HomeMy WebLinkAboutReport - Mail Packet - 5/16/2017 - Memorandum From Lawrence Pollack Re: 2017-2018 Abbreviated Budget Document2017–2018
January 2017
Biennial Budget
Abbreviated Version
2017–2018
Adopted Biennial Budget
MAYOR AND CITY COUNCIL
Wade Troxell, Mayor
Gerry Horak, Mayor Pro Tem
Bob Overbeck
Ray Martinez
Gino Campana
Kristin Stephens
Ross Cunniff
CITY MANAGER
Darin Atteberry
CHIEF FINANCIAL OFFICER
Mike Beckstead
Budget Director
Lawrence Pollack
INQUIRIES REGARDING THE ADOPTED 2017-2018 BIENNIAL BUDGET FOR THE CITY OF
FORT COLLINS, OR REQUESTS FOR MAILING, SHOULD BE DIRECTED TO:
City of Fort Collins
Budget & Research Office
P.O. Box 580
Fort Collins, CO 80522
(970) 416-2439
The entire 2017-2018 budget document is available for review on the internet at:
www.fcgov.com/budget.
February 10, 2017
To Mayor Troxell & City Council Members:
It is my pleasure to present to you the 2017–2018 City of Fort Collins Biennial Budget. This
is our seventh budget cycle using the Budgeting for Outcomes (BFO) process, which has a
number of advantages over traditional budgeting approaches, including:
• Transparency with the programs and services that could be provided to the community
• Allocating revenue to the highest priorities citizens need and want
• Citizen input on which priorities should be funded, gathered through online tools,
events and meetings held across the community
• Two citizen volunteers on each of the seven BFO Teams who bring the voice of
community into the decision process
• Broad discussions among City staff resulting in greater accountability and improved
understanding of City priorities
Strategic Outcomes and Results
The 2017-2018 Budget is reflective of, and responsive to, community needs and Council
priorities, which are reflected in the 2016 City Strategic Plan. Each of the seven Strategic
Outcomes within the Strategic Plan has multiple Strategic Objectives. Achieving these
objectives was the basis for staff budget proposals and for determining which budget
proposals are recommended for funding. A description of the Strategic Outcomes is provided
below, and a list of the Strategic Objectives is summarized in each of the Outcome
Overviews.
Strategic Outcome Description
Neighborhood Livability
& Social Health
Fort Collins provides a high quality built environment, supports quality, diverse
neighborhoods and fosters the social health of citizens.
Culture & Recreation Fort Collins provides diverse cultural and recreational amenities.
Economic Health Fort Collins has a healthy, sustainable economy, reflecting community values.
Environmental Health Fort Collins promotes, protects and enhances a healthy and sustainable
environment.
Safe Community Fort Collins provides a safe place to live, work, learn and play.
Transportation Fort Collins provides safe and reliable multi-modal travel to, from, and
throughout the City.
High Performing
Government
Fort Collins exemplifies an efficient, innovative, transparent, effective and
collaborative city government.
As a data-driven organization, offers include one or more metrics that will be used to evaluate
its success in 2017 & 2018. These metrics can be accessed in the online budget documents.
The quality of the metrics, combined with each offer’s impact in achieving the Strategic
Objectives, were a determining factor for the BFO Team funding recommendations.
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Budget Highlights
The 2017-2018 Budget aligns resources to provide quality ongoing services while maintaining
a strong focus on efficiency and effectiveness. The budget includes key projects and
initiatives that further our vision of being a world-class community.
The Keep Fort Collins Great (KFCG) tax measure passed by voters in 2010 has had a
significant impact, providing approximately $28 million of annual revenue to maintain services
such as police, fire, streets, transportation, parks, recreation, and other community priorities.
The Budget is consistent with the ballot language.
2016 has been a year of solid sales tax growth over 2015 with revenues up 4.4%. An
increase in Sales Tax of 4.3% in 2017 and 3.0% in 2018 is forecasted. It is staff’s intent to
provide a forecast with a high probability of achievement to avoid mid-year funded program
cuts in the event tax revenue comes in lower than anticipated. As a precautionary measure
for a possible recession, $4.4M of General Fund reserves have been set aside to minimize
impact to 2017-18 programs and services if sales tax receipts would soften. Additional tax
revenue realized above the forecast will be added to fund balance and be available in the
next budget cycle.
Financial Highlights of the 2017-2018 Budget
• The City fiscal condition is healthy with adequate fund balances and strong Sales &
Use Tax growth. All fund balances exceed the minimum reserve policies established
by City Council and as required by State law.
• The total budget for all City funds for 2017 is $619.4M and for 2018 is $615.5M. This
includes the appropriations for the Urban Renewal Authority and the General
Improvement District #1.
• Staff has forecasted a softening in revenue growth for 2017-2018. Base economic
growth in sales tax is projected to increase by 4.3% in 2017 and 3% in 2018. Use tax
is projected at $22M for both years compared with a forecast of $25M in 2016.
• The use of General Fund reserves comes from 2015 fund balance and 2016 revenue
greater than what was forecasted. Reserves are utilized within the 2017-2018 Budget
for one-time projects.
• Utility rates are proposed to increase as listed below. Aside from purchased power
cost increases, rate increases are to fund capital infrastructure improvements.
− Electric rates are proposed to increase 3.45% in 2017 and 1.8% in 2018. Of this increase,
1.8% in both years is due to anticipated increased purchased power supply costs from
Platte River Power Authority (PRPA).
