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Home My WebLink AboutAgenda - Mail Packet - 07/02/2024 - Council Finance Committee Meeting Agenda – July 3, 2024Finance Administration 215 N. Mason 2nd Floor PO Box 580 Fort Collins, CO 80522 970.221.6788 970.221.6782 - fax fcgov.com AGENDA Council Finance Committee Hybrid Meeting July 3rd, 2024 4:00 - 6:00 pm CIC Room Zoom Meeting https://zoom.us/j/8140111859 Approval of Minutes from the June 6, 2024, Council Finance Committee meeting. 1.CCIP Project List Update G. Sawyer T.Storin Presentation: 15 mins. Discussion: 15 mins. 2. General Fund Admin Charge to Other Funds L. Pollack Presentation: 15 mins. Discussion: 15 mins. 3. Intergovernmental Agreement with Poudre Fire Authority D. Lenz Presentation: 15 mins. Discussion: 15 mins. Page 1 of 126 Council Finance Committee 2024 Agenda Planning Calendar Revised 6/25/24 ck July 3rd 2024 CCIP Project List Update 30 mins G. Sawyer T. Storin General Fund Admin Charge to Other Funds 30 mins L. Pollack Intergovernmental Agreement with Poudre Fire Authority 30 mins D. Lenz August 1st 2024 Grocery Tax Rebate Program 20 min A Molzer Recreation Discount Program 20 min V. Shaw Water Supply Requirements & Allotments 30 min J. Dial G. Sawyer Hold for Audit Results 45 min R Bailey Sept. 5th 2024 Adjustment Ordinance L. Pollack Hold for Fund Balance 30 min R. Bailey Hold for Benefits Fund Balance Policy SE Community Center 20 mins L. Williams Page 2 of 126 Page 3 of 126 Finance Administration 215 N. Mason 2nd Floor PO Box 580 Fort Collins, CO 80522 970.221.6788 970.221.6782 - fax fcgov.com Council Finance Committee Hybrid Meeting CIC Room / Zoom June 6, 2024 4:00- 6:00 pm Council Attendees: Mayor Arndt, Emily Francis, Kelly Ohlson Staff: Kelly DiMartino, Tyler Marr, Denzel Maxwell, Carrie Daggett, Ryan Malarky, Travis Storin, Teresa Roche, Tracy Ochsner, Judge Hueser, Patty Netherton, Stu Reeves, Kevin Wilkins, Dawn Downs, Blake Visser, Adam Halvorson, Jo Cech, Joe Wimmer, Lawrence Pollack, Randy Bailey, Trevor Nash, Dave Lenz, Carolyn Koontz Others: Kevin Jones, Chamber Meeting called to order at 4:07 pm Approval of minutes from May 2, 2024, Council Finance Committee Meeting. Kelly Ohlson moved for approval of the minutes as presented. Emily Francis seconded the motion. The minutes were approved unanimously via roll call by; Mayor Arndt, Emily Francis, Kelly Ohlson. A.Municipal Court Update and Expansion Options Denzel Maxwell, Assistant City Manager Tracy Ochsner, Operation Services Director Jill Hueser, Chief Judge, Municipal Court EXECUTIVE SUMMARY In 2007, the City of Fort Collins Municipal Court, moved from the Larimer County Justice Center and has occupied about half of the 1st floor of the facility. Since that time, minimal renovations have been done to address security and additional staffing in the current space. In 2022, Council approved funding $700K to address their urgent needs for next 3-4 years. In 2023, $1.5 million was appropriated to fund space planning, programming, and design to accommodate the Court and Prosecution needs for the next 15 years. The study indicates that the space available for the 15-year Court build out is not adequate. Further, the initial construction estimates have a higher cost than originally anticipated. Staff desires to update the Council Finance Committee and present three options to provide Municipal Court and Prosecution operational space needs for the future. Page 4 of 126 GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED Does Council Finance Committee prefer to continue designing the entire 1st floor of the 215 N Mason facility along with including some 2nd floor space to meet the updated 15-year space programing needs for Municipal Court? OR Does Council Finance Committee support a smaller renovation project to address Municipal Court needs for the next 5 years to allow time to explore the potential of a Larimer County Justice Center expansion? OR Does Council Finance Committee prefer to design a new Municipal Court building just north of their current space at 245 N Mason St. ADDITIONAL BACKGROUND The purpose of this discussion item is to consider at least three options at this stage of the project. The three options are: Option A - Continue the 15-year plan to utilize the entire 1st floor at 215 Mason and a part of the 2nd floor for City Attorney (Prosecution) Option B – Look at an Urgent Needs Phase II which would be a larger renovation to get them by for the next 5- years to explore the possibility to partner with Larimer County to include a municipal court as part of a Justice Center expansion. Option C – Construct a new facility purposely designed and constructed for current and long-term municipal court operations (A short term renovation would still be necessary) As part of the original 15-year design discussion, the HVAC system in this building has reached the end of its useful life. Staff is currently in the process of using the City’s Integrated Design Assistance Program (IDAP) to identify options for replacement. At least three systems are being considered and modeled for energy efficiency and staff would like to update the Council Finance Committee on this item and inform what the next steps would be for a future funding and timing discussion. DISCUSSION / NEXT STEPS: Judge Hueser; we just spent 3 years getting to this point – we need to move forward on something to address our space issues, taking over the 1st floor and part of the 2nd floor. I am concerned if we wait 3 years for the County – they have gone to bond / ballot twice and it has failed. We are at their mercy to a certain extent as we don’t get to decide – that negotiation will take even more time - the level of uncertainty in that approach is uncomfortable for me – we have been down this road before – the county needs more space – w/ the costs being what they are – maybe the new building – my concern would be that we make a decision and get moving forward on it – I don’t want to lose momentum on this project – we have worked for 3 years to get where we are. I understand the issues that comes with 125 Mason St. Kelly Ohlson; before this goes to the full Council, I would like to see a chart with the numbers plugged in. It is not clear to me if the HVAC was included in the $18M -20M option? Tyler Marr; it is not included Page 5 of 126 Kelly Ohlson; if we do go ahead and build the new $30M building, I would like to see the figure for the land acquisition for the parking structure as that comes into play Tracy Ochsner; yes, that is where the parking structure was planned Kelly DiMartino; because we already have land for the parking structure, do we have existing other city land for the parking structure, or would we have to purchase that? Tracy Ochsner; we do have some ideas for existing city land for the parking structure. Kelly Ohlson; I am glad you are bringing this back – 15-year plan doesn’t make a lot of sense to me We kind of have to do the 5-eyar plan anyway. Emily Francis; what is the 5-year plan? Denzel Maxwell; 5-year plan is to mitigate current issues which include several things such as; building a jury box, utilizing some of the parking services area on the first floor as we have new space for them to take over. The approximate cost for the 5-year plan is $2M or less. Travis Storin; the 5-year plan is a bridge to something else whether that is a partnership with the County or a new building. Kelly Ohlson; we could decide sooner if the County option drags on to just go ahead with a new structure. Option 2 will become Option 3. How much of that is used by the next stuff? Not all wasted money Tracy Ochsner; for the 5-year plan – it is kind of difficult to say before we design – I could see some opportunity- especially if we have some kind of front desk capability which could be used for 281 as well Kelly Ohlson; 1 ½ year and in a new facility in 3 years but giving the Judge what she needs - Kelly DiMartino; 15-year plan – at some point it is irresponsible to not confirm this is still the best path given some of the new things we have discovered. The need is very real right now for the Court - we have to move forward with something up to a 5-year plan. Would give us some breathing room to explore. Kelly Ohlson; I think you are right to have brought this to us – I don’t think the 15-year is fiscally responsible – I think we go with the 5-year plan - which could turn into 2 or 3 and remain open to do our own structure and keep the dialog open with the County. I really like that you don’t lead us to a certain outcome. –you kind of said we have to do the 5-year plan anyway and then we figure out the long-term plan in the next 2- 3 years. Travis Storin; what are the flaws in the 15-year plan? Emily Francis; for $1-6 M more you could have a facility that fits for the next 50 years not just 15 years Kelly Ohlson; and designed specifically for the court, which is a real issue. Kelly DiMartino; HVAC has to be done either way. Page 6 of 126 Jeni Arndt; we would just be back at the table in 15 years – I would be in favor of the new building. Would we be selling something if we do our own building? Tracy Ochsner; selling 281 N. College has always been part of the Civic Center Master Plan. Jeni Arndt; I would give our County partners a deadline. I would go forward with the 5-year plan and say, we are moving, if it makes sense to join together, but if we don’t hear in 2 years we are doing it just to give some certainty. It is an expensive time to build, but I am not sure it will get any less expensive. I would go with the 5-year plan. I would think we would want to control our own destiny, unless we get a firm commitment from the County sooner rather than later. Emily Francis and Kelly Ohlson; agree with Mayor Arndt. Kelly Ohlson; why does it cost $2M to move offices from one location to another? Tracy Ochsner; the parking services example is almost offices for offices. We wouldn’t have a lot of renovation except for a front counter area. We haven’t gone down this path very far yet, because we wanted to talk with you first. What will we move into the current Parking Services area? The big question there is; secure or not secure, which impacts costs significantly. We haven’t had a chance to make sure we program the existing parking services area into what we need. Kelly Ohlson; things won’t get any cheaper, but they may level off. Tracy Ochsner; we have not designed that because we wanted to get your feedback first. Travis Storin; no statement of preference Kelly Ohlson; what do you think of what we are saying? The three of us seem to be thinking of the 5-year plan and then be prepared to move a little quicker on our own building. How comfortable are you and was that the direction you were hoping for? We still want to work with the County to see if we can get an answer from them. It would be great to be all in one building and leverage one set of security infrastructure. This would give ourselves a year or 2 to explore what the county can do. If not, we will move forward with a new building. Judge Heuser; it does make sense to be in one building – in Loveland, the municipal and county courts are in the same facility. I don’t’ want to have to go forward and then have to revisit this again. My hesitation comes from the idea that the County is dependent on the voters approving the bond. I don’t’ know if there is an appetite for that right now – and there is a lot that has to go into that negotiation such as we are looking at over 20,000 square feet in our current space. Not having the experience of negotiating with the County in the past – not sure how that will play out – probably would be a lot to go into making sure we don’t get asked to leave again. Kelly DiMartino; there is a lot of work that we have to figure out. One thing we have talked about was if that was some sort of partnership around the land would be dependent on permanent occupancy of the municipal court in that space. We have some levers to talk about if we went down that path. I have heard clearly from this committee that we should move forward with the 5-year plan which means a 2–3-year runway to figure something out so we know what the long-term plan looks like. Page 7 of 126 Kelly Ohlson; so glad you don’t make decisions ahead of bringing issues here. I like how we operate, but I do value your opinions. Are the five of you in the like mind on how you think we should progress? Are you comfortable with the feedback from the committee? Denzel Maxwell; I am comfortable with the feedback from the committee. We brought three good options to you, and we can make any direction work. Kelly DiMartino; I met with Carrie Daggett and Judge Heuser – I don’t want to speak on their behalf, but they are less comfortable with the partnership option due to the concern around the timing and feasibility. As long as there is a 5-year window, was alignment around that as a good approach. I think they would both be comfortable with the 15-year plan as well. Emily Francis; when is this coming to Council? Travis Storin; there are two appropriations that previous councils have made – most of which is still remaining – We might need to return for another appropriation if we go ahead with the 5-year plan. I will defer to Tracy on that. I don’t think there is an eminent council action at this time. If we would decide to build, there would most likely be a debt issuance at that time. Emily Francis; what is happening with the funds we haven’t used? Tracy Ochsner; some of it will go for the design – I will have to see what we think the revised scope looks like – we will still be using some of that for designing the HVAC – using part of the appropriation for design of the HVAC. I am not sure how much of that was for HVAC design. Judge Hueser; I think the original thought was, when it was going to be 215 and the HVAC had to be done anyway, it made sense to address them together. We are now in a position where the projects are diverging a bit. Jeni Arndt; if we are going to be putting in some very climate wise HVAC, would there be some funding from the state to help? Kelly Ohlson; even if we decide we want to do a new building, we still have to do the 5-year plan? Come back to us, if in 18 months, if the County option is not progressing – we think we need to go ahead with our own building. Travis Storin; that is in consistent with the runway concept we heard from Kelly DiMartino. If we move in the full build direction, we would be back in front of you; 1 year of design and 18 months - 2 years for construction. Judge Hueser; I really appreciate that clarification Councilmember, my biggest concern is that we have been working on this and we don’t want it to fall by the wayside. The court space we have now is not meeting our needs. Jeni Arndt; the public deserves to feel like they are in a court when they are in a court – I think it is responsive to the residents in terms of what good governance is - full favor of a court that feels like a court – Page 8 of 126 215 Mason HVAC Replacement Update Tracy Ochsner; this is a complementary project to whatever we decide to do We have two rooftop HVAC units and if one of the two units fails then one half of the building goes down. Page 9 of 126 Looking at options for dual fuel or fully electrified systems Costs $4.5 - 9M - All options align with our climate future Compare these systems. If this committee wants, we can come back to share a recommendation. I don’t have costs for each of the options, but that will be vetted out and we will develop a recommendation. Mayor Arndt; are we pursuing state grants – seems like there might be something out there – state and federal dollars Tracy Ochsner; we will uncover every rock we can to fund some of these systems. IRA Inflation Reduction Act – looks very promising for funding part of this. We will go after it. Police Services building will be coming forward in BFO. Travis Storin; we get pretty aggressive with grants development for finding funding for these projects - every dollar we get is a dollar of tax that we do not need to spend. There is an intersection in the grants question with the design phase here - each of the 3 options that Tracy outlined carry very different design implications because of the internal duct work and the work that needs to be done inside the building, so that is one of our complexities in trying to ferret out which of the options because they look so different. Stu Reeves; not as simple as replacing the roof top units as there is a lot of internal infrastructure we have to deal with. This duct work gets pretty invasive. Each unit supports ½ of the building but are separate systems which was not good design. We are embracing the opportunity to combine the systems together, so we have redundancies in the building. Stay with link our climate future goals. Kelly Ohlson; how long each system works? How long a life is expected? Climate, operations and maintenance. Considering how it fits with being a model of some of the retrofitting and climate things we are doing in the city, cost, life cycle, O&M Stu Reeves; life cycle cost analysis of all of these systems – we are not replacing anything that does not have at least have 25–30-year lifecycle. We would like to lead by example. Mayor Arndt; thinking the geothermal bore will be more expensive – but it does feel like the costs have come down. That might be the forward thinking that might really pay off in the future. Stu Reeves; ties together – looking at those funding opportunities Geothermal is a key word when looking at a tax credit – city is looking at an RFP for a 3rd party tax consultant Having that 3rd party, they start walking alongside you and can also influence based on funding that might be attached to these types of systems. Mayor Arndt; our Governor is very pro geothermal. Travis Storin; the clarity you provided on the court will also provide clarity on the HVAC conversation. What is the risk of the equipment on the roof right now? That is the risk we are working with right now. Meeting adjourned at 5:02 pm. Page 10 of 126 Page 11 of 126 1 COUNCIL FINANCE COMMITTEE AGENDA ITEM SUMMARY Staff: Ginny Sawyer, Sr. Project Manager Travis Storin, Chief Financial Officer Joe Wimmer, Senior Analyst Date: July 3, 2024 SUBJECT FOR DISCUSSION Community Capital Improvement Tax Renewal EXECUTIVE SUMMARY The purpose of this item is to begin consideration of a community capital tax program for voter consideration in November 2025. GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED 1. What questions does Council Finance Committee have on the initial projects listed? 