HomeMy WebLinkAboutCOUNCIL - AGENDA ITEM - 10/10/2006 - 2007 GENERAL FUND BUDGET - NEW REVENUE SOURCES FOL DATE : October 10 , 2006
STAFF : Darin Atteberry
WORK SESSION ITEM
Diane Jones FORT COLLINS CITY COUNCIL
Ann Turnquist
SUBJECT FOR DISCUSSION
2007 General Fund Budget-New Revenue Sources Follow-up
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1 . What is Council ' s direction regarding the relative share of revenues from the proposed
Transportation Maintenance Fee and Park Maintenance Fee?
2 , Does Council have any changes to make in the proposed service and expenditure reductions
recommended by the City Manager?
3 . Does City Council have any questions regarding the 2007 Budget Exceptions?
BACKGROUND
On September 26, City Council and staff met in work session to review a variety of issues related
to balancing the 2007 General Fund budget. Council reviewed the City Manager' s
recommendations regarding Service and Expenditure Reductions, Budget Additions, and New
Revenue proposals . Council provided staff the following general direction regarding the City
Manager' s Recommendation:
Service and Expenditure Reductions :
Though Council sought additional information regarding a number of the proposed service and
expenditure reductions, Council did not direct staff to modify any of the recommended cuts . The
additional information requested by Council is included in the attached memorandum.
(Attachment 1 )
At the work session, staff will also make a presentation regarding the closure of the Youth Activity
Center (YAC) which is a service reduction in the adopted 2006-2007 Budget. The closure of the
YAC upon the opening of the new Northside Center has been anticipated since Council ' s approval
of the ' 06-07 Budget in November 2005 . Recent discussions regarding possible options for keeping
the YAC open past the approaching closure have not yielded positive results . Staff is now
recommending that the City continue to plan for the closure of the facility, while retaining its use
of the gymnasium for some programming.
October 10 , 2006 Page 2
New Revenue Recommendation :
Council reviewed the City Manager' s recommendation to implement two new feesa
Transportation Maintenance Fee and a Park Maintenance Fee . The proposed fees would yield $2 .26
Million in TMF fees and $ 880,000 in PMF fees .
Council asked staff to prepare alternative options for its consideration at this work session. Staff
has provided three alternative fee combinations that all yield approximately $3 . 1 Million in new
revenue . Attachment 2 includes a summary of alternatives and a detailed analysis of the fee for both
the TMF and PMF . Sample fees for the TMF are included for each alternative . A summary of the
fees and revenues for each of the three alternatives is also included.
• Alternative 1 : Revenue Weighted toward Transportation Maintenance Fee
This option represents the City Manager' s recommended alternative. In this option, 54% of
the revenue would be generated from residential properties and 46% from non-residential
properties . The total cost of both fees would equal approximately $2 . 97 per residential unit.
This recommendation has been modified slightly in the attached materials to include the cost
of a low-income rebate program and the projected cost of delinquencies or uncollectible fees
for the Transportation Maintenance Fee . Total net new revenue : $ 3 , 140,764 .
• Alternative 2 : Revenue Weighted toward Park Maintenance Fee
Several Council Members requested an analysis of the option to shift the revenue from being
primarily generated by the TMF to an option to primarily generate revenue from the PMF . By
maximizing the revenue from the Community Park Maintenance Fee at $2 . 6 Million per year,
85 % of the revenue would be generated from residential properties and 15 % from non-
residential properties . Total net new revenue : $3 , 122 ,549 .
• Alternative 3 : Revenue Balanced between Transportation and Park Maintenance Fees
Staff has also developed an alternative for Council ' s consideration which more evenly
balances revenues between the TMF and PMF . By seeking $ 1 , 850 ,000 in revenue from each
of the fees, 70% of net revenues would be received from residential properties and 30% from
non-residential properties . Total net new revenue : $3 , 136 ,424 .
Implementation Ordinances
Staff has begun developing the implementation ordinances for the Transportation Maintenance Fee
and Park Maintenance Fee which Council will consider on November 7 . The ordinances will provide
the details for implementing the new fees in order to balance the budget in 2007 . The ordinances will
include the following provisions :
October 10 , 2006 Page 3
Draft Fee Implementation Ordinances
Transportation Maintenance Fee Park Maintenance Fee
Fee Calculation
The calculation methodology outlined The fee calculation will be based on
in the work session materials will be dividing the cost of the program by
included in the materials . The fees the number of households which will
are based on trip generation data and be assessed a fee.
acreages of various non-residential
land uses . Residential fee payers will
be assessed a flat fee per household.
Fee Amounts
Actual fees for residential and the fee Actual fees for residential properties
schedule and calculation for non- will be included in the ordinance
residential properties will be included
in the ordinance .
Applicability of Fees
Fees will apply to residential and non- Fees will apply only to residential
residential properties in the City. (See properties in the City.
exemptions)
Rebate Provisions
Rebates will be provided for low- Same as TMF
income residents . The rebates will be
provided through the same rebate
program as is used for the Sales Tax
Rebate (grocery tax) Program.
Eligibility will be established based
on the same income criteria as used in
the Sales Tax Rebate Program.
Appeals Process
An appeals process will be included An appeals process will be included
in the ordinance. The administrative in the ordinance . The administrative
appeal process will begin with the appeal process will begin with the
City Engineer, and any further Director of Cultural Library and
appeals will be heard by the City Recreation Services, and any further
Manager. appeals will be heard by the City
Manager.
Exemptions
The ordinance will exempt all N/A
government properties and public
school properties.
October 10 , 2006 Page 4
Transportation Maintenance Fee Park Maintenance Fee
Delin uencies
TMF Assumes a 3 % delinquency rate Same as TMF
*based on Stormwater Fee experience
Effective Date
12/01 /06 * Billing cycle begins 12/06 See TMF
to capture 12 month of fees in 2007 .
Or
1 / 1 /07 to collect 11 months of
revenues (Total Cost = $260,000)
Fee U dates
Fees will be updated (increased or Fees will be updated (increased or
decreased) annually based on the cost decreased) annually based on the cost
of construction and the number of of construction and the acres of parks
road miles maintained. Adjustments maintained. Adjustments will be
will be included in the annual included in the annual appropriations
appropriations ordinance. ordinance .
2007 Budget Exceptions
Attachment 3 provides a summary of the 2007 Budget Exceptions which will be included in the
Appropriations Ordinance to be considered on October 17th. These budget exceptions represent the
significant changes to the 2007 Budget that Council has not yet reviewed as a part of the past five
budget work sessions . Each of these budget exceptions have an identified funding source. Therefore,
none of these exceptions will affect the overall balancing of the General Fund.
