HomeMy WebLinkAboutCOUNCIL - AGENDA ITEM - 09/15/2015 - 2016 BUDGET REVISIONSDATE:
STAFF:
September 15, 2015
Lawrence Pollack, Budget & Performance Measurement
Manager
Darin Atteberry, City Manager
Mike Beckstead, Chief Financial Officer
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
2016 Budget Revisions.
EXECUTIVE SUMMARY
The purpose of this agenda item is to familiarize and seek feedback from City Council on the City Manager’s
Recommended Revisions to the 2016 Budget before the 2016 Annual Appropriation Ordinance goes to First
Reading on November 3 and Second Reading on November 17.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. Staff is seeking Council feedback on the City Manager’s Recommended Revisions to the 2016 Budget.
2. Staff also seeks direction on whether or not to include the two Offers needing further discussion for First
Reading of the 2016 Annual Appropriation Ordinance
BACKGROUND / DISCUSSION
Citywide, supplemental appropriations being recommended total $29.5 million. The General Fund share is
$4.6M, $1.4M is from the Keep Fort Collins Great Fund, $9.1M is from Utility funds, $8.0M is from Transportation,
and the remaining $6.5M is from other various funds. A complete packet of requests is attached. (Attachment 1)
Following are key objectives which the recommendations are intended to address:
Council priorities
Projected revenue from the renewal of the ¼ Cent Street Maintenance Tax
Capital project and other needs not known at the time of the adoption of the 2015-16 Budget (e.g. Climate
Action Plan)
Fiduciary responsibilities in the Self Insurance Fund and the Benefits Fund
Maintaining fund balances to support future needs and economic uncertainty
The recommended 2016 Budget Revisions meet these goals.
Sales and use tax, as well as property tax revenues are expected to be higher than originally anticipated for 2015
and 2016. 2015 sales tax collections are now forecasted to be $3.9M higher while use tax collections are
anticipated to be $7.1M higher. Those amounts are then split into the General Fund (approximately 60%), and
the dedicated voter approved taxes (e.g. Keep Fort Collins Great, OpenSpace Yes!, etc.). The City has been
notified by Larimer County that property taxes are anticipated to be nearly $1.0M higher in 2015 than previously
forecasted.
Looking ahead to 2016, sales tax is forecasted to grow 3.0% over the new 2015 base and use tax is being held
flat to the $17.0M originally forecasted due to the significant volatility of that revenue stream. 2016 property tax is
forecasted to be 10% over the 2015 base, although two-thirds of that increase will go to PFA in 2017, per our IGA.
For the Budget Revision process, only major revenue sources are updated. Any additional revenues that are not
used to fund budget offers will increase the various fund balances.
September 15, 2015 Page 2
Summary of Available Funding
$ in Millions General
Fund
Ongoing
General
Fund One-
Time KFCG
Transport
ation Other Utililities Total
Sales & Use Tax $ 2.4 $ 6.6 $ 3.0 $ 11.9
Property Tax 0.7 1.0 1.7
Street Maintenance 1/4 Cent 7.7 7.7
Utilities - Use of Reserves 9.1 9.1
Unassigned 2014 1.3 6.8 7.5 8.2 23.8
BCC Excess 1.6 1.6
Benefits Fund Revenue Depts 2.7 2.7
TOTAL $ 3.1 $ 8.9 $ 9.8 $ 15.2 $ 12.5 $ 9.1 $ 58.5
The attached materials have previously been reviewed by the Council Finance Committee during the August 24,
2015 meeting. The following changes were made since then:
Adjusted 2015 Sales Tax growth downward based on the last 3 months of actual collections. The reason
for this is that the later months of 2014 had significant growth over 2013, which challenges growth in the
second half of 2015 over the second half of 2014.
Increased the cost of the Prospect and College Intersection Offer by $300K. The reason for this is to
include a dedicated eastbound to southbound right turn lane. This addition will result in a significant
improvement to the operation of the intersection and staff recommends doing it at the same time as the
other proposed improvements for efficiency.
For the 2016 Budget Revision Requests, staff recommends using $15.3 million from reserves and available one-
time revenue. The requests include use of reserves of $12.3M from the Capital Expansion – Community Parks,
Capital Projects, Light and Power, Wastewater, and General Funds for large capital projects. $0.9M is coming
from Keep Fort Collins Great reserves with the remainder of the reserves primarily coming from the General Fund
for various one-time uses. Descriptions of the recommended requests are included in the 2016 Budget Revision
document (Attachment 1).
Recommended Revisions
$ in Millions General
Fund
Ongoing
General
Fund One-
Time KFCG
Transport
ation Other Utililities Total
Self Funded Requests $ 0.5 $ 0.1 $ 0.6
Large Capital Projects 1.1 7.8 2.7 5.0 16.6
Climate Action Projects 0.0 0.1 0.1 3.6 3.9
Human Resoures / Benefits 1.1 0.3 0.2 0.2 3.6 0.4 5.8
Other Recommended Programs 0.3 1.6 0.6 0.1 2.6
TOTAL $ 1.5 $ 3.1 $ 1.4 $ 8.0 $ 6.5 $ 9.1 $ 29.5
Offers Needing Further Discussion
$ in Millions General
Fund
Ongoing
General
Fund One-
Time KFCG
Transport
ation Other Utililities Total
Community Recycle Center O&M 0.4 0.4
Regional Training Facility Design 0.8 0.8
TOTAL $ 0.4 $ 0.8 $ - $ - $ - $ - $ 1.2
September 15, 2015 Page 3
Summary of 2016 Revisions
$ in Millions General
Fund
Ongoing
General
Fund One-
Time KFCG
Transport
ation Other Utililities Total
Revenue Update $ 3.1 $ 8.9 $ 9.8 $ 15.2 $ 12.5 $ 9.1 $ 58.5
Recommended Budget Revisions 1.5 3.1 1.4 8.0 6.5 9.1 29.5
Net Impact $ 1.6 $ 5.8 $ 8.4 $ 7.2 $ 6.0 $ 0.0 $ 29.0
Discussion Offers 0.4 0.8 - - - - 1.2
Total Net Impact Fund Balance $ 1.2 $ 5.0 $ 8.4 $ 7.2 $ 6.0 $ 0.0 $ 27.8
The mid-cycle revision process is different from the biennial Budgeting for Outcomes process. There was no
review by BFO Results Teams or Boards and Commissions. However, the Executive Leadership Team and City
Manager conducted a comprehensive review to determine which requests should be forwarded on for Council's
consideration. Revised revenue projections and anticipated fund reserves were carefully considered when
making these recommendations.
ATTACHMENTS
1. 2016 Revision Summaries and Items (PDF)
2. Powerpoint presentation (PDF)
Council Work Session
2016 Budget Revision
Requests
September 15, 2015
Attachment 1
2016 BUDGET REVISION REQUESTS
TABLE OF CONTENTS
SUMMARY OVERVIEWS
Revision Request Summary ................................................................................................. 1
Revision Request Summary by Funding Source ................................................................. 3
SELF FUNDED OFFERS AND PFA KFCG
Harmony Park and Ride - Parking Enforcement Officer ..................................................... 6
Design Funds - Mail Creek Stream Restoration ................................................................. 7
Emergency Services Dispatcher ....................................................................................... 10
KFCG - Fire Reserves for PFA ......................................................................................... 11
LARGE CAPITAL PROJECTS FUNDED BY RESERVES OR DEDICATED 1/4 CENT
TAX
Southeast Community Park - Water Rights & Construction ............................................. 12
Major Duct Banks and Circuits Funding Increase ............................................................. 13
Prospect Road and College Avenue Intersection Improvements ..................................... 14
Renewal of 1/4 Cent Street Maintenance Tax .................................................................. 16
CLIMATE ACTION PLAN (CAP) OFFERS
Climate Action Plan: Water Reclamation Biogas to Co-Gen ............................................ 17
Climate Action Plan: Business Planning for Strategic Initiatives and
Public-Private Partnership................................................................................................. 18
Climate Action Plan: Energy Code Performance Program
(Including Contractual 1.0 FTE) ........................................................................................ 20
Climate Action Plan: Communication and Engagement Platform Design and
Implementation .................................................................................................................. 22
HUMAN RESOURCE OFFERS
Chief Human Resources Officer Position ......................................................................... 24
Total Rewards Strategy: Career Architecture and Pay Structure……… ......................... .25
Cost Adjustments to the Benefits Fund (Benefits cost) .................................................... 27
Cost Adjustments to the Benefits Fund (cost to Departments) ......................................... 31
OTHER RECOMMENDED 2016 BUDGET REVISION OFFERS
Neighborhood Services Strategic Plan and Implementation of Neighborhood
Districts………………………… ......................................................................................... 34
Nature in the City Implementation (Contractual FTE) ....................................................... 35
Homelessness Initiative - Street Outreach Pilot Program ................................................. 37
Parks Division Competitive Hourly Wages ........................................................................ 39
Spring Canyon Playground Surfacing Replacement ........................................................ 40
Collindale Golf Course Irrigation Control Software Upgrade ............................................ 41
Downtown Parking Structure - Debt Service..................................................................... 42
Increase to Claims Settlement Account within the Self Insurance Fund .......................... 43
IT Open Data Portal - First Phase Implementation ........................................................... 44
City Clerk Licensing Coordinator (Contractual FTE) ......................................................... 45
Police Property and Evidence Technician ........................................................................ 46
Additional Bus Stop Improvements for ADA Accessibility (Contractual FTE) ................... 47
OFFERS NEEDING FURTHER DISCUSSION
Annual Operations for the Community Recycling Center (CRC) ...................................... 48
Design Funding for the Police Regional Training Campus ............................................... 50
CAP OFFERS NOT RECOMMENDED FOR 2016 REVISIONS
Energy Services Program Funding ................................................................................... 51
Peak Partners Demand Response Program..................................................................... 52
Solar Renewable Energy .................................................................................................. 53
Climate Action Plan - Flexible Transit Service Pilot Project .............................................. 54
2016 Budget Revision Requests
Proposed Related
Page Outcome Funding Source Service Area Offer # Adjustment Requested FTE Ongoing $ One-Time $ TOTAL $
Self Funded Offers and PFA KFCG
6 ECON Parking PDT N/A Harmony Park and Ride - Parking Enforcement Officer 0.75 $60,000 $0 $60,000
7ENV Not Applicable Utilities N/A Design Funds - Mail Creek Stream Restoration 000
10 SAFE General Fund Police Services N/A Emergency Services Dispatcher 1.00 70,475 0 70,475
11 SAFE KFCG - Fire PFA N/A KFCG - Fire Reserves for PFA 0 483,219 483,219
Sub-Total 1.75 $130,475 $483,219 $613,694
Large Capital Projects Funded by Reserves or Dedicated 1/4 Cent Tax
12 C&R Capital Expansion Comm & Op Svcs 8.3 Southeast Community Park - Water Rights & Construction
Costs
$0 $1,100,000 $1,100,000
13 ECON Light & Power Utilities N/A Major Duct Banks and Circuits Funding Increase 0 5,000,000 5,000,000
14 TRAN GF = $800K
BCC = $1.6M
PDT N/A Prospect Road and College Avenue Intersection
Improvements
0 2,700,000 2,700,000
16 TRAN Transportation PDT 25.15 Renewal of 1/4 Cent Street Maintenance Tax 7,786,500 0 7,786,500
Sub-Total 0.00 $7,786,500 $8,800,000 $16,586,500
Climate Action Plan (CAP) Offers
17 ENV Wastewater Utilities 174.1 Climate Action Plan: Water Reclamation Biogas to Co-Gen $0 $3,500,000 $3,500,000
18 ENV General Fund,
L&P, Wastewater
Sustainability Svcs N/A Climate Action Plan: Business Planning for Strategic
Initiatives and Public-Private Partnership
0 150,000 150,000
20 ENV General Fund
Light & Power
Utilities N/A Climate Action Plan: Energy Code Performance Program
(including Contractual 1.0 FTE)
1.0 74,000 60,000 134,000
22 ENV General Fund Sustainability Svcs N/A Climate Action Plan: Communication and Engagement
Platform Design & Implementation
0 125,000 125,000
Sub-Total 1.00 $74,000 $3,835,000 $3,909,000
Human Resource Offers
24 HPG General Fund
Benefits Fund
Emp & Comm Svcs N/A Chief Human Resources Officer Position 1.0 $121,276 $21,000 $142,276
25 HPG General Fund Emp & Comm Svcs N/A Total Rewards Strategy: Career Architecture and Pay
Structure
0 275,000 275,000
27 HPG Benefits Fund Emp & Comm Svcs N/A Cost Adjustments to the Benefits Fund (Benefits cost) 2,700,000 0 2,700,000
31 HPG Multiple Funds Emp & Comm Svcs N/A Cost Adjustments to the Benefits Fund (cost to
Departments)
2,720,789 0 2,720,789
Sub-Total 1.00 $5,542,065 $296,000 $5,838,065
Other Recommended 2016 Budget Revision Offers
34 CNL General Fund Comm & Op Svcs 77.1 Neighborhood Services Strategic Plan and Implementation
of Neighborhood Districts
$0 $67,000 $67,000
35 CNL General Fund PDT N/A Nature in the City Implementation (Contractual FTE) 1.0 78,089 0 78,089
Page 1
2016 Budget Revision Requests
