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HomeMy WebLinkAboutCOUNCIL - AGENDA ITEM - 09/22/2020 - 2021 Recommended Budget - Work Session #2DATE: 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 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) 1 2021 Budget Review City Council Work Session –September 22, 2020 Attachment #1 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 2 We are here 3 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 4 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 5 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. 6 Neighborhood Livability & Social Health Funding Sources 2021 Total Funding: $16.6M -Neighborhood Services -Equity Opportunities -Development Review -Homelessness Support -Affordable Housing 7 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 8 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 9 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 10 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 11 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) 12 Council Discussion - Neighborhood Livability & Social Health Offers 13 Safe Community Fort Collins provides a safe place to live, work, learn and play 14 Safe Community Funding Sources 2021 Total Funding: $98.3M -Police -Stormwater -Fire -Municipal Court 15 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 16 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 17 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 18 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 19 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 20 Council Discussion - Safe Community Offers 21 High Performing Government Fort Collins exemplifies an efficient, innovative, transparent, effective and collaborative city government 22 High Performing Government Funding Sources 2021 Total Funding: $111 .0M -Administrative, Legal & Municipal Services -City Council -Internal Services -Utility Customer Service 23 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 24 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 25 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 26 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 27 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 28 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) 29 Council Discussion - High Performing Government Offers 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 30 We are here