Other minor housekeeping items will also be adjusted in the appropriations ordinance .
With regard to User Charges and Impact Fees, there are few changes from the adopted 2006-2007
Budget. A large percentage (74%) of user fees, which are fees charged for specific services, come
from utility user fees (water, wastewater, stormwater and electric rates) . In the adopted 2006-2007
Budget, the changes that were approved by Council for 2007 include :
• Watera 5 % increase in 2007
• Wastewatera 5 % increase in 2007
• Stormwaterno increase
• Electricno increase
However, the Water rate increase for 2007 will be reduced to 3 % versus 5%. This is due to a
number of factors : the restructured water rate scheduled adopted by Council this year, strong Water
Fund revenues for 2006, and a Cost-of- Service Study in progress . For the "average" household this
means their monthly cost will go down by approximately $0 . 65 . See examples of the impact of a
lower water rate increase on some typical businesses below.
October 10 , 2006 Page 5
Impact of Reduced Water Rate Increase
Average monthly Average monthly
increase with a 5 % increase with a 3 % rate
rate increase increase
Typical residential $ 1 . 61 $0 . 96
customer
Large water user (large $ 17 . 85 $ 10 . 71
restaurant)
Small commercial water $3 . 96 $2 . 38
user (typical bank)
Though water fees are increasing, and new fees will be added to customer utility bills for some
combination of the TMF and PMF , the net increase to both residents and business are somewhat
reduced with the lower 3 % water rate increase.
ATTACHMENTS
1 . Work Session Follow-up : 2007 General Fund Budget Recommendation.
2 . New Revenue Alternative Summary--October 10, 2006 .
3 , 2007 Budget Adjustment Requests .
Attachment 1
MEMORANDUM
TO : City Council Members
FROM : Darin Atteberry, City Manager
Diane Jones, Deputy City Manager
Ann Turnquist, Policy and Project Manager
RE : Work Session Follow-up : 2007 General Fund Budget Recommendation
DATE : October 6, 2006
On September 26, 2006, City Council and Staff met in work session for the fifth time to
discuss the 2007 General Fund Budget shortfall. Council Members asked for additional
follow-up information regarding a number of issues.
I. Additional Budget Expenses
A. Dial a Ride :
1 ) Provide City limit lines on the DAR service area maps.
The attached map (Figure 1 ) identifies the GMA; 3/4 mile of existing fixed
routes ; proposed routes with 3/4 mile service area; and city limits . Serving the
city limits in addition to the 3/4 mile of the current and proposed fixed routes does
little to add back service to the citizens; however once the service exceeds the
ADA mandates, DAR loses the ability to deny trips when demand for service
exceeds the budget.
The significant destination that remains outside of the city limits is Foothills
Gateway. This destination accounts for 15 ,000+ trips annually and significant
DAR expenses . Once the southwest annexation is completed, Foothills Gateway
will be within the city limits but outside of the 3/4 mile boundary.
2) Does a fare adjustment make sense at this time? When ?
A fare increase at this time would be a deterrent to building ridership on the
proposed new routes ; and would be more appropriate to coincide with the 2008 -
2009 budget.
City Council Members
Re: Work Session Follow-up: 2007 General Fund Budget Recommendation
October S, 2006
Page 2
Figure 1
Dial =A -Ride Service Area
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r��4-fie Miles 0 3/4 Mile Buffer
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City Council Members
Re: Work Session Follow-up: 2007 General Fund Budget Recommendation
October S, 2006
Page 3
There is an approved fare increase included in the 2007 Budget but it is not
recommended. Fares are slated to increase 20% ; which increases the fixed route
regular fare from $ 1 . 25 to $ 1 . 50 . With consideration for the standard transit
elasticity factor (every 10% increase in fares results in a 2 . 3 % decrease in
ridership) the current fixed routes would gain $33 ,500 in additional revenues .
With the addition of the 3 new routes and assuming 15 passengers per hour as a
base, an additional $7,000 could be projected from a fare increase. So, all told, a
20% increase in fares would bring in $40,500 in additional revenue . It adds little
revenue and makes the elimination of the DAR reduced fare even more
challenging for our customers to accept. Considering that the DAR proposal
includes elimination of the reduced fare, increasing the fare to $3 . 00 would "pile
on" the financial difficulties for the DAR passengers.
3 ) Provide more information about who is included in the 20 % that will not
be served under the new scenario.
Of the 423 customers who were identified as living outside of the ADA service
area, 145 clients are added back with the addition of the three new routes . (See
Figure 2) Of the remaining 278 people, 52 are residents of rural Larimer County
and receive service through the Larimer County contract. Larimer County will
continue serving these 52 people .
Of the remaining 226 people, 16 are Foothills Gateway clients and will be served
through their client services program.
Of the remaining 210 people ( 10% of the total passengers), 67 are disabled under
the age of 60 ; 67 are elderly (60+) and disabled; and 76 are elderly and not
disabled.
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City Council Members
Re: Work Session Follow-up: 2007 General Fund Budget Recommendation
October 5, 2006
Page 4
Figure 2
Dial =A -Ride Service Area
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1656 Clients
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live inside
—^, 1 Clients
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ve - inside the
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_ area
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Live outside the Timberline
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vV
service area Urban Growth Boundan
- L
314 Mile Buffer
n i7 . = 1 2 3 Harmony_Buffer
Miles
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EastProspect_Buffer1
East Prospect
City Council Members
Re: Work Session Follow-up: 2007 General Fund Budget Recommendation
October S, 2006
Page 5
4) Are there development projects that are in process that may be outside
the service area for DAR and which are designed for disabled residents?
There are currently no development projects in the system geared towards
disabled residents that will fall outside of the proposed DAR service area. The
staff will ensure that during the development review process, the prospective
applicants will be advised on the DAR service area boundaries. This will
hopefully encourage development that is counting on the disabled community for
potential clients/customers to locate in areas that are served by DAR.
5) Additional DAR Clarification : Council asked for clarification on several
issues regarding the Dial-A-Ride presentation during the Sept 26, 2006 City
Council work session:
• The 56% noted in the presentation represents the 2006 YTD Dial-A-Ride
trips that would not have qualified for service under strict application of the
Americans with Disabilities mandates .
