and Administration –Publicity Marketing Technician UC Health | Vida Sana Not Funded High Performing Government Safe Community Transportation 7:53 AM 9/8/2016 Offer Title Supporting Boards & Commissions Supporting Community Groups Funded / Not Funded 7.76 ENHANCEMENT ‐ Utilities: Light & Power ‐ Energy Services Funded 19.8 ENHANCEMENT: Municipal Fleet Efficiency Fund Air Quality Advisory Board Not Funded 22.7 ENHANCEMENT: Creating an Accessible Community Program: Beyond the Americans with Disabilities Act (ADA) UC Health | Vida Sana Not Funded 23.1 Communications and Public Involvement UC Health | Vida Sana Funded 23.3 KFCG ENHANCEMENT: Enhanced Public Engagement UC Health | Vida Sana Not Funded 24.1 Sustainability Services Area Admin UC Health | Vida Sana Funded 24.2 ENHANCEMENT: 1.0 FTE Sustainability Integration ad Impact & Program Incidentals UC Health | Vida Sana Not Funded 42.7 ENHANCEMENT: 1.0 FTE‐ Recruitment Specialist‐Talent Acquisition‐ Recruitment and Staffing UC Health | Vida Sana Not Funded 42.9 ENHANCEMENT: HR Technology‐Workforce Planning UC Health | Vida Sana Not Funded 7:53 AM 9/8/2016 1 2017-2018 Budget Review City Council Work Session – September 13, 2016 ATTACHMENT 4 2 Governmental and Enterprise Fund Revenue KFCG is a Critical Revenue Used to Provide Ongoing Programs and Services 3 $70.5 $74.7 $77.8 $88.0 $89.0 $101.6 $108.0 $108.0 $109.6 $112.4 $19.8 $21.8 $22.8 $25.9 $26.3 $27.9 $28.0 $28.6 $70.5 $74.7 $97.6 $109.7 $111.8 $127.4 $134.3 $135.9 $137.6 $141.1 $0 $20 $40 $60 $80 $100 $120 $140 $160 2009 2010 2011 2012 2013 2014 2015 2016 Forecast 2017 Proposed 2018 Proposed Sales & Use Tax* Revenue ($ millions) Sales & Use Tax KFCG * Excludes Use Tax – Economic Incentives Sales & Use Tax Revenue 4 Proposed Changes to Utility Rates Light & Power – 3.2% for Purchased Energy Costs with additional 1.25% in 2017 to Support Infrastructure. Increases in Water, Wastewater and Stormwater all support Capital and Infrastructure Rate Changes: Actual Actual Budget Budget Utility 2015 2016 2017 2018 Light & Power 2.0% 2.0% 4.45% 3.2% Water 0.0% 0.0% 5.0% 5.0% Wastewater 3.0% 3.0% 3.0% 3.0% Storm Water 0.0% 0.0% 5.0% 0.0% 5 Historical Use of Reserves Fund 2013 2014 2015 2016 2017 2018 General Fund $4.0 $4.9 $6.2 $6.2 $6.5 $2.8 Capital Expansion 2.3 0.1 6.6 1.1 1.2 - KFCG 2.6 0.9 2.7 2.8 5.2 4.4 Neighborhood Parkland 0.8 1.1 - - 2.4 - Natural Areas 0.4 - 0.2 - 0.6 1.3 Transit 0.1 0.1 0.5 0.6 0.3 0.2 Street Oversizing - - - - 0.9 1.1 Transportation 0.6 0.2 1.3 0.5 1.4 2.8 L&P 6.3 7.1 6.1 8.2 9.5 4.5 Water 3.2 4.6 - 7.4 1.1 0.6 Wastewater 1.5 0.7 - 3.5 0.9 6.8 Stormwater - - 1.4 0.1 1.4 1.1 Sel Insurance 0.6 0.6 0.3 0.3 - - Data & Communications 0.5 - 0.3 0.2 1.7 0.2 Benefits 1.7 1.6 0.2 0.2 - - CSA 0.7 0.7 0.4 0.5 - - All Other Funds 4.8 0.8 2.7 1.2 1.6 1.7 Grand Total $30.1 $23.5 $28.8 $32.7 $34.6 $27.4 6 Price of Government Slight Downward Trend over Time 7 Net City Budget Adopted 2016 ** 2017 % Change 2018 % Change Operating $497.0 $540.8 8.8% $546.7 1.1% Debt 21.6 24.5 13.3% 21.8 -11.1% Capital*** 48.0 55.3 15.2% 45.9 -17.0% Total City Appropriations* $566.6 $620.6 9.5% $614.4 -1.0% Less Internal Service Funds (70.4) (74.8) 6.3% (77.2) 3.2% Less Transfers to Other Funds (44.6) (53.4) 19.8% (47.8) -10.6% Net City Budget $451.6 $492.3 9.0% $489.4 -0.6% * This includes GID and URA which are appropriated in separate ordinances. ** 2016 is the Amended budget. *** Capital dollars reflect non-lapsing capital project budgets. TOTAL BUDGET (in millions) 2016 Council Budget Meetings September 13th Work Session • Environmental Health • Economic Health • High Performing Government September 27th Work Session • Safe Community • Transportation • Culture and Recreation September 20th Council Meeting • Budget Public Hearing October 4th Council Meeting • Budget Public Hearing October 11th Work Session • Neighborhood Livability and Social Health • General Discussion – Final Council Direction November 1st Council Meeting • First Reading November 15th Council Meeting • Second Reading 9 10 Environmental Health – Funding Sources 11 Environmental Health – Outcome Overview • A sustainable environment includes: Ø Efforts to meet climate goals and reduce greenhouse gas emissions Ø Healthy watersheds Ø A sustainable, high quality water supply Ø Conserving resources, including energy and water, and cultivating a healthy ecosystem Ø Responsible stewardship and a comprehensive and connected system of open lands and natural areas Ø Integrating renewable energy technologies for the electric grid Ø Monitoring local and regional air quality and supporting programs that improve air quality, such as fugitive dust control measures Ø Solid waste reduction and diversion 12 Environmental Health – Strategic Objectives STRATEGIC OBJECTIVES 4.1 - Achieve Climate Action Plan (CAP) goals by reducing greenhouse gases (GHGs). 