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HomeMy WebLinkAboutCOUNCIL - AGENDA ITEM - 10/01/2018 - REVIEW OF THE 2019-20 RECOMMENDED BUDGET-WORK SESSDATE: STAFF: October 1, 2018 Darin Atteberry, City Manager Mike Beckstead, Chief Financial Officer Darin Atteberry, City Manager Lawrence Pollack, Budget Director WORK SESSION ITEM City Council SUBJECT FOR DISCUSSION Review of the 2019-20 Recommended Budget - Work Session #2. EXECUTIVE SUMMARY The purpose of this work session is to review the City Manager’s 2019-2020 Recommended Budget that was delivered to City Council and the City Clerk on August 31, 2018, pursuant to provisions of Article V, Section 2 of the City Charter. This is a continuation of the overall budget discussion and Outcome review item discussed at the September 11 Work Session. Since then, the first of two Public Hearings to gather input from the community has been completed. The Recommended Budget is aligned with the City’s 2018 Strategic Plan, the Council Priority Dashboard and community priorities. It was put together based on input from citizens, staff and the City’s executive leadership team. Through continued expanded community outreach, residents have had opportunities to provide input on the specific Offers (budget requests) under consideration. At the October 1, 2018 Work Session, staff will present a summary overview of the four remaining strategic Outcomes areas:  Economic Health  Environmental Health  Transportation  High Performing Government GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED 1. What clarifying questions does City Council have on the Outcomes being presented? 2. What follow-up items are there on budget issues related to these Outcomes? BACKGROUND / DISCUSSION The 2019-2020 Budget process began following the City Council Work Session on March 3, 2018 where the City’s 2018 Strategic Plan was reviewed and then later adopted. Since then, staff has done significant work which has led to the City Manager’s 2019-2020 Recommended Budget. To accomplish this the City again used a process called Budgeting for Outcomes (BFO) which is a form of priority-based budgeting that included the following major steps:  City staff developed about 480 Offers (budget requests) which were submitted to one of the City’s seven key Strategic Outcomes  One BFO Team per Outcome was created; each one was comprised of 7 staff members and 2 resident volunteers. The BFO teams reviewed Offers and negotiated with Sellers to improve their Offers. Ongoing Offers were given a significant level of scrutiny that included a financial comparison between budget cycles. BFO Teams evaluated and priority ranked all Offers using several inputs including: October 1, 2018 Page 2 o Linkage to the City’s adopted 2018 Strategic Plan o Performance Measures o Community input o Organizational efficiencies and improvements • Significant public outreach was conducted to gather citizen feedback from a broad demographic of our community. During the first three-month phase of public engagement, staff held nine mobile booths at a dozen public events and meetings. In addition, there was extensive online and print marketing efforts gathering feedback via activities, educational materials and direct links to staff. The booths attracted a wide audience, and more than 300 people completed the activity. Education and transparency will continue throughout the next two months to help the community stay informed as Council reviews the City Manager’s Recommended Budget. A summary report is included as an attachment to this AIS. • The prioritized list of funding recommendations from the BFO Teams were then reviewed by the City Manager and the Budget Lead Team (BLT). The BLT deliberated using the same criteria as the BFO Teams, but they looked across all seven Outcomes to make adjustments, as necessary. • The City Manager finalized the Recommended Budget and submitted it to City Council on August 31, 2018 City Council Budget Meetings The City Council has a series of work sessions scheduled in September and October to discuss the proposed 2019-2020 Budget. These work sessions will include staff