• The 48 ,500 trips identified in the presentation are projections of the non-
ADA mandated trips for 2007. Staff projected that total ridership for 2007
would be 98 ,000 trips, so non-ADA trips were projected at 49 . 5 % of the total
projected trips . 2007 ADA trips were projected at 49 ,500 or 50. 5 % .
• Adding the 3 new routes increases the ADA paratransit service area to include
another 145 existing DAR clients . This reduces the number of current DAR
passengers living outside of the reduced service level from 423 people (20%)
to 278 people ( 13 %) . Using the home addresses of the existing passenger,
15801 (86 . 6%) of the current 2 ,079 passengers would be served.
• The projected number of DAR trips taken by the 145 clients added back into
the service area is 13 ,000 trips ; for a total ADA service trip projection of
62, 500, or 63 . 8% of the original 2007 projection of 98 ,000 trips .
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City Council Members
Re: Work Session Follow-up: 2007 General Fund Budget Recommendation
October S, 2006
Page 6
Table 1
Dial =A - Ride Ridership Projections
140 , 000
1201000
0
0 0
100 , 000
0 0 00
0 0
0 0 o r-
80 , 000 CO N 0 0
Oo
CL
ti N rn
0
~ 601000 m � 00
ri
ti
40 , 000
201000
0
2003 2004 2005 2006 2007 2008 2009 2010 2011
9/29/2006
B . Employee Compensation Corrections : How, in future budget years and
under the pay-for-performance system, will funds be allocated between Cost
of Living Adjustments (COLA' s) and Merit increases?
The Pay-for-Performance project is not yet complete. During 2007, the Team
will work with the City Manager and the Consultant to design how pay
increases will be tied to performance . The Team will consider whether the
Cost of Living Adjustment should continue to be provided across the board to
all employees . The committee will provide alternatives and a
recommendation. Final decisions will be made for implementation in 2008 .
II. Services and Expenditure Reductions
Council reviewed several specific service or expenditure cuts and received additional
information from Staff members who were present at the meeting. No specific
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Re: Work Session Follow-up: 2007 General Fund Budget Recommendation
October 5, 2006
Page 7
recommended cut offers were changed. Several issues requiring additional follow-up
include :
A. Rebate Program : Exactly what will be cut if the proposed reduction is
accepted? Will publicity or rebate dollars be cut? How will we assure
that Council' s commitment to the rebate program remains strong?
The reductions in the program will come from staffing by contractual
employees . This service reduction will include hiring fewer contractual staff
to administer the City' s Rebate Programs. This staff reduction will delay the
processing of rebates. A reduced and more accurate funding level for rebates
(based upon the 2005 experience which provided funding to nearly twice as
many households as a result of higher household income limits) will also be
budgeted in 2007 . Staff will ensure that there will be no reduction in the
advertising and outreach for the program.
B. Police Take-Home Vehicle Policy: What are the statistics regarding the
locations of officers relative to the City' s UGA?
The breakdown of Police Services personnel that reside in the five mile, ten
mile, and fifteen mile radius that was previously provided in map and memo
forms . In summary :
Living in the UGA : 100 personnel or 62 . 11 % of those assigned cars .
Within Ten Miles : 36 personnel or 22 . 36% of those assigned cars .
Within 15 Miles : 25 personnel or 15 . 52% of those assigned cars .
In addition, it may be helpful to know that the City of Loveland allows up to a
twenty-five mile radius for its car plan.
C. Conservation Trust: How have Conservation Trust funds been spent in
recent years, including any significant changes in how they have been
spent? What amounts have been spent on trail construction, trail
maintenance and other areas ?
Conservation Trust funds have been used primarily for the development of the
City ' s trail system for the past several years . Council Ordinance No . 83 - 173
states that State Lottery funds should be utilized primarily for the acquisition
and development of Open Space and Trails . The recent voter approved sales
taxes for open space has allowed most of the funds to be allocated toward the
development of the trail system.
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Re: Work Session Follow-up: 2007 General Fund Budget Recommendation
October 5, 2006
Page 8
Summary
Conservation Trust ex enditures
Trail Trail Gateway
Development Maintenance Park
2005 $9205259 $675665
2004 $ 195349887 $659693
2003 $9825477 $635686
2002 $ 11615 , 105 $61 ,924 $ 1921372
2001 $ 11058 ,557 $ 58 ,370
The 2006 budget allocated another $309, 500 from Conservation Trust funds
toward trail maintenance to help with the General Fund shortfall .
D . Senior Trips Program : Council Members sought additional information
regarding the recommended reductions to the Senior Trips Program. Some
Council Members expressed a desire to find ways to retain portions of this
program or to improve the cost effectiveness of the program.
1 ) How many people participated in the program out of the total number
of registrants ?
• In 2005 , 758 individuals out of 2 ,436 registrants took advantage of the
trips program through the Senior Center. This equates to an average of 3+
trips per individual over the course of the year.
• 151 trips - almost 3 trips/week - were held in 2005 . These included 3
extended trips ; 41 Out to Lunch, Sunday Outing, and Traveling Gourmet
trips; 15 Casino trips; and 92 other trips to lectures, theater, points of
interest, sporting events, sight-seeing, concerts, etc .
• 148 trips were day trips, and 3 included extended overnight travel.
• Average age of the individuals was 73 , and 563 (74%) were women. The
majority of these participants would not be able to take these trips without
this program. Many are widowed, do not drive out of town or at night, or
do not drive at all. This is one of the few available opportunities for them
to go somewhere new, experience a new environment, socialize, meet new
people, and enjoy an outing in a safe environment.
2) Could the City partner with a travel agent to arrange the trips even if
the Coordinator position were eliminated?
• Travel agents plan extended trips, not day trips . This program fills a
niche that travel agents do not provide.
• The Coordinator spends 75 -80% of his time planning and implementing
the trips program. This includes choosing the destinations with input from
a trips committee of participants, setting the fees, scheduling the logistics,
contracting motor coaches when appropriate, advertising the trips,
securing and training volunteer drivers/escorts, coordinating maintenance
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Re: Work Session Follow-up: 2007 General Fund Budget Recommendation
October 5, 2006
Page 9
on the City vehicles, developing and monitoring the trips budget, and
driving 3 -4 trips/month to see how the trips are going or to cover when a
volunteer escort is not available .
• The extended trips are a simplified version of what might be offered by a
travel agent. These trips bring in the most revenue, but are the most time-
consuming and difficult to plan. As a result, 2-3 a year are the limit so
that the bulk of effort can be focused on our niche - the day trips that have
the most participation.