2. What additional considerations does Council Finance Committee want included in the process? BACKGROUND/DISCUSSION The City of Fort Collins has a 40+ year history of utilizing voter approved sales tax initiatives to fund major capital projects. While many communities rely on bonding for capital projects, Fort Collins has committed to a “pay as we go” model that has benefited the community through project engagement and utilizing tax collection from both residents and non-residents. Past tax packages have demonstrated that core elements of success include: - Benefiting the community as a whole both geographically and by interest; and - Including projects that can leverage other funding and partnerships. The current Community Capital Improvement Program (CCIP) tax will expire December 31, 2025. A renewal package will be offered to voters in November 2025. Staff has begun the initial work of identifying projects either identified in masterplans or flagged as needed capital. This is not a staff recommended list but a first collection of potential projects. The project list will continue to be refined over the next 12 months through Council interaction and public engagement. Some details of note: • Staff is researching other communities that use a revolving loan fund for affordable housing and looking at the possibility of bonding against CCIP housing fund money to create a similar program. • The Laporte Avenue redesign is not in any masterplan. This project came from a resident a few years ago and staff offered adding it to potential projects for consideration. Page 12 of 126 2 • Projects will be further vetted to ensure they are more capital implementation than feasibility/planning outcomes. Projects will also be vetted for scalability. • While geographic disbursement of projects is a priority, the bulk of City-owned property and Poudre River reaches with associated plans are located in the downtown area. NEXT STEPS Staff will continue to vet and refine offers as mentioned above. An outreach plan will be developed and this item will come to a full council work session on August 27, 2024. The timeline anticipates Council referring a ballot measure in July/August 2025 for the November 2025 ballot. Proposed Projects: Vision Zero Plan – Arterial Intersection Improvements: $10M This project provides an annual fund for improvements to arterial intersections with safety improvements for all travel modes. This funding has allowed City staff to provide needed design, local match for grants, and construction funding, for previous major arterial intersection improvements. From the 10-year Transportation Capital Improvement Program (TCIP), notable planned projects include: - Shields and Prospect Intersection Improvements - Shields and Horsetooth Intersection Improvements - Drake and Lemay Intersection Improvements - College and Drake Intersection Improvements Active Modes Plan – Bike and Grade Separated Crossings: $20M This project provides an annual fund to construct bicycle infrastructure as recommended in the Active Modes Plan (AMP). This includes linear facility improvements such as buffered and separated bike lanes as well as spot treatments or crossing improvements such as bike/ped signals and protected intersections. Projects have been prioritized using the outcomes-based evaluation measures of network connectivity, access to transit, safety and comfort, and health and equity, with an emphasis on Safe Routes to Schools. This fund will combine the previous CCIP Bicycle Infrastructure Improvements and CCIP Bike/Ped Grade Separated Crossing Funds so will also fund pedestrian underpass projects that align with the AMP and the Strategic Trails Master Plan, as well as aligns with our Vision Zero action plan. Active Modes – Pedestrian Plan: $16M This project provides an annual fund for construction of missing and ADA deficient sidewalks to complete the build out of the City network as well as pedestrian crossing improvements recommended in the Active Modes Plan. This funding provides approximately 1.5 to 2 miles of new sidewalk per year. Priority is given to areas near schools to advance the Safe Routes to School Program, as well as along arterial roads. Fund can also provide for local grant match. Willow Street Streetscape: $5.3M This project would create a better urban design corridor along Willow Street from Linden to Lincoln extending the previous work done on Willow Street west of Linden. The project assumes two travel lanes, two parking lanes, two bike lanes with 3-foot buffers and two 8-foot wide sidewalks. Jefferson Street (College to Linden): $6.8M Page 13 of 126 3 Creating a corridor similar to the recently completed Linden Street project on Jefferson from College Ave to Linden Street. Two drive lanes with a two-way center left turn lane through the corridor. The sidewalks would be improved to be 22' wide similar to Linden Street. Jefferson Street (Linden to Mountain): $7.4M Creating a corridor similar to the recently completed Linden Street project on Jefferson from College Ave to Linden Street. Two drive lanes with a two-way center left turn lane through the corridor. The sidewalks would be improved to be 22' wide similar to Linden Street. Laporte and College Plaza: $7.6M The purpose of this project is to create an improved urban design and bike/ped space on Laporte from College to Mason. The project would include 3 travel lanes and 2 8-foot buffered bike lanes west of College and 2 travel lanes with 2-8 foot buffered bike lanes East of College. The project would create a pedestrian plaza in the area surrounding College and Laporte. Transfort Bus Stop Enhancements: $1M Transfort was allotted $1M in the current CCIP. The first three years of CCIP funding (2016 through 2018) funded ADA improvements at 86 stops. The next 4 years of CCIP funding ($400,000) was leveraged as the local match for $1.5M in federal funds to complete ADA improvements at 134 stops, and purchase needed amenities throughout the service area, including 25 shelters, approximately 90 other amenities such as benches and trash cans. To date, 220 stops have seen ADA upgrades as a result of CCIP funding. There are approximately 40 bus stops remaining that require ADA upgrades and additional funding will be needed for additional amenities, and to maintain existing bus stops in a state of good repair for future riders. Transfort Bus Replacement: $5M Transfort leveraged $1M as local match to receive an additional $10.5M in other funding sources, mainly federal, to purchase 14 buses. In the next 10 years, 30 buses reach the end of their useful life including eight (8) 60FT articulated MAX buses. Replacing buses at the end of their useful life is pivotal to maintaining the fleet in a state of good repair, minimizing mechanical breakdowns and maximizing on time route performance, while also leading to lower lifetime maintenance costs. Transfort Maintenance Facility: $16M The vision for an expanded or new facility includes sufficient office space, training facilities, maintenance bays, and bus parking facilities to house the additional buses needed for expanded service. A new facility includes the potential for mixed use commercial space, and a new publicly accessible transit station. Current estimate for a new facility is approximately $77M, not including design costs. This CCIP funding request would be leveraged with federal grant dollars at a match rate of 80% federal funds and 20% local match and would be used toward the design and expansion of the existing facility, and/or design and construction of a new facility. Nature in the City (NIC): $1.5M NIC projects provide opportunities for people to interact with and become stewards of their surrounding environment. These projects increase wildlife values by creating stronger connectivity between larger patches of urban habitat, such as natural areas and City parks. By funding both internal City efforts and public/private partnerships, the community integrates diverse, native landscapes from the center of Fort Collins to the edges of the Growth Management Area. Page 14 of 126 4 Housing Fund: $10M Staff is researching potential new use of housing fund dollars including bonding against the amount to create a revolving loan fund. We have also confirmed with local housing providers that any amount of gap funding is a value. Lee Martinez Farm Plan and Refresh: $2.6M Preserving and expanding inclusive outdoor recreation opportunities reflects the values that make Fort Collins a truly special place to live, work, and play. This project funds a plan and vision for the future of the Farm at Lee Martinez Park along with capital funding to make enhancements and expansion to the Farm. Mulberry Pool Replacement and Expansion: $26.8M Mulberry Pool is the only pool in Fort Collins that provides a small year-round leisure pool that serves families. Mulberry also provides lap lanes for both the community, Poudre School District swim teams and club teams along with swim lessons for swimmers of all abilities. A new modern facility would better serve the growing needs of Fort Collins. The facility could include a full warm water leisure pool with zero entry, slide(s) and other play features. The facility will also include at least 6 lap lanes to maintain the current level of service for the Fort Collins swim community. Pickleball Complex: $4M A pickleball complex feasibility study is underway to determine if a community park site can close the gap in the short-term while waiting for future community parks to be built. Building a 12-court complex would cost approximately $4M. Strategic Trails Implementation: $10M The Strategic Trail Plan will be completed in 2024 and early 2025. Additional annual funding will support the current Conservation Trust funding and expedite project delivery as developed by the plan. Dog Parks: $2.5M Funding would implement two new dog parks and bring existing dog parks up to the same standard. Bike Park: $5M Implement first phase of a bike park based on feedback gathered in a future bike park feasibility study. Children’s Garden and Infrastructure Upgrades: $4.9M The Children's Garden was the first to open to the public 20 years ago. The field of informal learning in nature has matured greatly and the garden is showing its age. A comprehensive renovation will rejuvenate the space, better align with current learning theory, and address drainage and maintenance issues. The full scope of the Children's Garden construction project includes the garden itself, along with reconsiderations of the entry and access sequence for families as well as school groups, along with including art elements and interpretive signage. Historic Trolley Building Restoration: $15.4M The historic Car Barn/Trolley Building at 330 N Howes St, which has been stabilized for use as interim storage for the Museum of Discovery, provides an opportunity for an iconic structure to be rehabilitated and adapted for a community-centered use. The 2017 Downtown Master Plan identifies the building for restoration and repurposing into a local attraction. Page 15 of 126 5 Police Detention Remodel: $400K This project is a remodel of the detention area at the Police Station to make the total area in the building more useable. Since the original construction of the Police Station, the detention area has not been used because of regulatory restrictions and currently acts as a storage facility. Catering Kitchen at the Lincoln Center: $2.6M The Lincoln Center’s event catering kitchen is in need of a full remodel. The kitchen has not been updated since its time serving as the kitchen for Lincoln Junior High prior to that property becoming The Lincoln Center in 1977. The kitchen is crucial to reputation and operations as an event center. Numerous operational aspects need to be updated. Museum of Discovery Artifact Storage and Care: $2.9M This project creates clean, safe, climate controlled, publicly accessibility, housing for historic Museum artifacts. New storage will replace the current off-site storage located in the historic Trolley/Car Barn building. Relocating the Museum's storage will allow for public use for the historic Car Barn building. Downtown River Projects: $2-$32M The Downtown reaches of The Cache la Poudre River – the sections from Shields Street to Mulberry ‐were planned in the Downtown River Plan. Whitewater Park, considered Reach 3, was completed in the last CCIP. Both Reach 2 (including Lee Martinez and Legacy Parks) and Reach 4 (including Old Fort Collins Heritage Park) are potential next phase projects. Options for implementation would be full funding at $32M for Reach 2 or $22M for Reach 4 or looking to progress public outreach and conceptual design in both areas for $2M. Construction Waste Diversion Equipment Replacement: $2.2M Five pieces of heavy machinery are included in this offer. The Crushing and Recycling Facility is a significant contributor to waste diversion and provides recycled materials to the public. In 2023, this facility processed approximately 138,000 tons of concrete and asphalt for reuse and diverting this material from the landfill. Shared Commercial Kitchen: $1M This project will create a (feasibility study) shared commercial kitchen and co-working space to help fill a gap in the food business and entrepreneurial eco-system. With the increase in entrepreneurial food businesses, particularly in our underserved and underrepresented communities, Fort Collins has some infrastructure challenges to best support these endeavors. Downtown Parks Shop: $11.2M The Parks Department has been built on a district model for maintenance activities. The current downtown site is located in a refurbished commercial warehouse which is near the end of its useful life and will be displaced as part of the Civic Center Master Plan. A new facility in the downtown area will house not only the local support staff but also the crews which support the horticultural areas around our facilities and throughout the public areas and trail systems. Two districts will work out of this facility providing efficient operations in a timely manner to the public. Attachments; 1) Presentation 2) 2026-2035 CCIP Project Proposals Page 16 of 126 Headline Copy Goes Here Travis Storin -Chief Financial Officer Ginny Sawyer -Lead Policy and Project Manager Joe Wimmer –Senior Financial Analyst Community Capital Improvement Program (CCIP) ¼-cent Tax Renewal Council Finance Committee April 23, 2024 Page 17 of 126 Headline Copy Goes HereDirection Sought 2 What questions does Council Finance Committee have on the initial projects listed?01 What additional considerations does Council Finance Committee want included in the process? 02 Page 18 of 126 Headline Copy Goes HereDedicated Capital Tax Since 1973 3 4.35% Page 19 of 126 Headline Copy Goes Here Building on BasicsChoices ‘95Designing Tomorrow Today Capital Quarter-Cent 4 1973-1980 •Lincoln Center •Mulberry Pool •Fire Station #4 •City Hall Building •Main Library •Parks Acquisition •Sewer to Andersonville/Alta Vista •Street Improvements 2006-2015 •Fort Collins Museum of Discovery •Senior Center Expansion •Bicycle Program Plan Implementation •North College Avenue Improvements •Pedestrian Plan and ADA Improvements 1990-1997 •Major Street Improvements •Senior Center •Eastside Park •Southwest Community Park Land Acquisition •Indoor Pool Renovations •Fire Station #10 Land Acquisition Page 20 of 126 Headline Copy Goes Here 5 Capital Tax – Lessons Learned Helpful to… -Advance projects from Master Plans that have been informed by community input. -Ensure items put forth represent community desires and priorities across broad geography, types of services, and personal passions. -Utilize community engagement to help prioritize projects and programming. Have learned to… -Adjust for inflation and add on years of operation and maintenance. -Balance flexibility and specificity to ensure voters get what the ballot promised while allowing flexibility to take advantage of unforeseen opportunities (grants, development, etc.) -Avoid singular projects that would absorb a majority of the funding. -Solidify a plan far enough in advance of referral to ensure adequate budgeting analysis and community awareness. The last two measures passed with 80% voter approval Page 21 of 126 Headline Copy Goes Here 6 Capital Tax – Successful Project Package Asset Management & Master Plans Council Priorities Community Appeal Page 22 of 126 Headline Copy Goes Here Page 23 of 126 Headline Copy Goes Here 8 Totals & Summary ¼ Cent Tax Revenue •$11M annual revenue (2024) •$110M total revenue 2025-2026 Submitted Projects •$200M total project submittals to-date (2024) Culture 13% Natural Areas 1% Parks & Recreation 31% Public Safety 1% Transportation/Engineering 48% Environment 1% Housing 5% Economic Health 1% Page 24 of 126 Headline Copy Goes Here 9 Transportation & Engineering Vision Zero Plan – Arterial Intersection Improvements: $10M •Previously Arterial Intersection Improvements ($6M) Active Modes Plan – Bike and Grade Separated Crossings: $20M •Previously Bicycle Infrastructure Improvements $5.0 M, and Bike/Ped Grade Separated Crossing Fund $6.0 M Active Modes – Pedestrian Plan: $16M •Previously Pedestrian Sidewalk / ADA-Compliance $14.0 M •Willow Street Streetscape: $5.3M •Jefferson Street (College to Linden): $6.8M •Jefferson Street (Linden to Mountain): $7.4M •Laporte and College Plaza: $7.6M Page 25 of 126 Headline Copy Goes Here 10 Transit Transfort Bus Stop Enhancements: $1M •Previously Bus Stop Improvements $1.0 M Transfort Bus Replacement: $5M •Previously Transfort Bus Fleet Replacement $2.0 M Transfort Maintenance Facility: $16M Page 26 of 126 Headline Copy Goes Here 11 Funds Nature in the City (NIC): $1.5M •Previously Nature in the City $3.0 M Housing Fund: $10M •Previously Affordable Housing Fund $4.0 M Page 27 of 126 Headline Copy Goes Here 12 New Community Amenities •Lee Martinez Farm Plan and Refresh: $2.6M •Mulberry Pool Replacement and Expansion: $26.8M •Pickleball Complex: $4M •Strategic Trails Implementation: $10M •Dog Parks: $2.5M •Bike Park: $5M •Children’s Garden and Infrastructure: $4.9M •Historic Trolley Building Restoration: $15.4M Page 28 of 126 Headline Copy Goes Here 13 Other •Police Detention Remodel: $400K •Catering Kitchen at the Lincoln Center: $2.6M •Museum of Discovery Artifact Storage and Care: $2.9M •Downtown River Projects: $2-$32M •Construction Waste Diversion Equipment Replacement: $2.2M •Shared Commercial Kitchen: $1M •Downtown Parks Shop: $11.2M Page 29 of 126 Headline Copy Goes Here Page 30 of 126 Headline Copy Goes Here 15 2024-2025 Timeline February 13 Work Session Feb/March June/July Dec ‘24~Aug ‘25 August - NovemberApril/May June 11 Work Session May Council Finance Committee (refine potential projects) Begin Engagement August 27 Council Work Session March Council Finance Committee (develop guiding principles, input on potential projects) April 23 Work Session July 3 Council Finance (CCIP Update) December 2024 Staff-recommended CCIP Package + 2025 Engagement Plan Feb 2025 Initiate Engagement August 2025 Refer CCIP Ballot Language Page 31 of 126 Headline Copy Goes Here 16 Tax Renewals Over Time Long-term Look at Possible Tax Renewals ASSUMES 10 YEAR TERMS 20502045204020352030202520202015 Open Space Yes (25 yr.) | 2006 - 2030 KFCG (10 yr.) | 2011 - 2020 KFCG.25 (10 yr.) | 2021 - 2030 Assume KFCG (10 yr.) | 2031 - 2040 Street Maintenance (10 yr.) | 2016 - 2025 Assume Street Maintenance (20 yr.) | 2026 - 2045 Community Capital Improvement (10 yr.) | 2016 - 2025 Assume Capital Renewal (10 yr.) | 2026 - 2035 Assume Capital Renewal (10 yr.) | 2036 - 2045 2050 Tax Parks, Climate, Transit (26 yr.) | 2024 - 2050 Assume Open Space Yes (25 yr.) | 2035 - 2050 Page 32 of 126 Headline Copy Goes HereDirection Sought 17 What questions does Council Finance Committee have on the initial projects listed?01 What additional considerations does Council Finance Committee want included in the process? 