4.2 - Protect and provide a high quality water supply and implement appropriate conservation efforts and long-term water storage capability. 4.3 - Engage citizens in ways to educate and encourage behaviors toward more sustainable living practices. 4.4 - Implement indoor and outdoor air quality improvement initiatives. 4.5 Work towards long term net zero energy goals within the community and the City organization using a systems approach. 13 Environmental Health – Strategic Objectives STRATEGIC OBJECTIVES 4.6 - Work towards long term net zero waste goals within the community and the City organization. 4.7 - Increase the community’s preparedness and resiliency for changes in climate, weather and resource availability. 4.8 - Expand, improve, restore and protect wildlife habitat, urban forests and the ecosystems of the Poudre River and other urban ecosystems. 4.9 - Meet all regulatory requirements while supporting programs that go beyond compliance. 14 Environmental Health Offer Linkage to Strategic Objectives 4.1 – Achieve Climate Action Plan (CAP) goals by reducing greenhouse gases (GHGs) 26.1 Environmental Services Department 26.8 Climate Action Plan Pilot Programs and Innovation Fund 26.10 Community and Municipal Electric Vehicle Readiness Roadmap 26.17 City Energy Project – Matching Funds for Fort Collins Participation 67.1 Transfort Local Fixed Route Network (Transportation) Multiple Bike Infrastructure Improvements (Transportation) Multiple L&P Utility: Energy Services and Renewable Energy Rebate programs 4.2 - Protect and provide a high quality water supply and implement appropriate conservation efforts and long-term water storage capability 6.27 Water Utility: Watershed Protection 6.28 Supply Vulnerability Assessment Multiple Water Utility: Conservation Programs and Capital Infrastructure Projects 15 Environmental Health Offer Linkage to Strategic Objectives 4.3 - Engage citizens in ways to educate and encourage behaviors toward more sustainable living practices 6.3 Water Utility: Conservation Programs 23.6 Messaging and Engagement Priorities (High Performing Government) 26.2 Timberline Recycling Center 26.11 Road to Zero Waste Support 61.1 Expanded Downtown Recycling 4.4 - Implement indoor and outdoor air quality improvement initiatives 26.1 Environmental Services Department 26.12 Indoor Air Quality- Evaluating and Enhancing Existing Programs to Reach More Residents and Improve Program Outcomes 26.16 Alternative Fuel Municipal Lawn and Garden Equipment Fund 16 Environmental Health Offer Linkage to Strategic Objectives 4.5 - Work towards long-term net zero energy goals within the community and the City organization using a systems approach 6.68 L&P Utility: Core Renewable Energy 6.87 Biogas to Co-Gen Update 26.7 Expanded Municipal Innovation Fund Multiple L&P Utility: Energy Services and Renewable Energy Rebate Programs 4.6 - Work towards long-term zero waste goals within the community and the City organization 26.11 Road to Zero Waste Support 26.2 Timberline Recycling Center 75.7 Neighborhood Livability - Code Compliance (Neighborhood Livability & Social Health) 17 Environmental Health Offer Linkage to Strategic Objectives 4.7 - Increase the community's preparedness and resiliency for changes in climate, weather and resource availability 6.28 Water Utility: Supply Vulnerability Assessment 26.4 Municipal Resiliency and Adaptation Planning Multiple Wastewater Utility: Collection System Projects 4.8 - Expand, improve, restore and protect wildlife habitat, urban forests and the ecosystems of the Poudre River and other urban ecosystems 6.27 Water Utility: Watershed Protection 86.6 Natural Areas Shop Expansion Multiple