• The other 20-25 % of the Coordinator' s time is spent coordinating the
quarterly Pathways program brochure for adults age 50+; providing staff
liaison support for several regular group users of the Senior Center like
AARP and Kiwanis; assisting with set-up and implementation of many
facility special events like Chili Cook-off and Bluegrass Festival and
Holiday Crafts Fair; answering questions and helping with registration;
making marketing presentations to various groups about adult programs
and the Senior Center; and attending meetings and trainings.
• This program has been in existence since the 1980's, and a full-time
Coordinator was hired to handle the growing program in 1994 . This cut
would eliminate the entire Coordinator position. If eliminated, some of
the 20-25 % of this person's administrative responsibilities would have to
be divided up among remaining staff, and the rest eliminated.
3) Could fees be increased so that some or all of the trips could be
offered even if the General Fund support was removed?
• The General Fund support is to cover most of the expense of the trained
classified staff member to organize and run the program. This is a large
program. It could not exist without a skilled person to manage it.
• In 2005 , this program generated almost $ 100,000 in revenue from
participant fees. Direct expenses totaled $ 87,000. As indicated
previously, almost all of the expenses are fixed costs - tickets, meals, fuel,
motor coach contracts . All drivers and escorts are volunteers.
• Fees are raised periodically to cover increased direct costs ; however, fees
must be reasonable enough so that the average participant, a 73 -year old
widowed person on a fixed income, can continue to afford the trips.
• Staff has already recommended raising fees in 2007 to generate an
additional $ 8 ,900 and reduce the General Fund need to $30,000 . Based on
the current number of trips, fees would need to be increased an additional
3 . 5 -4 times more to eliminate the need for General Fund support. This is
well above what the market would bear.
• Increasing fees enough to totally eliminate the need for General Fund
support would result in losing the program.
E . Natural Resources Director Position Funding : Council asked for
additional information regarding the funding of the NRD Director' s position
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Re: Work Session Follow-up: 2007 General Fund Budget Recommendation
October 5, 2006
Page 10
and the allocation of his time between the Natural Areas program and the
Natural Resources program.
1) What' s been lost from the General Fund that indicates a shift in
director' s salary?
The Natural Resources Department was asked, along with all other City
departments, to propose cuts to its programs. The Department attempted
to design cuts that would be least harmful in terms of services provided.
For example, the shift of 10% of the director' s salary from the general
fund to the natural areas fund (approximately $ 7,500), will have
essentially no impact on services within the Natural Resources
Department that are supported by the General Fund. Moreover, shifting to
a 75/25 ratio will more accurately reflect how the Director spends his
time.
2) Why do we need a Natural Areas program manager and a Natural
Resources Department Director?
The Natural Areas program has approximately 26 full-time staff and an
annual budget of approximately $9 ,000,000 . It manages 33 ,000 acres .
The program is staffed at levels far below its peer programs on the Front
Range, in some cases with as little as 40% of the staffing levels in
equivalent agencies . The program conducted an internal assessment
earlier this year with a consultant who has worked with dozens of natural
resource agencies throughout the country. It was clear from the
assessment that while the Natural Areas Program is doing an extremely
good job of efficiently managing its resources with current levels of
staffing, it has, and will have, needs for additional staff, including an
additional program manager. Also, every equivalent municipal open
space or natural area program in Colorado has a full-time director — which
our Natural Areas Program does not have . Finally, while some duties of
the Program Manager and Director overlap — they have many duties that
are distinctly different.
F . Youth Activity Center: Council discussed the plan to proceed with closing
the YAC when the new Northside Center opens. Council asked for additional
data including the number of visits, the cost of the program, the number and
types of scheduled activities, the number of drop in participants. City
Manager Atteberry committed that staff would make a presentation regarding
the YAC program at the October 10 Work Session. Detailed information is
included in Attachment A.
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October S, 2006
Page 11
III. New Revenue Recommendations
A. Utility Billing Costs : What costs are involved in producing a utility bill
and why does it cost $0. 10 per bill to collect the new TMF and PMF?
Council expressed concern that the fee of $0 . 10 per bill for billing the TMF and
PMF was high for just printing another line on the utility bill. However, there are
other costs related to billing the TMF and PMF which are included in the $0 . 10
per bill fee. The following activities represent some of these costs :
• Configuring the software to create TMF/PMF charges, provide customer
accounting, provide fund accounting and collections support;
• Identify prospective customers in the database, then creating services that will
produce appropriate charges for that customer; determine eligibility of new
customers ;
• Print charges on the customer' s bill, then provide call center responses about
charges;
• Provide call center support to stop or start billing of TMF/PMF; notify
appropriate staff of changes ;
• Provide billing adjustments where appropriate;
• Provide cashiering and accounting for customer' s payments in the Customer
Information System; continuously balance and audit collections ; then feed
fund accounting data to the financial system;
• Provide notices and collection services ; delinquency processing is different
than for Utilities ' charges thereby introducing custom processes ;
• Coordinating with landlords regarding tenant delinquency; and
• Creating custom reports periodically and data views to guide business
decisions .
B . Park Maintenance : Council asked for a review of the total current cost of
park maintenance. The detailed information is provided in Table 2 .
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Re: Work Session Follow-up: 2007 General Fund Budget Recommendation
October 5, 2006
Page 12
TABLE 2
Estimated Full Cost of Park Maintenance in 2007
Estimated Proposed Reduced
Community Neighborhood Total Cost of All Cost Cost
Parks Parks Parks in 2007 Reductions Estimate
Community Parks (5 Parks) $2, 184,400 $ 291849400 (409000) $291449400
Park Maintenance Facility 78,000 3%000 117,000 117,000
Spring Canyon Community Park 3559000 3559000 3559000
Park Maintenance Fee Administration 40,740 40,740 40,740
Neighborhood Parks (39 Parks) 1 ,608,928 1 ,608,928 (50,000) 1 ,558,928
Full cost of maintaining park system in 2007 S2 ,658 , 140 $ 19647,928 $ 453065068 (909000) $4,216,068
Note: Estimates based on 4 year average cost analysis, not 2005 costs. 2005 costs previously given do not include the park maintenance
facility, Spring Canyon Community Park maintenance costs, Park Maintenance Fee administration, salary increase estimates, etc.
Note: Estimates do not include Parks Maintenance budget for medians, trails, City facilities, downtown, Gateway Park, Picnic Rock or 4th of July
which are included in the total 2007 budget for Park Maintenance of $6, 073, 274.