02 Page 33 of 126 Headline Copy Goes Here 18 Laporte Ave Redesign Page 34 of 126 Headline Copy Goes Here 19 Laporte Ave Redesign Page 35 of 126 Headline Copy Goes Here 20 Capital Tax 2016-2025 Current Engineering/Transportation-Type Funds •Arterial Intersection Improvements $6.0 M •Bicycle Infrastructure Improvements $5.0 M •Bike/Ped Grade Separated Crossing Fund $6.0 M •Bus Stop Improvements $1.0 M •Pedestrian Sidewalk / ADA-Compliance $14.0 M •Transfort Bus Fleet Replacement $2.0 M New Program Funds •Affordable Housing Fund $4.0 M •Nature in the City $3.0 M Current Capital-Type Projects •Lincoln Ave. Bridge $5.3 M •Linden St. Renovation $3.0 M •SE Community Center w. Pool $14.0 M •Gardens on Spring Creek Visitor's Center $2.0 M •Willow Street Improvements $3.5 M •Carnegie Bldg. Renovation $1.0 M •City Park Train $350K •Club Tico Renovation $250k •Downtown Poudre River Enhancements Whitewater Park $4.0 M Approximately half of revenue used for engineering/transportation related activities and half used for new capital amenities Page 36 of 126 2026-2035 Community Capital Improvement Program (CCIP) DRAFT July 3, 2024 Council Finance Committee All Project Proposals 1 Page 37 of 126 10-year 1/4c - All Proposals Proposed Proposed Proposed Proposed Proposed Proposed Proposed Proposed Proposed Proposed 10-Year Project Name Standalone Projects 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 Total Vision Zero Plan - Arterial Intersection Improvements - 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 10,000 Active Modes Plan - Bike & Grade Separated Crossing Program - 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 20,000 Active Modes Plan - Pedestrian Program - 1,600 1,600 1,600 1,600 1,600 1,600 1,600 1,600 1,600 1,600 16,000 Willow Street Streetscape 5,318 - - - - - - - - - - 5,318 Jefferson Street Improvement Project (College to Linden)6,838 - - - - - - - - - 6,838 Jefferson Street Improvement Project (Linden to Mountain)7,384 - - - - - - - - - - 7,384 Laporte and College Plaza 7,646 - - - - - - - - - - 7,646 Transfort Bus Stop Enhancements - 100 100 100 100 100 100 100 100 100 100 1,000 Transfort Bus Replacement - 500 500 500 500 500 500 500 500 500 500 5,000 Transfort Maintenance Facility 16,000 - - - - - - - - - - 16,000 Housing Fund - 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 10,000 Nature in the City - 150 150 150 150 150 150 150 150 150 150 1,500 Lee Martinez Farm Area Plan and Refresh 2,600 - - - - - - - - - - 2,600 Mulberry Pool Replacment and Expansion 26,850 - - - - - - - - - - 26,850 Pickleball Complex 4,000 - - - - - - - - - - 4,000 Strategic Trails Plan Implementation - 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 10,000 Dog Park Strategic Plan and Phase 1 Implementation 2,500 - - - - - - - - - - 2,500 Bike Park Phase 1 5,000 - - - - - - - - - - 5,000 Gardens on Spring Creek - Children's Garden & Infrastructure 4,950 - - - - - - - - - - 4,950 Historic Trolley Building Resoration and Activation 15,444 - - - - - - - - - - 15,444 Police Detention Remodel 403 - - - - - - - - - - 403 Catering Kitchen Code Compliance at The Lincoln Center 2,634 - - - - - - - - - - 2,634 Museum of Discovery Artifact Storage Facility 2,950 - - - - - - - - - - 2,950 Downtown River Park(s) 2,000 - - - - - - - - - - 2,000 Construction Waste Diversion Equipment - Hoffman Mill Facility 2,204 - - - - - - - - - - 2,204 Shared Commercial Kitchen 1,000 - - - - - - - - - - 1,000 Downtown Parks Shop 11,180 - - - - - - - - - 11,180 Annual Project Total 126,901 7,350 7,350 7,350 7,350 7,350 7,350 7,350 7,350 7,350 7,350 200,401 Projected Annual Revenue $11,000 $11,000 $11,000 $11,000 $11,000 $11,000 $11,000 $11,000 $11,000 $11,000 110,000 CCIP Reserve $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Balance $3,650 $3,650 $3,650 $3,650 $3,650 $3,650 $3,650 $3,650 $3,650 $3,650 Inputs Project Inflationary Adj 0.0%0.0%0.0%0.0%0.0%0.0%0.0%0.0%0.0%0.0% Sales Tax Annual Growth 0.0%0.0%0.0%0.0%0.0%0.0%0.0%0.0%0.0%0.0% * All in 2024 dollars. Inflation has not been included Ten-Year Community Capital Improvement Program (CCIP) Page 38 of 126 CCIP Project Summary Project Title:Vision Zero Plan - Arterial Intersection Improvements Project Year(s): 2026 to 2035 Department:Engineering Project Location: City-wide Strategic Outcome:Transportation & Mobility Type:Repair/Replace Strategic Objective: Previous CCIP Funding: Project Description: 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 10 year totals 300$ 300 300 300 300 300 300 300 300 300 3,000$ 100$ 100 100 100 100 100 100 100 100 100 1,000$ 3,600$ 3,600 3,600 3,600 3,600 3,600 3,600 3,600 3,600 3,600 36,000$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ 4,000$ 4,000$ 4,000$ 4,000$ 4,000$ 4,000$ 4,000$ 4,000$ 4,000$ 4,000$ 40,000$ Source of Estimate: Operating & Maintenance (O&M): O&M Start Year:N/A Financial Narrative & Timing Consideration:Estimated Operating Cost Description: Project Funding Source 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 10 year totals 1,000$ 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 10,000$ Building on Basics Reserves -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ 2,000$ 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 20,000$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ 2050 Tax -Parks, Rec, Transit, Climate -$ - - - - - - - - - -$ 1,000$ 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 10,000$ -$ - - - - - - - - - -$ 4,000$ 4,000$ 4,000$ 4,000$ 4,000$ 4,000$ 4,000$ 4,000$ 4,000$ 4,000$ 40,000$ Project Schedule and Estimate T&M 1 - DRAFT: Make significant progress toward the Vision Zero goal to have no serious injury or fatal crashes for people walking, biking, rolling or driving in Fort Collins $6,000,000 Total New CCIP Funding: $10,000,000 This project will provide an annual fund for improvements to arterial intersections with safety improvements for all travel modes. This funding has allowed City staff to provide needed design, local match for grants, and construction funding, for previous major arterial intersection improvements. This program will be focused on implementing the transportation infrastructure required to support our Vision Zero action plan, as the arterial intersection improvements are located on our High Injury Network. From our 10-year Transportation Capital Improvement Program (TCIP), notable planned projects include: - Shields and Prospect Intersection Improvements - Shields and Horsetooth Intersection Improvements - Drake and Lemay Intersection Improvements - College and Drake Intersection Improvements Grants Design/Admin Fees Right of Way Construction Technology Other City Engineering N/A CCIP funding has historically been leveraged for local match of state and federal capital project grants. "Other" funding sources are project dependent and can be comprised of General Fund Reserves, TCEF, additional state and local matching funds. Consistent year-to-year funding amounts is preferred to assist PDT in planning for project planning and grant matching. No impact to ongoing operation and maintenance is expected. By replacing existing aging intersections, the replacement program will save operational costs to maintain the City's transportation infrastructure. CCIP Sales Tax General Fund Debt Issuance Other Other Donations KFCG Fund Transit Services Fund Capital Expansion Fund Parking Fund Recreation Fund Page 39 of 126 CCIP Project Summary Project Title:Active Modes Plan - Pedestrian Program Project Year(s): 2026 to 2035 Department:Engineering Project Location: City-wide Strategic Outcome:Transportation & Mobility Type:Repair/Replace Strategic Objective: Previous CCIP Funding: Project Description: 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 10 year totals 150$ 150 150 150 150 150 150 150 150 150 1,500$ -$ - - - - - - - - - -$ 1,450$ 1,450 1,450 1,450 1,450 1,450 1,450 1,450 1,450 1,450 14,500$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ 1,600$ 1,600$ 1,600$ 1,600$ 1,600$ 1,600$ 1,600$ 1,600$ 1,600$ 1,600$ 16,000$ Source of Estimate: Operating & Maintenance (O&M): O&M Start Year:N/A Financial Narrative & Timing Consideration:Estimated Operating Cost Description: Project Funding Source 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 10 year totals 1,600$ 1,600 1,600 1,600 1,600 1,600 1,600 1,600 1,600 1,600 16,000$ Building on Basics Reserves -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ 2050 Tax -Parks, Rec, Transit, Climate -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ 1,600$ 1,600$ 1,600$ 1,600$ 1,600$ 1,600$ 1,600$ 1,600$ 1,600$ 1,600$ 16,000$ Project Schedule and Estimate T&M 1 - DRAFT: Make significant progress toward the Vision Zero goal to have no serious injury or fatal crashes for people walking, biking, rolling or driving in Fort Collins $14,000,000 Total New CCIP Funding: $16,000,000 This project will provide an annual fund for construction of missing and ADA deficient sidewalks to complete the build out of the City network as well as pedestrian crossing improvements recommended in the Active Modes Plan. This funding provides approximately 1.5 to 2 miles of new sidewalk per year. This includes new sidewalk and combined bike/pedestrian path segments in areas of the City where sidewalks and/or bike lanes do not exist currently, or replacement is needed due to not meeting ADA width requirements. Priority is given to areas near schools to advance the Safe Routes to School Program, as well as along arterial roads. This program aligns with and helps execute our Active Modes Plan, as well as our Vision Zero action plan, and can provide local match for grants in support of AMP focused capital projects as needed. Grants Design/Admin Fees Right of Way Construction Technology Other City Engineering N/A CCIP funding has historically been leveraged for local match of state and federal capital project grants. "Other" funding sources are project dependent and can be comprised of General Fund Reserves, TCEF, additional state and local matching funds. Consistent year-to-year funding amounts is preferred to assist PDT in planning for project planning and grant matching. Some additional snow removal cost will be anticipated with the construction of additional sidewalk infrastructure. CCIP Sales Tax General Fund Debt Issuance Other Other Donations KFCG Fund Transit Services Fund Capital Expansion Fund Parking Fund Recreation Fund Page 40 of 126 CCIP Project Summary Project Title:Active Modes Plan - Bike and Grade Separated Crossing Program Project Year(s): 2026 to 2035 Department:Engineering Project Location: City-wide Strategic Outcome:Transportation & Mobility Type:Repair/Replace Strategic Objective: Previous CCIP Funding: Project Description: 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 10 year totals 500$ 500 500 500 500 500 500 500 500 500 5,000$ -$ - - - - - - - - - -$ 7,500$ 7,500 7,500 7,500 7,500 7,500 7,500 7,500 7,500 7,500 75,000$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ 8,000$ 8,000$ 8,000$ 8,000$ 8,000$ 8,000$ 8,000$ 8,000$ 8,000$ 8,000$ 80,000$ Source of Estimate: Operating & Maintenance (O&M): O&M Start Year:N/A Financial Narrative & Timing Consideration:Estimated Operating Cost Description: Project Funding Source 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 10 year totals 2,000$ 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 20,000$ Building on Basics Reserves -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ 4,000$ 4,000 4,000 4,000 4,000 4,000 4,000 4,000 4,000 4,000 40,000$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ 2050 Tax -Parks, Rec, Transit, Climate -$ - - - - - - - - - -$ 2,000$ 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 20,000$ -$ - - - - - - - - - -$ 8,000$ 8,000$ 8,000$ 8,000$ 8,000$ 8,000$ 8,000$ 8,000$ 8,000$ 8,000$ 80,000$ Project Schedule and Estimate T&M 1 - DRAFT: Make significant progress toward the Vision Zero goal to have no serious injury or fatal crashes for people walking, biking, rolling or driving in Fort Collins $11,100,000 Total New CCIP Funding: $20,000,000 This project will provide an annual fund to construct bicycle infrastructure as recommended in the Active Modes Plan (AMP). This includes linear facility improvements such as buffered and separated bike lanes as well as spot treatments or crossing improvements such as bike/ped signals and protected intersections. Projects have been prioritized using the outcomes-based evaluation measures of network connectivity, access to transit, safety and comfort, and health and equity, with an emphasis on Safe Routes to Schools. This fund will combine the previous CCIP Bicycle Infrastructure Improvements and CCIP Bike/Ped Grade Separated Crossing Funds. Therefore, this fund will also fund pedestrian underpass projects that align with the AMP and the Strategic Trails Master Plan, as well as aligns with our Vision Zero action plan. Grants Design/Admin Fees Right of Way Construction Technology Other City Engineering N/A CCIP funding has historically been leveraged for local match of state and federal capital project grants. "Other" funding sources are project dependent and can be comprised of General Fund Reserves, TCEF, additional state & local matching funds. Consistent year-to-year funding amounts is preferred to assist PDT in planning for project planning and grant matching. Some additional snow removal cost will be anticipated with the construction of additional bike and combined use bike/ped linear facilities. CCIP Sales Tax General Fund Debt Issuance Other Other Donations KFCG Fund Transit Services Fund Capital Expansion Fund Parking Fund Recreation Fund Page 41 of 126 CCIP Project Summary Project Title:Willow Street Streetscape - Linden to Lincoln Project Year(s): 2026 to 2027 Department:Engineering Project Location: Willow Street from Linden to Lincoln Strategic Outcome:Transportation & Mobility Type:New and Repair/Replace Strategic Objective: Previous CCIP Funding: Project Description: 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 10 year totals 581$ 476 - - - - - - - - 1,057$ -$ 275 - - - - - - - - 275$ -$ 3,986 - - - - - - - - 3,986$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ 581$ 4,737$ -$ -$ -$ -$ -$ -$ -$ -$ 5,318$ Source of Estimate: Operating & Maintenance (O&M): O&M Start Year:N/A Financial Narrative & Timing Consideration:Estimated Operating Cost Description: Project Funding Source 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 10 year totals 581$ 4,737 - - - - - - - - 5,318$ Building on Basics Reserves -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ 2050 Tax -Parks, Rec, Transit, Climate -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ 581$ 4,737$ -$ -$ -$ -$ -$ -$ -$ -$ 5,318$ Project Schedule and Estimate ECON 1 - Foster diverse and attractive employment opportunities, remove barriers to local businesses and bolster economic mobility by facilitating workforce development that aligns businesses drivers with worker capability $0 Total New CCIP Funding: $5,318,000 This project would create a better urban design corridor along Willow Street from Linden to Lincoln, extending the previous work done on Willow Street west of Linden. The project assumes two 11 foot travel lanes, two 8 foot parallel parking lanes, two 5 foot bike lanes with 3 foot buffers, and two 8 foot wide sidewalks. This street improvement ties the Downtown Plan into the river district and expands the feel of Old town. Grants Design/Admin Fees Right of Way Construction Technology Other City Engineering N/A It is unlikely that grant funds could be sought for this project. Timing of project commencement is flexible and can be dependent on CCIP funding availability. Since new infrastructure is being implemented, future O&M costs are projected to be less than current. CCIP Sales Tax General Fund Debt Issuance Other Other Donations KFCG Fund Transit Services Fund Capital Expansion Fund Parking Fund Recreation Fund Page 42 of 126 CCIP Project Summary Project Title:Jefferson Street Improvement Project (College to Linden) Project Year(s): 2027 to 2029 Department:Engineering Project Location: Jefferson Street from College to Linden Strategic Outcome:Transportation & Mobility Type:New and Repair/Replace Strategic Objective: Previous CCIP Funding: Project Description: 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 10 year totals -$ 923 615 - - - - - - - 1,538$ -$ - 113 - - - - - - - 113$ -$ - 3,631 1,556 - - - - - - 5,187$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ 923$ 4,359$ 1,556$ -$ -$ -$ -$ -$ -$ 6,838$ Source of Estimate: Operating & Maintenance (O&M): O&M Start Year:N/A Financial Narrative & Timing Consideration:Estimated Operating Cost Description: Project Funding Source 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 10 year totals -$ 923 4,359 1,556 - - - - - - 6,838$ Building on Basics Reserves -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ 2050 Tax -Parks, Rec, Transit, Climate -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ 923$ 4,359$ 1,556$ -$ -$ -$ -$ -$ -$ 6,838$ Project Schedule and Estimate ECON 1 - Foster diverse and attractive employment opportunities, remove barriers to local businesses and bolster economic mobility by facilitating workforce development that aligns businesses drivers with worker capability $0 Total New CCIP Funding: $6,838,000 This project creates a corridor similar to the recently completed Linden Street project on Jefferson from College Ave to Linden Street. Two 11' drive lanes with a two way center left turn lane through the corridor. The sidewalks would be improved to be 22' wide similar to on Linden Street. Grants Design/Admin Fees Right of Way Construction Technology Other City Engineering N/A It is unlikely that grant funds could be sought for this project. Timing of project commencement is flexible and can be dependent on CCIP funding availability. Since new infrastructure is being implemented, future O&M costs are projected to be less than current. CCIP Sales Tax General Fund Debt Issuance Other Other Donations KFCG Fund Transit Services Fund Capital Expansion Fund Parking Fund Recreation Fund Page 43 of 126 CCIP Project Summary Project Title:Jefferson Street Improvement Project (Linden to Mountain) Project Year(s): 2028 to 2030 Department:Engineering Project Location: Jefferson Street Linden to Mountain Strategic Outcome:Transportation & Mobility Type:New and Repair/Replace Strategic Objective: Previous CCIP Funding: Project Description: 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 10 year totals -$ - 1,116 479 - - - - - - 1,595$ -$ - - 414 - - - - - - 414$ -$ - - - 5,376 - - - - - 5,376$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ -$ 1,116$ 893$ 5,376$ -$ -$ -$ -$ -$ 7,385$ Source of Estimate: Operating & Maintenance (O&M): O&M Start Year:N/A Financial Narrative & Timing Consideration:Estimated Operating Cost Description: Project Funding Source 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 10 year totals -$ - 1,116 893 5,376 - - - - - 7,385$ Building on Basics Reserves -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ 2050 Tax -Parks, Rec, Transit, Climate -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ -$ 1,116$ 893$ 5,376$ -$ -$ -$ -$ -$ 7,385$ Project Schedule and Estimate ECON 1 - Foster diverse and attractive employment opportunities, remove barriers to local businesses and bolster economic mobility by facilitating workforce development that aligns businesses drivers with worker capability $0 Total New CCIP Funding: $7,385,000 This project creates a corridor similar to the recently completed Linden Street project on Jefferson from Linden Street to Mountain Ave. Two 11' drive lanes with a two way center left turn lane through the corridor. The sidewalks would be improved to be 22' wide similar to on Linden Street. Grants Design/Admin Fees Right of Way Construction Technology Other City Engineering N/A It is unlikely that grant funds could be sought for this project. Timing of project commencement is flexible and can be dependent on CCIP funding availability. Since new infrastructure is being implemented, future O&M costs are projected to be less than current. CCIP Sales Tax General Fund Debt Issuance Other Other Donations KFCG Fund Transit Services Fund Capital Expansion Fund Parking Fund Recreation Fund Page 44 of 126 CCIP Project Summary Project Title:Laporte and College Plaza Project Year(s): 2030 to 2033 Department:Engineering Project Location: Laporte Ave from College to Mason Strategic Outcome:Transportation & Mobility Type:New and Repair/Replace Strategic Objective: Previous CCIP Funding: Project Description: 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 10 year totals -$ - - - 797 797 - - - - 1,594$ -$ - - - - 38 - - - - 38$ -$ - - - 3,909 2,105 - - 6,014$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ -$ -$ -$ 797$ 835$ 3,909$ 2,105$ -$ -$ 7,646$ Source of Estimate: Operating & Maintenance (O&M): O&M Start Year:N/A Financial Narrative & Timing Consideration:Estimated Operating Cost Description: Project Funding Source 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 10 year totals -$ - - - 797 835 3,909 2,105 - - 7,646$ Building on Basics Reserves -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ 2050 Tax -Parks, Rec, Transit, Climate -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ -$ -$ -$ 797$ 835$ 3,909$ 2,105$ -$ -$ 7,646$ Project Schedule and Estimate ECON 1 - Foster diverse and attractive employment opportunities, remove barriers to local businesses and bolster economic mobility by facilitating workforce development that aligns businesses drivers with