Natural Areas Land Conservation and River Health Multiple Nature in the City Programs Multiple Urban Forest Management (Culture & Recreation) 18 Environmental Health Offer Linkage to Strategic Objectives 4.9 - Meet all regulatory requirements while supporting programs that go beyond compliance 6.1 Water Utility: Core Operations 6.40 Wastewater Utility: Core Operations 6.28 Stormwater Utility: Core Operations 22.5 State Government Advocacy (High Performing Government) Multiple Wastewater Capital Infrastructure Projects 19 Environmental Health – Offers Not Purchased • Light & Power - Distributed Energy Resource Management System • Wind and Solar Energy for Municipal Operations • Utilities: Water - Water Treatment Solids Drying Pad • Police Solar Panels/Covered Parking • Leading By Example: Municipal Strategic Initiatives • Water and Wastewater – Database Analyst • Community Resiliency and Adaptation Planning – 2018 • Local Food Coordinator & Local Food Systems Program 20 Council Discussion - Environmental Health Offers 21 22 Economic Health – Funding Sources 23 Economic Health – Outcome Overview • Priorities for sustaining economic health are: Ø maintaining the City’s role as a regional economic center Ø continuing collaboration with CSU and other regional participants • A sustainable economy exists in a community when: Ø residents can find employment and can afford housing Ø businesses are able and encouraged to start, remain and expand Ø there are quality City services and sustainable, attractive infrastructure • A healthy and resilient economy includes: Ø diverse jobs that enable citizens and businesses to thrive Ø innovative and entrepreneurial atmosphere that builds new and creative industries Ø strong partnership and collaboration with the private sector, educational institutions and other organizations 24 Economic Health – Strategic Objectives STRATEGIC OBJECTIVES 3.1 - Improve effectiveness of economic health initiatives through collaboration with regional partners. 3.2 - Enhance employment opportunities through business retention, expansion, incubation and attraction. 3.3 - Support workforce development and provide community amenities that support citizens and employers within the city. 3.4 - Provide transparent, predictable and efficient processes for citizens and businesses interacting with the City. 3.5 - Foster sustainable infill and redevelopment. 25 Economic Health – Strategic Objectives STRATEGIC OBJECTIVES 3.6 - Enhance the economic vitality of our community. 3.7 - Sustain high water quality to support the community and water-dependent businesses. 3.8 - Maintain electric utility systems, services, infrastructure integrity and stable, competitive rates. 3.9 - Encourage the development of reliable, high speed internet services throughout the community. 3.10 - Identify strategies to reduce train horn noise. Economic Health Offer Linkage to Strategic Objectives 26 - 3.1 - Improve effectiveness of economic health initiatives through collaboration with regional partners - 3.2 - Enhance employment opportunities through business retention, expansion, incubation and attraction - 3.3 - Support workforce development and provide community amenities that support citizens and employers within the city 25.1 Economic Health Office 25.6 Implement New Fort Collins-Loveland Airport Strategic Plan 25.9 Additional Ongoing Support for the Fort Collins-Loveland Airport 25.13 Use Tax and Business Personal Property Tax Rebates 72.1 Convention and Visitor Services 27 3.4 - Provide transparent, predictable and efficient processes for citizens and businesses interacting with the City 7.24 Capital - Utilities: Customer Information Billing System (High Performing Government - HPG) 9.3 Enterprise Document Management System and Electronic Record Search (HPG) 9.9 Open Data Portal 2nd Phase Implementation (HPG) 10.7 City Procurement and Vendor Payment Modernization Program (HPG) 78.10 Historic Preservation Ordinance Review ECON 3.5 - Foster sustainable infill and redevelopment 28.1 Urban Renewal Authority (URA) Administration 28.3 North College Plan Area Strategic Investment Plan 78.1 Development Review Programs and Services 78.5 City Plan, Transportation Master Plan and Transit Operating Plan 78.7 Sign Code Amendments Economic