Proposed Related
Page Outcome Funding Source Service Area Offer # Adjustment Requested FTE Ongoing $ One-Time $ TOTAL $
37 CNL KFCG - Other
Comm. Priorities
Sustainability Svcs 48.7 Homelessness Initiative - Street Outreach Pilot Program 0 80,000 80,000
39 C&R General Fund Comm & Op Svcs 98.1 Parks Division Competitive Hourly Wages 110,000 0 110,000
40 C&R KFCG - Parks &
Rec
Comm & Op Svcs 98.1 Spring Canyon Playground Surfacing Replacement 0 208,000 208,000
41 C&R Golf Comm & Op Svcs 76.1 Collindale Golf Course Irrigation Control Software Upgrade 0 30,000 30,000
42 ECON General Fund Financial Svcs N/A Downtown Parking Structure - Debt Service 0 900,000 900,000
43 HPG General Fund Financial Svcs N/A Increase to Claims Settlement Account within the Self
Insurance Fund
0 600,000 600,000
44 HPG Data & Comm Comm & Op Svcs 9.1 IT Open Data Portal - First Phase Implementation 60,000 40,000 100,000
45 HPG General Fund ELJS 116.3 City Clerk Licensing Coordinator (Contractual FTE) 1.0 68,917 5,700 74,617
46 SAFE KFCG - Police Police Services 56.4 Police Property and Evidence Technician 1.0 73,726 0 73,726
47 TRAN KFCG - Other Tran PDT N/A Additional Bus Stop Improvements for ADA Accessibility
(Contractual FTE)
1.0 275,000 0 275,000
Sub-Total 4.00 $665,732 $1,930,700 $2,596,432
Grand Total 7.75 $14,198,772 $15,344,919 $29,543,691
Offers Needing Further Discussion
48 ENV KFCG - Other
Comm. Priorities
Sustainability Svcs 47.5 Annual Operations for the Community Recycling Center
(CRC)
$380,000 $0 $380,000
50 SAFE General Fund Police Services 56.32 Design Funding for the Police Regional Training Campus $0 $810,000 $810,000
Sub-Total 0.00 $380,000 $810,000 $1,190,000
Page 2
2016 Budget Revision Requests - BY FUNDING SOURCE
Total Fund
Related Ongoing &
Fund OutcomeService Area Offer # Adjustment Requested FTE Ongoing $ One-Time $ One-Time $
General Fund CNL Comm & Op Svcs 77.1 Neighborhood Services Strategic Plan and
Implementation of Neighborhood Districts
$0 $67,000 $67,000
CNL Comm & Op Svcs N/A Nature in the City Implementation (Contractual FTE) 1.0 78,089 0 78,089
C&R Comm & Op Svcs 98.1 Parks Division Competitive Hourly Wages 110,000 0 110,000
ECON Financial Svcs N/A Downtown Parking Structure - Debt Service 0 900,000 900,000
ENV Sustainability Svcs N/A Climate Action Plan - Energy Code Performance
Program
37,000 30,000 67,000
ENV Sustainability Svcs N/A Climate Action Plan: Business Planning for Strategic
Initiatives and Public-Private Partnership
0 75,000 75,000
SAFE Police N/A Emergency Services Dispatcher 1.0 70,475 0 70,475
TRAN PDT N/A Prospect Road and College Avenue Intersection
Improvements
0 1,100,000 1,100,000
HPG Financial Svcs N/A Increase to Claims Settlement Account within the Self
Insurance Fund
0 600,000 600,000
HPG ELJS 116.3 City Clerk Licensing Coordinator 1.0 68,917 5,700 74,617
HPG Emp & Comm Svcs N/A Total Rewards Strategy: Career Architecture and Pay
Structure
0 275,000 275,000
HPG Emp & Comm Svcs N/A Chief Human Resources Officer Position 1.0 92,957 21,000 113,957
HPG Emp & Comm Svcs N/A Benefits Adjustments 1,033,806 0 1,033,806
Total General Fund 4.0 $1,491,244 $3,073,700 $4,564,944
KFCG Fund
Fire & Emergency
SAFE PFA KFCG - Fire Reserves for PFA $0 $483,219 $483,219
Sub-Total Fire & Emergency $0 $483,219 $483,219
Parks & Recreation
C&R Comm & Op Svcs 98.1 Spring Canyon Playground Surfacing Replacement $0 $208,000 $208,000
Sub-Total Parks & Recreation $0 $208,000 $208,000
Police
SAFE Police 56.4 Police Property and Evidence Technician 1.0 $73,726 $0 $73,726
Sub-Total Police 1.0 $73,726 $0 $73,726
Other Community Priorities
CNL Sustainability Svcs 48.7 Homelessness Initiative - Street Outreach Pilot
Program
$0 $80,000 $80,000
ENV Sustainability Svcs N/A Climate Action Plan - Communication and
Engagement Platform Design & Implementation
0 125,000 125,000
Sub-Total Other Community Priorities $0 $205,000 $205,000
Other Transportation
TRAN PDT N/A Additional Bus Stop Improvements for ADA
Accessibility (contractual FTE)
1.0 $275,000 $0 $275,000
Sub-Total Police 1.0 $275,000 $0 $275,000
Page 3
2016 Budget Revision Requests - BY FUNDING SOURCE
Total Fund
Related Ongoing &
Fund OutcomeService Area Offer # Adjustment Requested FTE Ongoing $ One-Time $ One-Time $
Other KFCG Designations
HPG Emp & Comm Svcs N/A Benefits Adjustments $171,265 $0 $171,265
Sub-Total Other KFCG Designations $171,265 $0 $171,265
Total KFCG Fund 2.0 $519,991 $896,219 $1,416,210
TRAN PDT 25.15 Renewal of 1/4 Cent Street Maintenance Tax $7,786,500 $0 $7,786,500
HPG Emp & Comm Svcs N/A Benefits Adjustments 208,117 0 208,117
Total Transportation Services Fund $7,994,617 $0 $7,994,617
Parking ECON PDT N/A Harmony Park and Ride - Parking Enforcement
Officer
0.75 $60,000 $0 $60,000
HPG Emp & Comm Svcs N/A Benefits Adjustments 10,279 0 10,279
Total Other Funds 0.75 $70,279 $0 $70,279
Benefits HPG Emp & Comm Svcs N/A Chief Human Resources Officer Position $28,319 $0 $28,319
HPG Emp & Comm Svcs N/A Benefits Adjustments 2,700,000 0 2,700,000
Total Benefits Funds $2,728,319 $0 $2,728,319
ECON Utilities N/A Major Duct Banks and Circuits Funding Increase $0 $5,000,000 $5,000,000
ENV Utilities N/A Climate Action Plan - Energy Code Performance
Program
1.0 37,000 30,000 67,000
ENV Utilities N/A Climate Action Plan: Business Planning for Strategic
Initiatives and Public-Private Partnership
0 50,000 50,000
HPG Emp & Comm Svcs N/A Benefits Adjustments 226,568 0 226,568
Total Light & Power Fund 1.0 $263,568 $5,080,000 $5,343,568
Water HPG Emp & Comm Svcs N/A Benefits Adjustments $113,481 $0 $113,481
Total Stormwater Fund $113,481 $0 $113,481
Wastewater ENV Utilities 174.1 Climate Action Plan - Water Reclamation Biogas to
Co-Gen
$0 $3,500,000 $3,500,000
ENV Utilities N/A Climate Action Plan: Business Planning for Strategic
Initiatives and Public-Private Partnership
0 25,000 25,000
HPG Emp & Comm Svcs N/A Benefits Adjustments 44,920 0 44,920
Total Wastewater Fund $44,920 $3,525,000 $3,569,920
Stormwater ENV Utilities 174.1 Design Funds - Mail Creek Stream Restoration (self-
funded)
$0 $0 $0
HPG Emp & Comm Svcs N/A Benefits Adjustments 64,597 0 64,597
Total Stormwater Fund $64,597 $0 $64,597
Transportation
Light & Power
Page 4
2016 Budget Revision Requests - BY FUNDING SOURCE
Total Fund
Related Ongoing &
Fund OutcomeService Area Offer # Adjustment Requested FTE Ongoing $ One-Time $ One-Time $
Other Funds
Capital Expansion C&R Comm & Op Svcs 8.3 Southeast Community Park - Water Rights &
Construction Costs
$0 $1,100,000 $1,100,000
Golf C&R Comm & Op Svcs 76.1 Collindale Golf Course Irrigation Control Software
Upgrade
0 30,000 30,000
Capital Projects
(BCC)
TRAN PDT N/A Prospect Road and College Avenue Intersection
Improvements
0 1,600,000 1,600,000
Data and Comm HPG Comm & Op Svcs 9.1 IT Open Data Portal - First Phase Implementation 60,000 40,000 100,000
Various HPG Emp & Comm Svcs N/A Benefits Adjustments 847,756 0 847,756
Total Other Funds $907,756 $2,770,000 $3,677,756
Total All Funds 7.75 $14,198,772 $15,344,919 $29,543,691
Offers Needing Further Discussion
ENV Sustainability Svcs 47.5 Annual Operations for the Community Recycling
Center (CRC)
$380,000 $0 $380,000
SAFE Police Services 56.32 Design Funding for the Police Regional Training
Campus
0 810,000 810,000
Sub-Total 0.00 $380,000 $810,000 $1,190,000
Page 5
Revision Title:
Outcome: Contact: Mark Jackson
Expense Fund: Package/Offer #: None
Funding Source: Ongoing: $60,000
One-time: $0
TOTAL Amount: $60,000
FTE Requested: 0.75 FTE -
Description:
Performance Measures:
https://www.clearpointstrategy.com/publish/direct.cfm?linkID=BFO&view=drill&scorecardID=771
8&object=measure&objectID=109926
TRAN 45. % of citizens responding very good/good - Ease of traveling by public transportation in
Fort Collins
HPG 68. % of citizens responding very good/good to the City's performance in - Managing and
planning for growth
2016 BUDGET REVISION REQUEST
Harmony Park and Ride - Parking Enforcement Officer
294 - PARKING FUND
Economic Health
294 - Parking Fund (grant)
Parking Enforcement Officer
The City of Fort Collins Parking Services Department is entering into a funding agreement with the
Colorado Department of Transportation (CDOT) to contract for daily parking enforcement at the
Harmony Transfer Center (Park and Ride). This provides parking enforcement for CDOT's new inter-
regional bus service, "Bustang". All costs for parking enforcement are borne by CDOT. One .75
hourly parking enforcement position is included in this offer. The budget revision provides the
funds for 2016 enforcement activities.
https://www.clearpointstrategy.com/publish/direct.cfm?linkID=BFO&view=drill&scorecardID=771
8&object=measure&objectID=109978
Page 6
Revision Title:
Outcome: Contact: Jon Haukaas
Expense Fund: Package/Offer #: None
Funding Source: Ongoing: $0
One-time: $0
FTE Requested: None TOTAL Amount: $0
Description:
Performance Measure:
ENV 106 Stream Rehabilitation - Number of Linear Feet of Stream Constructed
https://www.clearpointstrategy.com/publish/direct.cfm?linkID=BFO&view=drill&scorecardID=8326&obj
ect=measure&objectID=121038
The Stormwater Utility will be completing an update to our Master Plan Summary documents prior to the
beginning of next year's work on the 2017-2018 BFO process. Those documents will provide the Council
the information necessary to update the prioritization of future Stormwater projects as we move into
that next budgeting cycle.
Please see following pages for additional information requested from the Council Finance Committee
2016 BUDGET REVISION REQUEST
Design Funds - Mail Creek Stream Restoration
504 - STORMWATER FUND
Environmental Health
N/A - self funded
The Fossil Creek Meadows Home Owner's Association (FCMHOA) was annexed in 2009 as part of the
Southwest Annexation process. A section of Mail Creek is severely eroded through FCMHOA property
and is identified in the Mail Creek Basin Master Plan as being in need of repairs.
The prioritization of stormwater projects presented to City Council in 2012 identified this section of Mail
Creek as the third priority stream restoration project after Fossil Creek upstream of Lemay Ave
(completed in the spring of 2015) and Spring Creek through Edora Park (currently in final design).
It has been requested that the Stormwater Utility advance the design of the Mail Creek project to fully
understand the costs, impact, benefits, and layout of a solution to the erosion concerns on the FCMHOA
property.
This will be a complex project for a variety of reasons beyond the steep eroded banks. The site has
limited access and will require easements for access, construction, and maintenance from the FCMHOA.
The New Mercer Irrigation Company runs a significant amount of water through this section and will need
to be involved in the design to ensure the project continues to meet their water delivery needs. The
South Fort Collins Sanitation District has existing easements and infrastructure through this section that
will be impacted by a project. Finally, the environmental study and Corps of Engineers permitting that
has been initiated over the past year will need to be completed.
The impact of advancing this project is it removes construction funding of the Spring Creek project that
staff is coordinating with the replacement of the Riverside Ave bridge leading to EPIC. Final construction
funding will need to come from future appropriations.
Page 7
Design Funds – Mail Creek Stream Restoration Offer - UCouncil Finance Committee - 2016 Budget
Revisions Review Follow-up
1.a.
The 2015-2016 BFO process appropriated funds for Stream Rehabilitation as follows:
2015 2016
Spring Creek Stream Restoration & BMPS $600,000 $650,000
Stream Rehab Maintenance Projects $ 50,000 $ 50,000
To date, we have encumbered or spent approximately $200,000 on the Environmental investigation and
permitting for both Spring Creek and Mail Creek, plus the design of the Spring Creek restoration project.
We anticipate having final design completed by October. Taking the longer design time allowed us to
coordinate with Engineering for the proposed replacement of the Riverside Ave bridge leading into EPIC
and for the potential Parks project to replace the pedestrian bridge in this area.
1.b.
Initial estimates place the construction phase costs for the Spring Creek project at $700,000. Any excess
appropriation (in the range of $300,000) will be used for the next Stream Rehabilitation project –
currently identified as the Mail Creek project.
We do not have a clear estimate of what it would take to rehabilitate the Mail Creek segment since no
design work has been completed on the project. We have obviously held a few high level discussions of
potential alternative solutions. At this level of detail our best guess is that the costs will be in the range
of $1.5M-$2.5M, or possibly more.
These types of projects must be constructed between late October and the beginning of April to avoid
the irrigation season as several Irrigation Companies have rights to use the creeks for delivery. We are
in a position to be able to complete the Spring Creek project over the 2015-2016 winter season. The
Mail Creek project will need to wait for the 2016-2017 winter season regardless of funding availability in
order to determine a finalize a designed solutions plus allow for outreach and coordination with the
residents and affected Irrigation Companies.
Due to this uncertainty and timing, we feel it is important to re-allocate the funds to initiate a design as
soon as possible. Having a solid construction plan and cost proposal will allow us to accurately evaluate
the priority for construction versus other stormwater fund needs.