presentations regarding specific Outcomes, followed by an opportunity for questions and discussion. The final work session will include City Council discussion regarding overall priorities, policy issues and guidance on what changes Council wants included in 1st Reading of the 2019-20 Biennial Budget. Key dates for remaining City Council discussions and readings are as follows: Meeting Date Topic October 1, 2018 Work Session Presentation, Questions and Discussion: 1. Economic Health 2.Environmental Health 3.Transportation 4.High Performing Government October 2, 2018 Regular Meeting Budget Public Hearing #2 October 9, 2018 Work Session General Discussion of all Outcomes October 16, 2018 Work Session (following the regular City Council meeting) General Discussion – Final Council Direction November 6, 2018 Regular Meeting First Reading of the 2019-20 Biennial Budget and the 2019 Appropriation Ordinance November 20, 2018 Regular Meeting Second Reading of the 2019-20 Biennial Budget and the 2019 Appropriation Ordinance October 1, 2018 Page 3 ATTACHMENTS 1. Capital Projects in City Manager's Recommended Budget (PDF) 2. Transportation Board Budget comments, September 26, 2018 (PDF) 3. Powerpoint presentation (PDF) Service DeLorme, Layer Intermap, Credits: increment Sources: P Esri, Corp.HERE,, GEBCO, GeoBase, USGS, IGN, Kadaster FAO, NPS, NL, NRCAN,Ordnance Survey, Kong), swisstopo, Esri Japan, MapmyIndia, METI, Esri China © (Hong OpenStreetMap UserGIS Community contributors, and the 1.14 1.12 1.10 1.29 1.30 69.4 6.15 50.16 32.10 32.10 32.2 32.2 11.4 8.12 8.16 9.16 9.47 9.48 11.11 11.12 11.13 11.13 10.23 11.4 In City Managers Capital Recommended Projects Budget CITY GEOGRAPHIC These and were map OF not products FORT designed and INFORMATION COLLINS or all intended underlying for general data SYSTEM are use developed by members MAP for use PRODUCTS of the by the public. City The of Fort City Collins makes for no its representation internal purposes or only, warranty dimensions, as to contours, its accuracy, property timeliness, boundaries, or completeness, or placement and of location in particular, of any its map accuracy features in thereon. labeling or THE displaying CITY OF FORT COLLINS PARTICULAR MAKES PURPOSE, NO WARRANTY EXPRESSED OF MERCHANTABILITY OR IMPLIED, WITH OR RESPECT WARRANTY TO THESE FOR FITNESS MAP PRODUCTS OF USE FOR OR THE UNDERLYING FAULTS, and assumes DATA. Any all responsibility users of these of map the use products, thereof, map and applications, further covenants or data, and accepts agrees them to hold AS the IS, City WITH harmless ALL from made and this against information all damage, available. loss, Independent or liability arising verification from any of all use data of contained this map product, herein should in consideration be obtained of by the any City's users having of these liability, products, whether or direct, underlying indirect, data. or consequential, The City disclaims, which and arises shall or not may be arise held from liable these for any map and products all damage, or the loss, use thereof or by any person or entity. Printed: September 26, 2018 Capital Projects Labeled with Offer Number Community and Operation Services Plan Development & Transportation Utility Services 0 0.5 1 1.5 2 Miles Scale 1:62,856 GIS K:\ArcMapProjects\City Managers Office\Capital Projects 2.0\Maps\CIPBFO_2019_2020_11x17.mxd ATTACHMENT 1 Eric Shenk, Chair Annabelle Berklund, Vice Chair Transportation Board DATE: September 26, 2018 TO: Mayor Troxell and City Councilmembers FROM: Eric Shenk, Transportation Board Chair, on behalf of the Transportation Board CC: Darin Atteberry, City Manager RE: 2019-20 City Manager’s Recommended Budget The Transportation Board reviewed the transportation portion of the 2019-20 City Manger’s Recommended Budget at our last meeting. We applaud the efforts of both city staff and the work groups involved in crafting this document. The Transportation Board realizes that not all offers, despite their merits, can be funded. However, there are two currently unfunded offers that the Board feels should be considered for funding in the 2019-20 