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Re: Work Session Follow-up: 2007 General Fund Budget Recommendation
October 5, 2006
Page 13
Attachment A
Youth Activity Center
Council asked for additional data including number of visits, cost of the program,
number and types of scheduled activities, and number of drop-in participants.
Current Status :
• During the budget process for 2006/2007, the decision was made to close the
Youth Activity Center (YAC) in conjunction with opening the new Northside
Aztlan Community Center (NACC) . This is scheduled to occur in August, 2007 .
• The full-time staff from the YAC will transfer to the new NACC to provide
programming and facility management support.
• Many of the YAC programs will be scheduled at the new NACC when it opens,
some activities will be discontinued, and some will be provided at other locations .
• After the YAC closes, the gymnasium will be used for a variety of activities
including after-school drop in, some child development classes, and sports
activities .
• Many citizens have expressed concern to staff and Council about this closure;
however, the decision was made as a cost-saving measure for the City during
difficult financial times .
A brief history of the YAC :
• In 1994/ 1995 , City Council, through its policy agenda, had a focus on crime
prevention and improved services for youth.
• One of several initiatives that the Council supported was leasing a portion of the
old Fort Collins High School at 1400 Remington as a youth center.
• The YAC opened in September, 1995 .
• Poudre School District sold the old high school to Colorado State University
several years later, and the City entered into a lease agreement with CSU to
continue operating the YAC .
• The City continued to lease the space from CSU until 2001 , when funding became
available to the university to begin the transformation of the building for the
performing arts and music departments .
• In fall 2001 , the YAC was moved to its present site at 415 E . Monroe.
• The gymnasium was added to the building through private fund-raising. It
opened in late 2004, and its use by the City is under a separate agreement.
General Information
• The YAC is 26 ,224 square feet, not including the gymnasium (+7 , 173 square feet)
• The YAC is open 88 - 100 hours/week depending on the season
• The YAC primarily serves youths and teens age 2- 19
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City Council Members
Re: Work Session Follow-up: 2007 General Fund Budget Recommendation
October 5, 2006
Page 14
• Youths and teens ages 12- 19 currently pay a monthly drop-in fee of $5 or an
annual fee of $45/year to participate
• Some adult and family activities are scheduled on a second priority basis
• The facility is rented to outside groups when space is available
• The RAD Van program is operated by staff housed at the YAC
• The YAC is the Recreation Division's southern-most registration site
Description of Use
• Morning/early afternoon activities year-round include the Division's child
development program
• The child development program uses the gym, kitchen, 4 classrooms, climbing
wall, and commons area for activities
• Youth/teen drop-in and classes begin at 2 : 30 p .m. during the school year, with
extended hours in the summer
• Teen drop-in and classes use the classrooms, gym, kitchen, climbing wall, game
room, outdoor roller hockey rink, and commons area for activities
• Special events and trips are held year-round
Examples of Activities
Activities for older youths and teens age ,
• Drop-in activities - chess, pool, air hockey, television room, tutoring, table tennis,
climbing, bouldering, pick-up basketball and volleyball in the gym, after-school
projects, socialization.
• Special events - House of Freaks and Shrieks, dances, battle of the bands, pool, chess
and sports tournaments, Club 57 .
• Classes - fencing, martial arts, arts and crafts, drama, dancing, cooking, yoga,
babysitting, guitar.
• Trips — skiing, snowboarding, amusements parks, cultural events .
• Leagues — basketball, volleyball, dodge ball
Activities for preschool age through grade 5 :
• Classes — dance, science, arts and crafts, developmental activities, music, cooking,
funtime, tumbling
• Sports camps and development leagues - kidzone basketball, high 5 sports
• Summer playgrounds
• Special events around special days and holidays ; i .e. Easter, Halloween, July 4
• Tournaments — chess, basketball, volleyball, pool
Other Users of the YAC
• Non-profit and public agencies that don' t have their own facilities also use the YAC ;
i. e. Turning Point, Poudre Probation School, Village School, Jacob Center, Youth
Safe, Partners, TEAM Fort Collins, Larimer County Foster Care, Poudre School
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City Council Members
Re: Work Session Follow-up: 2007 General Fund Budget Recommendation
October S, 2006
Page 15
Districrt special education, Centennial High School, Neighborhoods United,
Community Connections, The Center for Community Justice Partnerships
• City-sponsored adult basketball and volleyball league games
• City-sponsored youth basketball league games
• Private rentals for dances, birthday parties, seminars, and gym activities
Participation Information
YAC Participation in 2005 :
# of Classes Participations Type of Activity
611 219956 Youth classes (ages 2- 12)
95 95178 Teen classes and trips (ages 13 - 19)
38 1 , 569 Climbing wall classes (all ages)
341610 Drop-in activities - youth, teen, other
67,313 Total
From January through September, 2006, 54 annual members and 715 monthly
memberships have been recorded. There were 37 active drop-in members in September
of this year. Many of these members attend the Center every day after school, while
others attend less frequently, especially in the summer. In 2006, there have been 4,920
member visits through September.
YAC Participation 2002-2006 ,
2002 : 461141
2003 : 40,632
2004 : 68 ,713 (gym opened)
2005 : 67,313
2006 : 54,723 (projected through the end of the year)
YAC participation is projected to be lower in 2006 than in 2005 . This is due, in part, to
confusion on the part of the public concerning the YAC's status. Many people at the
beginning of the year and also at the beginning of the summer thought the YAC had
already closed.
Budget Information
Note : Numbers do not include expense and revenue for child development or RAD Van,
as they are in separate BFO offers.
YEAR EXPENSE TOTAL FEE GF NEED
OPERATION+LEASE REVENUE
2006 Projected: $362,903 + $290,000 = $652,903 - $ 123 , 121 = $529,782
2007 Full Year: $465 ,499 + $326,410 = $791 ,909 - $ 166,732 = $625 , 177
2008 Estimated: $475 ,403 + $348 ,095 = $ 8231498 - $ 1661732 = $6561766
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City Council Members
Re: Work Session Follow-up: 2007 General Fund Budget Recommendation
October 5, 2006
Page 16
* The 2007 budget request already includes $397 , 899 in General Fund support to keep
the YAC open until August 1 , requiring an additional $227,278 to keep the facility open
for a full year.
If General Growth were to offer a discounted lease for 1 -3 years, it would reduce the
amount but not eliminate the need for General Fund support to operate the YAC .