worker capability $0 Total New CCIP Funding: $7,646,000 The purpose of this project is to create an improved urban design and bike/pedestrian space on Laporte from College to Mason. The project would include 3-12 foot travel lanes and 2-8 foot buffered bike lane West of college and 2-12 foot travel lanes and 2-8 foot buffered bike lanes East of college. The project would create a pedestrian plaza in the area surrounding College and Laporte. Grants Design/Admin Fees Right of Way Construction Technology Other City Engineering N/A It is unlikely that grant funds could be sought for this project. Timing of project commencement is flexible and can be dependent on CCIP funding availability. Since new infrastructure is being implemented, future O&M costs are projected to be less than current. CCIP Sales Tax General Fund Debt Issuance Other Other Donations KFCG Fund Transit Services Fund Capital Expansion Fund Parking Fund Recreation Fund Page 45 of 126 CCIP Project Summary Project Title:Transfort Bus Stop Enhancements Project Year(s): 2026 to 2035 Department:Transfort Project Location: City-wide Strategic Outcome:Transportation & Mobility Repair/Replace Strategic Objective: Previous CCIP Funding: Project Description: 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 10 year totals -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ 500$ 500 500 500 500 500 500 500 500 500 5,000$ -$ - - - - - - - - - -$ -$ - - - -$ 500$ 500$ 500$ 500$ 500$ 500$ 500$ 500$ 500$ 500$ 5,000$ Source of Estimate: Operating & Maintenance (O&M): O&M Start Year:N/A Financial Narrative & Timing Consideration:Estimated Operating Cost Description: Project Funding Source 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 10 year totals 100$ 100 100 100 100 100 100 100 100 100 1,000$ Building on Basics Reserves -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ 400$ 400 400 400 400 400 400 400 400 400 4,000$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ 2050 Tax -Parks, Rec, Transit, Climate -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ 500$ 500$ 500$ 500$ 500$ 500$ 500$ 500$ 500$ 500$ 5,000$ Other Type: T&M 2 - Increase Transfort access and ridership by ensuring the City’s transit services provide safe, reliable and convenient alternatives to driving $1,000,000 Total New CCIP Funding: $1,000,000 Transfort was allotted $1,000,000 in previous CCIP funds, to be used toward bus stop improvements to ensure bus stops complied with the Americans with Disabilities Act of 1990 (ADA). The first three years of CCIP funding (2016 through 2018) funded ADA improvements at 86 stops. The next 4 years of CCIP funding ($400,000) was leveraged as the local match for $1.5M in federal funds, this increased the ‘buying power’ of our local dollars by 5-fold and allowed Transfort to complete ADA improvements at 134 stops, and purchase needed amenities including 25 shelters, and approximately 90 benches and trash cans. To date, 220 stops have seen ADA upgrades as a result of CCIP funding. There are approximately 40 bus stops remaining that require ADA upgrades, for which additional funding will be needed. CCIP funding will also be used to purchase additional amenities, and to maintain Transfort’s existing bus stops in a state of good repair for future riders. Transfort serves a total of 486 bus stops throughout Northern Colorado, 418 of these stops fall under Transfort’s jurisdiction for improvements and maintenance (other stops are maintained by partner agencies like CSU, Boulder, Longmont, and Loveland). Prior to 2022, maintenance of bus stops and acquisition of bus stop amenities was handled through a third-party advertising contract. However, since 2022 Transfort has been responsible for purchasing all new bus stop amenities and all maintenance costs associated with existing bus stops including maintaining all concrete pads in a state of good repair. Moreover, there are still a number of stops with ADA compliant concrete pads with either undersized or no amenities for riders. Research shows that increases in transit amenities like shelters, seating, and lighting lead to increases in ridership on public transit. CCIP funding will allow the purchase and installation of new and replacement bus stop amenities, including concrete pads, bus shelters, benches, bike racks, trash cans and lighting, and to maintain bus stops in a state of good repair and to ADA standards. This funding will ensure the safety and comfort of our current riders and likely lead to increases in transit ridership. Project Schedule and Estimate Design/Admin Fees Right of Way Construction Technology Parking Fund Transfort Staff N/A Historically, Transfort has utilized a significant portion of CCIP funding to leverage federal grant dollars at a match rate of 80% federal to 20% local dollars. Having guaranteed and consistent funding amounts assist Transfort in submitting strong federal and state grant applications that are more likely to be considered and awarded for funding. Current Operating and Maintenance costs for bus stops are about $125,000 annually and are not expected to significantly increase with the compliance work done on the stops. These costs are funded by Transfort's general fund contribution. CCIP Sales Tax General Fund Grants Donations KFCG Fund Transit Services Fund Capital Expansion Fund Recreation Fund Debt Issuance Other Other Page 46 of 126 CCIP Project Summary Project Title:Transfort Bus Replacement Project Year(s): 2026 to 2035 Department:Transfort Project Location: City-wide Strategic Outcome:Transportation & Mobility Repair/Replace Strategic Objective: Previous CCIP Funding: Project Description: 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 10 year totals -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ 3,300$ 3,300 3,300 3,300 3,300 3,300 3,300 3,300 3,300 3,300 33,000$ 3,300$ 3,300$ 3,300$ 3,300$ 3,300$ 3,300$ 3,300$ 3,300$ 3,300$ 3,300$ 33,000$ Source of Estimate: Operating & Maintenance (O&M): O&M Start Year:N/A Financial Narrative & Timing Consideration:Estimated Operating Cost Description: Project Funding Source 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 10 year totals 500$ 500 500 500 500 500 500 500 500 500 5,000$ Building on Basics Reserves -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ 2,800$ 2,800 2,800 2,800 2,800 2,800 2,800 2,800 2,800 2,800 28,000$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ 2050 Tax -Parks, Rec, Transit, Climate -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ 3,300$ 3,300$ 3,300$ 3,300$ 3,300$ 3,300$ 3,300$ 3,300$ 3,300$ 3,300$ 33,000$ Other Type: T&M 2 - Increase Transfort access and ridership by ensuring the City’s transit services provide safe, reliable and convenient alternatives to driving $2,000,000 Total New CCIP Funding: $5,000,000 Transfort's CCIP funding to-date of $1M has leveraged an additional $10.5M in other funding sources, to purchase 14 buses: six Compressed Natural Gas buses in 2018 and eight Battery Electric buses in 2023-2024. Prior to the 2018 bus replacements, Transfort was operating a fleet with 21% of vehicles past Transfort’s useful life benchmark. Currently 0% of vehicles are past Transfort’s useful life benchmark due to the ability to replace buses on a regular schedule over the past 6 years. Transfort has another remaining $1M in 2025 CCIP funds to be used toward bus purchases, these funds will be similarly leveraged in federal grant applications. In the next 10 years, Transfort will have at least 30 buses reach the end of their useful life that need to be replaced, including eight (8) 60FT articulated MAX buses. Moreover, the Federal Transit Administration (FTA) has launched several State of Good Repair initiatives over the past 5 years, making timely fleet replacements a federal priority. To align with Our Climate Future, Transfort has adopted a goal to purchase Zero Emission Vehicles for all future bus replacements. At approximately $1.2M each (in 2024 dollars), this translates to an unmet capital need of at least $36M over the next 10 years. Assuming the majority (80-85%) of these costs will be covered via federal and state funding sources, 15-20% ($5.4M to $7.2M) would be required in local matching dollars. Transfort is conducting an Optimization & Microtransit Planning study which may result in recommendations for microtransit in areas throughout the City to create a more comprehensive transit network. A smaller portion of these funds could also be used toward the local match for the procurement of microtransit vehicles. Project Schedule and Estimate Design/Admin Fees Right of Way Construction Technology Parking Fund Transfort Staff N/A Historically, Transfort has utilized all of its CCIP bus replacement funding to leverage federal grant dollars at a match rate of up to 85% federal/15% local dollars to purchase Low or No Emission vehicles. Having guaranteed and consistent funding available assists Transfort in submitting strong federal and state grant applications that are more likely to be considered and awarded for funding. No impact to ongoing operational cost is expected. Maintaining the fleet in a state of good repair, and replacing buses at the end of their useful life (typically 12 years), contributes to maintaining or lowering ongoing maintenance costs. CCIP Sales Tax General Fund Grants Donations KFCG Fund Transit Services Fund Capital Expansion Fund Recreation Fund Debt Issuance Other Other Page 47 of 126 CCIP Project Summary Project Title:Transfort Maintenance Facility Project Year(s): 2027 Department:Transfort Project Location: City-wide Strategic Outcome:Transportation & Mobility Repair/Replace Strategic Objective: Previous CCIP Funding: Project Description: 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 10 year totals -$ 3,000 - - - - - - - - 3,000$ -$ - - - - - - - - - -$ -$ 77,000 - - - - - - - - 77,000$ -$ - - - - - - - - - -$ -$ - - - - - - - - -$ -$ 80,000$ -$ -$ -$ -$ -$ -$ -$ -$ 80,000$ Source of Estimate: Operating & Maintenance (O&M): O&M Start Year:N/A Financial Narrative & Timing Consideration:Estimated Operating Cost Description: Project Funding Source 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 10 year totals -$ 16,000 - - - - - - - - 16,000$ Building on Basics Reserves -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ 64,000 - - - - - - - - 64,000$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ 2050 Tax -Parks, Rec, Transit, Climate -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ 80,000$ -$ -$ -$ -$ -$ -$ -$ -$ 80,000$ Other Type: T&M 2 - Increase Transfort access and ridership by ensuring the City’s transit services provide safe, reliable and convenient alternatives to driving $0 Total New CCIP Funding: $16,000,000 Transfort’s Maintenance Facility (TMF) houses Transfort’s fleet of 57 buses (53 active and 4 contingency vehicles) and 30 support vehicles, and supports all vehicle maintenance activities. This facility also houses all dispatch and operations staff and some of Transfort’s administration staff, with additional staff offices located at the Downtown Transit Center. Due to space limitation, the majority of offices are shared among 2 to 3 people. TMF was built in 1983 to accommodate approximately 25 buses and was expanded once in 2014 to house the additional buses that came with Transfort’s MAX BRT expanded service, although no additional maintenance bays or office space were added at that time. The Transit Master Plan (TMP), adopted in 2019, calls for significant expansion of Transfort service which would require an 55% increase in vehicles and a commensurate increase in staff, including both administrative and operating staff. The existing maintenance facility is not large enough to adequately house the projected number of buses, nor is it large enough to meet staffing needs for office space, dispatchers, training, or staff meetings. Transfort is currently facilitating a Needs Assessment at TMF to define additional needs for staff and vehicles through 2040 and are exploring whether the current property is large enough to house the necessary expansion or whether a second location will be necessary. Staff have identified several locations in north Fort Collins which would provide an adequate footprint for an additional Operations and Maintenance Facility. A new facility in a different location includes the potential for mixed use commercial space, and a new publicly accessible transit station. This CCIP funding request would be leveraged with federal grant dollars at a match rate of 80% federal funds and 20% local match and would be used toward the design and expansion of the existing facility, and/or design and construction of a new facility. Project Schedule and Estimate Design/Admin Fees Right of Way Construction Technology Parking Fund Conceptual Design Consultant N/A These funds would be used to leverage federal grant dollars at 80% which would require 20% in local match dollars. If funded at $16M, these CCIP funds could be used to leverage projects up to $80M. Having funding budgeted through a program like CCIP increases the likelihood of being awarded grant funding. Current operating and maintenance costs are about $6 million annually and are funded with a mix of federal and state grants and general fund contribution. This annual cost will increase closely with the amount of buses Transfort operates and with the level of service Transfort provides. CCIP Sales Tax General Fund Grants Donations KFCG Fund Transit Services Fund Capital Expansion Fund Recreation Fund Debt Issuance Other Other Page 48 of 126 CCIP Project Summary Project Title:Housing Fund Project Year(s): 2026 to 2035 Department:Social Sustainability Project Location: City-wide Strategic Outcome:Neighborhood & Community Vitality Fund Strategic Objective: Previous CCIP Funding: Project Description: 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 10 year totals -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ 1,000$ 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 10,000$ 1,000$ 1,000$ 1,000$ 1,000$ 1,000$ 1,000$ 1,000$ 1,000$ 1,000$ 1,000$ 10,000$ Source of Estimate: Operating & Maintenance (O&M): O&M Start Year:N/A Financial Narrative & Timing Consideration:Estimated Operating Cost Description: Project Funding Source 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 10 year totals 1,000$ 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 10,000$ Building on Basics Reserves -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ 2050 Tax -Parks, Rec, Transit, Climate -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ 1,000$ 1,000$ 1,000$ 1,000$ 1,000$ 1,000$ 1,000$ 1,000$ 1,000$ 1,000$ 10,000$ Other Type: NCV 1 - Increase housing supply, type, choice, and affordability to address inequities in housing so that everyone has healthy, stable housing they can afford $4,000,000 Total New CCIP Funding: $10,000,000 The Housing Fund is intended to provide a flexible source of funding for development or rehabilitation of one or more public or private housing projects that meet the City's Land Use Code definition of Affordable Housing Development (10-20% of units deed-restricted and affordable). The Housing Fund is intended to provide additional funding that will either address a critical funding gap or accelerate a project’s construction timeline. While timing and use of the Housing Fund is intentionally flexible, funds must be used in one of three ways for qualifying projects: • Fee relief, • Direct subsidy, and/or • Low-interest revolving loans (new proposal for this CCIP cycle) These funds may not fund day-to-day operational costs, rent payments, or other non-capital costs. The Housing Strategic Plan (2021, pg. 67) also includes several guiding principles that apply to allocation of Housing Fund resources: • Focus direct investment on the lowest income levels • Be agile and adaptive • Expect and label tensions, opportunities, and tradeoffs Project Schedule and Estimate Design/Admin Fees Right of Way Construction Technology Parking Fund Social Sustainability N/A CCIP funding has historically been used as "first in" or "last in" funding for qualifying projects, representing under 5% of total funding for any previously-funded housing project. Total funds allocated to affordable housing ($2-3 million/year from all sources) have remained consistent for the last 10+ years, while the cost to build one unit of affordable housing has increased more than 65% over the last 5 years. To date, the Housing Fund has not included any loan activities, though this is being explored as an option to better leverage limited housing dollars. There is some administrative cost (staff time) associated with administration and monitoring of Housing Fund activities. If a low-interest revolving loan program is pursued, contracting with an outside agency (e.g., housing authority) may be necessary to most efficiently administer the program. CCIP Sales Tax General Fund Grants Donations KFCG Fund Transit Services Fund Capital Expansion Fund Recreation Fund Debt Issuance Other Other Page 49 of 126 CCIP Project Summary Project Title:Nature in the City Project Year(s): 2026 to 2035 Department:Natural Areas Project Location: City-wide Strategic Outcome:Environmental Health New and Repair/Replace Strategic Objective: Previous CCIP Funding: Project Description: 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 10 year totals -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ 275$ 280 285 290 295 300 300 305 305 310 2,945$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ 275$ 280$ 285$ 290$ 295$ 300$ 300$ 305$ 305$ 310$ 2,945$ Source of Estimate: Operating & Maintenance (O&M): O&M Start Year:N/A Financial Narrative & Timing Consideration:Estimated Operating Cost Description: Project Funding Source 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 10 year totals 150$ 150 150 150 150 150 150 150 150 150 1,500$ Building on Basics Reserves -$ - - - - - - - - - -$ 125$ 130 135 140 145 150 150 155 155 160 1,445$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ 2050 Tax -Parks, Rec, Transit, Climate -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ 275$ 280$ 285$ 290$ 295$ 300$ 300$ 305$ 305$ 310$ 2,945$ Other Type: ENV 3 - Expand, restore and maintain the Natural Areas land portfolio to improve habitat conditions across the community and ensure equitable access to nature $3,500,000 Total New CCIP Funding: $1,500,000 As Fort Collins grows, Nature in the City (NIC) projects provide opportunities for people to interact with and become stewards of their surrounding environment. NIC projects build familiarity with and acceptance of native plantings and naturalized landscapes, with each project helping bring nature closer to the places our community lives, works, learns, and plays. These projects increase wildlife values by creating stronger connectivity between larger patches of urban habitat, such as natural areas and City parks. By funding both internal City efforts and public/private partnerships, the community integrates diverse, native landscapes from the center of Fort Collins to the edges of the Growth Management Area. City-led projects typically address the need to replace existing, resource-intensive and low habitat value landscapes with more diverse and efficient landscapes that help demonstrate how the City organization is working to achieve the same standards being asked of the community. Community-led projects support efforts to extend naturalized landscapes throughout the community. Nature in the City supports numerous current City plans including: 2024 Strategic Plan, City Plan, Our Climate Future, and the Natural Areas Urban Zone Plan, as well as the forthcoming Water Efficiency Plan and Natural Areas Strategic Framework. Project Schedule and Estimate Design/Admin Fees Right of Way Construction Technology Parking Fund Natural Areas Staff N/A Nature in the City invests in City-led and community-led projects through an annual review of project proposals. Projects may submit for design/planning funds, as well as construction/implementation funding. While the