budget. First, the Transportation Board supports funding Offer 6.5, Travel Behavior Survey. We feel this survey provides important longitudinal data that will help to better guide future transportation decisions. Second, the Transportation Board supports funding Offer 45.20, KFCG Enhancement: Bus Stop Improvements/Upgrades. We feel it is important to continue the City’s commitment to upgrade bus stops in a timely fashion to promote transit equity and safety for all members of the community. The Transportation Board would also like to acknowledge the efforts of the Bicycle Advisory Committee over the past year and support their endorsement of funding Offers 1.17 and 1.18, Harmony/Power Trail Grade-Separated Crossing and Trail Extension. Thank you for your consideration of funding these additional budget offers. Respectfully submitted, C. Eric Shenk, Transportation Board Chair ATTACHMENT 2 1 2019-2020 Budget Review City Council Work Session – October 1, 2018 ATTACHMENT 3 2018 Council Budget Meetings September 11th Work Session • Neighborhood Livability and Social Health • Culture and Recreation • Safe Community October 1st Work Session • Economic Health • Environmental Health • Transportation • High Performing Government September 18th Council Meeting • Budget Public Hearing #1 of 2 October 2nd Council Meeting • Budget Public Hearing #2 of 2 October 16th Work Session (after Council Meeting) • General Discussion – Final Council Direction November 6th Council Meeting • First Reading (2nd Reading two weeks after) Completed October 9th Work Session • General Discussion – All Outcomes Capital Projects • A map of the capital projects included in the 2019-2020 City Manager’s Recommended Budget has been produced • It is located online at http://www.fcgov.com/citymanager/budget.php along with a list of the specific capital projects • Some Offers will require public vetting and prioritization to determine what specifically will be done and where • Bike infrastructure projects • Pedestrian sidewalk improvements • Nature in the City • Water and Wastewater Utility master plan projects Capital Projects • Below is a sample from the map of capital projects included in the 2019- 2020 City Manager’s Recommended Budget 5 Economic Health Fort Collins promotes a healthy, sustainable economy reflecting community values 6 Economic Health Funding Sources Total Funding: 2019 - $144.9M | 2020 - $151.6M 7 Economic Health Outcome Overview • A healthy and resilient economy includes: Ø Diverse jobs that enable residents and businesses to thrive Ø Innovative and entrepreneurial atmosphere that builds new and creative industries Ø Strong partnership and collaboration with the private sector, educational institutions and other organizations Ø Comprehensive quality infrastructure that supports businesses Ø Balance between the built and natural environments Ø Engagement with local businesses to understand and address their needs Economic Health Offer Linkage to Strategic Objectives 8 3.1 – Facilitate government and local partners to form an effective regional economic health group 41.1 Economic Health Office 80.1 Convention and Visitor Services 3.2 – Maintain and grow diverse employment opportunities 41.1 Economic Health Office 41.3 Use Tax and Business Personal Property Tax Rebates 41.10 Northern Colorado Regional Airport Operational Support 3.3 – Enhance business engagement to address existing and emerging business needs 10.2 Utilities: Customer Service & Administration - Customer Connections Programs & Services 41.1 Economic Health Office 41.7 Business Engagement Action Plan Support 81.1 DDA Operating and Capital Budget 9 3.4 – Foster infill and redevelopment that enhances the community 30.1 Downtown Landscaping and Maintenance 30.2 2.0 FTE - Park Technician and Maintenance Worker with Expansion of Downtown Maintenance 40.1 Urban Renewal Authority 41.15 Metro District Support 65.1 Development Review Programs and Services (NLSH) 3.5 – Maintain utility systems, services, infrastructure and predictable rates 8.2 Utilities: Light & Power - Core Operations 8.3 Utilities: Light & Power - Purchase Power 8.6 Utilities: Light & Power - Substation Capital Upgrades 8.7 Utilities: Light & Power - Electric Distribution Transformer Replacement 10.3 Utilities: Customer Service & Administration - Information Technology Services (HPG) Economic Health Offer Linkage to Strategic Objectives 10 3.6 - Invest in utility infrastructure aligned with community development Multiple Utilities: Light & Power – New Feeder Capacity 8.8 Utilities: Light & Power – Attrition-Based LED Streetlight Conversion 11.6 Utilities: Stormwater - Basin Master Plan Updates (SAFE) 11.13 Utilities: Stormwater - North College Drainage Improvement District, Phase 1 (SAFE) 3.7 - Deploy reliable, high-speed internet services throughout the community 85.2 Utilities: Broadband - Business Start Up 85.3 Utilities: Broadband – Capital Interest 88.1 3.0 FTE - Construction Inspector (2.0 FTE) & Administrative Aide (1.0 FTE) for Broadband 10.24 2.0 Contractual FTE Utilities: Customer Service & Administration - Locates Enhanced Staffing (HPG) Economic Health Offer Linkage to Strategic Objectives 11 Economic Health Representative Offers Not Purchased 3.2 – Maintain and grow diverse employment opportunities 41.5 Business Revolving Loan Fund and Technical Assistance Support 41.13 City as a Platform & Innovation - Program Funding 3.4 – Foster infill and redevelopment that enhances the community 7.2 1.0 FTE Contractual – Plans Examiner - Expedited Plan Review for Green Building 3.5 – Maintain utility systems, services, infrastructure and predictable rates 8.18 Utilities: Light & Power - New Duct Bank - County Road 5, Prospect to Mulberry 8.23 Utilities: Light & Power - Cable Waste Reduction 8.27 Utilities: Light & Power - Electric Distribution Training Field 3.6 - Invest in utility infrastructure aligned with community development 8.22 Utilities: Light & Power - Arterial & Collector Street LED Streetlight Conversion 12 Council Discussion - Economic Health Offers 13 Environmental Health Fort Collins promotes, protects and enhances a healthy and sustainable environment 14 Environmental Health Funding Sources Total Funding: 2019 - $62.6M | 2020 - $61.7M - Water - Natural Areas - Wastewater - Environmental Services 15 Environmental Health Outcome Overview • A sustainable environment includes: Ø Efforts to meet CAP goals and reduce greenhouse gas emissions Ø Healthy watersheds and best practice stormwater management Ø A sustainable, high-quality water supply Ø Conserving resources, including energy and water, and cultivating a healthy ecosystem Ø Careful stewardship of open lands and natural areas Ø A comprehensive and connected system of natural areas and open lands Ø Partnerships with local, regional, state and national affiliates to achieve desired goals and outcomes Ø Integrating renewable energy technologies for the electric grid Ø Monitoring local and regional air quality and supporting programs that improve air quality, such as fugitive dust control measures Ø Solid waste reduction and diversion Ø Efforts to encourage and regulate best practices in outdoor lighting to protect the night sky 16 4.1 - Achieve 2020 Energy Policy goals and work towards Climate Action goals for carbon neutrality 8.8 Utilities: Light & Power - Attrition-Based LED Streetlight Conversion (ECON) 43.1 Environmental Services 43.10 Road to Zero Waste Plan Update 92.2 Municipal Energy Fund Multiple Transfort Local Fixed Route Network, Transfort 365 Service (TRAN) 4.2 - Improve indoor and outdoor air quality 35.4 Street Sweeping (TRAN) 43.1 Environmental Services 45.11 Electric Bus Pilot (TRAN) 4.3 - Achieve 2020 Energy Policy goals and work toward long-term net zero energy 43.12 2030 Climate Action and Energy Policy Update – Optimizing Policy, Targets and Strategies Multiple Utilities – Light & Power: Energy Services and Renewable Energy Rebate programs Environmental Health Offer Linkage to Strategic Objectives 17 4.4 - Achieve the 2020 Road to Zero Waste goals and work toward the 2030 zero waste goals 9.73 Utilities: Wastewater - Drake Water Reclamation Bio Gas to Cogeneration 43.2 Timberline Recycling Center 43.10 Road to Zero Waste Plan Update 4.5 - Develop strategies to improve the community's