HomeMy WebLinkAboutCOUNCIL - COMPLETE AGENDA - 09/22/2020 - WORK SESSIONCity of Fort Collins Page 1
Wade Troxell, Mayor Council Information Center (CIC)
Kristin Stephens, District 4, Mayor Pro Tem City Hall West
Susan Gutowsky, District 1 300 LaPorte Avenue
Julie Pignataro, District 2 Fort Collins, Colorado
Ken Summers, District 3
Ross Cunniff, District 5 Cablecast on FCTV Channel 14
Emily Gorgol, District 6 and Channel 881 on the Comcast cable system
Carrie Daggett Darin Atteberry Delynn Coldiron
City Attorney City Manager City Clerk
Upon request, the City of Fort Collins will provide language access services for individuals who have limited English
proficiency, or auxiliary aids and services for individuals with disabilities, to access City services, programs and
activities. Contact 221-6515 (V/TDD: Dial 711 for Relay Colorado) for assistance. Please provide 48 hours advance
notice when possible.
A petición, la Ciudad de Fort Collins proporcionará servicios de acceso a idiomas para personas que no dominan el
idioma inglés, o ayudas y servicios auxiliares para personas con discapacidad, para que puedan acceder a los
servicios, programas y actividades de la Ciudad. Para asistencia, llame al 221-6515 (V/TDD: Marque 711 para Relay
Colorado). Por favor proporcione 48 horas de aviso previo cuando sea posible.
City Council Work Session
September 22, 2020
6:00 PM
CALL TO ORDER.
1. 2021 Recommended Budget - Work Session #2. (staff: Darin Atteberry, Travis Storin, Lawrence
Pollack; 3 hour discussion)
The purpose of this work session is to review the City Manager’s 2021 Recommended Budget that
was delivered to Council and the City Clerk on September 1, 2020 pursuant to provisions of Article V,
Section 2 of the City Charter. This is a continuation of the overall budget discussion and Outcome
review items discussed at the September 8 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 adopted 2020 Strategic Plan, the Council
Priorities Dashboard and community priorities. At the September 22, 2020 Work Session, staff will
present a summary overview of these strategic Outcome areas:
Neighborhood Livability and Social Health
Safe Community
High Performing Government
ANNOUNCEMENTS.
ADJOURNMENT.
DATE:
STAFF:
September 22, 2020
Darin Atteberry, City Manager
Travis Storin, Interim Chief Finance Officer
Lawrence Pollack, Budget Director
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
2021 Recommended Budget - Work Session #2
EXECUTIVE SUMMARY
The purpose of this work session is to review the City Manager’s 2021 Recommended Budget that was delivered
to Council and the City Clerk on September 1, 2020 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 s discussed at the
September 8 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 adopted 2020 Strategic Plan, the Council Priorities
Dashboard and community priorities. At the September 22, 2020 Work Session, staff will present a summary
overview of these strategic Outcome areas:
• Neighborhood Livability and Social Health
• Safe Community
• High Performing Government
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. What clarifying questions does Council have on the Outcomes being presented?
2. What follow-up items are there on budget issues related to these Outcomes?
BACKGROUND / DISCUSSION
This budget would have typically been created using the City’s priority -based Budgeting for Outcomes (BFO)
process, which has been used since 2005. Given the uncertainty caused by the global pandemic, it was
determined that modifications needed to be made to our process and timeline. As part of those modifications,
Council approved Ordinance No. 067-2020 to temporarily suspend City Code to allow the adoption of a one-year
budget and revise the City’s budgeting process.
There are three primary components of these modifications:
1. For 2021, Council will consider and adopt a one-year budget instead of the usual two-year (biennial) budget.
This practice will continue for the City’s 2022 budget. Thereafter, the City will return to a two -year budget and
the standard cadence of elections, strategic planning and budgeting Councilmembers, the community, and
staff have come to expect.
2. The budgeting process became more tactical, as we were not able to utilize the BFO Teams who play such
an important role in the budget process through the evaluation of budget requests (Offers) and generation of
Offer rankings.
3. Due to the delays in the budget process whil e staff addressed the immediate 2020 public health and fiscal
implications of the pandemic, we were not able to conduct a standard public engagement process prior to the
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September 22, 2020 Page 2
delivery of this recommended budget. Outreach work is ongoing and will continue into t he fall to aid Council’s
decisions related to the adoption of the budget.