number and scope of projects vary from year to year, annual investment will be generally consistent between 2026-2035. Native habitat projects take between 3-10 years to establish and stabilize, depending on scale and focus. During this period, projects benefit from support ranging from soil amendments to replanting of challenging areas. Previous CCIP funding of NIC dedicated $500,000 to support operating costs over five years following construction and implementation. For 2026-2035, operating costs will be addressed by the annual allocations of $150,000. CCIP Sales Tax General Fund Grants Donations KFCG Fund Transit Services Fund Capital Expansion Fund Recreation Fund Debt Issuance Other Other Page 50 of 126 CCIP Project Summary Project Title:Lee Martinez Farm Area Plan and Renovation Project Year(s): 2027 to 2028 Department:Recreation Project Location: City-wide Strategic Outcome:Culture & Recreation Repair/Replace Strategic Objective: Previous CCIP Funding: Project Description: 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 10 year totals -$ 300 - - - - - - - - 300$ -$ - - - - - - - - - -$ -$ - 1,500 - - - - - - - 1,500$ -$ - - - - - - - - - -$ -$ - - 160 160 160 160 160 - - 800$ -$ 300$ 1,500$ 160$ 160$ 160$ 160$ 160$ -$ -$ 2,600$ Source of Estimate: Operating & Maintenance (O&M): O&M Start Year:2029 Financial Narrative & Timing Consideration:Estimated Operating Cost Description: Project Funding Source 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 10 year totals -$ 300 1,500 160 160 160 160 160 - - 2,600$ Building on Basics Reserves -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ 2050 Tax -Parks, Rec, Transit, Climate -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ 300$ 1,500$ 160$ 160$ 160$ 160$ 160$ -$ -$ 2,600$ Other Type: C&R 1 - Make City arts, cultural and recreational programming more inclusive to reflect the diversity of our community $0 Total New CCIP Funding: $2,600,000 The Farm at Lee Martinez Park is more than just a place for hands-on family fun; it's a place where memories are made, relationships blossom, and new generations connect with the land. Years ago, a young man nervously inquired about The Farm's hours, planning a first date with a girl who adored cows. Staff watched their romance blossom over several visits, culminating in a heartfelt proposal among the animals. Recently, the couple returned, now a family of three, sharing their story bringing their child to the place where their love story began. Their story is just one example of how The Farm has woven itself into the fabric of countless lives in Fort Collins. As the City of Fort Collins looks to the future, it's clear that The Farm will remain a cherished part of the community. By investing in its preservation and enhancement through an area plan and refresh, the City is not only honoring its agricultural roots but also ensuring that future generations can experience the same joy, wonder, and connection that The Farm has provided for 40 years and counting. This dedication to preserving and expanding inclusive outdoor recreation opportunities reflects the values that make Fort Collins a truly special place to live, work, and play. This project funds an area plan to vision the future of the Farm at Lee Martinez Park along with captial funding to make enhacments to and expansion of The Farm. Capital upgrades may include the main building renovation, outoor programming areas, special event facilities, upgraded museum space, and ADA upgrades. Project Schedule and Estimate Design/Admin Fees Right of Way Construction Technology Parking Fund Recreation & Parks Planning $160 Area plan would start in 2026 with construction and phase 1 implementation in 2027- 2028. The Farm at Lee Martinez Park turns 40 years old in 2025. Over that time, there has been minimal captial and infrastructure dollars committed to this treasured asset. As the community looks to the future, it is time to reimagine the Farm for the next 40 years so it continues to be a thriving, inclusive, and treasured asset integral to the fabric of Fort Collins. Operation and Maintenance of the of Farm would be by the Recreation Department. With additional acerage to maintain, additional programming and more animals, Recreation will need an estimated additional 1.5 FTE's ($127,500) and $33,000 in O&M. This number could change based upon the scope and size of the exapansion/ improvements. CCIP Sales Tax General Fund Grants Donations KFCG Fund Transit Services Fund Capital Expansion Fund Recreation Fund Debt Issuance Other Other Page 51 of 126 CCIP Project Summary Project Title:Mulberry Pool Replacment and Expansion Project Year(s): 2026 to 2027 Department:Recreation Project Location: City-wide Strategic Outcome:Culture & Recreation New and Repair/Replace Strategic Objective: Previous CCIP Funding: Project Description: 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 10 year totals 12,400$ - - - - - - - - - 12,400$ -$ - - - - - - - - - -$ -$ 38,800 - - - - - - - - 38,800$ -$ - - - - - - - - - -$ -$ - 250 250 250 250 250 - - - 1,250$ 12,400$ 38,800$ 250$ 250$ 250$ 250$ 250$ -$ -$ -$ 52,450$ Source of Estimate: Operating & Maintenance (O&M): O&M Start Year:2028 Financial Narrative & Timing Consideration:Estimated Operating Cost Description: Project Funding Source 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 10 year totals 6,200$ 19,400 250 250 250 250 250 - - - 26,850$ Building on Basics Reserves -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ 2050 Tax -Parks, Rec, Transit, Climate -$ - - - - - - - - - -$ 6,200$ 19,400 - - - - - - - - 25,600$ -$ - - - - - - - - - -$ 12,400$ 38,800$ 250$ 250$ 250$ 250$ 250$ -$ -$ -$ 52,450$ Other Type: C&R 2 - Implement criteria and prioritization to manage assets and replace equipment that will revitalize parks and recreational facilities, as the planned build out of the parks and trails systems continues $0 Total New CCIP Funding: $26,850,000 Opened in 1974 after renovating the former Lincoln Jr. High, the 50-year-old aquatic facility is functionally obsolete and should be rebuilt to meet the current and future needs of the Fort Collins community per the 2023 Recreation Aquatics Study. Mulberry Pool is the only pool in Fort Collins that provides a small year-round leisure pool that serves families. Mulberry also provides lap lanes for both the community, Poudre School District swim teams and club teams along with swim lessons for swimmers of all abilities. Mullberry Pool was rated as the lowest quality of all Parks and Recreation facilities in Fort Collins due to it being functionally obsolete and in need of replacement. A new modern facility would better serve the growing needs of Fort Collins. The facility could include a full warm water leisure pool with zero entry, slide(s) and other play features. The facility will also include at least 6 lap lanes to maintain the current level of service for the Fort Collins swim community. Public pool facilties provide multi-generational benefits in health, wellness, water safety training and recreational access that creates a more equitable future for all community members. The City is seeking a partnership with CSU to jointly fund the facility with a 50/50 construction cost split as part of the ongoing feasibility study discussions. Project Schedule and Estimate Design/Admin Fees Right of Way Construction Technology Parking Fund 2024 Feasibility Study $250 Mulberry Pool has a draft feasiblity study completed that informs the captial numbers. The faclity funded would be a basic 10 lane lap pool with a 4,000 sq ft leisure pool with 50% funded by CSU should the City and CSU choose to partner on the $51M facility. There is no agreement between the City and CSU to jointly fund the facility. Those discussions are ongoing and the final feasiblity study will inform next steps. Without a partner, the City will need additional captial funds above the $25M to construct a Mulberry Pool replacement The O&M is a staff estimate. We already fund Mulberry Pool but a new faclity will require additional O&M including 2 FTE. (1 FTE Sr. Recreation Coordinator (Aquatics) and 1 FTE Head Lifeguard) plus additional hourly lifeguards. We will update the O&M numbers once the feasiblity study is finalized. As of May 30 we only have the captital numbers from the feasiblity study. O&M will be finalized in the next 30+ days. O&M amounts are not expected to decrease from amounts provided CCIP Sales Tax General Fund Grants Donations KFCG Fund Transit Services Fund Capital Expansion Fund Recreation Fund Debt Issuance Intergovernmental Other Page 52 of 126 CCIP Project Summary Project Title:Pickleball Complex Project Year(s): 2026 Department:Parks Project Location: TBD Park Strategic Outcome:Culture & Recreation New Asset Strategic Objective: Previous CCIP Funding: Project Description: 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 10 year totals 300$ - - - - - - - - - 300$ -$ - - - - - - - - - -$ 3,700$ - - - - - - - - - 3,700$ -$ - - - - - - - - - -$ -$ 15 15 15 15 15 - - - - 75$ 4,000$ 15$ 15$ 15$ 15$ 15$ -$ -$ -$ -$ 4,075$ Source of Estimate: Operating & Maintenance (O&M): O&M Start Year:2027 Financial Narrative & Timing Consideration:Estimated Operating Cost Description: Project Funding Source 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 10 year totals 4,000$ 15 15 15 15 15 - - - - 4,075$ Building on Basics Reserves -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ 2050 Tax -Parks, Rec, Transit, Climate -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ 4,000$ 15$ 15$ 15$ 15$ 15$ -$ -$ -$ -$ 4,075$ Other Type: C&R 2 - Implement criteria and prioritization to manage assets and replace equipment that will revitalize parks and recreational facilities, as the planned build out of the parks and trails systems continues $0 Total New CCIP Funding: $4,075,000 The number and percentage of Americans who engaged in some type of sport or fitness activity grew in 2022 for the fifth consecutive year. Pickleball, while not the largest total usage, continued to be the fastest growing sport in America and participation has increased 158.6% over three years. Ensuring facilities and programs continue to respond to changing user needs is an action related to the Parks and Recreation Plan goal of providing equitable access to recreational experiences. The Parks and Recreation Plan (p175) calls for thirteen additional pickleball courts by 2040. A pickleball complex feasibility study is underway to determine if a community park site can close the gap in the short-term while waiting for future community parks to be built. Implementation of the feasibility plan, building a 12-court complex, would cost approximately $4m. Project Schedule and Estimate Design/Admin Fees Right of Way Construction Technology Parking Fund Park Planning & Development $15 Feasibility project is currently underway.Additional amenity will need maintenance and utility costs. Recreation revenue will be added as the amenity is programmed. CCIP Sales Tax General Fund Grants Donations KFCG Fund Transit Services Fund Capital Expansion Fund Recreation Fund Debt Issuance Conservation Trust Fund Other Page 53 of 126 CCIP Project Summary Project Title:Implementation of the Strategic Trails Plan Project Year(s): 2026 to 2035 Department:Parks Project Location: City-wide Strategic Outcome:Culture & Recreation New and Repair/Replace Strategic Objective: Previous CCIP Funding: Project Description: 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 10 year totals 160$ 160 160 160 160 160 160 160 160 160 1,600$ -$ - - - - - - - - - -$ 2,800$ 2,800 2,800 2,800 2,800 2,800 2,800 2,800 2,800 2,800 28,000$ -$ - - - - - - - - - -$ 40$ 40 90 90 90 90 90 40 40 40 650$ 3,000$ 3,000$ 3,050$ 3,050$ 3,050$ 3,050$ 3,050$ 3,000$ 3,000$ 3,000$ 30,250$ Source of Estimate: Operating & Maintenance (O&M): O&M Start Year:2028 Financial Narrative & Timing Consideration:Estimated Operating Cost Description: Project Funding Source 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 10 year totals 1,000$ 1,000 1,050 1,050 1,050 1,050 1,050 1,000 1,000 1,000 10,250$ Building on Basics Reserves -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ 2050 Tax -Parks, Rec, Transit, Climate -$ - - - - - - - - - -$ 2,000$ 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 20,000$ -$ - - - - - - - - - -$ 3,000$ 3,000$ 3,050$ 3,050$ 3,050$ 3,050$ 3,050$ 3,000$ 3,000$ 3,000$ 30,250$ Other Type: C&R 2 - Implement criteria and prioritization to manage assets and replace equipment that will revitalize parks and recreational facilities, as the planned build out of the parks and trails systems continues $0 Total New CCIP Funding: $10,250,000 The Strategic Trail Plan will be completed in 2024 and early 2025. Additional annual funding will support the current Conservation Trust funding and expedite project delivery as developed by the plan. Project Schedule and Estimate Design/Admin Fees Right of Way Construction Technology Parking Fund 2024 Strategic Trails Plan $50 Trails are one of the most universally supported infrastructure types in Fort Collins. Additional funds will expedite trail delivery. Consistent year-to-year funding amounts are preferred to assist in planning for project planning and grant matching. Additional trail miles may yield the need for an additional Worker 1 position. CCIP Sales Tax General Fund Grants Donations KFCG Fund Transit Services Fund Capital Expansion Fund Recreation Fund Debt Issuance Conservation Trust Fund Other Page 54 of 126 CCIP Project Summary Project Title:Dog Park Area Plan and Phase 1 Implementation Project Year(s): 2026 to 2035 Department:Parks Project Location: City-wide Strategic Outcome:Culture & Recreation New Asset Strategic Objective: Previous CCIP Funding: Project Description: 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 10 year totals -$ - - 300 - - - - - - 300$ -$ - - - - - - - - - -$ -$ - - 2,200 - - - - - 2,200$ -$ - - - - - - - - - -$ -$ - - - - 30 30 30 30 30 150$ -$ -$ -$ 300$ 2,200$ 30$ 30$ 30$ 30$ 30$ 2,650$ Source of Estimate: Operating & Maintenance (O&M): O&M Start Year:2031 Financial Narrative & Timing Consideration:Estimated Operating Cost Description: Project Funding Source 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 10 year totals -$ - - 300 2,200 30 30 30 30 30 2,650$ Building on Basics Reserves -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ 2050 Tax -Parks, Rec, Transit, Climate -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ -$ -$ 300$ 2,200$ 30$ 30$ 30$ 30$ 30$ 2,650$ Other Type: C&R 2 - Implement criteria and prioritization to manage assets and replace equipment that will revitalize parks and recreational facilities, as the planned build out of the parks and trails systems continues $0 Total New CCIP Funding: $2,650,000 The Parks and Recreation Plan (p177) calls for four additional dog parks by 2040. Two sites would most likely be at future community parks. There is a current deficit in the central west and central east sections of town, because dog parks were not a standard amenity when these community parks were built. In addition, our community parks in this area are heavily encumbered by floodplain. Additional study may be needed to evaluate if there are neighborhood parks that have the ability to meet dog park needs if community parks are too encumbered. Evaluating existing dog parks against current Best Management Practices (BMPs) can also take place. Funding would implement two new dog parks and bring existing dog parks up to the same standard, if necessary. Currently, dog parks are the twenty-second lowest rated Community Services amenity (second to last) in the 2023 City of Fort Collins Community Survey (Figure 19: Ratings of Parks, Recreational, and Cultural Programs and Facilities Compared by Year - 62% Percent reporting very good or good). Project Schedule and Estimate Design/Admin Fees Right of Way Construction Technology Parking Fund Park Planning & Development $30 Timing of outreach would need to occur when staffing is available.Additional amenities will need maintenance and supplies. CCIP Sales Tax General Fund Grants Donations KFCG Fund Transit Services Fund Capital Expansion Fund Recreation Fund Debt Issuance Conservation Trust Fund Other Page 55 of 126 CCIP Project Summary Project Title:Bike Park Phase 1 Project Year(s): 2026 to 2035 Department:Parks Project Location: TBD Strategic Outcome:Culture & Recreation New Asset Strategic Objective: Previous CCIP Funding: Project Description: 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 10 year totals -$ 500 - - - - - - - - 500$ -$ - - - - - - - - - -$ -$ - 4,000 - - - - - - - 4,000$ -$ - - - - - - - - - -$ -$ 500 - 150 150 150 150 150 - - 1,250$ -$ 1,000$ 4,000$ 150$ 150$ 150$ 150$ 150$ -$ -$ 5,750$ Source of Estimate: Operating & Maintenance (O&M): O&M Start Year:2029 Financial Narrative & Timing Consideration:Estimated Operating Cost Description: Project Funding Source 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 10 year totals -$ 1,000 4,000 150 150 150 150 150 - - 5,750$ Building on Basics Reserves -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ 2050 Tax -Parks, Rec, Transit, Climate -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ 1,000$ 4,000$ 150$ 150$ 150$ 150$ 150$ -$ -$ 5,750$ Other Type: C&R 2 - Implement criteria and prioritization to manage assets and replace equipment that will revitalize parks and recreational facilities, as the planned build out of the parks and trails systems continues $0 Total New CCIP Funding: $5,750,000 Implement the first phase of a bike park based on feedback gathered in a future bike park feasibility study. Project Schedule and Estimate Design/Admin Fees Right of Way Construction Technology Parking Fund Park Planning & Development $150 Timing is dependent on completion of a bike park feasibility study. $500k "other" cost in the project schedule is for potential real estate acquisition. Additional amenity may yield the need for an additional Worker 1 position, hourly dollars and supplies. CCIP Sales Tax General Fund Grants Donations KFCG Fund Transit Services Fund Capital Expansion Fund Recreation Fund Debt Issuance Other Other Page 56 of 126 CCIP Project Summary Project Title:Gardens on Spring Creek (GOSC) - Children's Garden and Infrastructure Upgrades Project Year(s): 2026 to 2027 Department:Cultural Services Project Location: 2145 Centre Strategic Outcome:Culture & Recreation New and Repair/Replace Strategic Objective: Previous CCIP Funding: Project Description: 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 10 year totals -$ - - 1,370 - - - - - - 1,370$ -$ - - - - - - - - - -$ -$ - - - 6,000 - - - - - 6,000$ -$ - - - - - - - - - -$ -$ - - - - 70 70 70 70 70 350$ -$ -$ -$ 1,370$ 6,000$ 70$ 70$ 70$ 70$ 70$ 7,720$ Source of Estimate: Operating & Maintenance (O&M): O&M Start Year:2031 Financial Narrative & Timing Consideration:Estimated Operating Cost Description: Project Funding Source 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 10 year totals -$ - - 1,370 3,230 70 70 70 70 70 4,950$ Building on Basics Reserves -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - 600 - - - - - - 600$ -$ - - 2,170 - - - - - - 2,170$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ 2050 Tax -Parks, Rec, Transit, Climate -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ -$ -$ 4,140$ 3,230$ 70$ 70$ 70$ 70$ 70$ 7,720$ Other Type: C&R 1 - DRAFT: Make City arts, cultural and recreational programming more inclusive to reflect the diversity of our community $0 Total New CCIP Funding: $4,950,000 In 2019 GOSC fully completed its Expansion, adding 5.5 acres of new gardens and a Butterfly House housing a pollinator-loving garden. Because of the subsequent pandemic, it is only recently that we are starting to understand normal operations, and it has become clear that in order to provide the best guest expeirence, there needs to be improvements to the infrastructure. This scope of this project includes the planning documents for a comprehensive review of needs, plus the construction of a