Staff is finalizing the construction proposal for Spring Creek and will develop a design proposal for the
Mail Creek project. Staff intends to complete both actions if sufficient funds are available.
1.c.
Current Stormwater Master Plan identify project needs in excess of $234M based on plans completed or
updated between 2004 and 2012. Funds available for Capital Project construction is approximately $4M
per year. With the various needs and completing priorities for these funds, prioritization becomes
Page 8
extremely important to implementing an efficient and effective program. Staff presented a funding
scenario to the City Council in April of 2012 that proposed to allocate dedicated funds to Stream
Rehabilitation projects. This was driven by the overall Stormwater Repurposing which moved away
from prioritizing projects purely on a public safety perspective and began to consider the other triple
bottom line importance of water quality and habitat improvements. Due to the difficulty of quantifying
a dollar value on comparing water quality improvements to protecting human life, a cost split was
proposed that would allow the City to begin addressing all concerns.
Prioritization looked at three primary needs:
1. Flood Protection & Mitigation projects,
2. Stream Rehabilitation projects, and finally,
3. for previously lower ranked, unranked, or unidentified projects that were generally driven by
emergencies, City Infrastructure needs in coordination with partners, availability of grant
funding, and timing of other projects.
The selected scenario was to allocate the $4M approximately as follows:
x $2,550,000 per year for prioritized flood protection and mitigation projects.
x $650,000 per year for stream rehabilitation projects.
x $850,000 per year for unanticipated project needs.
Examples of this third category have been Poudre River flood repairs, the North East College Corridor
Outfall (NECCO) project to provide infrastructure for the North College URA, outfall improvements made
necessary by the reconstruction of Lincoln Ave, River District storm sewer needs, etc.
An update of the Stormwater Capital Improvement Plan needs assessment and prioritization is being
done over the next few months. We anticipate having this completed prior to entering into the 2017-
2018 BFO process next spring to help guide our requests.
Page 9
Revision Title:
Outcome: Contact: Carol Workman
Expense Fund: Package/Offer #: None
Funding Source: Ongoing: $70,475
One-time: $0
TOTAL Amount: $70,475
FTE Requested: 1.0 FTE -
Description:
Performance Measure:
SAFE 50. % of citizens responding very good/good quality of - Police services overall in Fort Collins
https://www.clearpointstrategy.com/publish/direct.cfm?linkID=BFO&view=drill&scorecardID=7718&
object=measure&objectID=109973
Emergency Services Dispatcher
Earlier this year Poudre Fire Authority completed contract negotiations with University
Health/Poudre Valley Hospital (PVH) for dedicated ambulance services for the City of Fort Collins and
the Poudre Fire Authority district. Within this agreement emergency dispatching services with Fort
Collins 911 was outlined and an additional agreement between The City of Fort Collins and PVH was
completed. Currently the agreement for dispatch services is being circulated for signatures.
In the agreement, PVH has agreed to fund a 1.0 FTE Emergency Services Dispatcher beginning in
2016. This agreement will automatically renew each succeeding year through December 31, 2021 or
until modified.
The 1.0 FTE is necessary for the dispatch center to continue to maintain service levels for PVH and
the community. The position of Emergency Services Dispatcher is critical to the organization as this
position is responsible for handling and triaging incoming 911 telephone calls, non-emergency
telephone calls as well as dispatching field units to calls for service. Additionally, the Emergency
Services Dispatcher is trained in CPR and can provide emergency medical instructions to citizens via
the Emergency Medical Dispatch (EMD) program and protocols. This provides additional medical
related information to responding EMS and Fire personnel based on the condition of the patient.
2016 BUDGET REVISION REQUEST
Emergency Services Dispatcher
100 - GENERAL FUND
Safe Community
100 - General Fund - grant
Page 10
Revision Title:
Outcome: Contact: Kirsten Howard
Fund: Package/Offer #: None
Funding Source: Ongoing: 0
One-time: $483,219
TOTAL Amount: $483,219
FTE Requested: None
Description:
PFA staff is requesting the KFCG Reserve for Fire held by the City of Fort Collins. Chief DeMint will
be discussing the budget priorities and targeted outcomes with his staff and the PFA Board of
Directors for allocation of these funds in the PFA 2016 budget. Examples of what these one-time
funds could be used for include a new station alerting system, fire apparatus, self-contained
breathing apparatus, and/or radios. Benefits of these items include response time improvements,
improved citizen and firefighter safety, and communications improvements.
2016 BUDGET REVISION REQUEST
KFCG - Fire Reserves for PFA
840 - POUDRE FIRE AUTHORITY
Safe Community
KFCG Emergency & Fire - Reserves
Page 11
Revision Title:
Outcome: Contact: Kurt Friesen
Expense Fund: Package/Offer #: 8.3
Funding Source: Total Amount: $1,100,000
FTE Requested: None
Description:
Performance Measure:
CR 61 - Acres of Park/1,000 Population
Southeast Community Park is a proposed 54 acre community park located at the intersection of
Ziegler and Kechter. The park is currently scheduled to be constructed in 2016 with an anticipated
opening in 2017. Construction costs remain very volatile, and have increased dramatically over the
last few years, resulting in the need for more funding for the project. This request is for an
appropriation of 1.1 million from the Capital Expansion Fund/ Community Parkland reserves to
provide the necessary funding for the park and additional irrigation water shares. There is
approximately 4.3 million currently in Community Parkland reserves.
https://www.clearpointstrategy.com/publish/direct.cfm?linkID=BFO&view=drill&scorecardID=6288&
object=measure&objectID=109708
2016 BUDGET REVISION REQUEST
Southeast Community Park - Water Rights & Construction
400 - CAPITAL PROJECTS FUND
Culture & Recreation
Capital Expansion Fund - Community
Parkland Reserve
Page 12
Revision Title:
Outcome: Contact: Travis Walker
Expense Fund: Package/Offer #: None
Funding Source: Ongoing: $0
One-time: $5,000,000
TOTAL Amount: $5,000,000
FTE Requested: None
Description:
The backbone of the distribution infrastructure required to serve all commercial and residential
customers of the City is a system of primary circuits that are housed in duct banks. While new
developments must cover the costs of the infrastructure required to serve them through electric
development fees, it is necessary to install duct banks ahead of specific developments because the
duct banks serve both existing and new customers. Once a new development requests electric
service, the excess capacity of existing cables installed in the duct banks is assessed to determine if it
is necessary to add another primary cable to serve the new demand. Installing the duct banks
themselves ahead of other utilities being installed ensures adequate space is available in the right of
ways.
Recent assessments have determined the need to install several new duct banks so that there is
availability to add primary cables to serve anticipated new demands.* These conduit systems, or duct
banks, can cost $425,000 per mile in open or "greenfield" development, and can be close to $1M per
mile in established areas such as the Harmony corridor. Light and Power operations personnel have
identified the need for an additional $5M worth of duct banks to be installed in 2016.
* Focus areas for the new duct banks will include the downtown area and east Harmony Road from
Timberline to I-25.
2016 BUDGET REVISION REQUEST
Major Duct Banks and Circuits Funding Increase
501 - LIGHT & POWER FUND
Economic Health
501 - LIGHT & POWER FUND - Reserves
Page 13
Revision Title:
Outcome: Contact: Dean Klingner
Expense Fund: Package/Offer #: None
Funding Source #1: Funding Amount #1: $1,600,000
Funding Source #2: Funding Amount #2: 1,100,000
Total Amount: $2,700,000
Ongoing: $0
One-time: 2,700,000
FTE Requested: None TOTAL Amount: $2,700,000
Description:
General Fund - Reserves
This offer proposes to correct the existing deficiencies at the Prospect Road and College Avenue (State
Highway 287) intersection during the same time that CSU will be making required improvements to the
west side of the intersection in order to align the intersection lanes, improve safety, and reduce
congestion.
This project is proposed in addition to, and coordinated with, improvements planned by Colorado State
University (CSU). The full intersection improvements will be cost-shared with CSU based on proportional
traffic demand.
(1) As a part of the Inter-Governmental Agreement (IGA) between CSU and the City, CSU has agreed to
make improvements to the Prospect and College intersection in proportion to the predicted increase in
traffic related to multiple on-campus infrastructure projects.
(2) This presents an opportunity for the City to add complete improvements to the intersection to
address existing problems and increase the citywide benefits of the project.
(3) The 2011 Arterial Intersection Prioritization Study identified College Avenue and Prospect Road as
one of the City’s top ranked locations for needed safety and operational improvements.
Complete expansion and improvement of the intersection may have significant property impacts to
existing businesses located in the vicinity. This offer proposes to explore design alternatives for
improvements that:
• (1) result in significant improvement to existing safety and congestion problems
• (2) could be built along with CSU’s improvements
• (3) have additional elements that could be done in the future and/or phased in with redevelopment of
the adjacent properties, if that opportunity arises.
• (4) include opportunities to improve bicycle and pedestrian flow along the Mason trail, adjacent to
Prospect Road
2016 BUDGET REVISION REQUEST
Prospect Road and College Avenue Intersection Improvements
292 - TRANSPORTATION SERVICES FUND
Transportation
Capital Project Fund (BCC) - Reserves
Page 14
Performance Measure:
TRAN 21. Transportation Capital Projects On-Time and On-Budget
Total City cost including design, right of way acquisition and construction is $2.7M. Additional info:
• CSU does not participate in the Street Oversizing program; therefore Street Oversizing funds would not
generally be allocated for these improvements.
• The City has several recent examples of funding road improvements through the General Fund
including the Lincoln Avenue Improvements and the North College Improvements.
• CDOT has told the City they do not have funds to contribute, but this project could be eligible for grant
funds if they become available in the future.
• With projected traffic growth between now and the fall of 2017 (estimated 80% CSU and 20% City),
and no improvements Level of Service (LOS) goes from D to E. If we implement dual lefts for EB and WB,
LOS goes back to D which is what we have today. If only the EB dual lefts are implemented, we predict
about 1/3 of the congestion-relief compared to the proposed joint project (both EB and WB dual lefts).
https://www.clearpointstrategy.com/publish/direct.cfm?linkID=BFO&view=drill&scorecardID=7268&obj
ect=measure&objectID=104446
Page 15
Revision Title:
Outcome: Contact: Darren Moritz
Expense Fund: Package/Offer #: 25.15
Funding Source: Ongoing: $7,786,500
One-time: $0
TOTAL Amount: $7,786,500
FTE Requested: None
Description:
Performance Measure:
TRAN 3. Cumulative Lane Miles of Roadway Pavement Improved
https://www.clearpointstrategy.com/publish/direct.cfm?linkID=BFO&view=drill&scorecardID=6351&obj
ect=measure&objectID=91507
2016 BUDGET REVISION REQUEST
Renewal of 1/4 Cent Street Maintenance Tax
292 - TRANSPORTATION SERVICES FUND
Transportation
Transportation - Street Maintenance 1/4 Cent Tax
In 2005, Fort Collins voters approved a ¼ cent street maintenance tax to help maintain our overall street
network level of service “B” or “Good” rating. This tax was set to expire on 12/31/2015. The Keep Fort
Collins Great (KFCG) tax (dedicated 33% towards street maintenance & repair) doesn’t expire until
12/31/2020. With the combination of the ¼ cent street maintenance tax revenue and KFCG revenue,
the Street Maintenance Program (SMP) has been fully funded from 2011 through 2015.
In April of 2015, voters approved the continuation of the 1/4 cent street maintenance tax. The new tax
expiration date is now 12/31/2025. This dedicated tax revenue shall be used to pay the costs associated
with the repair and renovation of City Streets, including, but not limited to, curbs, gutters, bridges,
parkways, shoulders and medians. The use of these funds will allow for the resurfacing and
maintenance of approximately 65 additional lane miles per year.
This budget revision is an appropriation request for the amount of sales tax that will be collected in
2016.
Page 16
Revision Title:
Outcome: Contact: Jason Graham
Expense Fund: Package/Offer #: 174.1
Funding Source: Ongoing: $0
One-time: $3,500,000
FTE Requested: None TOTAL Amount: $3,500,000
Description:
Performance Measure:
ENV 38. Energy consumption efficiency for wastewater treatment
https://www.clearpointstrategy.com/publish/direct.cfm?linkID=BFO&view=drill&scorecardID=6345
&object=measure&objectID=109733
2016 BUDGET REVISION REQUEST
Climate Action Plan: Water Reclamation Biogas to Co-Gen
This budget revision request for 2016 is for the design/build of a cogeneration and gas conditioning
system at the Drake Water Reclamation Facility (DWRF).
Purpose of Offer and Why:
This request is one of four offers responding to City Council and City manager requests for Climate
Action Plan (CAP) implementation strategies. The purpose of these offers is to develop or expand
City programs that will aid in or directly affect the reduction of the community’s greenhouse gas
emissions. This project is scalable with future possible opportunities in community resource
recover initiatives and compressed natural gas for fleet use. This offer also provides an opportunity
to pilot the utilization of third party financing options.
How it Will Work:
Biogas generated from the wastewater treatment process through anaerobic digestion can be fed
to a cogeneration system to generate energy and waste heat. Generated electricity would be used
on-site, potentially reducing the facility’s electrical consumption by approximately 22%. Waste heat
generated would be recovered from the system and could be used to offset fuel used for boilers
and process systems. In addition recovered heat could be chilled and used for facility cooling which
would further reduce our energy consumption and costs.
Expected Outcomes:
This project has been estimated by a third party consultant with a conservative 15 year payback
through reduced electrical and natural gas costs. According to the EPA GHG equivalence tables, the
estimated annual savings from this project of 2100 metric tons of carbon is equivalent to offsetting
the GHG emissions of 300 City of Fort Collins households. If implemented in 2015, this project
would move the reduction dial for GHG emissions from 11.5% to 15% for all City municipal
operations. It will also move the reduction dial for the City’s operational electricity usage from 7%
to 13% on the path towards the 20% reduction by 2020. Financially, when implemented, this
project will reduce the overall City’s municipal operational electricity costs by 5%. This project is
aligned with 2014-2015 BFO Pkg. Offer 174.1 and could access funds from this to help minimize
financial impact.