Health Offer Linkage to Strategic Objectives 28 3.6 - Enhance the economic vitality of our community 28.1 Urban Renewal Authority (URA) Administration 16.1 Downtown Landscaping and Maintenance 16.4 Expansion of Downtown Maintenance 69.2 Downtown Business Ambassador Program Support (Neighborhood Livability & Social Health) 80.1 Downtown General Improvement District (GID) 3.7 - Sustain high water quality to support the community and water-dependent businesses 6.1 Water Utility Core Operations (Environmental Health) 6.28 Water Utility Water Supply Vulnerability Assessment (Environmental Health) Multiple Water Utility Water Quality/Pollution Control Master Plan and Capital Replacement Projects (Environmental Health) Economic Health Offer Linkage to Strategic Objectives 29 3.8 - Maintain electric utility systems, services, infrastructure integrity and stable, competitive rates 5.2 Light & Power Utility Core Operations Multiple Light & Power Utility Capital Replacement Projects Multiple Light & Power Utility enhancements for one-time and pilot projects including stray voltage testing, corrosion mitigation and distributed battery program 3.9 - Encourage the development of reliable, high speed internet services throughout the community 3.10 - Identify strategies to reduce train horn noise 22.2 City Manager’s Office – Core Operations (High Performing Government) 22.5 State Government Advocacy (High Performing Government) Economic Health Offer Linkage to Strategic Objectives 30 Economic Health – Offers Not Purchased • Planning and Implementation of Next Urban Renewal Plan Area • Small Business Specialist • Northern Colorado Regional Airport Commission Contingency Funding • Car Barn Refurbishment • Enhanced Innosphere Support • Light & Power - Cut to Length Cable Program • Downtown Parks Shop 31 Council Discussion - Economic Health Offers 32 33 High Performing Government – Funding Sources 34 High Performing Government – Outcome Overview • A high performing government includes: Ø Effective and efficient local governance where all community voices are valued Ø Fiscal sustainability and transparency Ø A collaborative and community-based approach to problem solving Ø Core processes that are consistently used across the organization Ø A high quality workforce that strives for continuous improvement in all areas Ø A systems approach, driven by data, to effectively solve problems, creatively pursue opportunities for improvement and develop innovative solutions Ø Promoting a values-driven organizational culture that reinforces ethical behavior, exercises transparency and maintains the public trust Ø Attracting and retaining the best and brightest workforce 35 High Performing Government – Strategic Objectives STRATEGIC OBJECTIVES 7.1 - Provide world-class services that meet the needs of the community. 7.2 - Promote a values-driven organizational culture that reinforces ethical behavior, exercises transparency and maintains the public trust. 7.3 - Improve core Human Resource systems, develop a total reward system and address workforce planning and career development. 7.4 - Develop and implement initiatives to achieve safety goals and continue to focus on employee health and wellness. 7.5 - Broaden methods of public engagement to reach all segments of the community by giving additional consideration to diverse backgrounds, languages and needs. 36 High Performing Government – Strategic Objectives STRATEGIC OBJECTIVES 7.6 - Enhance the use of performance metrics and benchmark data to assess results and program effectiveness. 7.7 - Address long-term funding requirements by diversifying the revenue base and finding new revenue sources. 7.8 - Optimize the use of City assets through capital improvement planning, preventative maintenance and asset management. 7.9 - Proactively influence policy and legislative development at all levels of government regulation. 