While significantly modified, key components of our budgeting process remain, including budget requests that are
based on the specific programs and services provided to the communi ty. This is a key aspect of Budgeting for
Outcomes compared to traditional budgeting practices. Budget requests still specify direct linkage to at least one
strategic objective in the City’s adopted 2020 Strategic Plan, as well as include performance meas ures directly
related to the proposed program/service.
Council Budget Meetings
Council has a series of work sessions scheduled in September and October to discuss the proposed 2021
Budget. These work sessions will include staff presentations regarding s pecific Outcomes, followed by an
opportunity for questions and discussion. The final work session will include Council discussion regarding overall
priorities, policy issues and guidance on what changes Council wants included in First Reading of the 2021
Budget.
Key dates for Council discussions and Public Hearings are as follows:
Meeting Date Topic
September 22, 2020 Work Session Presentation, Questions and Discussion:
1. Neighborhood Livability and Social Health
2. Safe Community
3. High Performing Government
October 6, 2020 Regular Meeting Budget Public Hearing #2 of 2
October 13, 2020 Work Session General Discussion – Final Council Direction
November 4, 2020 Regular Meeting
(Wednesday)
First Reading of the 2021 Budget and the 2021
Appropriation Ordinance
November 17, 2020 Regular Meeting Second Reading of the 2021 Budget and the 2021
Appropriation Ordinance
ATTACHMENTS
1. Powerpoint Presentation (PDF)
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2021 Budget Review
City Council Work Session –September 22, 2020
Attachment #1
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2020 Council Budget Meetings
September 8th Work Session •Culture and Recreation
•Economic Health
•Environmental Health
•Tr ansportation
September 22nd Work Session •Neighborhood Livability and Social Health
•Safe Community
•High Performing Government
September 15th Council Meeting •Budget Public Hearing #1 of 2
October 13th Work Session
•Budget Public Hearing #2 of 2October 6th Council Meeting
•General Discussion –Final Council Direction
Nov. 4th (Wed) Council Meeting •First Reading
November 17th Council Meeting •Second Reading
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We are here
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Budgeting for Outcomes (BFO) Terminology
Offer: Request for budget to provide a program or service
Offer Types:
Ø Ongoing –existing programs and services
Ø Reduction –Reduced level of service; context provided in the following text
•‘Eliminate’vs. ‘Scale Down’or ‘Temporary Pause’
•2022 proposals to return to the previous level of service will refer to ‘Restore’
Ø Redeploy –Shift of funding from one previous ongoing purpose to another higher priority
•The 1st part of the title is the service being reduce
•The 2nd part of the title (after the word ‘to’) is the proposed higher value service
Ø Enhancement –Increase to level of service or adding a new program / service / staff (FTE)
•The text ‘Continuing Enhancement means it was a previously funded Enhancement
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Big Picture Perspective –Example of Offer 28.4
2020 Strategic Plan
-Based on broad inputs from
community, Council and staff
-Adopted by Council
-Every Outcome has multiple strategic
objectives (e.g. achievable goals)
Strategic
Objectives
Outcomes:
e.g. NLSH 1.2 -Collaborate with other agencies to address…
NLSH 1.1 -Improve and increase availability and choice…
SAFE 5.7 -Reduce incidents of, and impacts from…
Budgeting for Outcomes
-Offers resource the Strategic Plan
-Offers must link to 1 or more strategic
objectives (SO) indicating how it helps
achieve the SO
e.g.Offer 28.4 -Continuing Enhancement: Homelessness Initiatives
-Submitted to Neighborhood Livability & Social Health (NLSH)
-Offer links to Strategic Objectives NLSH 1.2 /NLSH 1.1 / SAFE 5.7
Performance Measures
-Offers have at least 1 performance
measure (i.e. metric) that represents
performance related to proposed service
-Charts and analysis are visible via links
in Narratives on fcgov.com/budget
NLSH 39 -Winter Point in Time Count of Homeless Population
NLSH 3 -Affordable Housing Inventory
NLSH 93 -Long-Te rm Homeless Exits and Entries
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Neighborhood Livability &
Social Health
Fort Collins provides a high-quality built
environment, supports connected
neighborhoods, seeks to advance equity
and affordability, and fosters
the social health of the
community.