503 - WASTEWATER FUND
Environmental Health
503 - Wastewater - Reserves
Page 17
Revision Title:
Outcome: Contact: Josh Birks
Expense Fund: Package/Offer #: None
Funding Source #1: Funding Amount #1: $75,000
Funding Source #2: Funding Amount #2: $50,000
Funding Source #3: Funding Amount #3: $25,000
Total Amount: $150,000
Ongoing: $0
One-time: $150,000
FTE Requested: None Total Amount: $150,000
Description:
Waste Water
This offer is among four offers responding to City Council and City Manager requests for Climate
Action Plan (CAP) implementation strategies. The purpose of these interdepartmental offers is to
develop or expand City programs and projects that will aid or directly affect the reduction of the
community’s greenhouse gas emissions.
Purpose of Offer & Why:
The primary focus of this offer is to engage external expertise on developing innovative mechanisms
for public and private programs and projects, including but not limited to, public private partnerships
(PPP) to achieve carbon reduction within Fort Collins.
A major aspect of achieving CAP objectives is developing effective programs to support the capital
investment required by the public and private sector. Many of these programs and the associated
funding sources will be consumer oriented and come from the private market. However, a number of
regulatory, policy, and market barriers exist to achieving the Climate Action Plan objectives. These
barriers must be eliminated and/or reduced to develop effective programs for the City, its residents
and its business. Of particular interest are PPPs, where both City and private sector resources can be
leveraged to varying degrees.
Staff will also be seeking outside funding sources and partners (e.g., Clinton Global Initiative, etc.) to
pair with these requested funds enabling additional work and thus a more detailed financing
framework.
Light & Power
2016 BUDGET REVISION REQUEST
Climate Action Plan: Business Planning for Strategic Initiatives and Public-
Private Partnership
Environmental Health
100 - GENERAL FUND
General Fund
Page 18
Performance Measure:
ENV 9. Percent decrease in community Greenhouse Gas (GHG) emissions from 2005 baseline
https://www.clearpointstrategy.com/publish/direct.cfm?linkID=BFO&view=drill&scorecardID=6282&
object=measure&objectID=91345
Expected Outcomes:
The anticipated outcome(s) of this offer include:
• Identification of, and if possible, solutions for any barriers to existing and new programs
• A report of the potential financing tools to leverage for both public sector and private sector
initiatives or projects
• A matrix comparing potential programs and tools to the four key CAP outcome areas (Buildings,
Transportation, Energy Supply and Waste Reduction)
• If possible an estimate of the funding capacity and approval criteria associated with the programs
and tools
• Assistance developing business plans, marketing plans, and operational plans for existing and
proposed City projects.
Together these deliverables will become an innovative program and funding framework to
accompany the CAP implementation framework.
How It Will Work:
• These funds will be used to obtain external expertise to aid in the evaluation, development and
implementation of innovative programs and the associated funding sources. It is anticipated that the
contractor(s) or consultant(s) will have experience developing similar programs elsewhere in the
Country.
• In addition, the funds will be used to support internal/external education and outreach regarding
potential programs, identifying and minimizing regulatory or policy barriers to carbon reduction,
facilitating connections with existing and/or new capital markets, attracting and fostering private
sector investment, optimizing the City’s role in PPPs, and consultation on any immediate
demonstration projects.
• The funds will be used to further expand the list of other programs and associated funding sources
that are either public or private only in nature.
• Finally, the funds will be used to seek external expertise in the development of business plans,
marketing plans, and operational plans for proposed projects funded with general fund or utility
dollars.
• The City’s Innovative Finance CAP Implementation Team (Team) will develop evaluation criteria and
processes for use of internal funding mechanisms (i.e., use of General Fund or Utilities dollars). The
outside expertise obtained by this budget request may provide input to those criteria and processes
at the discretion of the Team.
Page 19
Revision Title:
John Phelan
Outcome: Contacts: Tom Leeson
Lucinda Smith
Expense Fund:
501 - LIGHT & POWER FUND Package/Offer #: None
Funding Source #1: Funding Amount #1: $67,000
Funding Source #2: Funding Amount #2: $67,000
Total Amount: $134,000
Ongoing: $74,000
One-time: $60,000
Total Amount: $134,000
FTE Requested: 1.0 FTE -
Description:
Contractual
This offer is among four offers responding to City Council and City Manager requests for Climate
Action Plan (CAP) implementation strategies. The purpose of these interdepartmental offers is to
develop or expand City programs and projects that will aid or directly affect the reduction of the
community’s greenhouse gas emissions.
Purpose of Offer and Why
Fort Collins has a strong history adopting current model building codes and has added local
amendments specifically targeting energy performance and green building. While the prescriptive
requirements are appropriate, the expected performance is not always achieved in practice, for a
variety of reasons. Closing the gap between what the code requires and what is designed and built is
critically important for utility planning and attaining community goals.
The purpose of this offer is to provide resources to verify expected performance levels are achieved
as the Fort Collins building code is implemented. The offer will provide resources targeting energy
code and related building performance compliance at several stages:
• Education (web resources, education and training);
• Permit application review (plans and related submittals);
• Verification of field testing and inspection requirements prior to final approval.
How It Will Work
Building energy performance is critical to the goals of the Climate Action Plan Framework, Energy
Policy and Green Built Environment initiative. Recent editions of the model codes have increasingly
incorporated building science principles; local amendments have strengthened those changes. This is
positive but – with increasingly technical requirements and advanced technologies – the code has
become more challenging to enforce.
501 - LIGHT & POWER FUND
2016 BUDGET REVISION REQUEST
Climate Action Plan: Energy Code Performance Program
100 - GENERAL FUND
Environmental Health
100 - GENERAL FUND
Page 20
Background charts on construction activity trend
https://www.clearpointstrategy.com/publish/direct.cfm?linkID=BFO&view=drill&scorecardID=6290&
object=measure&objectID=91396
This offer would help to plug the gap by providing additional expertise and related resources. Expert
staff would be added and given separate signoff authority for more technical energy- and building
performance-related aspects of permit applications and final approvals. This approach is analogous to
existing development and building code processes for stormwater, fire safety and water-conserving
landscape requirements.
Expected Outcomes
• Verification of expected performance levels as the Fort Collins building code is implemented.
Assuming an overall 5% improvement in building energy performance of new construction (at 2014
levels), this offer would support a reduction of over 700 metric tons of CO2 annually. This would
support reaching 45% of the 2020 reduction estimate for new construction in the CAP Framework
Plan.
• Updating of City information resources with current information regarding code requirements
related to energy and building performance;
• Education and training of internal and external stakeholders regarding energy and building
performance aspects of the codes;
• Maintaining and formalizing the credentialing program for residential mechanical systems design
and testing.
Performance Measure:
ENV 23: Annual energy efficiency and conservation program savings of greater than or equal to 1.5%
of community electricity use
Page 21
Revision Title:
Outcome:
Contact:
Wendy Bricher,
Lucinda Smith
Expense Fund: Package/Offer #: None
Funding Source: Ongoing: $0
One-time: $125,000
FTE Requested: None TOTAL Amount: $125,000
Description:
This request is among four offers responding to City Council and City Manager requests for
Climate Action Plan (CAP) implementation strategies. The purpose of these offers is to develop
or expand City programs that will aid in or directly affect the reduction of the community’s
greenhouse gas emissions.
Purpose of Offer & Why:
• Successful community engagement and clear expansion of financing opportunities including
how they align with our community have long been recognized as keys to meeting the goals of
the 2015 CAP Framework.
• This offer will develop a Climate Action Engagement Plan, pilot test it, and begin full
implementation.
How it Will Work:
The offer will provide four elements of deliverables:
1) A one-stop, easily accessible web interface to:
• keep citizens, stakeholders, and City Council informed of CAP progress and ways to get
involved
• feature a progress-tracking dashboard
• feature the latest news on CAP implementation and engagement programs and strategies.
2) Community Engagement Plan will be developed through discussions with key segments of
the community to identify opportunities for engagement and address barriers to engagement,
including:
• City staff,
• the Fort Collins business community, with special emphasis on key accounts and those
already involved in City and Utility conservation programs, and
• those challenged by issues such as socioeconomic inequities, housing affordability,
disabilities and age.
2016 BUDGET REVISION REQUEST
Climate Action Plan: Communication and Engagement Platform Design &
Implementation
Environmental Health
100 - GENERAL FUND
General Fund - Reserves
Page 22
Performance Measure:
ENV 9: Percent decrease in Community GHG emissions from 2005 baseline.
https://www.clearpointstrategy.com/publish/direct.cfm?linkID=BFO&view=drill&scorecardID=
6282&object=measure&objectID=91345
Expected Outcomes:
• Easy to understand web platform for community and Council to keep track of progress and
link to opportunities to get involved in reducing emissions
• City staff can serve as informed ambassadors to advance CAP implementation
• Increased engagement in City programs that reduce GHG emissions through overcoming
misperceptions and addressing values barriers
• Improved equity in access to programs
• Reduction of barriers to engagement faced by underserved or disadvantages segments of
our community
• Increased awareness of and engagement in business opportunities that support GHG
reduction
• Reduction of misconceptions around costs for CAP implementation
• Increased understanding of need and political support for policy and regulatory actions
3) Pilot test Plan with City employees as proxy for a broader community by:
• testing CAP messaging that addresses:
o What is the CAP
o Why Fort Collins is taking on these aspirational CAP goals
o Why Fort Collins is the best place to succeed
o What each individual can do at work and home to help achieve CAP goals?
• helping employees understand how to effectively articulate the CAP's ambitious goals to
others
• helping employees understand how their daily work tasks, projects and programs are
positioned to help succeed in reaching these goals;
• communicate what employees can expect as an employee and a resident as we move the
CAP goals forward;
• understand the interrelatedness of City’s programs, projects and policies with CAP goals.
4) Begin implementing the Plan in neighborhoods, with the business community, and with
Page 23
Revision Title:
Outcome: Contact: Kelly DiMartino
Expense Fund: Package/Offer #: None
Funding Source #1:
Funding Source #2:
2016 Cost: 2017 and future year costs:
Funding Amount #1: $113,957 Funding Amount #1: $120,945
Funding Amount #2: $28,319 Funding Amount #2: $30,055
Total Amount: $142,276 Total Amount: $151,000
Ongoing: $121,276 Ongoing: $151,000
One-time: $21,000 One-time: $0
Total Amount: $142,276 Total Amount: $151,000
FTE Requested: 1.0 FTE -
Description:
Performance Measure:
HPG 38. HR performance based on Internal Services survey
https://www.clearpointstrategy.com/publish/direct.cfm?linkID=BFO&view=drill&scorecardID=6284&obje
ct=measure&objectID=91358
Chief Human Resources Officer
Benefits Fund
2016 BUDGET REVISION REQUEST
Chief Human Resources Officer Position
100 - GENERAL FUND
High Performing Government
General Fund
The City is a service-delivery organization, and as such, managing our human capital is critical to our
overall success. Traditionally, Human Resource Directors have been responsible for the administration of
Human Resources (HR) functions. In recent years, organizations have found the need for HR leaders to
evolve into more of a strategic influencer role. The City of Fort Collins is no exception.
Currently one of the Assistant City Managers (ACM) is serving in a duel capacity as ACM and acting Chief
Human Resources Officer (CHRO). There is no HR Director. Rather, those responsibilities are shared
between the acting CHRO and an Assistant HR Director. This model does not provide adequate resource
and attention to carry out key HR leadership functions, including:
- Serving as strategic advisor that provides human capital information to help the City achieve its strategic
objectives and counsels executive leaders on talent management strategies
- Developing and executing strategic direction for succession planning, talent management, change
management, organizational and performance management, training and development, compensation
and benefits.
- Providing leadership to ensure that all major HR systems and programs are run efficiently and
effectively, and that plans and policies remain in compliance with ever-changing federal, state and local
laws.
This position has been identified as a high priority by the Executive Lead Team, as well as Human
Resources and City staff. This offer provides funding to hire this critical position, as well as one-time
resources for an executive recruiter to assist in finding a highly qualified candidate. This Offer assumes a
start date of April 1, 2016. Starting in 2017, ongoing costs for Salary and Benefits will start at
approximately $151,000 rather than $113,276.
Page 24
Revision Title:
Outcome: Contact: Jamie Heckman
Expense Fund: Package/Offer #: None
Funding Source: Ongoing: $0
One-time: $275,000
FTE Requested: None TOTAL Amount: $275,000
Description:
Per Objective 7.2 of the City Strategic Plan, the City is working to improve core Human Resource
Systems and develop a total rewards strategy which articulates the value proposition of
employment with the City. The Total Rewards vision is that every employee perceives the City as a
great place to work and to be known as the employer of choice to attract, retain, engage, develop
and reward employees. Employee attraction and retention is critical in order to deliver quality
services to the community. City turnover is being watched carefully as experts predict rates to climb
as high as 23%. The increase is attributed to confidence in the economy and an uptick in Baby
Boomer retirements. Approx. 16% of City employees are 60+ years old; average retirement age is 64
yrs. 2014 annual turnover of 9.2% exceeded the 8% target and surpassed trend for previous
reporting years (2011-2013) which ranged from 5.0 to 6.7%. Total turnover from 2013 to 2014
increased by 56% (75 in 2013; 117 in 2014). Resignations increased from 40 in 2013 to 72 in 2014,
an 80% jump. Exit survey data indicates much of this is a reflection more job and career mobility
options.
2016 BUDGET REVISION REQUEST
Total Rewards Strategy: Career Architecture and Pay Structure
High Performing Government
100 - GENERAL FUND
General Fund - Reserves
Career Architecture - This is well-defined and cross-organizationally related jobs with a set of
guidelines that show employees how they can move into and across jobs. The career framework is
highly responsive to an organization’s needs and supports overall employee career development
and progression readiness.
Performance Management Process - The City is transitioning to a quarterly performance
management process that provides timely and meaningful feedback while at the same time
decreases the overall amount of effort required on the part of employees and managers. This should
be completed in September 2015.