climate resiliency 9.16 Utilities: Environmental Learning Center Dam Rehabilitation - Design & Permitting 9.18 1.0 FTE Contractual Project Manager - Halligan Water Supply Project 4.6 - Provide a reliable, high-quality water supply 9.3 Utilities: Water – Conservation 9.26 Utilities: Water - Water Supply and Demand Management Policy Update 9.32 1.0 FTE (Contractual to Classified) Utilities: Water - Maintenance Specialist Multiple Utilities Water Treatment and Watershed Protection Programs Environmental Health Offer Linkage to Strategic Objectives 18 4.7 - Continually improve environmental regulatory performance 9.2 Utilities: Water - Core Operations 9.41 Utilities: Wastewater - Core Operations 11.14 Utilities: Remington Street Stormwater and Wastewater Improvements (SAFE) Multiple Utilities: Wastewater – Wastewater Improvement Projects, Water Reclamation Programs 4.8 - Protect and enhance natural resources on City-owned properties and throughout the community 11.4 Utilities: Stormwater - Stream Rehabilitation Program 86.10 Encampment Cleaning Services 86.11 Nature in the City Programs Multiple Natural Areas Land Conservation and River Health Programs Multiple Urban Forest Management (C&R) Environmental Health Offer Linkage to Strategic Objectives 19 Environmental Health Offer Linkage to Strategic Objectives 4.9 - Sustain and improve the health of the Cache la Poudre River and its watershed 9.20 Utilities: Legal and Consulting Services for Response to the Northern Integrated Supply Project 9.41 Wastewater Utility: Core Operations 9.100 Stormwater - Household Hazardous Waste & Spill Response Services 32.7 Poudre River Downtown Master Plan Reach 4 Feasibility Study (C&R) 35.4 Street Sweeping (TRAN) Multiple Wastewater Capital Infrastructure Projects 4.10 - Expand the Natural Areas land portfolio while simultaneously maintaining existing lands and access to nature 8.3 Natural Areas - Land Conservation 86.11 Nature in the City 20 Environmental Health Representative Offers Not Purchased 4.1 – Achieve 2020 Energy Policy goals and work towards Climate Action goals for carbon neutrality 9.91 Utilities: Light & Power - Cold Weather Pump Demonstration 9.92 Utilities: Light & Power - Non-Residential Solar Rebates 9.95 Utilities: Light & Power - Battery Storage Demonstration 43.3 Innovate Fort Collins Challenge Fund 4.3 - Achieve 2020 Energy Policy goals and work toward long-term net zero energy 9.90 Light & Power - Utilities: Light & Power - Energy Efficiency 4.6 - Provide a reliable, high-quality water supply 9.19 Utilities: Water - The Future of Water Conservation 4.7 - Continually improve environmental regulatory performance 9.23 Utilities: Water - Solids Handling - Sludge Drying Pad 9.57 Utilities: Wastewater - MSR Storage Building 21 Council Discussion - Environmental Health Offers 22 Transportation Fort Collins provides safe and reliable multi-modal travel to, from and throughout the city 23 Transportation Funding Sources Total Funds: 2019 - $80.9M | 2020 - $71.3M 24 Transportation Outcome Overview • A connected community includes: Ø Land use and transportation that is fully integrated, both locally and regionally, to create an affordable, accessible, low-energy, low-impact and efficient transportation system Ø Multiple mode choices for safe, affordable, easy and convenient travel Ø A transportation system that provides safe, reliable, convenient and effective vehicular mobility and access Ø Travel infrastructure that is high quality and reliable, as well as recognized as world class by residents, visitors and peers Ø Capacity and systems for effective traffic flow and minimal congestion Ø People who are aware of the impact their travel choices have on the transportation system, the environment and the community Ø Support for and implementation of emerging trends such as electrification of the vehicle fleet, connected vehicles, adaptive signal technology, etc. Ø Infrastructure and technology to address and mitigate the impact of train delays 25 6.1 - Improve safety for all modes of travel 1.1 Engineering Core Offer 1.3/1.32 City Bridge Program 6.9 School Crossing Guard Program 34.1 