Children's Garden renovation. It begins with updates to the GOSC Master Plan, addressing long-term solutions to parking limitations, more appropriate restroom availability, reimagined propagation spaces, ADA compliance, utility building needs, and a renovated Children's Garden. As the property is fully built-out, a feasibility study will help illuminate parking solutions (onsite as a garage? an adjacent land purchase or partnership? sky bridge?). Daily visitation is beginning to fill our existing lot, and event parking overflows to a federal lot across Centre, which has resulted in pedestrian safety concerns. With these planning documents as a guide, GOSC will engage with an architect for design and construction. This project includes an estimate for design and construction documents. The Children's Garden was the first to open to the public 20 years ago. Filled with numerous inviting areas for curious kids to explore, discover, and grow, the garden is one of GOSC’s most popular attractions, serving daily visitors and acting as a classroom for our youth summer camps. A comprehensive renovation will rejuvenate the space, better align with current learning theory, and address drainage and maintenance issues. The full scope of the Children's Garden construction project includes the garden itself, along with reconsiderations of the entry and access sequence for families as well as school groups, along with including art elements and interpretive signage. Project Schedule and Estimate Design/Admin Fees Right of Way Construction Technology Parking Fund Landscape Architect & Consultant $70 •Master Plan (completed in the first quarter of 2026): ~$150,000 •Parking Feasibility Study (completed second quarter of 2026): ~$100,000 •Design and Construction documents for Children's Garden (completed second quarter 2026): ~$470,000 •Design and Construction documents for parking, restroom, and ADA improvements (completed End of 2026): ~$650,000 •Children's Garden Construction (completed 2027): ◦$2,500,000 to $3,500,000 for construction of the new 1.1 acre garden. ◦$300,000 to $400,000 in design and engineering fees depending on the complexity of new elements and structures ◦$700,000 to $1,150,000 for addition / remodel of current propagation structure into indoor learning space. Operation and maintenance of the Children's Garden will be provided by the Gardens on Spring Creek at an estimated annual cost of $70,000 for a Horticulture Tech, funded by the General Fund. CCIP Sales Tax General Fund Grants Donations KFCG Fund Transit Services Fund Capital Expansion Fund Recreation Fund Debt Issuance Other Other Page 57 of 126 CCIP Project Summary Project Title:Museum of Discovery Historic Trolley Building Restoration and Activation Project Year(s): 2028 Department:Cultural Services: MOD Project Location: 330 North Howes Street Strategic Outcome:Culture & Recreation Repair/Replace Strategic Objective: Previous CCIP Funding: Project Description: 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 10 year totals -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - 14,319 - - - - - - - 14,319$ -$ - - - - - - - - - -$ -$ - - 225 225 225 225 225 - - 1,125$ -$ -$ 14,319$ 225$ 225$ 225$ 225$ 225$ -$ -$ 15,444$ Source of Estimate: Operating & Maintenance (O&M): O&M Start Year:2029 Financial Narrative & Timing Consideration:Estimated Operating Cost Description: Project Funding Source 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 10 year totals -$ - 14,319 225 225 225 225 225 - - 15,444$ Building on Basics Reserves -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ 2050 Tax -Parks, Rec, Transit, Climate -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ -$ 14,319$ 225$ 225$ 225$ 225$ 225$ -$ -$ 15,444$ Other Type: HPG 4 - Incorporate a management strategy for all new and existing City assets that addresses deferred maintenance and accessibility $0 Total New CCIP Funding: $15,444,000 In 2017, the Downtown Master Plan identified the Trolley building/Car Barn for a community-centered use, and in 2019, the Arts and Culture Master Plan identified the need to plan for museum expansion. These intersections create a unique opportunity for the museum to work with the community to activate the historic Trolley building. Imagine a space where history, innovation, and imagination intersect. Building on past ideations of this iconic building, the museum will engage stakeholders including community members to vision the future for this historic building and the possibilities of museum expansion and activation. Project Schedule and Estimate Design/Admin Fees Right of Way Construction Technology Parking Fund Operation Services $210 Construction commencement in 2028 for a cost of $10,318,953. (provided by Operation Services) Museum and program finishes 4,000,000. Fundraising through the Fort Collins Museum of Discovery: Nonprofit partner could happen but would require negotiations of expectations. Ongoing programming and staffing $200,000 annually. Operations Services would need to provide costs for ongoing building systems maintenance, estimated at $25,000. CCIP Sales Tax General Fund Grants Donations KFCG Fund Transit Services Fund Capital Expansion Fund Recreation Fund Debt Issuance Other Other Page 58 of 126 CCIP Project Summary Project Title:Police Detention Remodel Project Year(s): 2026 Department:Police Services Project Location: Police Station Strategic Outcome:Safe Community New and Repair/Replace Strategic Objective: Previous CCIP Funding: Project Description: 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 10 year totals 62$ - - - - - - - - - 62$ -$ - - - - - - - - - -$ 311$ - - - - - - - - - 311$ -$ - - - - - - - - - -$ 31$ - - - - - - - - - 31$ 403$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 403$ Source of Estimate: Operating & Maintenance (O&M): O&M Start Year:N/A Financial Narrative & Timing Consideration:Estimated Operating Cost Description: Project Funding Source 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 10 year totals 403$ - - - - - - - - - 403$ Building on Basics Reserves -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ 2050 Tax -Parks, Rec, Transit, Climate -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ 403$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 403$ Other Type: SAFE 1 - Enhance overall community safety and foster increased trust in public safety services and the municipal justice system through innovative service delivery models $0 Total New CCIP Funding: $403,350 This project would be to remodel the detention area at the Police Station to make the total area in the building more useable. Since the original construction of the Police Station, the detention area has not been used because of regulatory restrictions and currently acts as a storage facility. Leadership would like to remodel this area to give Patrol, Mental Health Response Team (MHRT), and other divisons more space to work. Project Schedule and Estimate Design/Admin Fees Right of Way Construction Technology Parking Fund City Operation Services N/A Year selection is flexible with preference to 2026-2030 funding. This would be a one-time funding for the remodel on the detention area. Estimated time for construction would no more than one year. Operational costs would only be for the utilities on the expanded area where applicable. Currently lighting and heating are already apart of the Police operational budget, however there might be additional technology expenses associcated, but are anticipated to be minimal. CCIP Sales Tax General Fund Grants Donations KFCG Fund Transit Services Fund Capital Expansion Fund Recreation Fund Debt Issuance Other Other Page 59 of 126 CCIP Project Summary Project Title:Lincoln Center Venue Kitchen Modernization Project Year(s): 2027 Department:Cultural Services Project Location: The Lincoln Center Strategic Outcome:High Performing Government Repair/Replace Strategic Objective: Previous CCIP Funding: Project Description: 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 10 year totals -$ 410 - - - - - - - - 410$ -$ - - - - - - - - - -$ -$ 1,610 - - - - - - - - 1,610$ -$ - - - - - - - - - -$ -$ 614 - - - - - - - - 614$ -$ 2,634$ -$ -$ -$ -$ -$ -$ -$ -$ 2,634$ Source of Estimate: Operating & Maintenance (O&M): O&M Start Year:N/A Financial Narrative & Timing Consideration:Estimated Operating Cost Description: Project Funding Source 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 10 year totals -$ 2,634 - - - - - - - - 2,634$ Building on Basics Reserves -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ 2050 Tax -Parks, Rec, Transit, Climate -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ 2,634$ -$ -$ -$ -$ -$ -$ -$ -$ 2,634$ Recreation Fund Debt Issuance Other Other Parking Fund Operations Services N/A While the catering kitchen is used constantly throughout the annual operational cycle of The Lincoln Center, the largest driver of event bookings that depend on the catering kitchen is weddings. As such it would be necessary for the work to take place between late October and April to ensure the kitchen is operational for "wedding season" (May-October). The ongoing costs of maintaining and operating the kitchen are built into our current operational structures. CCIP Sales Tax General Fund Grants Donations KFCG Fund Transit Services Fund Capital Expansion Fund Other Type: HPG 1 - Provide an exceptional customer experience to the community and increase the City’s effectiveness by simplifying processes and delivering modern technologies $0 Total New CCIP Funding: $2,634,000 The Lincoln Center’s event catering kitchen is in need of a full remodel. The kitchen has not been updated since its time serving as the kitchen for Lincoln Junior High prior to the property becoming The Lincoln Center in 1977. As any work done would most likely trigger a complete rebuild, it was deemed cost prohibitive and excised from the budgets for previous facility renovations in the 1980’s and in 2011. With The Lincoln Center's 50th Anniversary occuring in 2028, the kitchen is crucial to our reputation and operations as an event center, and in particular as a space for underserved communities to gather. Food is often a centerpiece of cultural celebration, and our ability to provide the infrastructure to enable food service is central to our operations. The current kitchen facility has ongoing problems and does not meet the desired level of service. The kitchen walls have asbestos remediation issues, and the County has informed us of code compliance concerns. County inspectors have noted that the electrical service in the kitchen is not in code, and the plumbing is not sufficient for the volume of drainage required of a working kitchen. Should the catering kitchen facilities be shut down, it would cost The Lincoln Center roughly $215,000.00 annually in revenue losses. Current cost projections are between $2.6M - $3M to complete this work in 2025 or 2026. Finally, with the building aging each year, and more maintenance that will be required, this project is necessary in order for us to continue serving the community and gaining revenue for the organization. Project Schedule and Estimate Design/Admin Fees Right of Way Construction Technology Page 60 of 126 CCIP Project Summary Project Title:Museum of Discovery Artifact Storage and Care Project Year(s): 2027 Department:Cultural Services: MOD Project Location: TBD Strategic Outcome:Culture & Recreation New Asset Strategic Objective: Previous CCIP Funding: Project Description: 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 10 year totals -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ 2,500 - - - - - - - - 2,500$ -$ - - - - - - - - - -$ -$ - 90 90 90 90 90 - - - 450$ -$ 2,500$ 90$ 90$ 90$ 90$ 90$ -$ -$ -$ 2,950$ Source of Estimate: Operating & Maintenance (O&M): O&M Start Year:2028 Financial Narrative & Timing Consideration:Estimated Operating Cost Description: Project Funding Source 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 10 year totals -$ 2,500 90 90 90 90 90 - - - 2,950$ Building on Basics Reserves -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ 2050 Tax -Parks, Rec, Transit, Climate -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ 2,500$ 90$ 90$ 90$ 90$ 90$ -$ -$ -$ 2,950$ Other Type: HPG 4 - Incorporate a management strategy for all new and existing City assets that addresses deferred maintenance and accessibility $0 Total New CCIP Funding: $2,950,000 This project creates clean, safe, climate controlled, publicly accessibility, housing for historic Museum artifacts. This new storage will replace the current off-site storage located in the historic Trolley building. Activation of a state-of-the art collection facility will showcase artifacts from ancient fossils, to early tools made by humans from 12,000 years ago to beautiful Alebrijes made by the community in 2024. This dynamic space will bring collections out of deep storage to an inviting accessible new space for staff and public to research and engage with. Relocating the Museum's storage will allow for a public use for the historic Trolley building. In 2017, the Downtown Master Plan identified the historic Trolley building for a community-centered use, and in 2019, the Arts and Culture Master Plan identified the need to plan for museum expansion. These intersections create a unique opportunity for the museum to work with community to activate the historic Trolley building beyond its current use as a storage facility. Project Schedule and Estimate Design/Admin Fees Right of Way Construction Technology Parking Fund Operation Services $90 Construction in 2027 is dependent on location of the future building site either on City owned property or private owned property. Preferred location would be in proximity to the trolley building or near museum. Collection storage furnishings and finishes $2,500,000. Museum operating costs $80,000 annually Ongoing building costs to be provided by Operation Services, estimated at $10,000. CCIP Sales Tax General Fund Grants Donations KFCG Fund Transit Services Fund Capital Expansion Fund Recreation Fund Debt Issuance Other Other Page 61 of 126 CCIP Project Summary Project Title:Downtown River Park(s) Project Year(s): 2026 to 2035 Department:Parks Project Location: TBD Strategic Outcome:Culture & Recreation New and Repair/Replace Strategic Objective: Previous CCIP Funding: Project Description: 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 10 year totals -$ - - - - - - - 2,000 2,000$ -$ - - - - - - - - - -$ -$ - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 2,000$ 2,000$ Source of Estimate: Operating & Maintenance (O&M): O&M Start Year:N/A Financial Narrative & Timing Consideration:Estimated Operating Cost Description: Project Funding Source 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 10 year totals -$ - - - - - - - - 2,000 2,000$ Building on Basics Reserves -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ 2050 Tax -Parks, Rec, Transit, Climate -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 2,000$ 2,000$ Other Type: C&R 2 - Implement criteria and prioritization to manage assets and replace equipment that will revitalize parks and recreational facilities, as the planned build out of the parks and trails systems continues $4,494,000 Total New CCIP Funding: $2,000,000 The Downtown reaches of The Cache la Poudre River – the sections from Shields Street to Mulberry -were planned in the Downtown River Plan. Whitewater Park, considered Reach 3, was completed in the last CCIP. Both Reach 2 (including Lee Martinez and Legacy Parks) and Reach 4 (including Old Fort Collins Heritage Park) are potential next phase projects. Options for implementation would be full funding at $32m for Reach 2 or $22m for Reach 4, or looking to progress public outreach and conceptual design in both areas for $2M. Project Schedule and Estimate Design/Admin Fees Right of Way Construction Technology Parking Fund 2014 Downtown River Master Plan N/A Timing of outreach would need to occur when staffing is available.Dependent on next phase projects selected for construction. CCIP Sales Tax General Fund Grants Donations KFCG Fund Transit Services Fund Capital Expansion Fund Recreation Fund Debt Issuance Conservation Trust Fund Other Page 62 of 126 CCIP Project Summary Project Title:Construction Waste Diversion Equipment Replacement - Hoffman Mill Facility Project Year(s): 2026 to 2029 Department:Streets Department Project Location: 1380 Hoffman Mill Road Strategic Outcome:Environmental Health Repair/Replace Strategic Objective: Previous CCIP Funding: Project Description: 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 10 year totals -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ 648$ 915 118 523 - - - - - - 2,204$ 648$ 915$ 118$ 523$ -$ -$ -$ -$ -$ -$ 2,204$ Source of Estimate: Operating & Maintenance (O&M): O&M Start Year:N/A Financial Narrative & Timing Consideration:Estimated Operating Cost Description: Project Funding Source 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 10 year totals 648$ 915 118 523 - - - - - - 2,204$ Building on Basics Reserves -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ 2050 Tax -Parks, Rec, Transit, Climate -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ 648$ 915$ 118$ 523$ -$ -$ -$ -$ -$ -$ 2,204$ Other Type: ENV 1 - Implement Our Climate Future to advance the City's greenhouse gas, energy and waste goals; reduce air pollution; and improve community resilience $0 Total New CCIP Funding: $2,204,000 This project is recommended to replace crusher equipment at Hoffman Mill Crushing and Recycling Facility. This is essential heavy equipment for the operations. - Impacter (Crusher) $695,000 - Dirt Screener $220,000 - John Deere 200D Excavator $523,000 - D7 Dozer $648,000 - Backhoe $118,000 The Crushing and Recycling Facility is a significant contributer to waste diversion and provides recycled materials to the public. In 2023, this facility processed approximately 138,000 tons of concrete and asphalt for reuse and diverting this material from the landfill. This facility also accepts dirt and porcelain toilets for recycling. To maintain the current level of processing, this equipment will need replaced before its end of useful life. Crushing has been recognized as a national best practice sustainability project for its reduction of water, solid waste, transportation pollution, and greenhouse gas. New equipment would also support expanding composting capability at the current facility. Project Schedule and Estimate Design/Admin Fees Right of Way Construction Technology Parking Fund Streets Department N/A The timing of equiptment replacement is flexible and scalable. Current Hoffman Mill operations are supported by fee revenue generated by the sale of outbound materials. The additional CCIP funding is needed to support the purchase of large capital replacements. No increase to ongoing costs is expected. Replacing existing equipment will save operational costs for the City's Crushing and Recycling Operation. CCIP Sales Tax General Fund Grants Donations KFCG Fund Transit Services Fund Capital Expansion Fund Recreation Fund Debt Issuance Other Other Page 63 of 126 CCIP Project Summary Project Title:Shared Commercial Kitchen Project Year(s): 2026 to 2028 Department:Economic Health Project Location: City-wide - specific location unknown Strategic Outcome:Economic Health New and Repair/Replace Strategic Objective: Previous CCIP Funding: Project Description: 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 10 year totals 100$ - - - - - - - - 100$ -$ - - - - - - - - - -$ -$ 600 - - - - - - - - 600$ -$ - 50 - - - - - - - 50$ 125$ - 125 - - - - - - - 250$ 225$ 600$ 175$ -$ -$ -$ -$ -$ -$ -$ 1,000$ Source of Estimate: Operating & Maintenance (O&M): O&M Start Year:N/A Financial Narrative & Timing Consideration:Estimated Operating Cost Description: Project Funding Source 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 10 year totals 225$ 600 175 - - - - - - - 1,000$ Building on Basics Reserves -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ 2050 Tax -Parks, Rec, Transit, Climate -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ 225$ 600$ 175$ -$ -$ -$ -$ -$ -$ -$ 1,000$ Other Type: ECON 1 - Foster diverse and attractive employment opportunities, remove barriers to local businesses and bolster economic mobility by facilitating workforce development that aligns businesses drivers with worker capability $0 Total New CCIP Funding: $1,000,000 This project will create a (feasibility study) shared commercial kitchen and co-working space to help fill a gap in the food business and entrepreneurial eco- system. With the increase in entrepreneurial food businesses, particularly in our underserved and underrepresented communities, Fort Collins has some infrastructure challenges to best support these endeavors. There are currently four commercial kitchen spaces but we are told there is greater demand than available. Larimer County Health does not keep a record of shared commercial spaces and it can be challenging for new food businesses to find space and stay in compliance with local health and safety mandates. -Technical assistance - workshops and 1x1 help from MBEC and other support organizations in launching a successful business, required ServSafe Training (English and Spanish), full compliance and permitting navigation, commercial lease education, and networking. -Incubation - programming to test concepts prior to launching a brick and mortar. -Shared space is also missing for entreprenuers since the closure of Galvanize. Tech and non-food start-ups could benefit from a shared space and connections, knowing that women and entrepreneurs of color receive only 1-2% of venture capital funding. These natural opportunities to build connections are proven to build resiliency within businesses during times of disruption. This hits on both the Recovery Plan and the Economic Health Strategic Plan. Project Schedule and Estimate Design/Admin Fees Right of Way Construction Technology Parking Fund Economic Health Office N/A This would seed the start of the project. Potential grant match and support from: Economic Development Administration, CSU Regional Food Business Center / USDA. Opportunities to explore creative public/private partnerships and funding sources with a local partner. Consulting or partnership to support the process and subject matter expertise of running a space like this. Opportunities may exist to rehab an existing City-owned property or build on City-owned land in partnership with other local organizations. CCIP Sales Tax General Fund Grants Donations KFCG Fund Transit Services Fund Capital Expansion Fund Recreation Fund Debt Issuance Other Other Page 64 of 126 CCIP Project Summary Project Title:Downtown Park Shop Project Year(s): 2026 to 2030 Department:Parks Project Location: Old Town Strategic Outcome:Culture & Recreation New Asset Strategic Objective: Previous CCIP Funding: Project Description: 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 10 year totals 200$ 600 400 200 - - - - - - 1,400$ 500$ - - - - - - - - - 500$ -$ 3,800 3,600 250 - - - - - - 7,650$ -$ 100 150 30 - - - - - - 280$ -$ - - 200 350 200 200 200 200 1,350$ 700$ 4,500$ 4,150$ 680$ 350$ 200$ 200$ 200$ 200$ -$ 11,180$ Source of Estimate: Operating & Maintenance (O&M): O&M Start Year:2031 Financial Narrative & Timing Consideration:Estimated Operating Cost Description: Project Funding Source 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 10 year totals 700$ 4,500 4,150 680 350 200 200 200 200 - 11,180$ Building on Basics Reserves -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ 2050 Tax -Parks, Rec, Transit, Climate -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ -$ - - - - - - - - - -$ 700$ 4,500$ 4,150$ 680$ 350$ 200$ 200$ 200$ 200$ -$ 11,180$ Other Type: HPG 4 - Incorporate a management strategy for all new and existing City assets that addresses deferred maintenance and accessibility $0 Total New CCIP Funding: $11,180,000 The Parks Department has been built on a district model for maintenance activities. The importance of the maintenance shops being located and constructed in close proximity to the areas of responsibility is paramount in the downtown district. The "Disney Approach" of getting into the downtown early and disappearing into the landscape leaving behind a well-groomed landscape can only be achieved when the support of a maintenance shop is in close proximity. The current downtown site is located in a refurbished commercial warehouse which is near the end of its useful life. This building is also scheduled to go away with the build- out of the current Civic Center Master Plan. Providing a new facility in the downtown area will house not only the local support staff but also the crews which support the horticultural areas around our facilities, throughout the public areas and trail systems. Two districts will work out of this facility providing efficient operations in a timely manner to the public. Project Schedule and Estimate Design/Admin Fees Right of Way Construction Technology Parking Fund Operation Services $200 The cost of this new downtown park shop is based off the recently completed East District Community Park Shop which is a 6,500 SF office/shop located on 3.5 acres which has a yard for equipment and landscaping maitenance. We feel this new facility needs to be operational by end of 2028 to allow for development of Civic Center Campus for the new Municipal Building which is to go at the old park shop location. Utilities will be $200,000 annually. The park shop operating cost should be similar to existing expenses. CCIP Sales Tax General Fund Grants Donations KFCG Fund Transit Services Fund Capital Expansion Fund Recreation Fund Debt Issuance Other Other Page 65 of 126 Page 66 of 126 COUNCIL FINANCE COMMITTEE AGENDA ITEM SUMMARY Staff: Lawrence Pollack, Budget Director Date: July 3, 2024 SUBJECT FOR DISCUSSION Overview of the General Fund Administrative Charge to Other Funds EXECUTIVE SUMMARY The General Fund Administrative Charge is intended for partial cost recovery for Citywide support services. This includes the services provided by the City Attorney’s Office, City Manager’s Office, Human Resources and Finance, as well as a few others. These various shared services are necessary for day-to-day running of the City organization and to support the breadth of programs and services City departments provide externally to the community. The goal of the model is to have a methodology that is fair to all contributing funds. GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED What questions does the Council Finance Committee have about the General Fund Administrative Charge Model and how it is deployed within the City’s budgeting process? BACKGROUND/DISCUSSION There are a wide variety of services necessary to run the City organization and support the wide breadth of programs and service to the community provided by City departments and their staff. These shared administrative services are generally centralized so that each department need not replicate those activities with their own staff. Centralization also allows for standardization, efficiency and economies of scale that would not occur if each of those activities was decentralized. The many services provided by Human Resources is an example. The employee life cycle begins with recruitment and continues through the phases of hiring, onboarding, training and development, etc. All of these services require talented staff to ensure process standardization and consistency across the organization. It is much more cost effective to have those staff working together as a team to help facilitate the employee experience, rather than if each department had to hire their own resources to complete those functions. Lastly, many of these services have state and federal compliance requirements, requiring specialized knowledge of those. These types of services are typically housed within the General Fund because they are not owned by any individual department. Page 67 of 126 Similar to a PILOT, a payment in lieu of tax, the intent of the General Fund Administrative Charge is to provide a methodology for the departments focused on external service delivery to the community to pay for the use of those shared administrative services. The value proposition is that it is overall less expensive to utilize administrative staff rather than incremental departmental hiring or paying a third party. The use of the General Fund Administration Charge model has been in place for well over 20 years. It is used during the budget process for departments to include their ratio of the charges within their ongoing budget requests. The General Fund departments included in the model are as follows: - City Attorney’s Office - City Manager’s Office - City Clerk’s Office - City Council - City Hall Facility Charges - Emergency Preparedness and Security - Finance - Human Resources Step #1: The model for the 2025-26 Budget starts with the originally adopted operating budgets from 2024 for each City fund. A number of modifications are then made so as to not double count expenses. For example, transfers between funds are backed out as those don’t reflect budgeted activity that would utilize administrative services. Other budgeted expenses, like PILOTs and Purchased Power, are also backed out for similar reasons. This then determines the modified budget for each fund, applicable for use in the model. From there, each fund’s % of the total City modified budget is calculated. This % is what the total cost of the shared services in the General Fund will be multiplied by to determine the ratioed share of those expenses, by fund. Step #2: The budgets for each of the 8 departments listed above are then entered into the model with additional adjustments to again avoid any double counting, like in Step #1. Here is an example, City Charter requires certain funds to pay a specified portion of the City Manager’s compensation. In this case, the Light & Power fund pays 40% and the Water fund pays 20%. Those amounts are backed out of the model so as to not double count them. A similar thing happens within the City Attorney’s Office based on agreements with departments like Natural Areas. In that case, the 0.50 FTE of dedicated attorneys to supporting the Natural Areas is backed out so those costs are also not double counted. Step #3: The ratioed modified costs of those 8 departments are then summed up by fund for the total GF Admin Charge to be budgeted in Year 1 of the biennial budget. Year 2 is calculated by taking the Year 1 cost for each fund and increasing it by the inflationary assumption included in the budget; which is 2.5% for 2026. Step #4: The City Funds are split into what is referred to as ‘charged funds’ and ‘non-charged funds’ where the only difference is the ‘non-charged funds’ are not charged the amount Page 68 of 126 calculated in the model. The reason for this is the ‘non-charged funds’ all receive a subsidy from the General Fund to cover a portion of that fund’s budgeted expenses. If there was an additional General Fund Admin Charge given to those funds, the only way they would be able to pay for it would be to then increase the subsidy from the General Fund. Such transactions would not add any value, so those funds are not charged. Step #5: These amounts for the ‘charged funds’ are then discussed with the various fund managers to go through the calculations and answer their questions so we can align on the amount specified in the model, which is to be included in that department’s Ongoing Offers. For the 2025-26 Budget, there was a conversation about the applicability of debt service (principal and interest payments) in the model. It was determined that, similar to PILOTS, debt service obligations don’t have ongoing operational impacts and so those costs have been backed out of the modified budgets. The result of this change benefited funds with greater debt than funds without much debt. ATTACHMENTS (numbered Attachment 1, 2, 3,…) Presentation Page 69 of 126 Headline Copy Goes Here June 25, 2024 City Council Work Session General Fund Administrative Charge Model for BFO Page 70 of 126 Headline Copy Goes Here 2 Summary of the General Fund Administrative Charge •Purpose: to partially recoup General Fund expenses for shared services provided Citywide •Goal: Use a methodology that is fair to all contributing funds •There are eight departmental areas of General Fund costs included in the model: –City Attorney’s Office –City Manager’s Office –City Clerk’s Office –City Council –City Hall Facility Charges –Emergency Preparedness and Security –Finance –Human Resources Page 71 of 126 Headline Copy Goes Here 3 Process Steps •There are 5 overall steps with the General Fund Administrative Charge model –Step #1: Modify original budgets by fund to calculate % of City total –Step #2: Enter original budgets of the 8 General Fund departments –Step #3: Calculate the Year 1 and Year 2 charges by fund –Step #4: Split funds in to ‘charged funds’ and ‘non-charged’ funds –Step #5: Meet with fund owners to discuss the charges for the upcoming budget Page 72 of 126 Headline Copy Goes Here 4 Step #1: Modify original budgets by fund to calculate % of City total •Modifications to original budgets documented •The modifications in the ‘Other’ column are: –Purchased Power ($107.5M) –Broadband COGS adjustment ($820k) –Utility CS&A Admin Charges to the four traditional utilities ($21.3M) –Transportation ‘Work for others’ ($4.4M)Page 73 of 126 Headline Copy Goes Here 5 Step #2: Enter original budgets of the 8 General Fund departments •The model has tabs to document modifications to the General Fund department budgets to exclude any double counting of charges, like CAO dedicated staffPage 74 of 126 Headline Copy Goes Here 6 Step #3: Calculate the Year 1 and Year 2 charges by fund •Year 1 is the sum of the General Fund departmental charges •Year 2 is then increased by the expense inflation assumptions (2.5% for 2026)Page 75 of 126 Headline Copy Goes Here 7 Step #4: Split funds in to ‘charged funds’ and ‘non-charged’ funds •Non-charged funds already receive a subsidy from the General Fund •Thus, charging those funds would merely result in an equivalent increase to the existing subsidy Page 76 of 126 Headline Copy Goes Here 8 Guidance requested from Council What questions does the Council Finance Committee have about the General Fund Administrative Charge Model and how it is deployed within the City’s budgeting process? Page 77 of 126 Page 78 of 126 COUNCIL FINANCE COMMITTEE AGENDA ITEM SUMMARY Staff: David Lenz, Director, Financial Planning & Analysis Date: July 3, 2024 SUBJECT FOR DISCUSSION Update to the Amended and Restated Intergovernmental Agreement between the City of Fort Collins and the Poudre Valley Fire Protection District (dated July 15, 2014) that established the Poudre Fire Authority. EXECUTIVE SUMMARY The City of Fort Collins (“City”) and the Poudre Valley Fire Protection District (“District”) established the Poudre Fire Authority (“PFA”) with an Intergovernmental Agreement (“IGA”) in 1981. This agreement was further adjusted in 1983 and 1987 to include a revenue allocation formula (“RAF”). This agreement was further amended and restated in 2014 to include an update to the RAF and Support Services provided to PFA by the City. The full 2014 amended and restated IGA including the RAF (Exhibit A) and Support Services provided (Exhibit B) is included as Attachment 1. During 2024, City and PFA staff continued discussions to update the IGA, completing an analysis of the support services (and associated costs) provided by each party and beginning the evaluation of the RAF. These preliminary findings have previously been shared with the Council Finance Committee in March, City Council/District Board in a joint Work Session in April, and ongoing PFA and District Board meetings. This update focuses on the proposed adjustments to the RAF, including the changes to administrative oversight of the joint agreement, as well as a recap of the shared services analysis and updated timeline to finalize adoption of the amended agreement. GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED What questions does the committee have related to the update of the Intergovernmental Agreement, the proposed Revenue Allocation Formula Adjustments or the Support Services and costs provided? Does the committee support the proposed changes to the Intergovernmental Agreement and supporting Exhibits A and B? BACKGROUND/DISCUSSION Support Services Provided: During the second half of 2023, City and PFA staff reviewed the Support Services provided in the existing Exhibit B. This effort involved over 30 collaborative meetings with both City and PFA personnel. The interviews and analysis involved investigation on the scope of services being provided by City personnel, including support areas that were not specifically outlined in Exhibit B as services to be provided. Additionally, certain services had transitioned to PFA over Page 79 of 126 the ensuing time since the agreement update in 2014. In all instances, efforts were made to identify the time and costs involved in each City department or PFA program providing the support. During 2024, City and PFA staff jointly reviewed all findings of the 2023 costing of the services provided which indicated the City provides PFA with approximately $728,000 annually of in- kind costs and an additional $3.5 million in direct charges ($3.0 million is for Benefits and Wellness). PFA’s cost of services provided is estimated at approximately $292,000 annually ($248,400 is for two added positions – 50% for an IT Analyst III role and 85% of the Battalion Chief - Emergency Management role). The net amount of the in-kind costs results in a total of approximately $436,000 provided by the City to PFA. This amount captures the new estimated baseline of service provided that will be incorporated into the updated IGA and RAF discussed in the sections below. It is intended that these services will be regularly reviewed by City and PFA staff for any material annual additions or subtractions to provided services. Additionally, the new agreement will incorporate an annual inflation adjustment to this net calculated amount based upon an agreed CPI Index. Revenue Allocation Formula - Current: The RAF specifies how both the City and the District make contributions to the PFA. The District’s contribution is annually through the adopted mill levy (minimum of 10.595 mills) and the City’s contribution is through a combination of a portion of the City’s base sales and use tax revenue (undedicated for specific other projects or legally restricted or committed for other uses) and 67.5% of the operating mill levy of the City’s property tax revenue. The City’s contributions Service Area Annual In-Kind Costs Annual Charged Total Cost of Services Provided Finance $182,115 $18,402 $200,517 Human Resources $145,963 $2,969,712 $3,115,675 Information Technology $191,481 $47,000 $238,481 Police - Dispatch $159,462 $207,229 $366,691 Op Services $5,390 $194,643 $200,033 All Other $43,215 $20,000 $63,215 Total $727,626 $3,456,986 $4,184,611 Cost of City Services provided to PFA Service Annual In-Kind Costs Emergency Management $176,214 Finance $12,976 Risk Management $23,296 Human Resources $3,539 Information Technology $72,138 Miscellaneous $3,576 Total $291,738 Cost of Services provided - Absorbed by PFA Page 80 of 126 are based on the biennial budgeted amounts for sales/use and property taxes. These amounts are not adjusted for actual collections (please refer to Exhibit A of the IGA for the RAF calculation details). In the 2023 Budget, the City’s contributed approximately $35.9 million in revenue sharing to PFA ($19.2 million in property tax and $16.9 million in sales/use tax, less $0.2 million for PFA contribution agreements). For the 2024 budget, the revenue contribution increases to approximately $38.7 million ($21.7 million in property tax and $17.3 million in sales/use tax, less $0.3 million in