In 2014, the City completed a Compensation & Career Progression Study which identified a need to
make significant adjustments to the City’s compensation, job analysis and career progression
systems, as well as the performance management process. This offer seeks to continue the multi-
year project in partnership with a consultant who will:
- Design Career Architecture
- Build Job Leveling Guides
- Market Analysis and Pricing
-Design Base Pay Program
- Design Incentive Pay Program
Page 25
Performance Measure:
HPG 6. City Employee Cumulative Turnover Rate
https://www.clearpointstrategy.com/publish/direct.cfm?linkID=BFO&view=drill&scorecardID=6284
&object=measure&objectID=91357
Compensation Target Market - Once the career architecture is in place, each role will be
benchmarked to a target market rate. Currently the organization has more than 400 individual job
descriptions. An assessment performed in 2014 indicated an extremely low benchmark match rate
to market surveys. An updated approach is required to ensure accountability and good stewardship
of community resources, and to restore organizational credibility regarding the market-based pay
system.
Career Management - Career Management is an important element of the Total Rewards Strategy.
Recognizing that traditional career “ladders” with step-by-step progression don’t work in most
organizations today, the City would like to create more dynamic career paths that allow flexibility for
employees to choose how they want to focus their career, while at the same time providing
concrete guidance for employees on how they can develop in a path. The career paths would align
to different types of future leadership roles within the City, and would also include a path for those
who want to increase their skills and contribution as an individual contributor.
Implementation Approach - The Career Architecture and Compensation Target Market sub-projects
are interrelated and therefore should be addressed concurrently. It is anticipated that these will
take two years to complete organization-wide; this Offer would fund the first half of those sub-
projects.
Page 26
Revision Title:
Outcome:
Contact:
Steve Engemoen &
Jamie Heckman
Expense Fund: Package/Offer #: None
Funding Source: Funding Amount:
Total Amount: $2,700,000
FTE Requested: None
Description:
Please see attached Memo
2016 BUDGET REVISION REQUEST
Cost Adjustments to the Benefits Fund (Benefits cost)
604 - BENEFITS FUND
High Performing Government
Various
Page 27
2016 Budget Revision Offer
Benefits Fund Unanticipated Expenditures
This Budget Revision Offer requires citywide adjustments to various funds in order to address a significant
shortfall in the City’s self-insured Benefits Fund which has accumulated over the past few years due to
increasingly high medical claims and the addition of approximately 240 employees to our medical plan as a
result of the Affordable Care Act (ACA). The budget request is for a total of $5.4M broken into two $2.7M
offers; the first offer reflects adjustments to the Benefits Fund, and the second reflects the adjustments to
departmental budgets to cover increased charges.
Cost Adjustment to the Benefits Fund (Benefits Cost) = $2.7M
The City’s Benefit Consultant (Hays Consulting) completed a Benefit Fund actuarial analysis for the first 6 months
of 2015. As a result of the analysis, an additional appropriation, totaling $2.7 million, is necessary to cover
projected 2016 expenditures in the Benefits Fund. The additional claims expense is driven by:
1. 2014 claims greater than budget of $1.8M. The additional costs in 2014 required a supplemental
appropriation in 2014 to cover these expenses; however, the 2015 and 2016 budget does not reflect the
higher claims experienced in 2014. Reference Chart A.
2. Benefit costs are increasing greater than anticipated driven by both additional staff covered by the
Affordable Health Care Act in 2015/16 and claims cost continuing to grow at a greater rate than
forecasted. Reference Chart A.
3. The Benefits Fund had reserves greater than needed in 2012. Prior budgets have intentionally been
created utilizing a portion of the benefits fund in an effort to draw down the Benefits Fund to a level
required per policy (minimum fund balance of $5.3M is required at year end 2014). With the rising
claims cost, the Benefits Fund has been reduced faster than anticipated and can no longer subsidize
future benefits cost. Reference Chart B.
Chart A:
$21.9 $23.7 $24.4 $26.3 $25.3 $28.0
$0.0
$5.0
$10.0
$15.0
$20.0
$25.0
$30.0
2014 2015 2016
Expenses (millions)
Year
BudgetExpenses Benefit Fund
Actual/Forecast
$1.8
$1.9
$2.7
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Chart B:
Appropriations in Various City Funds for Employer-Paid Premiums (cost to Departments) to Cover
Unanticipated Benefits Fund Costs = $2.7M
Funds to pay benefit claims from the Benefits Fund come from departmental charges for the City portion and
staff payroll deductions for the staff portion of benefit costs. This creates another offer for $2.7M that provides
funds to cover the departmental premiums for the employees covered by ACA, as well as funds to cover overall
departmental premium increases, which will be paid to the Benefits Fund.
Historically the City has provided multiple plan options for staff to choose from. The City is taking action to
address increasing medical trends by consolidating to a single medical plan, eliminating the lower cost plan
because it does not generate enough premium revenue to support the value of the plan being offered.
Additionally, the City will adjust both employer and employee-paid premiums.
The City targets a medical and dental premium sharing of City costs and employee costs of 70%/30% for
employees with dependents or a spouse and 85%/15% for employee only. Consolidating to a single plan will
cause a roughly 30% premium cost increase to approximately 500 employees, a 10% increase to approximately
600 employees, a 0% increase to roughly 450 employees and an 11% increase to the City departmental charges
for the City’s portion of benefits costs.
The proposed budget reflects a 71.5%/28.5% sharing of premium cost for employees with dependents and an
83%/13% sharing of premium costs for employee only. Because of the significant percent increase to a large
group of employees, staff proposes to phase into the 70%/30% premium share target over two years.
0.000
2.000
4.000
6.000
8.000
10.000
12.000
14.000
2012 2013 2014 2015 2016
Fund Balance (millions)
Year
Fund Balance
Planned
Actual/Forecast
Page 29
The City also monitors the Total Benefits cost sharing relationship. Historically the City’s share of total benefit
costs has ranged from 70.4% to 74% and the staff share of total benefit costs has ranged from 26% to 29.6%.
The shared costs vary each year because the employee share is largely fixed based on premiums set for the year
and charged to staff while the City portion varies based on the actual claims experience. When actual claims
come in under projections, the City share declines and when claims come in over projects the City’s share
increases. This 2016 Budget Offer anticipates the City and staff share of total benefit costs to be 72.5% and
27.5% respectively. Chart C provides historical detail on the staff share of total benefit costs. A 1% change in
total cost sharing equals approximately $235k.
Chart C:
Page 30
Revision Title:
Outcome:
Contact:
Steve Engemoen & Jamie
Heckman
Fund: Package/Offer #: None
Funding Source: Funding Amount: $2,720,789
Total Amount: $2,720,789
FTE Requested: None
Description:
Please see attached Memo
2016 BUDGET REVISION REQUEST
Cost Adjustments to the Benefits Fund (cost to Departments)
604 - BENEFITS FUND
High Performing Government
Various
Page 31
2016 Budget Revision Offer
Department Charges – Medical Premiums
As outlined, medical premium adjustments are needed to cover increasing Benefits costs.
Request for Appropriations in Various City Funds for Employer-Paid Premiums to Cover Unanticipated
Benefits Fund Costs = $2,720,789
The City is taking action to address increasing medical trends by consolidating to a single medical plan, and
adjusting both employer-paid and employee premiums.
This Budget Revision Request presumes the following plan changes:
- Consolidate to a single PPO plan
- Employer share of premiums increase by 8%
- Employee contributions increase between 0-31%, depending on the coverage elected
The budgeted annual employer-paid premium for full-time employees is $9,300. The recommended annual
employer-paid premium is $9,930. The cost associated with the recommended change for Classified and
Unclassified employees totals $862,949, and is spread across all City funds in which employees are budgeted.
See Fund Detail for the recommended appropriation by fund.
Page 32
Fund Detail
Fund
Total
Appropriation
by Fund
100 - GENERAL FUND $1,033,806
254 - KEEP FORT COLLINS GREAT FUND $171,265
270 - NEIGHBORHOOD PARKLAND FUND $2,331
271 - CONSERVATION TRUST FUND $1,229
272 - NATURAL AREAS FUND $180,318
273 - CULTURAL SERVICES & FACILITIES $32,302
274 - RECREATION FUND $82,472
275 - CEMETERIES FUND $23,577
277 - MUSEUM FUND $12,566
280 - COMMUNITY DEVELOPMENT BLOCK
GR $3,929
290 - TRANSIT SERVICES FUND $89,084
291 - STREET OVERSIZING FUND $945
292 - TRANSPORTATION SERVICES FUND $208,117
294 - PARKING FUND $10,279
400 - CAPITAL PROJECTS FUND $315
500 - GOLF FUND $117,294
501 - LIGHT & POWER FUND $226,568
502 - WATER FUND $113,481
503 - WASTEWATER FUND $44,920
504 - STORMWATER FUND $64,597
601 - EQUIPMENT FUND $32,988
602 - SELF INSURANCE FUND $14,340
603 - DATA AND COMMUNICATIONS FUND $107,884
604 - BENEFITS FUND $9,296
605 - UTILITY CUSTOMER SRV & ADM $136,886
$2,720,789
Page 33
Revision Title:
Outcome: Contact: Delynn Coldiron
Expense Fund: Package/Offer #: 77.1
Funding Source: Ongoing: $0
One-time: $67,000
FTE Requested: None TOTAL Amount: $67,000
Description:
Performance Measure:
CNL 64. % of citizens responding very good/good - Your neighborhood as a place to live
https://www.clearpointstrategy.com/publish/direct.cfm?linkID=BFO&view=drill&scorecardID=7718&
object=measure&objectID=109864
2016 BUDGET REVISION REQUEST
Neighborhood Services Strategic Plan and Implementation of Neighborhood District
100 - GENERAL FUND
Community & Neighborhood Livability
General Fund - Reserves
A person’s place of residence is a fundamental contributor to a person’s well-being. Communities
that work to create a unique sense of place, foster strong social relationships, care about and treat
residents fairly, and share decision-making and collaborate with residents on the items of importance
to them, are highly effective in creating cities that people love.
As our community transitions due to pace and density of development, growth in population,
changing demographics, increased student enrollment and campus growth, and social pressures, it is
imperative that the City find ways to successfully navigate related challenges.
In an effort to respond to direction given from the City Manager's office to implement a best-practice
neighborhood districts/associations model, as well as to support the City's Strategic Objectives
related to Community and Neighborhood Livability, this offer funds efforts that will result in a city-
wide 5-year Strategic Plan for city neighborhoods that will focus on fostering positive and respectful
neighbor relationships, open communication, conflict resolution, and on maintaining and enhancing
attractive neighborhoods through city services. Individual components of this effort will include:
1) A city-wide community engagement study to identify how community members currently engage
with the City and to define any gaps that exist in how citizens would prefer to engage or in under-
served or under-represented populations that do not or minimally engage (best practice identified as
part of our travel and research done for the neighborhood districts project);
2) A review of the existing Neighborhood Services division to explore current programs and services
delivered and to identify areas of change and/or improvement needed;
3) Definition of and implementation strategies for a best-practice neighborhood districts model; and
4) A work plan and action steps for moving forward to accomplish the goals identified through these
efforts.
Page 34
Revision Title:
Outcome: Contact: Lindsay Ex
Expense Fund: Package/Offer #: None
Funding Source: Ongoing: $78,089
One-time: $0
TOTAL Amount: $78,089
FTE Requested: 1.0 FTE -
Description:
To successfully implement the Nature in the City Strategic Plan, this offer requests a contractual
Environmental Planner position. In concert with the Planning Department’s Senior Environmental
Planner, this position will be responsible for leading the implementation of the 49 action items outlined in
the Plan and for developing a strategy and initial implementation of the $3 million approved by the voters
in 2014 entitled “Nature in the City Implementation.”
Background: In 2015, Council adopted the Nature in the City Strategic Plan, which has a vision of a
connected open space network accessible to the entire community that provides a variety of experiences
and functional habitat for people, plants, and wildlife. The Plan contains 49 action items, all of which
require a collaborative, interdisciplinary coordination to implement. In addition, the voters approved $3
million in the 2014 ballot to implement Nature in the City over the next ten years, but this funding can
not be used for staff. An anticipated 1.0 FTE was identified in the Implementation section of the plan as
nessecary to implement many of the action items.
Currently, only one Environmental Planning position exists in the Planning Department. The majority of
this position’s workload is focused on development review, as these workloads are currently at
unprecedented levels. To successfully implement the vision and policies outlined in the Plan, additional
staffing is needed.
2016 BUDGET REVISION REQUEST
Nature in the City Implementation
100 - GENERAL FUND
Neighborhood Livability
General Fund
Contractual Environmental Planner
Page 35
The contractual Environmental Planner position and the Senior Environmental Planner will achieve the
following outcomes:
• Initiating the implementation of the $3 million in capital funds to begin acquisition and restoration of
properties throughout the City;
• Furthering the public/private partnerships outlined in the Plan, e.g., Poudre and Thompson School
Districts, the business sector, Homeowner Associations, etc.
• Working with the interdisciplinary staff team and Colorado State University to begin implementation of
the 49 action items outlined in the Plan, including updates to the Land Use Code, installing pilot Nature in
the City demonstration projects, completing the connectivity analysis for people and wildlife, etc.
• With our partners within the City and at CSU, the Audubon Society, Rocky Mountain Bird Observatory,
and others, we will seek outside funding to leverage City dollars.
Performance Measure:
CNL 40. Percentage of the City that has access to nature within a 10 minute walk. NOTE: The 10 minute
walk analysis is currently being reviewed by staff and a baseline assessment for this metric will be
completed by Q4. A key driver for this contractual position is to assess and track this metric throughout
the implementation of the 1/4 cent sales tax funding.
Page 36
Revision Title:
Outcome: Contact: Beth Sowder
Expense Fund: Package/Offer #: 48.7
Funding Source: Ongoing: $0
One-time: $80,000
FTE Requested: None TOTAL Amount: $80,000
Description:
2016 BUDGET REVISION REQUEST
Homelessness Initiative - Street Outreach Pilot Program
254 - KEEP FORT COLLINS GREAT FUND
Community & Neighborhood Livability
KFCG - Other Community Priorities Reserves
As we continue to work with Homeward 2020 and other community service agencies , we recognize the
need for collaborative and innovative programs to address ongoing homeless issues.