Lease Costs :
The lease payments to General Growth for the YAC have remained relatively steady at
$ 10. 50 to $ 11 . 00/square foot since 2002 , but will begin to increase to $ 12 .45 in 2007 and
$ 13 .25/square foot in 2008 per the contract. In comparison, the City paid $5 .25/square
foot to lease the old Fort Collins High School from CSU.
Staff Challenges Created with the YAC Closure :
Staff has identified two major challenges with the closure of the YAC . The first is the
ability to maintain a strong viable child development program for residents, since the
program will no longer be housed in a single facility. The second is continuing to
provide an after-school program for teens by using the YAC gymnasium as a focal point.
These two challenges are described below.
Challenge #1 : Transferring child development classes to the new NACC and
maintaining current participation levels.
There is a concern on the part of staff and many residents whose children participate in
these activities that it will not be very easy for them to access the new NACC for these
classes .
A review of the zip code demographics of registrations in the first 9 months of 2006 in
child development classes indicate that 75 % of registrants reside in the 80525 , 80526,
and 80528 zip codes . This creates a major challenge for staff to convince these residents
that it will be worth the time and effort to travel another 3 -4 miles north to participate in
the same classes at the new NACC .
Child Development Classes -- January- September, 2006 :
Zip Code Registrations Percent
80521 642 10.4%
80524 644 10.4%
80525 1 ,923 31 . 1 %
80526 19800 29. 1 %
80528 919 14.8 %
Sub-Total : 59928 95 . 8%
Other Zip Codes 261 4.2%
Total : 6, 189 Registrations
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Re: Work Session Follow-up: 2007 General Fund Budget Recommendation
October 5, 2006
Page 17
Deterrents for parents to transport their children regularly from south Fort Collins to the
new NACC :
• Traffic, stop lights, and congestion on College, Shields, or Lemay. There are 21
stop lights in 3 . 3 miles on College Avenue from the mall to Willow Street.
• Time - it is a 12-20 minute trip one-way from the YAC to NACC past the CSU
campus and through downtown. Time varies depending on the number of red
light stops and the amount of traffic .
• The current high price of gas is another factor for residents to consider when
making choices .
With the YAC closure, many of the active classes for children can be scheduled in the
YAC gym as long as it remains available to the City.
Staff will also attempt to locate a facility in one of the south quadrants of the city to
house some of the other classes . There is currently no funding to pay for rent or a lease
of another space without raising participant fees to cover the increased cost. Higher fees
could exceed what the market will bear. As a result, participation may drop if we are not
market-competitive.
Challenge #2 : Providing a similar level and quality of drop-in activities for youths
and teens.
A review of the current active YAC members indicates that 62% of them reside in the
80525 and 80526 zip codes. This is to be expected, given that the majority of users are
junior high age and don't drive. It is not expected that a large number of these users will
be able to transfer to activities at the new NACC .
YAC Use by Zip Code :
80521 10%
80524 8%
80525 35%
80526 27%
Other 20%
Staff will provide some after-school drop-in activities in the YAC gym beginning at 2 : 30
p.m, on most school days, as well in the summer. The number of activities that can be
offered in this space is limited; however, those that are offered will be of high quality and
reflect the requests of the participants.
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Attachment 2
New Revenue Alternative Summary--October 10 , 2006
Residential Fee Revenue Total Revenue Total Revenue by
Revenue Weighting TMF PMF Total TMF * PMF Resid- Non-
ential Residential
Alternative 1 : Weighted to TMF $ 1 . 53 $ 1 .44 $ 2 . 97 $ 2,260,900 $ 879 , 864 $ 3 , 140,764 54% 46%
Alternative 2 : Weighted to PMF S 0 . 55 $ 3 . 75 $ 4 . 30 $ 723 ,893 $ 2,398 ,656 $ 3 , 122,549 85% 15%
Alternative 3 : Balanced TMF/PMF S 1 . 01 $ 2 . 67 $ 3 . 68 S 1 ,449,702 $ 116865722 $ 3 , 1365424 70% 30%
* TMF Revenue includes projected exemptions for Government and Public Schools
Alternative 1 : Revenue Weighted toward Transportation Maintenance Fee
This option represents the City Manager' s recommended alternative. Revenue would be generated 54% from residential properties and 46%
from non-residential properties . The total cost of both fees would equal approximately $2.97 per residential unit. This recommendation has
been modified slightly in the attached materials to include the cost of a low-income rebate program and the projected cost of delinquencies or
uncollectible fees for the Transportation Maintenance Fee. Total net new revenue : $ 3 , 140,764.
Alternative 2 : Revenue Weighted toward Park Maintenance Fee
Several Council Members requested an analysis of the option to shift the revenue from being primarily generated by the TMF to an option to
primarily generate revenue from the PMF. By maximizing the revenue from the Community Park Maintenance Fee at $2 . 6 Million per year,
revenue would be generated 85% from residential properties and 15 % from non-residential properties . Total net new revenue : $ 3 , 122,549.
Alternative 3 : Revenue Balanced between Transportation and Park Maintenance Fees
Staff has also developed an alternative for Council ' s consideration which more evenly balances revenues between the TMF and PMF. By
seeking $ 1 , 850,000 in revenue from each of the fees, 70% of net revenues would be received from residential properties and 30% from non-
residential properties. Total net new revenue : $ 3 , 1365424.