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Neighborhood Livability & Social Health
Funding Sources
2021 Total Funding: $16.6M -Neighborhood Services -Equity Opportunities -Development Review
-Homelessness Support -Affordable Housing
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Neighborhood Livability & Social Health
Outcome Overview
Neighborhood Livability & Social Health includes:
Ø Addressing the impact of increasing poverty, as well as increasing concerns about housing
affordability and homelessness
Ø Equitable access to City services, amenities and information for all neighborhoods
Ø Encouraging an inclusive, equitable community that embraces diversity
Ø Encouraging the development of quality and affordable housing options for residents of all
income levels
Ø Managing where and how the City grows in the future while maintaining our unique
character and sense of place
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Neighborhood Livability & Social Health
Offer Linkage to Strategic Objectives
1.1 –Improve and increase availability and choice of quality housing that is
affordable to a broad range of income levels.
28.2 Human Service Programs & Affordable Housing
28.6 Enhancement: 1.0 FTE -Citywide Housing Plan & Implementation and Housing Manager
28.8 Continuing Enhancement: CCIP -Affordable Housing Capital Fund
30.5 Building Services
1.2 –Collaborate with other agencies to address poverty issues and other identified
high priority human service needs, and to make homelessness rare, short-lived and
nonrecurring.
28.1 Social Sustainability Leadership/Equity/Housing & Homelessness
28.4 Continuing Enhancement: Homelessness Initiatives -Continuing Support
28.7 Continuing Enhancement: Human Services Program Grant Funding
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1.3 –Improve accessibility of City and community programs to low and moderate-
income residents and increase participation in services to eligible, income-qualified
residents.
31.6 Redeploy: Code Compliance Officer to Manufactured Housing Liaison
33.1 Low Income, Senior and Disabled Resident Rebate Program
33.2 Digital Equity Rebate Program
33.3 Redeploy: Property and Utility Tax Rebate reductions to support an Income Qualified
Navigator (1.0 FTE Contractual)
1.4 –Ad va nce equity for all, leading w ith race, so that a person’s identity or identities
is not a predictor of outcomes.
9.3 Inclusive Public Engagement (HPG)
18.2 Police Patrol Services (SAFE)
28.1 Social Sustainability Leadership/Equity/Housing & Homelessness
28.6 Enhancement: 1.0 FTE -Citywide Housing Plan & Implementation and Housing Manager
Neighborhood Livability & Social Health
Offer Linkage to Strategic Objectives
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Neighborhood Livability & Social Health
Offer Linkage to Strategic Objectives
1.5 –Enhance the quality of life in neighborhoods, empow er neighbors to solve
problems, and foster respectful relations.
17.1 Graffiti Abatement Program
31.1 Code Compliance
31.2 Neighborhood Services
31.3 Mediation and Restorative Justice
31.8 Reduction: Scale Down Neighborhood Services
1.6 –Al ign land use regulations and review procedures to guide development
consistent w ith City Plan.
30.1 Development Services
30.2 Long-Range Planning
30.6 Engineering Development Review
30.15 Reduction: Temporary Pause Design Assistance Program
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Neighborhood Livability & Social Health
Offer Linkage to Strategic Objectives
1.7 –Develop options and assess the feasibility of annexing the Mulberry Corridor.
14.4 Utilities: Stormwater -Master Plan Updates (SAFE)
24.3 City Manager's Office (HPG)
26.2 Metro Districts (ECON)
1.8 –Preserve and enhance manufactured housing communities as a source of
affordable housing and create a safe and equitable environment for residents
30.2 Long-Range Planning
31.2 Neighborhood Services
28.2 Human Service Programs & Affordable Housing
28.6 Enhancement: 1.0 FTE -Citywide Housing Plan & Implementation and Housing Manager
1.9 –Create and maintain a safe, healthy and resilient urban forest.
42.1/2 Urban Forest Management and Tree Replacement
42.3 Enhancement: Contractual Pruning of Large Diameter Trees
42.4 Enhancement: Emerald Ash Borer Infestation Management (1.0 FTE Contractual)
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Council Discussion -
Neighborhood Livability &
Social Health Offers
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Safe Community
Fort Collins provides a safe place to live,
work, learn and play
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Safe Community
Funding Sources
2021 Total Funding: $98.3M -Police -Stormwater
-Fire -Municipal Court
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Safe Community
Outcome Overview
A s afe and healthy community includes:
Ø A s afe and welcoming city in which to live, work, learn and play
Ø Proactive and skilled police and fire services
Ø Safe, reliable and best practice floodplain management
Ø An active emergency management system focused on prevention, preparedness and
recovery with key partnerships to effectively respond to emergencies
Ø Ensuring that hazard mitigation efforts and investments are made equitably
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Safe Community
Offer Linkage to Strategic Objectives
5.1 –Improve overall community safety while continuing to increase the level of
public trust and w illingness to use emergency services.