Purpose of Offer & Why:
• Pilot program for a collaborative Street Outreach Program.
• Specific partners include: Fort Collins Police Services and Social Sustainability Department, Downtown
Development Authority, Homeward 2020, Homeless Gear, Catholic Charities, and SummitStone Mental
Health Partners.
• Best practice model identified as a priority strategy by Homeward 2020.
• Part of a multi-pronged approach to provide services to those in need while effectively decreasing the
issues and concerns in downtown business areas.
How It Will Work:
• City funding would provide "seed money" to get the program up and running as a pilot. If successful,
the City would be a partner - not sole funder - of this program. Funding from the other partners,
through stakeholder contributions and fundraising, would be expected for ongoing operation.
• Homeward 2020 would conduct a selection process to identify the administrator of the program.
• Funding would cover two full-time administrators who would oversee volunteers and coordinate with
the partners (employed by administrator, not the City).
• The Outreach Team would be available 7 days per week, and would proactively go out to areas where
people experiencing homelessness spend time (especially downtown) and respond to calls from
businesses or citizens, saving Police resources for criminal issues.
Page 37
Performance Measures:
SAFE 31. % of citizens responding always safe/usually safe - Downtown Fort Collins during the day
SAFE 32. % of citizens responding always safe/usually safe - Downtown Fort Collins at night
• The Team would provide a range of services to people with a focus on assisting persons with
psychiatric disabilities, individuals dealing with substance abuse, homelessness, and other unmet social
service needs including assessment, support, and active referral.
Expected Outcomes:
• Staff and partners are planning to use the best practices from the Burlington, VT model and modify
them to meet the specific needs in Fort Collins.
• Specific data/outcomes seen in Burlington and expected in Fort Collins include:
o Decrease in calls for service to Police
o Decrease in call frequency for high-use individuals
o Decrease in new charges for top users
o "Cost-avoidance" benefits (less Police calls for services, emergency room visits, and jail visits)
o Positive impact on other systems like court and corrections
o Greater coordination and efficiency
Additionally, the program directly supports: reducing anxiety of merchants, increasing communication,
connecting people with services, building relationships, and monitoring status of services (how many
beds available at the shelters, etc.),
The ultimate vision of the Outreach Program is:
1. A proactive, solution-oriented and collaborative approach to reduce incidents in downtown by
referring people to available and appropriate services
2. A safe downtown for everyone
3. Health and welfare of individuals and community
https://www.clearpointstrategy.com/publish/direct.cfm?linkID=BFO&view=drill&scorecardID=7718&o
bject=measure&objectID=109954
https://www.clearpointstrategy.com/publish/direct.cfm?linkID=BFO&view=drill&scorecardID=7718&o
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Revision Title:
Outcome: Contact: Dawna Gorkowski
Expense Fund: Package/Offer #: 98.1 and 100.1
Funding Source: Ongoing: $110,000
One-time: $0
TOTAL Amount: $110,000
FTE Requested: None
Description:
Performance Measure:
CR 23 - Trained Observe Program – Parks, Trails and Recreations Facility Grounds
The Parks Division hourly staff is a necessity for maintaining the City's parks, trails, facilities and
downtown core area. Hourly staff contributes approximately 110,000 hours per year in labor or 58%
of total hours worked for the Parks Division. The starting wage for a Parks hourly worker is $9.00 per
hour. During 2015 the number of applicants and quality workers applying for positions has
diminished significantly. There has been a 54% decrease in applicants, the number of failed drug tests
has increased from 5 failed tests so far in 2015 compared to 6 failures over the previous two years.
The number of hourly employees returning has decreased by 31% in 2015. Hourly employees are
leaving Parks for full time positions with other City departments, PSD, and private businesses. The
wage rate Parks is able to pay is not keeping up with other departments within the City or the
business community. Natural Areas Maintenance Worker has a starting wage of $11.00/hour and
Utility Grounds Worker has a starting wage of $9.50/ hour. Walmart's starting wage is now
$10.00/hour, McDonald's average wage is over $10.00/hour and Costco's average wage is
$20.00/hour. With all the new retail businesses and the new mall being completed later in 2015, the
competition for hourly employees will only increase. This offer requests additional funding to raise
the starting wage within the Parks Division to $10.00/hour in order to attract and retain quality hourly
staff.
https://www.clearpointstrategy.com/publish/direct.cfm?linkID=BFO&view=drill&scorecardID=6286&o
bject=measure&objectID=91332
2016 BUDGET REVISION REQUEST
Parks Division Competitive Hourly Wages
100 - GENERAL FUND
Culture & Recreation
General Fund
Page 39
Revision Title:
Outcome: Contact: Dawna Gorkowski
Expense Fund: Package/Offer #: 98.1
Funding Source: Ongoing: $0
One-time: $208,000
TOTAL Amount: $208,000
FTE Requested: None
Description:
Performance Measure:
CR 23 - Trained Observe Program – Parks, Trails and Recreations Facility Grounds
Spring Canyon playground, Fort Collins' premier play space, was built in 2007. Part of what makes this
playground so unique is the accessible poured-in-place surfacing throughout the playground. In a
typical playground, poured-in-place surfacing has a life span of approximately 10 years. However, with
Spring Canyon being our most popular playground in the city, the surfacing is reaching the end of its life
span much earlier than expected. The high use has accelerated the wear of the surfacing causing cracks
and holes to form in the surfacing. The areas where the cracks and holes have formed are subject to an
increase in the amount of vandalism to the surfacing itself. This unforeseen wear and vandalism are
currently affecting proper and safe impact attenuation of the surfacing. Parks has patched the worn and
vandalized spots in many places, but this is causing inconsistencies in the surfacing which also
contributes to a decline in the impact attentuation. The wet weather this spring along with some
localized flooding in the area has also caused some of the subsurface to move and wash away
contributing to a decline in the impact attenuation in some areas. Proper impact attenuation is
important in preventing serious head injuries in playgrounds. This request is for funding to remove and
replace existing sub-base where necessary and complete removal and replacement of the poured-in-
place surfacing in both play areas.
Funding for the Parks lifecycle program has not increased for new park development since Fossil Creek
Community Park was opened in 2003. The current lifecycle budget cannot absorb a project of this
magnitude because current funding is needed to address deficiencies in older parks.
https://www.clearpointstrategy.com/publish/direct.cfm?linkID=BFO&view=drill&scorecardID=6286&ob
ject=measure&objectID=91332
2016 BUDGET REVISION REQUEST
Spring Canyon Playground Surfacing Replacement
100 - GENERAL FUND
Culture & Recreation
KFCG - Parks and Recreation Reserves
Page 40
Revision Title:
Outcome: Contact: Dawna Gorkowski
Expense Fund: Package/Offer #: 76.1
Funding Source: Ongoing: $0
One-time: $30,000
TOTAL Amount: $30,000
FTE Requested: None
Description:
Performance Measure:
CR. 20 Collindale Golf Course 18 – Hole Rounds
This offer requests the use of an unanticipated increase in reserves in the Golf Fund at the end of
2014 to be used to upgrade the Collindale irrigation control software system. The new system will
save 6 to 8 million gallons of water per year, save wear and tear on pumps, reduce electricity costs
and increase control over the irrigation system.
https://www.clearpointstrategy.com/publish/direct.cfm?linkID=BFO&view=drill&scorecardID=6286&
object=measure&objectID=120191
2016 BUDGET REVISION REQUEST
Collindale Golf Course Irrigation Control Software Upgrade
500 - GOLF FUND
Culture & Recreation
Golf Fund Reserves
Page 41
Revision Title:
Outcome: Contact: M Beckstead
Expense Fund: Package/Offer #: None
Funding Source: Ongoing: $0
One-time: $900,000
FTE Requested: None TOTAL Amount: $900,000
Description:
A Public/Private partnership with the Bohemian Foundation is planned to support a new parking
structure adjacent to the planned downtown hotel. The parking structure is anticipated to be three
stories in height and include approximately 320 parking spaces. The project will be reviewed with the
Council Finance Committee in September and the entire Council later this year after a full review by the
Planning and Zoning Board. It is anticipated the Bohemian Foundation will build the parking structure
in 2016 and after construction is complete, the City will purchase approximately 2/3 of the spaces for
public use while the hotel partners will own the remaining 1/3 of the spaces. A condo type ownership
structure is anticipated with shared costs based on ownership percentages for the operations and
maintenance of the garage. It is anticipated the City will need to borrow approximately $7.5M to
$8.0M for the property purchase of 2/3 of the parking spaces. Staff is evaluating the risks and tradeoffs
of borrowing in late 2015 to avoid a rise in interest rates anticipated in late 2015 and 2016 even though
the purchase is not anticipated until late 2016. In the event the bond is issued in 2015, staff requests
funding for the annual debt service on a 10 year bond of approximately $900k. Funding is considered
one-time because long term funding starting in 2019 is anticipated with 1) the payoff of current debt
for the Civic Center Parking garage in 2018 freeing up $1.1M of General Fund debt service capacity that
can be used to fund this debt in 2019. Staff is also working on an agreement with the DDA to provide
$275K a year in debt service support starting in 2019 that is also tied to the payoff of the Civic Center
Parking Structure debt.
2016 BUDGET REVISION REQUEST
100 - GENERAL FUND
General Fund - One Time
Downtown Parking Structure - Debt Service
Economic Health
Page 42
Revision Title:
Outcome: Contact: Kelly Bernish
Expense Fund: Package/Offer #: None
Funding Source: Ongoing: 0
One-time: $600,000
TOTAL Amount: $600,000
FTE Requested: None
Description:
2016 BUDGET REVISION REQUEST
Increase to Claims Settlement Account within the Self Insurance Fund
During 2015, we experienced higher than anticipated payouts on claims incurred over this and
previous years that resulted in payment of substantial legal fees and claims settlements. The
Colorado Oil & Gas (COGA) case at $184,000, ACLU Case at $134,000, a recent citizen settlement of
$113,000, the deductible on two trucks, and several high dollar workers compensation cases from
previous years paid in 2014 and 2015 are examples. The budgeted amount of $1,275,000 in 2016,
based upon our experience in 2015 and previous years, will not be adequate to cover 2016 losses
and all claim payments incurred in 2016 regardless of their year of occurrence. The projection is
based upon a review of 5 years plus current year to date claims information as well as external
actuarial reports. As an internal services department, revenue in the form of department
allocations, is not adequate to cover claim payments which will be addressed in the next budget
cycle. In 2014, a supplemental appropriation late in the year of $610,000 was required and it is
anticipated a similar supplemental appropriation may be required in 2015.
Historically, additional appropriations for claims has been supported by available fund balance within
the Self Insurance Fund. An increase in the actuarial liability performed by Milliman of $750,000
due to higher claims in previous years’ experience, the prior year supplemental appropriation and
the additional legal and claims settlements over the past several years has reduced the Risk fund to
the point that there is no longer available fund balance to support the higher claims we are
experiencing.
In the 2013 and 2014 budget, funding from the General Fund to the Self Insurance Fund was reduced
by $500,000 given the fund balance available within the Self Insurance Fund. Given the recent high
level of claims payments, the funding from the General Fund needs to be restored. It is anticipated
the inter-department rates will be adjusted to generate enough revenue to maintain the Self
Insurance Fund.
100 - GENERAL FUND
Economic Health
General Fund - Reserves
Page 43
Revision Title:
Outcome: Contact: Dan Coldiron
Expense Fund: Package/Offer #: 9.1
Funding Source: Ongoing: $60,000
One-time: $40,000
TOTAL Amount: $100,000
FTE Requested: None
Description:
The expectations for expanded transparency and improved access to data for the public necessitates
that the City improve its online offerings. In addition, there has been significant maturation in the
technology available to meet the increasing demands for transparency and data access, which has
also resulted in growing expectations for the City's data to be available through a variety of means,
devices and formats, internally as well as externally.
This request would provide the City with the opportunity to implement the first phase of an Open
Data Portal that could be expanded to meet the full expectations and needs of the community. The
software subscription/licensing costs are estimated to be approximately $60,000 per year for an
Open Data Portal platform. An additional $40,000 is requested to facilitate the implementation of
the portal platform, which would include consulting services to train and assist staff in the process of
configuration of the portal and initial data preparation and loading.
The implementation of the first phase of an Open Data Portal platform is expected to be
accomplished with existing staff and would target data sets that have already been prepared and
developed for sharing with the public, such as the data used within the City's OpenBook
environment. Development of the platform to share a large number of data sets from across the
organization and to fully exploit the advanced features and modules available in robust open data
platforms will likely require further licensing and maintenance costs and possibly additional staff
resources.
2016 BUDGET REVISION REQUEST
IT Open Data Portal - First Phase Implementation
100 - GENERAL FUND
High Performing Government
Data and Communications
Page 44
Revision Title:
Outcome: Contact: Rita Knoll
Expense Fund: Package/Offer #: 116.3
Funding Source: Ongoing: $68,917
One-time: $5,700
TOTAL Amount: $74,617
FTE Requested: 1.0 FTE - Contractual Licensing Coordinator
Description:
2016 BUDGET REVISION REQUEST
City Clerk Licensing Coordinator
This position is requested to adequately resource medical/retail marijuana licensing functions, and to
supplement resources currently devoted to liquor licensing.
Medical marijuana licensing was added to the duties of the Chief Deputy City Clerk in 2010. Retail
marijuana licensing was added in 2014. Both are extremely time consuming, and have severely
impacted the essential duties of the Chief Deputy. This position would relieve the Chief Deputy of
the majority of the tasks associated with marijuana licensing, with oversight and review by the Chief
Deputy.
As workload allows, this position will also assist with liquor licensing functions and be fully trained to
handle liquor licensing in the absence of the Deputy City Clerk. Currently, there is no backup for the
Deputy City Clerk on liquor licensing processes. Liquor licensing tasks will be supervised by the
Deputy City Clerk.