Traffic Operations 35.1 Street Maintenance Programs 35.2 Snow and Ice Removal 45.15 Transfort Capital Asset Repair and Replacement Multiple Road and Intersection Improvements (CCIP included) Multiple Railroad Crossing Improvements Multiple Safe Routes to School Programs Multiple Bicycle Transportation and Infrastructure Projects Transportation Offer Linkage to Strategic Objectives 26 6.2 - Manage traffic congestion and improve high-priority intersections 1.2 Transportation Capital Expansion Fee Program 6.1 Transportation Planning Services 34.3 Adaptive Signal System Expansion Multiple Road and Intersection Improvements Multiple Traffic Operations and Equipment 6.3 - Improve transit availability and grow ridership 45.1 Transit Local Fixed Route Network 45.3 Dial-A-Ride Service 45.5 Transfort 365 Service 45.11 Electric Bus Pilot 45.13 Regional Transit Service Partnership from Greeley to Fort Collins 45.19 Colorado State University Football Game-Day Transit Services Transportation Offer Linkage to Strategic Objectives 27 6.4 - Support, enhance and accelerate I-25 improvements according to the multi- modal environmental impact statement 69.2 Regional Contribution to Larimer County for North I-25 Improvements 69.3 Debt Service for Prospect & I-25 Interchange 6.5 – Improve aging and/or missing transportation infrastructure that serves Fort Collins 1.1 Engineering Core Offer 1.3/1.32 City Bridge Program 34.2 Traffic Operations Equipment 34.4 Signal Pole Inspection and Maintenance 35.3 Essential Street Operations Multiple Road and Intersection Improvements Multiple Bicycle Transportation and Infrastructure Projects Transportation Offer Linkage to Strategic Objectives 28 6.6 - Maintain Level of Service ‘B’ for City streets and the current level of service for medians and associated infrastructure 31.1 Streetscape Maintenance 31.2 1.0 FTE - Park Technician and New Streetscapes 35.1 Street Maintenance Program 6.7 - Address parking needs Downtown, along the MAX corridor and in residential neighborhoods 1.9 Willow Street - River District Construction (CCIP) 46.1 Parking Services 46.2 Firehouse Alley Parking Structure Operations and Maintenance 46.3 Parking Capital Equipment 46.7 0.5 FTE - Systems Specialist - Parking Services Technology and Support Transportation Offer Linkage to Strategic Objectives 29 Transportation Representative Offers Not Purchased 6.1 - Improve safety for all modes of travel 1.6 Laporte Avenue Bridges and Multimodal Improvements 1.13 South Timberline Improvements - Stetson Creek Drive to Trilby Road 1.18 Harmony/Power Trail Grade-Separated Crossing and Trail Extension 1.27 Vine Drive Design – College Avenue to Linden Street 6.3 - Improve transit availability and grow ridership 45.8 3.0 FTE - Bus Operators - Southeast Transit Fixed Route and Dial-A-Ride Service 45.12 8.0 FTE - Bus Operators - North College Corridor Transit Improvements 45.16 6.0 FTE - Bus Operators - Lincoln/Downtown/Colorado State University Transit Service 6.7 - Address parking needs Downtown, along the MAX corridor and in residential neighborhoods 93.1 New Block 32 Parking Structure Design 30 Council Discussion - Transportation Offers 31 High Performing Government Fort Collins exemplifies an efficient, innovative, transparent, effective and collaborative city government 32 High Performing Government Funding Sources Total Funds: 2019 - $114.7M | 2020 - $117.8M - Admin, Legal & Municipal Svcs - City Council - Utilities Customer Service - Internal Services 33 High Performing Government Outcome Overview • A high performing government includes: Ø Effective and efficient local governance where all community voices are valued Ø Fiscal sustainability and transparency Ø A collaborative and community-based approach to problem solving Ø Core processes that are consistently used across the organization Ø A high-quality workforce that strives for continuous improvement in all areas Ø A systems approach, driven by data, to effectively solve problems, creatively pursue opportunities for improvement and develop innovative solutions Ø Attracting, developing and retaining an ethical and diverse workforce who are the best and