18.1 Police Office of the Chief and Administration
18.2 Police Patrol Services
18.5 Police Information Services
18.9 Police Colorado Regional Information Sharing Project [CRISP]
18.21 Reduction: Scale Down Police Services Multiple Departments
48.1 Municipal Court Services -General and Camera Radar/Red Light Caseload
48.2 Enhancement: 0.75 Hourly FTE for Assistant Municipal Judges and Camera Radar/Red
Light Court Clerk
65.2 Natural Areas Rangers
68.1 Municipal Prosecution
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Safe Community
Offer Linkage to Strategic Objectives
5.2 –Meet the expected level of core and specialized police services as the
community grows.
18.2 Police Patrol Services
18.3 Police Special Operations Division
18.10 Police Regional Training Facility [Jointly owned with Loveland] -Operation & Maintenance
5.3 –Partner with Poudre Fire Authority to provide high-quality fire prevention,
community risk reduction and emergency response services.
73.1 Poudre Fire Operation, Maintenance & Capital (General Fund)
5.4 –Continue to deploy comprehensive emergency preparedness and
management strategies.
25.1 City Manager ’s Office: Office of Emergency Preparedness and Security
25.2 Enhancement: Emergency Preparedness and Security -Programming and Technology
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Safe Community
Offer Linkage to Strategic Objectives
5.5 –Ad dress flooding risk for the protection of people, property and the environment.
14.1 Utilities: Stormwater -Drainage & Detention
14.2 Utilities: Stormwater -Engineering
14.4 Utilities: Stormwater -Master Plan Updates
14.12 Enhancement: Utilities: Stormwater -Oak Street Stormwater Improvements -Design
14.13 Enhancement: Utilities: Stormwater -North Mason / North College Phase1 -Design and
some construction
14.14 Enhancement: Utilities: Stormwater -Castlerock Road Repairs
14.16 Enhancement: Utilities: Stormwater -Boxelder Watershed Dams
14.18 Enhancement: Utilities: Stormwater -Glenmoor Pond Enhancements
14.20 Enhancement: Utilities: Stormwater -Cured-in-Place Pipe Lining
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Safe Community
Offer Linkage to Strategic Objectives
5.6 –Protect mission-critical physical and virtual infrastructure, in addition to privacy
data, against increasing cybersecurity threats.
7.1 IT Cybersecurity
7.2 Enhancement: Technology Infrastructure and Process Performance
5.7 –Reduce incidents of, and impacts from, disruptive and unwanted behaviors with
creative approaches that balance compassion and consequences.
18.26 Redeploy: Police Campus West and Bike Patrol to Homelessness Coordinator (1.0 FTE),
Street Outreach and Restorative Justice
48.5 Municipal Court Services -Specialized Services
65.3 Enhancement: Encampment Cleaning and Prevention
5.8 –Improve security at City facilities and properties.
25.2 Enhancement: Emergency Preparedness and Security -Programming and Technology
65.1 Parks Ranger Program
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Council Discussion -
Safe Community Offers
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High Performing
Government
Fort Collins exemplifies an efficient,
innovative, transparent, effective
and collaborative city
government
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High Performing Government
Funding Sources
2021 Total Funding: $111 .0M -Administrative, Legal & Municipal Services -City Council
-Internal Services -Utility Customer Service
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High Performing Government
Outcome Overview
A h igh-performing government includes:
Ø Effective and efficient local governance where all community voices are valued
Ø Fiscal sustainability and transparency
Ø A c ollaborative and community-based approach to problem solving
Ø Core processes that are consistently used across the organization
Ø An organizational culture of continuous improvement in all areas
Ø A w orkforce of talented people who care deeply about public service and trust
Ø Citywide strategies and standards for meaningful and inclusive involvement in governance
and decision-making
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High Performing Government
Offer Linkage to Strategic Objectives
7.1 –Provide w orld-class municipal services through operational excellence and a
culture of innovation.