Funding this position will improve service to marijuana business owners who are currently waiting as
much as nine months to have their applications processed and approved. It will provide applicants
and licensees with a staff person dedicated to their needs -- one that is more accessible than the Chief
Deputy. The new FTE will be able to focus on becoming familiar with the multitude of laws and
regulations, streamlining and documenting licensing processes, and participating in staff teams. The
new FTE will also be able to develop a strong relationship with the Police Services officer assigned to
marijuana, which will come on board in late 2015.
2014 revenue from marijuana application and licensing fees exceeded $84,000. Sales tax revenue
for medical marijuana was over $227,000 in 2014. Retail marijuana generated over $138,000 in sales
tax revenue in the last two quarters of 2014.
100 - GENERAL FUND
High Performing Government
General Fund
Page 45
Revision Title:
Outcome: Contact: Greg Yeager
Expense Fund: Package/Offer #: 56.4
Funding Source: Ongoing: $73,726
One-time: $0
TOTAL Amount: $73,726
FTE Requested: 1.0 FTE -
Description:
Performance Measure:
SAFE 50. % of citizens responding very good/good quality of - Police services overall in Fort Collins
Property Evidence Technician
The deployment of over 60 body-worn video recorders on police officers produces over 200
gigabytes of data per month with retained storage exceeding 2 terabytes. In line with a national
movement for safety and accountability, the agency plans to expand the camera program in 2016
and into 2017 with the eventual goal of outfitting every uniformed officer. However, that will cause
an immediate need for increased hardware/software support and evidence handling. Body-worn
video has an immediate positive impact on safety, accuracy of reporting, and accountability for
actions (both officers and citizens).
The Property & Evidence Unit has an immediate need to increase civilian staffing to address this
swell of digital evidence (body-worn video, audio, photographs) that must be taken in, labeled,
audited, copied, and transferred to other organizations such as the district attorney's office. Hiring
and training a technician can take up to one year. Currently, 15,275 of the 81,570 items of FCPS'
property/evidence are digital video and one P&E Technician is kept busy with that data. Without
this increase in staffing, the proposed expansion of the camera program will have no support.
The Police Property and Evidence Technician costs were obtained from Human Resources. A hiring
process for another vacancy will establish an eligibility list, so the position could be filled
immediately. This position was requested during the BFO process for the current budget, but fell
below the line.
https://www.clearpointstrategy.com/publish/direct.cfm?linkID=BFO&view=drill&scorecardID=7718&
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2016 BUDGET REVISION REQUEST
Police Property and Evidence Technician
100 - GENERAL FUND
Safe Community
KFCG - Police
Page 46
Revision Title:
Outcome: Contact: Emma Belmont
Expense Fund: Package/Offer #: None
Funding Source: Ongoing: $275,000
One-time: $0
FTE Requested: 1.0 FTE - Contractual TOTAL Amount: $275,000
Description:
Performance Measure:
Tran 2 – Cumulative Transfort Fixed Route Ridership
This offer is being submitted to accelerate Transfort's planned implementation of ADA-accessible bus
stops under Building on Basics II from a combined 20 stops per year to 40 stops per year. Based on
Community and City Council feedback, implementation of ADA-accessible bus stops need to be
prioritized and this offer lays out the framework to accomplish this task.
Based on recent estimates, approximately 330 bus stops in Transfort’s service area are not compliant
with ADA standards and many of these are located in areas with limited neighborhood sidewalks. Bus
stop improvements alone range between $2,500 to $30,000 depending on the available public right-of-
way (ROW) and other site specific characteristics (an average is estimated at $10,000 for each stop).
Stops on the low end are generally within public ROW and have adjacent neighborhood sidewalks to
connect with. Stops on the higher end are in areas with no neighborhood sidewalks and often require
negotiations with private property owners before any accessible infrastructure can be installed. The
current Capital Improvement Plan assumes the City/Transfort will upgrade 10 of the 20 bus stops
planned to be improved each year, which would cost approximately $100,000. The remaining 10 stops
would be upgraded by either private development or by Lamar Advertising Company. The 10 City stop
improvements can be accomplished through existing staffing levels for both Transfort Project
Management and Engineering’s Inspector Staff workloads.
This offer provides funding to increase the number of bus stop improvements to approximately 40
stops in 2016 - a 50% increase to the current Capital Improvement Plan. Funding would flow directly
to infrastructure improvements and to the hiring of a full-time contractual engineer to manage and
provide design & property acquisition planning support for the project as current resources are limited.
This offer is scalable in both infrastructure and personnel expenditures. If funded, wholly or partially,
planned improvements will be somewhat dependant upon vendor scheduling. This will reduce the
timeline for completing the ADA bus stop improvements from 18 years to 9 as long as the existing
(original funding) remains and this supplemental funding continues each year. Engineering will be
contracting the work out.
https://www.clearpointstrategy.com/publish/direct.cfm?linkID=BFO&view=drill&scorecardID=6350&obj
ect=measure&objectID=91506
2016 BUDGET REVISION REQUEST
Additional Bus Stop Improvements for ADA Accessibility
290 - TRANSIT SERVICES FUND
Transportation
KFCG - Other Transportation Reserves
Page 47
OFFERS NEEDING FURTHER
DISCUSSION
Revision Title:
Outcome: Contact: Lucinda Smith
Expense Fund: Package/Offer #: None
Funding Source: Ongoing: $380,000
One-time: $0
TOTAL Amount: $380,000
FTE Requested: None
Description:
A public collection site for a Community Recycling Center (CRC) for hard-to-recycle-materials is one of
the City's strategies for achieving its goal of Zero Waste. A “full-fledged” CRC would entail the
following elements:
• Develop CRC at Timberline site
• Move Rivendell Recycling Center to the new location
• Open full-fledged hard-to-recycle-materials collection area with on-site staffing
• Establish funding source for ongoing operations and maintenance expenses
Funding has already been identified and secured to construct the site, should City Council decide to
move forward with it.
This mid-cycle budget offer requests funding to support part of the operational costs of a full-fledged
Community Recycling Center. In 2015, staff and the potential site operator developed a Profit & Loss
(P&L) analysis that applies a set of key assumptions (e.g., number of visits, volume of material
collected) and forecasts costs to run the facility. Based on these assumptions, the net annual
operating expenses could be in the range of $200-$300K per year. It was originally envisioned that a
private contractor would be able to operate the site and cover operational expenses by charging a
small gate fee. However, the market for recyclable commodities has changed recently. It is likely that a
small gate fee will not cover all the operational expenses, and City support will be needed to provide
this innovative service to the community.
2016 BUDGET REVISION REQUEST
Annual Operations for the Community Recycling Center (CRC)
100 - GENERAL FUND
Environmental Health
KFCG - Other Community Priorities
Page 48
Performance Measure:
ENV 10. Community solid waste diversion rate
https://www.clearpointstrategy.com/publish/direct.cfm?linkID=BFO&view=drill&scorecardID=6282&o
bject=measure&objectID=91346
This offer requests $300,000 in 2016 to cover conservative estimates of net annual operational
funding support needed from the City to fund operation of the site.
Providing annual funding for operating the CRC will:
• provide social benefits to the community,
• support the culture of recycling that is critical to achieving progress on zero waste goals and the
Climate Action Plan Framework,
• preserve the site for the unique opportunities it presents for future development of small scale
waste-to-energy or expanded resource recovery,
• support Road to Zero Waste goals - If the CRC conservatively diverts 1512 tons from the landfill
(above Rivendell), and usage of the site grows by 50% each year through 2020, it would divert an
estimated 7655 tons of material in 2020. This represents 16% of the total 47,000 estimated tons of
additional tons of waste diversion needed to achieve the 2020 goal of 75% waste diversion, and
• avoid a conservatively estimated 2,350 metric tons GHG in the first year, above the current Rivendell
GHG benefits. If usage of the site grows by 50% each year through 2020, it would divert an estimated
7655 tons in 2020 and avoid 11,830 MTCO2 in 2020. This represents 3% of the total MTCO2 reduction
outlined for 2020 in the CAP Framework.
Page 49
Revision Title:
Outcome: Contact: Cory Christensen
Expense Fund: Package/Offer #: None
Funding Source: Ongoing: $0
One-time: $810,000
TOTAL Amount: $810,000
FTE Requested: None
Description:
2016 BUDGET REVISION REQUEST
Design Funding for the Police Regional Training Campus
Fort Collins Police Services has been working in partnership with Loveland Police to bring a
Regional Training Campus (RTC) to Northern Colorado. This campus will provide a venue
necessary to handle a variety of training needs for both agencies. The campus will include a
venue for firearms and emergency driving training. The amount requested here will cover 50%
of the total desgin costs for the project. There is a possibility of adding Larimer County as a
third capital partner which would reduce the designs costs due to a 1/3rd split for the design
costs. The design portion of the project will take place in 2016 with construction of the facility
possibly happening in late 2016 to early 2017.
Safe Community
100 - GENERAL FUND
General Fund - Reserves
Page 50
CAP OFFERS NOT RECOMMENDED
FOR 2016 REVISIONS
Revision Title:
Outcome: Contact: John Phelan
Expense Fund: Package/Offer #: 58.1
Funding Source: On-going: $0
One-time: $688,000
TOTAL Amount: $688,000
FTE Requested: None
Description:
2016 BUDGET REVISION REQUEST
Energy Services Program Funding
This offer provides funding for energy services programs in an effort to meet customer interest in
efficiency project implementation and for anticipated incentives for large projects through the
Integrated Design Assistance Program (IDAP). The request represents a 16% increase in the overall
budget for offer 58.1 for 2016. The Energy Services Budgeting For Outcomes offers in 2015/2016 were
at the same level as the prior budget cycle of 2013/2014. The offer supports the criteria established
for mid-cycle offers characterized as “significantly impacting the delivery of that program or service”
because the amount of funding is not meeting the demand of customers expressing interest to
participate.
The base offer for Energy Services (58.1) includes the staffing and resources to deliver annual
efficiency and conservation program savings which meet the targets of the Energy Policy, which is in
alignment with the Climate Action Plan. Programs include consumer product rebates, home energy
reports and business and home efficiency initiatives. This offer takes into account proposed increases
in funding for energy efficiency by Platte River Power Authority, who contributes over $1M as part of
Efficiency Works. Approximately 90% of the proposed funding will provide direct rebates or services to
customers. The additional funding is anticipated to increase electricity savings in 2016 by 3100
megawatt-hours and reduce annual Green House Gas emissions by over 2500 metric tons achieving an
additional 10% in GHG savings from the efficiency programs portfolio.
Business customer participation has been steadily increasing for the last several years (50% in 2013,
5% in 2014, and 9% as of May 2015). This funding is estimated to support the momentum of customer
interest through 2016. In addition, a number of incentives are anticipated to be paid out for large new
construction projects in 2016 through IDAP.
The proposed offer supports the City’s goals from the Energy Policy and Climate Action Plan (CAP)
Framework. Green House Gas savings from improved efficiency in buildings is 27% of the CAP 2020
reduction framework. The ability to participate in Utilities energy programs and services is available to
households and businesses, and is one of the most tangible ways with which our citizens can engage
in the CAP strategy titled “Building.”
501 - LIGHT & POWER FUND
Environmental Health
501 - LIGHT & POWER FUND - Reserves
Page 51
Revision Title:
Outcome: Contact: John Phelan
Expense Fund: Package/Offer #: 58.2
Funding Source: On-going: $0
One-time: $421,000
FTE Requested: None TOTAL Amount: $421,000
Description:
2016 BUDGET REVISION REQUEST
Peak Partners Demand Response Program
This offer increases funding for the Peak Partners (demand response) program to support an additional
1,000 residential WiFi thermostats, and for software support from the vendor to maintain business
customer participation during the transition to the new Demand Response Management System (DRMS).
An analysis has estimated deploying the 1,000 additional thermostats as an addendum to the current
scope of work will save approximately $100,000 or over 20% in deployment costs as compared to
restarting the deployment at a later date.
The Peak Partners DRMS is operational and able to forecast load, plus dispatch and manage residential air
conditioning and electric water heaters for residential customers. It also provides inventory management
and work orders for installation with maintenance. The DRMS is replacing a legacy load management
system which has been in operation since 1982. The DRMS is supporting new residential customers with
thermostats and water heater control units. However, the legacy system continues to support business
customers participating in demand response, pending a transition to new communications protocols.
Implementation of the Peak Partners is ahead of the initial schedule, with residential installations to be
completed by the end of the first quarter of 2016. The installation vendor can accommodate additional
scope in 2016, such that the addition of the 1,000 thermostats to the system can be accomplished in a
more cost-effective manner than could be done in future years. The proposed 1,000 additional
thermostats will provide approximately 1 megawatt of additional dispatch capacity to the system. Based
on current wholesale and retail electricity rates, staff estimates savings of approximately $50,000
annually to purchase power costs through the additional thermostats.
The legacy software system which supports business customers demand response needs requires a
software migration to a new operating system. This offer also includes $25,000 for the required software
migration to continue uninterrupted support business customers until the DRMS protocols are in place in
late 2016.
The proposed offer supports the City’s goals from the Energy Policy and 2015 Climate Action Plan
Framework because demand response is an enabling strategy for higher penetration of renewable energy
and future electricity storage. The ability to participate in Utilities energy programs and services is
available to households and businesses, and provides one of the most tangible ways with which our
citizens can engage in responding to electric demands during peak periods.
501 - LIGHT & POWER FUND
Environmental Health
501 - LIGHT & POWER FUND - Reserves
Page 52
Revision Title:
Outcome: Contact: John Phelan
Expense Fund: Package/Offer #: 58.1
Funding Source: On-going: $0
One-time: $325,000
TOTAL Amount: $325,000
FTE Requested: None
Description:
2016 BUDGET REVISION REQUEST
Solar Renewable Energy
The offer provides funding to expand solar rebates for small-scale solar systems by $300,000 for
calendar year 2016. The offer supports the criteria established for mid-cycle offers characterized as
“significantly impacting the delivery of that program or service”, attributed to being sold out each
year, even with a decrease in the per watt funding from $1.50 in 2014 to $1.00 in 2015. The
$300,000 additional funding would bring the total small-scale solar rebate funding amount to
$675,000 in 2016.