PFA contribution adjustments). The District contributed $8.8 million in 2023 and $12.4 million in 2024. The City’s 2024 contribution amounts are detailed below: The total sales and use tax amount subject to the RAF calculations above is $128,243,683 ($101,245,013 of Existing Base plus $26,998,670 of New Base), with the total sales and use tax contribution amount totaling $17,261,150. Revenue Allocation Formula - Proposed: City and PFA staff have been evaluating the current RAF over the past few months. Goals of this evaluation have been to: • Simplify the sales and use tax calculations to incorporate the Keep Fort Collins Great (KFCG) 0.6% base rate increase Actual 2024 Contribution (As of 4/22/22) Existing Base Sales Tax 92,770,987$ Existing Base Use Tax 8,474,026$ Total Existing Base Sales & Use Tax 101,245,013$ First 1% of Existing Base Sales & Use Tax 44,997,784$ Existing Base Sales & Use Tax RAF - 29%29.0% Existing Base Sales & Use Tax Contribution 13,049,357$ Property Tax 32,174,388$ Property Tax RAF - 67.5%67.5% Property Tax Contribution 21,717,712$ New Base Sales Tax 24,738,930$ New Base Use Tax 2,259,740$ Total New Base Sales & Use Tax 26,998,670$ New Base Sales & Use Tax RAF - 15.6%15.6% New Base Sales & Use Tax Contribution 4,211,793$ Total City Contribution 38,978,862$ Emergency Dispatch ($231,849) Homelessness Support ($20,000) Net City Contribution 38,727,013$ Adjustments for PFA Funded Position Support Page 81 of 126 • Adjust the calculations to incorporate the new baseline of cost of services provided. • Adjust the amount in the use tax calculation to include currently “excluded” one-time amounts. • Change contributions to PFA to be based on actual results versus the current budgeted amounts. This will also incorporate a “risk corridor” band to share a portion of revenue upside and limit the revenue downside related to actual results vs. budgeted estimates. • Provide an annual true-up for the risk corridor above. • Add further definition around adjustments for future growth and annexations. • Move to an annual budget amount for sales, use, and property taxes aligned with the annual appropriated budget for these amounts. Calculation Adjustments The first adjustment step is to simplify the sales and use tax calculated contribution amount. If we take the 2024 tax amounts and contribution amounts from the current RAF calculation shown above, we are able to determine a single new calculation percentage as shown below (B divided by A equals C): The next step in our adjustment is to account for the new baseline cost of services provided under Exhibit B. To accomplish this, we take the calculation from the above section and add the net cost of services provided to get the new contribution amount (A plus B equals C). The final step of the RAF calculation adjustment is to include the full available use tax amounts (currently “excluded” one-time amounts) in the use tax base (D) to calculate the total sales and use tax base (E). To calculate the new updated percentage amount, we the use previously calculated contribution by the total base sales and use tax (F divided by E equals G). For simplification and some slight rounding difference, we will use a blended rate of the 2025 and 2026 years (H) as the calculation rate to determine the final Sales and Use Tax Contribution (I). 2024 Combined Sales and Use Tax Total Sales Tax Base 117,509,917$ Total Use Tax Base 10,733,766$ Total Sales and Use Tax Base 128,243,683$ (A) Total Sales and Use Tax Contribution 17,261,150$ (B) Calculated Contribution Rate 13.460%(C) 2024 2025 2026 Total Tax Contribution 17,261,150$ 18,383,050$ 18,891,202$ (A) Additional Contribution to Cover Cost Allocation -$ 435,888$ 435,888$ (B) Total Contribution after Cost Allocation 17,261,150$ 18,818,938$ 19,327,089$ (C) Page 82 of 126 The Property Tax RAF calculation amount remains unchanged at 67.5% of the eligible City Property tax mill levy amount. Additionally, the amount of net shared services costs will be deducted from (or added to) the contribution amount to PFA from the City. This will allow for expansion or contraction of the net contribution amount based on material additions to (or reduction in) services provided by either the City or PFA under Exhibit B. (Note that the adjustments previously made to the PFA contribution amount for Dispatch and Homelessness position support are excluded above and will be handled as an annual charged service.) Actuals versus Budgeted Contribution Amounts and Risk Sharing Currently, the contribution amounts that are provided by the City to PFA are set every two years based on City’s biennial budgeting process. There is no adjustment in the contribution to PFA for the amounts that actually are collected for sales, use, and property tax. The proposed adjustment will be to contribute actual tax receipts to PFA on a monthly basis, with a true-up at year-end based upon the agreed upon cap and floor bands. The City’s budgeting process has a conservative bias, as it should, based on the need to “protect for the downside”. If we look at the average variance of budget vs. actual for the three tax 2024 2025 2026 Combined Sales and Use Tax - New Calculated % Total Sales Tax Base 117,509,917$ 125,845,203$ 129,620,574$ Total Use Tax Base 10,733,766$ 16,379,311$ 16,379,311$ (D) Total Sales and Use Tax Base 128,243,683$ 142,224,514$ 145,999,885$ (E) Total Sales and Use Tax Contribution 17,261,150$ 18,818,938$ 19,327,089$ (F) Calculated Contribution Rate 13.460% 13.232% 13.238%(G) Average of 2025 and 2026 N/A 13.235% 13.235%(H) Total Sales and Use Tax Contribution with Avg Rate 18,823,414$ 19,323,085$ (I) 2024 2025 2026 Total - Proposed RAF Sales Tax Contribution 15,816,423$ 16,655,613$ 17,155,283$ Use Tax Contribution 1,444,727$ 2,167,802$ 2,167,802$ Property Tax Contribution 21,717,712$ 22,571,998$ 23,023,438$ Total Contribution 38,978,862$ 41,395,412$ 42,346,523$ Less: Net Shared Services Costs -$ (435,888)$ (435,888)$ Net Contribution 38,978,862$ 40,959,525$ 41,910,635$ Total - Current RAF Sales Tax Contribution 15,816,423$ 16,938,323$ 17,446,474$ Use Tax Contribution 1,444,727$ 1,444,727$ 1,444,727$ Property Tax Contribution 21,717,712$ 22,571,998$ 23,023,438$ Total Contribution 38,978,862$ 40,955,048$ 41,914,640$ Page 83 of 126 categories since 2003, we see the following variation patterns: To allow for sharing upside potential revenue with PFA and to share some downside risk of potential revenue shortfall (without putting at risk the need to provide PFA’s core fire and emergency services), this proposed RAF adjustment puts in place a cap and floor on the percentage variation from budget that PFA receives from the City. The following are the proposed risk sharing bands for each tax. If any of the individual actual tax amounts collected are within the band range, no adjustment is necessary. If a tax amount is above or below the annual cap or floor, an adjustment will be made at year end to adjust for the excess (or shortage) to bring the annual contribution back to the band percentage amount. Annexation and Growth Provisions The current RAF allows for adjustments to the contribution amounts paid to PFA in the event the City annexes property currently within District boundaries. These provisions will be maintained in the proposed RAF through adjustments to the sales and use tax and/or property tax contribution percentages. Mechanics of this process are still under evaluation. Annual Setting of the Budgeted tax amounts The proposed RAF changes include the budgeted sales, use, and property tax amounts to be set at time of annual appropriation of the individual year budgets (as opposed to the biennial cadence currently in the RAF). This will allow for a timelier update to these key budget assumptions, especially in the aftermath of severe shocks to the economy (positive or negative). The two-year estimate will still be provided in the biennial budget approval. Other items still under consideration/finalization • District, PFA and City ongoing legal reviews Actual vs. Budget Annual Average Variance (%) Number of years Average Variance Number of years Average Variance Sales Tax 2.4%11 5.4% 10 -2.0% Use Tax 14.1%16 18.5%5 -5.4% Property Tax 0.4%11 2.3% 10 -1.7% Actual Exceeds Budget Budget Exceeds Actual 2003 - 2023 Upper Band (% above Budget) Lower Band (% below Budget) Sales Tax 3.0% -2.0% Use Tax 6.0% -2.0% Property Tax 2.0% -2.0% Page 84 of 126 • Movement of dispatch services to a charge for service as opposed to a deduction from the RAF • Full detail of City and PFA roles and responsibilities including joint calendarization of timelines NEXT STEPS/PATH FORWARD The goal is to complete the update of the IGA for inclusion in the 2025/26 City BFO Cycle. City and PFA staff are working jointly to reach agreement on terms and conditions to include in an update to bring to both the City Council and District Board for approval. Tentative schedule for moving forward: Work Streams: July: Finalize Combined Agreement Terms and City/District/PFA Legal Evaluations Communications/Actions: July: Council Finance Committee - proposal July: District Board - proposal August: City Council Adoption consideration - 1st August: District Board Adoption consideration Sept: City Council Adoption consideration - 2nd ATTACHMENTS Attachment 1 – Amended and Restated Intergovernmental Agreement establishing the Poudre Fire Authority (including RAF Exhibit A and Support Services Exhibit B) Attachment 2 – Presentation Slides Page 85 of 126 Page 86 of 126 Page 87 of 126 Page 88 of 126 Page 89 of 126 Page 90 of 126 Page 91 of 126 Page 92 of 126 Page 93 of 126 Page 94 of 126 Page 95 of 126 Page 96 of 126 Page 97 of 126 Page 98 of 126 Page 99 of 126 Page 100 of 126 Page 101 of 126 Page 102 of 126 Page 103 of 126 Page 104 of 126 Page 105 of 126 Headline Copy Goes Here Director, Financial Planning & Analysis David Lenz Poudre Fire Authority Intergovernmental Agreement Council Finance Committee July 3, 2024 Page 106 of 126 Headline Copy Goes Here 2 Agenda •Intergovernmental Agreement (IGA) Update – Work to Date •Exhibit B: Support Services Provided •Exhibit A: Revenue Allocation Formula •Items under Consideration •Next Steps •Questions Page 107 of 126 Headline Copy Goes Here 3 Questions for Council Finance Committee •What questions does the committee have related to the update of the Intergovernmental Agreement, the proposed Revenue Allocation Formula Adjustments or the Support Services and costs provided? •Does the committee support the proposed changes to the Intergovernmental Agreement and supporting Exhibits A and B? Page 108 of 126 Headline Copy Goes HereIntergovernmental Agreement Update – Work to Date 4 Poudre Fire Authority Established via Intergovernmental Agreement (IGA) between the City and Poudre Valley Fire Protection District (PVFPD) 1981 Revenue Allocation Formula (RAF) effective1983 IGA Restated to include RAF language1987 IGA Amended and Restated to include RAF (Exhibit A) and Support Services provided to PFA by the City (Exhibit B) 2014 2024 •Updated Shared Services and inclusion of costs in Exhibit B. •Adjustments to simplify RAF, move to actual vs. budgeted revenue and establish risk sharing corridor •Include role of Administrators for both parties and annual budget adjustments •Fix term of agreement with re-opener provisionsPage 109 of 126 Headline Copy Goes Here Page 110 of 126 Headline Copy Goes Here 6 Exhibit B: Shared Services Provided •Joint 6-month effort by PFA and City personnel to identify cost of all services provided by both parties: •Interviews with all service area and departments •Specific activity and expense drivers utilized •Determine In-Kind and direct charges Include all in-kind charges into the Cost of services provided under Exhibit B Move other charges to the direct bill methodology (similar to HR Benefits/Wellness and Facilities charges) •Deduct net shared services charges from Exhibit B from the adjusted RAF •Adjust shared services annually by agreed upon CPI Index and/or to account for material changes to services provided Page 111 of 126 Headline Copy Goes Here 7 Exhibit B: Shared Services Provided Service Area Annual In-Kind Costs Annual Charged Total Cost of Services Provided Finance $182,115 $18,402 $200,517 Human Resources $145,963 $2,969,712 $3,115,675 Information Technology $191,481 $47,000 $238,481 Police - Dispatch $159,462 $207,229 $366,691 Op Services $5,390 $194,643 $200,033 All Other $43,215 $20,000 $63,215 Total $727,626 $3,456,986 $4,184,611 Service Annual In-Kind Costs Emergency Management $176,214 Finance $12,976 Risk Management $23,296 Human Resources $3,539 Information Technology $72,138 Miscellaneous $3,576 Total $291,738 Net $435,888 Cost of City Services provided to PFA Cost of Services provided - Absorbed by PFA Page 112 of 126 Headline Copy Goes Here Page 113 of 126 Headline Copy Goes Here 9 Revenue Allocation Formula: Current Actual 2024 Contribution (As of 4/22/22) Existing Base Sales Tax 92,770,987$ Existing Base Use Tax 8,474,026$ Total Existing Base Sales & Use Tax 101,245,013$ First 1% of Existing Base Sales & Use Tax 44,997,784$ Existing Base Sales & Use Tax RAF - 29%29.0% Existing Base Sales & Use Tax Contribution 13,049,357$ Property Tax 32,174,388$ Property Tax RAF - 67.5%67.5% Property Tax Contribution 21,717,712$ New Base Sales Tax 24,738,930$ New Base Use Tax 2,259,740$ Total New Base Sales & Use Tax 26,998,670$ New Base Sales & Use Tax RAF - 15.6%15.6% New Base Sales & Use Tax Contribution 4,211,793$ Total City Contribution 38,978,862$ Emergency Dispatch ($231,849) Homelessness Support ($20,000) Net City Contribution 38,727,013$ Adjustments for PFA Funded Position Support 1).29 of one cent of City base sales and use tax 2)67.5 percent of the operating mill levy of the City’s property tax 3)Sales and use tax from the voter approved tax measure known as “Keep Fort Collins Great” (KFCG) 4)Total sales and use tax base equals $128.2 million. 5)Total sales and use tax contribution amount equals $17.3 millionPage 114 of 126 Headline Copy Goes Here 10 Revenue Allocation Formula: Proposed •Simplify the sales and use tax calculations to incorporate the Keep Fort Collins Great (KFCG) 0.6% base rate increase •Adjust the calculations to incorporate the new baseline of cost of services provided •Adjust the amount in the use tax calculation to include currently “excluded” one- time amounts •Change contributions to PFA to be based on actual results versus the current budgeted amounts. This will also incorporate a “risk corridor” band to share a portion of revenue upside and limit the revenue downside related to actual results vs. budgeted estimates. •Provide an annual true-up for the risk corridor above •Add further definition around adjustments for future growth and annexations. •Move to an annual budget amount for sales, use and property taxes aligned with the annual appropriated budget for these amounts. Page 115 of 126 Headline Copy Goes Here 11 RAF: Proposed Adjustment – Simplify Calculation 2024 Combined Sales and Use Tax Total Sales Tax Base 117,509,917$ Total Use Tax Base 10,733,766$ Total Sales and Use Tax Base 128,243,683$ (A) Total Sales and Use Tax Contribution 17,261,150$ (B) Calculated Contribution Rate 13.460%(C) Using the 2024 actual Sales and Use tax base, and the sales and use tax contribution, we can calculate a combined new contribution percentage (B divided by A equals C). Page 116 of 126 Headline Copy Goes Here 12 RAF: Proposed Adjustment – Increase contribution to cover costs The total tax contribution is increased by net costs of shared service net costs add the net cost of services provided to get the new contribution amount (A plus B equals C). 2024 2025 2026 Total Tax Contribution 17,261,150$ 18,383,050$ 18,891,202$ (A) Additional Contribution to Cover Cost Allocation -$ 435,888$ 435,888$ (B) Total Contribution after Cost Allocation 17,261,150$ 18,818,938$ 19,327,089$ (C) Page 117 of 126 Headline Copy Goes Here 13 RAF: Proposed Adjustment – Recalculate % and include all use tax Currently “excluded” one-time amounts are added to the use tax base (D) to calculate the total sales and use tax base (E). The new updated percentage amount is calculated using the previously determined contribution amount by the total base sales and use tax (F divided by E equals G). For simplification and some slight rounding differences, we use a blended rate of the 2025 and 2026 years (H) as the calculation rate to determine the final Sales and Use Tax Contribution (I). 2024 2025 2026 Combined Sales and Use Tax - New Calculated % Total Sales Tax Base 117,509,917$ 125,845,203$ 129,620,574$ Total Use Tax Base 10,733,766$ 16,379,311$ 16,379,311$ (D) Total Sales and Use Tax Base 128,243,683$ 142,224,514$ 145,999,885$ (E) Total Sales and Use Tax Contribution 17,261,150$ 18,818,938$ 19,327,089$ (F) Calculated Contribution Rate 13.460% 13.232% 13.238%(G) Average of 2025 and 2026 N/A 13.235% 13.235%(H) Total Sales and Use Tax Contribution with Avg Rate 18,823,414$ 19,323,085$ (I) Page 118 of 126 Headline Copy Goes Here 14 RAF: Proposed vs. Current (Note that the adjustments previously made to the PFA contribution amount for Dispatch and Homelessness position support are excluded above and will be handled as an annual charged service.) Page 119 of 126 Headline Copy Goes Here 15 RAF: Proposed Adjustment – Change to actuals with risk sharing Currently, the contribution amounts that are provided by the City to PFA are set every two years based on City’s biennial budgeting process. The City’s budgeting process has a conservative bias, as it should based on the need to “protect for the downside”. If we look at the average variance of budget vs. actual for the three tax categories since 2003, we see the following variation patterns: Actual vs. Budget Annual Average Variance (%) Number of years Average Variance Number of years Average Variance Sales Tax 2.4%11 5.4% 10 -2.0% Use Tax 14.1%16 18.5%5 -5.4% Property Tax 0.4%11 2.3% 10 -1.7% Actual Exceeds Budget Budget Exceeds Actual 2003 - 2023 Page 120 of 126 Headline Copy Goes Here 16 RAF: Proposed Adjustment – Change to actuals with risk sharing The proposed RAF adjustment puts in place a cap and floor on the percentage variation from budget that PFA receives from the City. The following are the proposed risk sharing bands for each tax. If a tax amount received is above or below the annual cap or floor, an adjustment will be made at year end to adjust for the excess (or shortage) to bring the annual contribution back to the band percentage amount. Upper Band (% above Budget) Lower Band (% below Budget) Sales Tax 3.0% -2.0% Use Tax 6.0% -2.0% Property Tax 2.0% -2.0% Page 121 of 126 Headline Copy Goes Here 17 RAF: Other •Annexation / growth projections: •To be included with adjustments to sales and use tax and/or property tax contribution percentages •Annual Budget to be set for sales, use and property taxes •Other items still under consideration/finalization: District, PFA and City ongoing legal reviews Movement of dispatch services to a charge for service as opposed to a deduction from the RAF Full detail of City and PFA roles and responsibilities including joint calendarization of timelines Page 122 of 126 Headline Copy Goes Here Page 123 of 126 Headline Copy Goes Here 19 Timeline Work Streams: •July: Finalize Combined Agreement Terms and City/District/PFA Legal Evaluations Communications/Actions: •July: Council Finance Committee - proposal •July: District Board - proposal •August: City Council Adoption consideration - 1st •August: District Board Adoption consideration •Sept: City Council Adoption consideration - 2nd Page 124 of 126 Headline Copy Goes Here 20 Questions for Council Finance Committee •What questions does the committee have related to the update of the Intergovernmental Agreement, the proposed Revenue Allocation Formula Adjustments or the Support Services and costs provided? •Does the committee support the proposed changes to the Intergovernmental Agreement and supporting Exhibits A and B? 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