Attachment 2 , p . 2
Alternative 1 : Weighted to Transportation Maintenance Fee
New Fee Recommendation Calculator Sample Transportation Maintenance Fees
Monthly Yearly Lot Size
Transporation Maintenance Fee Revenue Sought Use Fee Fee in Acres
(Enter target here) $ 3 , 500 , 000 General Fund Pvmt. Mgmt. Need Industrial
$ 700 , 000 Proposed Cut Manufacturing $ 102 . 06 $ 1 ,224 . 70 5 .4
$ 2 , 800 , 000 Net General Fund Need Manufacturing $ 1 , 322 . 98 $ 159875 . 76 70
Retail
Percent of Fee
TMF Fee Schedule by Land Use Drug Store $ 156 . 55 $ 13878 .66 2 . 1
Institutional $23 . 72 Per Acre 13% Old Town Restaurant $ 14 . 91 $ 178. 92 0 .2
Industrial $ 18 . 90 Per Acre 4% Old Town Shop $8 . 95 $ 107 . 35 0 . 12
High Traffic Retail $ 180 . 58 Per Acre 14% Large Retail $738 . 04 $8 ,856 .52 9 .9
Retail $74 . 55 Per Acre 24% Institutional
Commercial $23 . 72 Per Acre 9% Church ( large lot) $ 118 . 61 $ 15423 . 34 5
Residential $ 1 . 53 Per Unit 36% Church (small lot) $ 11 . 86 $ 142 . 33 0 .5
Possible Exemptions Acres Elementary School $ 128 . 10 $ 1 , 537 .21 5 .4
Annual Fee for Churches 291 . 50 $82 , 981 $0 High School $284 . 67 $3 ,416 . 03 12
Annual Fee for all Government 395 .40 $ 112 , 558 $ 112 , 558 x High Traffic Retail
Annual Fee for Public Schools 669 .40 $ 190 , 557 $ 190 , 557 x Fast Food $325 . 04 $3 , 900 .46 1 . 8
Annual Fee for Manufacturing 475 . 90 $ 107 , 932 $0 Bank $216 . 69 $23600 . 31 1 .2
Total Possible Exemptions : $303, 115 Convenience Store $ 144 .46 $ 1 , 733 . 54 0 .8
(All exemptions must be paid by General Fund Contribution) Grocery Store $ 1 , 065 .40 $ 123784 . 84 5. 9
Total Fee $ 2 , 800 , 000 Commercial
Administrative Cost $ ( 130 , 000) Law Office $5 . 93 $71 . 17 0 .25
Rebate/Delinquencies $ ( 105 , 985) Motel $33 . 21 $398 . 54 1 .4
General Fund for exemptions $ (303 , 115) Daycare Center $ 18 . 27 $219 .20 0 . 77
Net to Pavement Management Program $252605900
Total New Fee Cost Per Residential Unit: $2 .97
Park Maintenance Fee Calculation Total New Fee Revenue $ 3 , 140 , 764
Target (enter fee total here) $ 1 , 000 , 000 Monthly Fee : $ 1 .44 Distribution of Total New Fees By Land Use
Actual Yield (less admin , rebate , delinq ) $ 879 , 864 54% Residential
46% Non-Residential
Attachment 2, p . 3
Alternative 2 : Weighted to Park Maintenance Fee
New Fee Recommendation Calculator Sample Transportation Maintenance Fees
Monthly Yearly Lot Size
Transporation Maintenance Fee Revenue Sought Use Fee Fee in Acres
(Enter target here) $ 1 , 700 , 000 General Fund Pvmt. Mgmt. Need Industrial
$ 700 , 000 Proposed Cut Manufacturing $36 .45 $437 . 39 5 .4
$ 1 , 000 , 000 Net General Fund Need Manufacturing $472 .49 $5 , 669 . 91 70
Retail
Percent of Fee
TMF Fee Schedule by Land Use Drug Store $55. 91 $670 . 95 2 . 1
Institutional $8 .47 Per Acre 13% Old Town Restaurant $5 .32 $63 . 90 0 .2
Industrial $6 . 75 Per Acre 4% Old Town Shop $3 . 19 $38 . 34 0 . 12
High Traffic Retail $64 .49 Per Acre 14% Large Retail $263 . 59 $3 , 163 . 04 9 . 9
Retail $26 .62 Per Acre 24% Institutional
Commercial $8 .47 Per Acre 9% Church (large lot) $42 . 36 $508 . 34 5
Residential $0 . 55 Per Unit 36% Church (small lot) $4 .24 $50 . 83 0 . 5
_ Possible_ Ex_em_p_tion_ s Acres Elementary School $45 . 75 $549 . 00 5 .4
Annual Fee for Churches 291 . 50 $29 , 636 $0 High School $ 101 . 67 $ 1 , 220 . 01 12
Annual Fee for all Government 395.40 $40 , 199 $40 , 199 x High Traffic Retail
Annual Fee for Public Schools 669.40 $68 , 056 $68 , 056 x Fast Food $ 116 . 09 $ 1 , 393 . 02 1 . 8
Annual Fee for Manufacturing 475. 90 $38 , 547 $0 Bank $77 . 39 $928 . 68 1 .2
Total Possible Exemptions : $ 1089256 Convenience Store $51 . 59 $619 . 12 0 . 8
(All exemptions must be paid by General Fund Contribution) Grocery Store $380 . 50 $4 , 566 . 01 5. 9
Total Fee $ 11000 , 000 Commercial
Administrative Cost $ ( 130 , 000) Law Office $2 . 12 $25.42 0 . 25
Rebate/Delinquencies $ (37 , 852 ) Motel $ 11 . 86 $ 142 . 33 1 .4
General Fund for exemptions $ ( 108 , 256) Daycare Center $6 .52 $78 .28 0 . 77
Net to Pavement Management Program $723,893
Total New Fee Cost Per Residential Unit: $4.29
Park Maintenance Fee Calculation Total New Fee Revenue $ 3 , 122 , 549
Target (enter fee total here ) $ 2 , 600 , 000 Monthly Fee : $ 3 . 75 Distribution of Total New Fees By Land Use
Actual Yield (less admin , rebate , delinq ) $ 2 , 398 , 656 85% Residential
15% Non-Residential
Attachment 2 , p. 4
Alternative I Balanced New Revenue 50 % from TMF , 50 % PMF
New Fee Recommendation Calculator Sample Transportation Maintenance Fees
Monthly Yearly Lot Size
Transporation Maintenance Fee Revenue Sought Use Fee Fee in Acres
(Enter target here) $ 2 , 550 , 000 General Fund Pvmt. Mgmt. Need Industrial
$ 700 , 000 Proposed Cut Manufacturing $67 .43 $809. 18 5 .4
$ 1 , 850 , 000 Net General Fund Need Manufacturing $874. 11 $ 103489. 34 70
Retail
Percent of Fee
TMF Fee Schedule by Land Use Drug Store $ 103.44 $ 1 ,241 .26 2 . 1
Institutional $ 15 .67 Per Acre 13% Old Town Restaurant $9 . 85 $ 118.21 0 .2
Industrial $ 12 .49 Per Acre 4% Old Town Shop $5 . 91 $70. 93 0 . 12
High Traffic Retail $ 119. 31 Per Acre 14% Large Retail $487.64 $5 , 851 .63 9 .9
Retail $49 .26 Per Acre 24% Institutional
Commercial $ 15 .67 Per Acre 9% Church (large lot) $78. 37 $940.42 5
Residential $ 1 . 01 Per Unit 36% Church (small lot) $7 . 84 $94. 04 0 .5
Possible Exemptions Acres Elementary School $84 .64 $ 1 , 015 .66 5 .4
Annual Fee for Churches 291 .50 $547827 $0 High School $ 188. 08 $2 ,257 . 02 12
Annual Fee for all Government 395 .40 $747369 $74 , 369 x High Traffic Retail
Annual Fee for Public Schools 669 .40 $ 1257904 $ 125 , 904 x Fast Food $214. 76 $2 , 577 . 09 1 .8
Annual Fee for Manufacturing 475 .90 $719313 $0 Bank $ 143. 17 $ 1 , 718 . 06 1 .2