37 High Performing Government Offer Linkage to Strategic Objectives 7.1 - Provide world-class services that meet the needs of the community 7.24 Utilities Customer Information Billing System 10.6 Financial Planning and Analysis Organizational Training 22.1 City Council 22.2 City Manager’s Office 62.1 Legal Services Multiple City Clerk Administration and Elections Multiple Various Information Technology Offers (Managed Print Services, Office 365, PCI Audit) 7.2 - Promote a values-driven organizational culture that reinforces ethical behavior, exercises transparency and maintains the public trust 9.3 Enterprise Document Management System and Electronic Record Search 9.5 Budget Analysis Reporting Tool (BART) Assessment and Upgrade 22.1 City Council 22.2 City Manager’s Office 22.4 Employee Engagement/Recognition Week/Ethics Hotline 38 High Performing Government Offer Linkage to Strategic Objectives 7.3 - Improve core Human Resources systems, develop a total reward system and address workforce planning and career development 42.1 HR Core and Learning & Organizational Development 42.3 Benefits and Wellness 42.6 Job Architecture and Enhanced Career Management Programs 42.12 Leadership Development – Maintain Current Level of Service 7.4 - Develop and implement initiatives to achieve safety goals and continue to focus on employee health and wellness 10.4 Safety, Security & Risk Management Programs & Services 10.9 Safety, Security & Risk Management Information System 19.2 Facilities Operations 29.36 Proposed Police Training Facility (Safe Community) 39 High Performing Government Offer Linkage to Strategic Objectives 7.5 - Broaden methods of public engagement to reach all segments of the community by giving additional consideration to diverse backgrounds, languages and needs 23.1 Communications and Public Involvement (CPIO) 23.4 Video Production Assistance Programs - Fort Collins Public Access Network (FC Public Media) 23.6 Messaging and Engagement Priorities 7.6 - Enhance the use of performance metrics and benchmark data to assess results and program effectiveness 10.1 Financial Programs and Services 10.2 Program Performance Evaluation Analyst 10.7 City Procurement and Vendor Payment Modernization Program 10.8 Process Analysts supporting new Continuous Improvement Program 10.9 Safety, Security & Risk Management Information System 40 High Performing Government Offer Linkage to Strategic Objectives 7.7 - Address long-term funding requirements by diversifying the revenue base and finding new revenue sources 10.1 Financial Programs and Services 7.8 - Optimize the use of City assets through capital improvement planning, preventative maintenance and asset management 7.29 Utilities: Asset Register and Work Order Management System 19.5 City Facility Roof and HVAC Major Maintenance 19.6 Required Building Modifications 19.9 Compressed Natural Gas Fueling Site 19.23 Facility Maintenance for Utility Buildings 60.12 Streets: Capital Equipment Replacement (Transportation) 41 High Performing Government Offer Linkage to Strategic Objectives 7.9 - Proactively influence policy and legislative development at all levels of government regulation Representative Offers 22.1 City Council 22.2 City Manager's Office 22.5 State Government Advocacy 62.1 General Legal Services 42 High Performing Government – Offers Not Purchased • 3.5 FTE for IT: Network Engineer, PC Hardware/Software Specialist, ERP Systems Analyst, PC Hardware/Software Specialist • 9.0 FTE for Utilities Customer Service & Administration: Systems Analyst, Systems Specialist, Utility Data Scientist, Environmental Regulatory Technician, Environmental Regulatory Specialist, Web Programmer Analyst, Publicity Marketing Technician, Program Coordinator Supervisor, Strategic Account Specialist • Recruitment Specialist - Talent Acquisition - Recruitment and Staffing • Municipal Fleet Efficiency Fund • Sustainability Integration and Impact & Program Incidentals • IT Office Space Reconfiguration • Volunteer Database Adjustments 43 Council Discussion - High Performing Government Offers ! 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eighborhood Livability and Social Health +$444.31k Top 10 Themes – Paper Activity 1. Affordable Housing and Support for Low-Income Citizen 2. Parks and Trails 3. Police and Public Safety 4. Bicycling, Pedestrian and Accessibility Improvements 5. Growth Management and Land Use 6. Drinking Water and River Water Quality 7. Public Engagement and Communication (Tied for 6th) 8. Effective and Efficient Government Systems and Tools 9. Conservation and Renewable Energy (Tied for 8th) 10. Emergency Management 16-2156 ATTACHMENT 1