brightest in their fields Ø Citywide strategies and standards for inclusive civic engagement 34 7.1 - Provide world-class municipal services to residents and businesses 10.1 Utilities: Customer Service & Administration - Administration & General Operations 39.1 City Council 39.2 City Manager’s Office 52.1 Financial Programs and Services 63.1 Legal Services 68.1 Special Event Coordinator Multiple City Clerk Administration and Elections Multiple Information Technology Offers (Managed Print Services, Office 365, PCI Audit) 7.2 - Promote a values-driven organizational culture that maintains the public trust through ethical behavior and transparency 5.1 HR Core Services 22.1 City Council 39.2 City Manager’s Office High Performing Government Offer Linkage to Strategic Objectives 35 7.3 - Broaden methods of community engagement with additional consideration to diverse backgrounds, languages and needs 15.1 Communications and Public Involvement (CPIO) 15.2 1.0 FTE - Communications Coordinator 15.3 Video Production Assistance Programs - Fort Collins Public Access Network (FC Public Media) 7.4 - Attract, retain, engage, develop and reward a diverse and competitive workforce to meet the needs of the community now and in the future 5.1 HR Core Services 5.3 Citywide Volunteer Services Program 7.5 - Foster a culture of safety and well-being across the City organization 5.2 Benefits and Wellness Program 71.2 Arc Flash Hazard Analysis 71.4 Citywide Camera Surveillance Upgrades 71.6 Fall Protection High Performing Government Offer Linkage to Strategic Objectives 36 7.6 - Leverage data, technology, metrics and benchmarks to guide decisions, improve results, and enhance service delivery 52.1 Financial Programs and Services 52.2 Performance & Program Evaluation (P&PE) 52.3 FC Lean - City of Fort Collins Continuous Improvement Program 96.3 Event Log and Performance Monitoring Tool Multiple Various Information Technology Offers 7.7 - Address revenue requirements to meet known and emerging needs 52.7 City Fund Foundation High Performing Government Offer Linkage to Strategic Objectives 37 7.8 - Maintain assets to reduce lifecycle costs while improving reliability and accessibility 3.1/3.3 Information Technology Infrastructure Services and Equipment 10.19 Utilities: Asset Register and Work Order Management System 10.20 Utilities: Water/Wastewater/Stormwater - Scanning As-built Plans Multiple Facilities and Fleet Maintenance Multiple Utilities Minor Capital project and Replacement Programs 7.9 - Proactively influence policy and legislative development at all levels 39.1 City Council 39.3 State Government Advocacy 63.1 General Legal Services High Performing Government Offer Linkage to Strategic Objectives 38 High Performing Government Representative Offers Not Purchased 7.2 - Promote a values-driven organizational culture that maintains the public trust through ethical behavior and transparency 13.5 1.0 FTE - Records Manager 13.7 1.0 FTE – Elections Coordinator - Election Improvements and Oversight 7.4 - Attract, retain, engage, develop and reward a diverse and competitive workforce to meet the needs of the community now and in the future 5.4 1.0 FTE – Recruiting Specialist 5.8 Licensed & Customized Interview Guides 7.6 - Leverage data, technology, metrics and benchmarks to guide decisions, improve results, and enhance service delivery 2.6 1.0 FTE - GIS Analyst I 13.4 Purchase Election Tabulation System 44.2 1.0 FTE - Triple Bottom Line Analyst 39 Council Discussion - High Performing Government Offers 2018 Council Budget Meetings September 11th Work Session • Neighborhood Livability and Social Health • Culture and Recreation • Safe Community October 1st Work Session • Economic Health • Environmental Health • Transportation • High Performing Government September 18th Council Meeting • Budget Public Hearing #1 of 2 October 2nd Council Meeting • Budget Public Hearing #2 of 2 October 16th Work Session (after Council Meeting) • General Discussion – Final Council Direction November 6th Council Meeting • First Reading (2nd Reading two weeks after) Completed October 9th Work Session • General Discussion – All Outcomes