Total Possible Exemptions : $200,273 Convenience Store $95 .45 $ 1 , 145 . 37 0 .8
(All exemptions must be paid by General Fund Contribution) Grocery Store $703. 93 $8 ,447 . 13 5.9
Total Fee $ 1 , 850 , 000 Commercial
Administrative Cost $ ( 130 , 000) Law Office $3 . 92 $47 . 02 0 .25
Rebate/Delinquencies $ (70 , 026) Motel $21 . 94 $263. 32 1 .4
General Fund for exemptions $ (200 ,273) Daycare Center $ 12 . 07 $ 144. 83 0 .77
Net to Pavement Management Program $194499702
Total New Fee Cost Per Residential Unit: $3.68
Park Maintenance Fee Calculation Total New Fee Revenue $ 3 , 136 ,424
Target (enter fee total here ) $ 1 , 850 , 000 Monthly Fee : $ 2 . 67 Distribution of Total New Fees By Land Use
Actual Yield (less admin , rebate, delinq ) $ 1 ,686 , 722 70% Residential
30% Non-Residential
• Attachment 3
2007 BUDGET ADJUSTMENT REQUESTS
Amount Requested
Department Adjustment Requested Ongoing One-time
GENERAL FUND REQUESTS
Economic Health $50,000
This exception is to support strategies in the Economic Action
Plan,specifically related to business communications and
implementation of the community branding initiative. Funds will
be used for outreach,document design,document printing, and
overall marketing. This will be funded from Vendor Fee revenue.
Human Resources This is to purchase integrated management system software. $52,910
This software will allow users to manage processes such as:
Performance Management,Training& Development, Succession
Planning, Recruitment&Selection, and compensation. This will
be funded from Human Resources Productivity Savings Reserve.
TOTAL $0 $152,910
CAPITAL PROJECTS FUND REQUESTS
Capital Projects Project savings in the Capital Projects Fund (from completed $806,265
programs in BCC and original 1/4 cent for Natural Areas) are
being transferred to the Natural Areas Fund for future use.
• Transfers to the Natural Areas Fund could not take place until
projects were completed.
TOTAL $0 $806,265
COMMUNICATIONS FUND REQUESTS
Management Information This is a one-time appropriation from Communications Fund $85,000
Services reserves for Information Technology. Expected uses of the funds
are acquisition of systems and process management software,
and temporary services to address peak workloads and technical
expertise.
Management Information An appropriation from Communications Fund reserves to update $650,000
Services telephone services at the new Police Facility,the Water
Treatment Plant,and all PFA sites.
Management Information Four major facilities will be completed in 2007. Additional $599,000
Services appropriations are needed for fiber infrastructure expansion,
building wiring costs, and wireless infrastructure: Police Services
-$500,000, Discovery Museum-$45,000,Spring Canyon-
$10,000,and Aztlan Center-$44,000.
TOTAL $0 $1,334,000
•
• 2007 BUDGET ADJUSTMENT REQUESTS
Amount Requested
Department Adjustment Requested Ongoing One-time
CONSERVATION TRUST FUND REQUESTS
Parks Maintenance Shifting a portion of the maintenance of City owned hard surface $125,000
trails from the General Fund Parks Maintenance budget to the
Conservation Trust Fund. These funds,from State lottery funds,
are provided to the City for open space and trail development as
well as open space and trail maintenance.
TOTAL $125,000 $0
GOLF FUND REQUESTS
Golf Appropriation from Golf Fund reserves to be used for $20,000
unanticipated increases in electricity,natural gas,water,and
fuels associated with operations at the City's three golf courses.
Golf Shifting a portion of the Administrative Aide from General Fund $8,057
programming to the Goff Fund.
Golf Appropriation from Golf Fund reserves to replace two irrigation $25,000
pump stations at the SouthRidge Golf Course. The two original
irrigation pump stations need to be replaced prior to the 2007
• season.
TOTAL $53,057 $0
NATURAL AREAS FUND REQUESTS
Natural Areas This request shifts a portion of the Natural Resources Director's $7,648
salary from General Fund programming to the Natural Areas
Fund.
Natural Areas This request shifts the maintenance of Gateway Mountain Park $96,000
from the General Fund Parks Maintenance budget to the Natural
Areas Fund.
TOTAL $103,648 $0
NEIGHBORHOOD PARKLAND FUND AND GOLF FUND REQUEST
Park Planning Shifting a portion of the CLRS director from General Fund $22,208
programming to the Neighborhood Parkland Fund.
TOTAL $22,208 $0
RECREATION FUND REQUEST
Recreation The cost to construct and operate the Old Town Ice Rink, $22,500
resulting from the collaborative efforts of the City and DDA,
• occurred after adoption of the City's 2006-2007 Budget.
Appropriations are needed in 2007 for operation of the rink.
• 2007 BUDGET ADJUSTMENT REQUESTS
Department Amount Requested
P Adjustment Requested Ongoing One-time
TOTAL $22,500 $0
SELF INSURANCE FUND REQUESTS
Risk Management This item shifts a portion of a position(0.11 FTE)from the $5,630
General Fund Human Resources budget to the Self Insurance
Fund to cover administration of the Department of
Transportataion certification program.
Risk Management This item shifts the Purchasing copier rental expense from $6,000
General Fund Purchasing budgett to the Self Insurance Fund.
TOTAL $11,630 $0
TRANSPORTATION SERVICES FUND REQUESTS
Parking Services The budget for building maintenance at the Civic Center Parking $150,000
Structure(CCPS)is included in an approved offer submitted by
Operations Services. In order to record and report 100%of the
operating costs of the CCPS,in accordance with the operating
agreement between the City and County,appropriations are
needed in the CCPS budget to accommodate the necessary
billing arrangement with Operations Services.
• Parking Services Appropriation needed as a result of a change in an Accounting $25,000
policy regarding collection expenses.
TOTAL $175,000 $0
•