13.1 Utilities: Customer Service & Administration -Customer Service
13.17 Enhancement: 1.0 FTE Utilities: Customer Service & Administration -Application Support
13.19 Enhancement: Utilities: Customer Service & Administration -Data Management Program
and Analytics Platform
24.1 City Council
24.2 City Manager's Office -Executive Staff, Administrative & Financial Support
24.3 City Manager's Office -Policy, Legislative, Compliance & Performance Excellence Division
51.1 City Clerk Administration
51.3 Boards and Commissions
51.5 Elections
75.1 Reduction: 2021 Hiring Freeze
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High Performing Government
Offer Linkage to Strategic Objectives
7.2 –Maintain the public trust through a high performing board, as w ell as
organizational transparency, legal and ethical behavior and regulatory compliance.
24.1 City Council
24.3 City Manager's Office -Policy, Legislative, Compliance & Performance Excellence Division
32.2 Accounting and Financial Tr ansaction Services
67.1 General Legal Services
7.3 –Improve effectiveness of community engagement with enhanced inclusion of all
identities, languages and needs.
9.1 FCTV Video Services
9.2 Communications and Public Involvement Central Communications
9.3 Inclusive Public Engagement
9.4 Public, Educational and Governmental Programming (PEG)
9.6 Reduction: CPIO -Te mporary Pause Operational Costs, Media Monitoring, and Advertising
for Communications Public Involvement
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7.4 –At tract, retain, engage, develop and reward a diverse and competitive workforce to
meet the needs of the community now and in the future.
8.1 HR Core Services
8.2 Ta lent Development
8.3 Vo lunteer Services Program
8.5 City Benefits and Retirement Administration
8.7 Reduction: HR -Te mporary Pause Leadership Development, Crucial Conversations, and
Other Developmental Courses and Programs
7.5 –Foster a culture of safety, w ell-being, resilience and sustainability across the City
organization
8.4 Wellness
29.1 Sustainability Services Administration
35.1 Safety & Risk Management Programs & Services
35.2 Reduction: Scale Down Safety & Risk Management Supplies, Consulting and Medical Services
High Performing Government
Offer Linkage to Strategic Objectives
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High Performing Government
Offer Linkage to Strategic Objectives
7.6 –Utilize technology, data, metrics and process improvements to innovate,
guide decisions and enhance service delivery.
4.1 IT Applications -ERP Services
4.2 IT Applications -E-Government Services
4.3 IT Applications -Geographic Information Services
4.10 Enhancement: Self-Service Technology and Capabilities
5.1 IT Infrastructure -Network Services
5.4 IT Infrastructure -Client Services
6.2 Reduction: IT -Te mporary Pause Conference and Training Funding
6.3 Reduction: IT Software and Support Services, Tools, and Programs
32.4 Strategic Financial and Budgeting Services
32.5 Program Evaluation and FC Lean
7.7 –Address long-term projected gap between available revenue and w hat is required to meet
known and emerging needs.
32.6 City Give Programs and Services
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High Performing Government
Offer Linkage to Strategic Objectives
7.8 –Maintain and protect assets and infrastructure to drive reliability, cost
effectiveness, efficiency and improve the customer experience.
5.5 IT Infrastructure -Asset Equipment Replacement
13.6 Utilities: Customer Service & Administration -Locating Operations
13.16 Enhancement: 2.0 Contractual FTE Utilities: Customer Service & Administration -Locates
13.20 Enhancement: CAPITAL -Utilities: Asset Register and Work Order Management System
55.2 Fleet Maintenance and Operations
55.4 Facility Maintenance
55.11 Reduction: Fleet Fuel Savings
55.15 Reduction: Increased Oil Change Interval
55.22 Reduction: Eliminate Custodial Trash Removal from Individual Offices
7.9 –Proactively influence policy and legislative development at all levels.
24.1 City Council
24.3 City Manager's Office -Policy, Legislative, Compliance & Performance Excellence
27.4 Climate Commitment (ENV)
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Council Discussion -
High Performing
Government Offers
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2020 Council Budget Meetings
September 8th Work Session •Culture and Recreation
•Economic Health
•Environmental Health
•Tr ansportation
September 22nd Work Session •Neighborhood Livability and Social Health
•Safe Community
•High Performing Government
September 15th Council Meeting •Budget Public Hearing #1 of 2
October 13th Work Session
•Budget Public Hearing #2 of 2October 6th Council Meeting
•General Discussion –Final Council Direction
Nov. 4th (Wed) Council Meeting •First Reading
November 17th Council Meeting •Second Reading
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We are here
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