The solar photovoltaic (PV) rebate program offers a dollar-per-watt incentive for residential and
commercial projects. The rebate amount will reduce to $0.75 per watt in 2016 (currently at $1.00
per watt in 2015). The combination of additional funding and reduced rebate amount will provide
funding for approximately 2-2.5 times the number customer projects as in 2015 (depending on size
and mix of residential and commercial projects). The offer also includes $25,000 to support the
staffing needs (via a part-time hourly position) to manage the application and field inspection
requirements of the 2016 program of this increased number.
The residential incentive is capped at 3 kilowatts (kW) per project and the business incentive is
capped at 20 kW per project. Based on calendar year budget appropriations, Utilities offers solar
rebates in the first quarter of each year as rebates are typically allocated to customers within three
months. This additional funding is expected to more closely match the demonstrated customer
interest on an annual basis.
The base and enhancement offers support the City’s goals from the Energy Policy (existing and draft
revision) and Climate Action Plan (CAP) Framework. Green House Gas (GHG) savings from increased
local renewable is 18% of the CAP 2020 reduction framework. Solar funding for 2016 will also be
able to take advantage of the last year of the federal investment tax credit. The ability to participate
in Utilities energy programs and services is available to households and businesses, and is one of
the most tangible ways with which our citizens can engage in achieving CAP goals under the
“Building” strategy.
501 - LIGHT & POWER FUND
Environmental Health
501 - LIGHT & POWER FUND - Reserves
Page 53
Revision Title:
Outcome: Transportation Contact:
Timothy Wilder,
Lucinda Smith
Fund: Package/Offer #: None
Funding Source: On-going: $0
One-time: $465,000
FTE Requested: None TOTAL Amount: $465,000
Description:
2016 BUDGET REVISION REQUEST
Climate Action Plan - Flexible Transit Service Pilot Project
This request is one of five offers responding to City Council and City Manager requests for Climate Action
Plan (CAP) implementation strategies. The purpose of these offers is to develop or expand City programs
that will aid in or directly affect the reduction of the community’s greenhouse gas emissions.
This pilot project would introduce a new, flexible type of transit service that uses smaller, alternative fuel
vehicles on an existing low-density transit corridor. Significant operations cost savings would be achieved,
and transit funds would be re-invested in a higher ridership transit route.
The flexible transit service, called “deviated fixed-route”, would be implemented on Horsetooth Road
from Zeigler to Spring Canyon Park, replacing Route 12. In order to provide more customer
responsiveness, passengers along the corridor would be able to request a limited number of door-to door
pickups through a web portal and mobile app, in addition to waiting at a standard bus stop. The route
would use smaller alternative fuel vehicles which offer more routing flexibility and lower GHG emissions.
Fares for service would remain the same as the rest of the Transfort system.
This offer provides funding for one-time costs to include the purchase of 3 ADA-accessible, alternative fuel
vans with advanced traveler technology hardware and routing software. Operating costs, including labor,
support service, maintenance, etc. would be accommodated within Transfort’s existing budget. Significant
cost savings are expected, which will be reinvested in a more productive transit corridor, resulting in
ridership gains, while maintaining current levels of ridership on Horsetooth Road.
Key Benefits and Outcomes:
• Addresses the Climate Action Plan Framework tactic of “Coordinate and expand local and regional mass
transportation options for commuters.”
• Climate Action goals for transportation will be addressed through 1) re-investment of transit funding
into transit route that will provide higher ridership than the current Route 12; and 2) investment in
alternative fuel vans. The pilot will report on the specific ridership gains, and subsequent
C02 emission reductions, achieved by the pilot project.
• Web and mobile app will be able to provide flexible transit service in other areas of the community.
• Better alignment with the Council adopted Transfort Service Philosophy: Focus on productivity, meaning
an emphasis on frequency and bus routes in areas with higher ridership potential, as opposed to dispersed
coverage and lower ridership.
• Operational cost savings would be realized through the use of more efficient service and smaller vans.
• Additional service for ADA-eligible passengers.
• Transit service that is more responsive to customer needs in a low density transportation corridor.
• The pilot program will be evaluated after years 1 and 2 against Transfort’s service standards and
performance metrics.
292 - TRANSPORTATION SERVICES FUND
General Fund
Page 54
2016 Budget Revisions
September 15, 2015 Mike Beckstead - CFO
ATTACHMENT 2
2016 Budget Revision Objectives
2
The recommended 2016 Budget Revisions are
intended to address:
• Council priorities
• Projected revenue from the renewal of the ¼ cent street
maintenance tax
• Capital project and other needs not known at the time of the
adoption of the 2015-16 Budget (e.g. Climate Action Plan)
• Fiduciary responsibilities in the Self Insurance Fund and the
Benefits Fund
• Maintaining fund balances to support future needs and economic
uncertainty
2016 Budget Revision Changes
3
The following changes were made based on
feedback from the Council Finance Committee:
• Adjusted 2015 Sales Tax growth downward based on the last 3
month of actual collections (the later months of 2014 had
significant growth over 2013 which challenges growth of 2015
over 2014 in the second half of 2015).
• Increased the cost of the Prospect and College Intersection Offer
by $300K (details in AIS)
2016 Available Funding
4
• Updated Major Revenue Elements Only:
• Sales Tax – 2015 updated to reflect 4.9% growth over 2014, 2016 growth of 3.0%
• Use Tax – 2015 updated to reflect additional $7.1M, no change to 2016
• Property Tax – 2015 updated to reflect additional $1.0M, 2016 additional ongoing of $0.7M
• No changes to other major revenue sources
• Unassigned 2014 Reflects year end available fund balances across multiple funds
• Utilities Reflects Only Fund Balance Used to fund Offers –
• Total L&P and Wastewater Fund 2014 Unassigned balance is $18.4M & $20.4M, respectively
Slightly More Aggressive 2015 Forecast & Conservative 2016…..
Additional Revenue Will Flow to Fund Balance
$ in Millions General
Fund
Ongoing
General
Fund One-
Time KFCG
Transport
ation Other Utililities Total
Sales & Use Tax $ 2.4 $ 6.6 $ 3.0 $ 11.9
Property Tax 0.7 1.0 1.7
Street Maintenance 1/4 Cent 7.7 7.7
Utilities - Use of Reserves 9.1 9.1
Unassigned 2014 1.3 6.8 7.5 8.2 23.8
BCC Excess 1.6 1.6
Benefits Fund Revenue Depts 2.7 2.7
TOTAL $ 3.1 $ 8.9 $ 9.8 $ 15.2 $ 12.5 $ 9.1 $ 58.5
Utility Rates
5
PRPA Increasing Wholesale Rates Greater Then Anticipated
Original Revised
Light & Power 1.9% 3.0%
Water 0.0% 0.0%
Waste Water 3.0% 3.0%
Storm Water 0.0% 0.0%
Offer Summary
6
Several Large Offers Associated with Capital,
Climate Action Plan and Benefits
$ in Millions General
Fund
Ongoing
General
Fund One-
Time KFCG
Transport
ation Other Utililities Total
Self Funded Requests $ 0.5 $ 0.1 $ 0.6
Large Capital Projects 1.1 7.8 2.7 5.0 16.6
Climate Action Projects 0.0 0.1 0.1 3.6 3.9
Human Resoures / Benefits 1.1 0.3 0.2 0.2 3.6 0.4 5.8
Other Recommended Programs 0.3 1.6 0.6 0.1 2.6
TOTAL $ 1.5 $ 3.1 $ 1.4 $ 8.0 $ 6.5 $ 9.1 $ 29.5
7
Offer Summary
Strategic
Objective
Tran 6.6
Env 5.8
Safe 5.8
Safe 5.9
C&R 2.5
Econ 3.6
Tran 6.4
Tran 6.4
Env 4.4
Env 4.4
Env 4.4
Env 4.4
Budget Revision FTE Ongoing $ One-Time $ TOTAL $
Self Funded Offers and PFA KFCG
Harmony Park and Ride - Parking Enforcement Officer 0.75 $60,000 $0 $60,000
Design Funds - Mail Creek Stream Restoration - - -
Emergency Services Dispatcher 1.00 70,475 - 70,475
KFCG Reserve for PFA - 483,219 483,219
Sub-Total 1.75 $130,475 $483,219 $613,694
Large Capital Projects Funded by Reserves or Dedicated 1/4 Cent Tax
Southeast Community Park - Water Rights & Construction Costs - 1,100,000 1,100,000
Major Duct Banks and Circuits Funding Increase - 5,000,000 5,000,000
Prospect Road and College Avenue Intersection Improvements - 2,700,000 2,700,000
Renewal of 1/4 cent Street Maintenance Tax 7,786,500 - 7,786,500
Sub-Total 0.00 $7,786,500 $8,800,000 $16,586,500
Climate Action Plan (CAP) Offers
Climate Action Plan - Water Reclamation Biogas to Co-Gen - 3,500,000 3,500,000
Climate Action Plan Implementation - Program Business Planning - 150,000 150,000
Climate Action Plan - Energy Code Performance Program (contractual) 1.0 74,000 60,000 134,000
Climate Action Plan - Communication and Engagement Platform
Design & Implementation
- 125,000 125,000
Sub-Total 1.00 $74,000 $3,835,000 $3,909,000
8
Offer Summary
Strategic
Objective
HPG 7.2
HPG 7.3
CNL 1.3
CNL 1.4
CNL 1.7
C&R 2.3
C&R 2.4
C&R 2.4
Econ 3.10
HPG 7.12
HPG 7.9
Safe 5.2
Tran 6.1
Budget Revision FTE Ongoing $ One-Time $ TOTAL $
Human Resource Offers
Chief Human Resources Officer Position 1.0 121,276 21,000 142,276
Total Rewards Strategy: Career Architecture and Pay Structure - 275,000 275,000
Cost Adjustments to the Benefits Fund (Benefits cost) 2,700,000 - 2,700,000
Cost Adjustments to the Benefits Fund (cost to Departments) 2,720,789 - 2,720,789
Sub-Total 1.00 $5,542,065 $296,000 $5,838,065
Other Recommended 2016 Budget Revision Offers
Neighborhood Srvcs Strategic Plan & Impl of Neighborhood Districts - 67,000 67,000
Nature in the City Implementation (Contractual FTE) 1.0 78,089 - 78,089
Homelessness Initiatives - Street Outreach Pilot Program - 80,000 80,000
Parks Division Competitive Hourly Wages 110,000 - 110,000
Spring Canyon Playground Surfacing Replacement - 208,000 208,000
Golf Course Irrigation Improvements - 30,000 30,000
Debt Payment on new Parking Structure - 900,000 900,000
Increase Claims Settlement within the Self Insurance Fund - 600,000 600,000
IT: Open Data Portal - First Phase Implementation 60,000 40,000 100,000
City Clerk Licensing Coordinator (Contractual FTE) 1.0 68,917 5,700 74,617
Police Property and Evidence Technician 1.0 73,726 - 73,726
Additional Bus Stop Improvements for ADA Accessibility (contractual
FTE)
1.0 275,000 - 275,000
Sub-Total 4.00 $665,732 $1,930,700 $2,596,432
Grand Total 7.75 $14,198,772 $15,344,919 $29,543,691
Offers Needing Further Discussion
9
$ in Millions General
Fund
Ongoing
General
Fund One-
Time KFCG
Transport
ation Other Utililities Total
Community Recycling Center
Operations and Maintenance 0.4 0.4
Police Regional Training Facility
Design 0.8 0.8
TOTAL $ 0.4 $ 0.8 $ - $ - $ - $ - $ 1.2
Benefits Cost
10
y
Claims Cost Increase Greater Than Anticipated….
Benefit Fund Subsidy Exhausted
• Benefits Cost Offer of $5.4M Includes:
• Department charges that generate revenue to the Benefits Fund - $2.7M
• Benefit cost payments from the benefits fund greater than budget - $2.7M
• Drivers of Benefit Cost Increases
1. 2014 claims greater than budget of $1.8M – required supplemental appropriation
• Claims cost in the 2015/16 budget does not reflect the higher base
2. Benefit Costs Increasing greater than anticipated
• Additional staff covered by the Affordable Health Care Act in 2015/16
• Claims costs growth at a greater rate than forecasted in 2015/16
3. Planned draw down of benefit fund reserves– faster than expected
• Department billings intentionally lower than needed in 2013-2015
• Expect benefits fund reserve will be at minimum level at the end of 2015
Benefits – Total Cost Share Data
11
gg g
Rising Claims Cost Above Forecast Increase City Share….
Budget Proposal Begins to Rebalance Cost Sharing
With 71.5% / 28.5% Premium Cost Share
A 1% increase in the Employer Total Cost Share is about $235K for the City
2016 Budget Revision Summary
12
City Manager’s Recommended Budget Maintains Healthy Fund Balance
$ in Millions General
Fund
Ongoing
General
Fund One-
Time KFCG
Transport
ation Other Utililities Total
Revenue Update $ 3.1 $ 8.9 $ 9.8 $ 15.2 $ 12.5 $ 9.1 $ 58.5
Recommended Budget Revisions 1.5 3.1 1.4 8.0 6.5 9.1 29.5
Net Impact $ 1.6 $ 5.8 $ 8.4 $ 7.2 $ 6.0 $ 0.0 $ 29.0
Discussion Offers 0.4 0.8 - - - - 1.2
Total Net Impact Fund Balance $ 1.2 $ 5.0 $ 8.4 $ 7.2 $ 6.0 $ 0.0 $ 27.8
2016 Budget Revision Summary
13
Guidance Requested:
1) CFC feedback on the City Manager’s Recommended
revisions to the 2016 Budget?
2) CFC direction on the two offers reviewed for Council
consideration?
14
Back-Up
15
Other Climate Action Plan (CAP) Offers
The following CAP Offers were evaluated, but not
included in the recommended 2016 Revisions:
• CAP - Flexible Transit Service Pilot Project - $465K
• CAP - Energy Services Program Funding - $688K
• CAP - Solar Renewable Energy - $325K
• CAP - Peak Partners Demand Response Program - $421K
These and other innovative ideas will be evaluated for the best return
on investment and compete in the 2017-18 BFO process