− Water rates are proposed to increase by 5.0% in both 2017 and 2018.
− Wastewater rates are proposed to increase by 3.0% in both 2017 and 2018.
− Stormwater rates are proposed to increase 5.0% in 2017 only.
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• Salary pool adjustments are planned based on an average 2.5% increase in both
years. Actual salary adjustments will vary based on performance and market. Staff
will review market conditions and may propose adjustments to 2018 if market
conditions change.
• The budget includes a 56.75 FTE increase in 2017 with an additional 5.0 FTE in 2018.
The majority of that staffing occurs in Police Services (14.0 FTE), Utilities (12.0 FTE),
Parks and Forestry (10.0 FTE), Transfort (5.0 FTE) and Neighborhood Services (4.0
FTE). The remaining FTE increases support a broad spectrum of City services.
Operational Highlights of the 2017-2018 Budget
The 2017-2018 Budget invests in the high priority areas of:
− Supporting Council and community priorities
− Investing in neighborhood livability
− Supporting public safety and increased police staffing
− Maintaining commitments to the voters with funds raised from KFCG and Community
Capital Improvement Program (CCIP), which is the renewal of Building on Basics
− Being good stewards of City assets by investing in infrastructure, buildings, trees, etc.
− Working toward resiliency with investments in select initiatives to make progress on
environmental goals, as well as social sustainability and economic programs
− Updating significant community plans, including City Plan, the Transportation Master Plan,
the Transit Master Plan and the Cultural Plan
− Investing in our workforce with training, leadership development and technology
− Implementing system improvements and continuing to foster transparency
This budget process was again challenging as we considered difficult trade-offs between
many innovative ideas and enhanced service options. I believe the end product achieves a
good balance across key Strategic Outcomes and delivers on the quality services that our
community deserves and expects.
In closing, I want to convey my sincere appreciation to City staff for their hard work,
commitment and innovation; to the citizen BFO Team members for volunteering significant
time, energy and expertise; and to the Mayor and City Council for your leadership,
commitment and partnership.
Respectfully submitted,
Darin A. Atteberry
City Manager
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2017-2018 Budget Overview
Economic Outlook
Fort Collins continues to attract new citizens and saw an increase of 11.7% between
April 2010 and July 2015. In 2016 the population of the City is estimated to be 161,000
citizens. Nationally the average population growth in the same period was 4.1%.
Unemployment has continued to decrease in Fort Collins since the 2008 recession. Fort
Collins has outpaced national and state trends for employment recovery; the City has
remained at 2-3% unemployment throughout 2015 and 2016, well below the target of
5% that’s typically viewed as market equilibrium by economists. As indicated by 2-3%
unemployment, Fort Collins is currently facing a tight labor market, with implications for
labor mobility and wages.
Annual median household income is $53,775 (2014). Wage growth in Fort Collins
mirrors the wage stagnation found across the United States. The 2015 average Fort
Collins (includes Loveland) hourly wage is $22.85, similar to a national average of
$23.23. However, wages locally are significantly lower than their respective national
averages in 7 of 22 major occupational groups, including arts, design, business and
financial operations and management. Occupational groups that had significantly higher
wages included architecture and engineering, production and healthcare support.
New commercial construction in Fort Collins has also continued to rise in tandem with
Fort Collins economic recovery. Housing prices (rent and homeownership) are each
currently outpacing wage growth; affordable housing remains a critical issue for the Fort
Collins community.
Jobs growth in Fort Collins was positive for 8 out of 9 major sectors with the highest
growth in mining, logging and construction (1.5%), public sector and academia (4.9%),
professional and business services (1.4%) and trade, transportation and utilities (1.3%).
The only decrease was in education and health services (-1.9%). It is important to note
that the recent decline in health and education and the increase in public sector and
academia employment are skewed by a recent re-categorization of former health sector
employees now considered state employees after a partial sale of a private hospital
provider to a state healthcare (UC Health) system. Advanced industries (i.e., STEM-
intensive occupations that include technology, research and development, data and
computing, etc.) remain a strong economic force in Fort Collins. Growth in this sector
represents more than 5.2% of Fort Collins’ economic output, which is approximately
double the national average (2.7%).
The 2017-2018 Budget includes modest assumptions for growth that reflect a
cautiously positive outlook for the next two years, while being aware of concerns of
national economists of when the next recession will occur. This proposed budget
assumes conditions will not worsen significantly and moderate, but softening, growth in
economic activity will continue during the two year budget period. This outlook is
reflected in the assumptions used to estimate revenues as detailed below.
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Price of Government
For the seventh time, the City has used a process known as Budgeting for Outcomes
(BFO) to prepare the 2017-2018 Budget. By utilizing Budgeting for Outcomes the
organization addresses the fundamental question, “How can citizens get the most value
for the taxes and fees they pay?”
While reviewing the budget, it is helpful to keep in mind the concept of the “price of
government.” This concept involves examining how much residents pay for all City
services compared to the income in the community. This analysis allows the City to
compare what Fort Collins residents pay for those services on an annual basis.
For over 50 years, Americans have historically spent approximately the equivalent of 35
cents of every dollar of annual personal income to buy services from their federal, state
and local governments. Of the 35 cents, 20 cents has historically been allocated to
services from the federal government, 8 cents to state government services, and 7
cents to local government services.
In Fort Collins, citizens are projected to continue spending approximately 5.6 cents of
each dollar earned on City services in 2017-18. The City’s focus on continuous
improvement combined with prudent fiscal leadership has driven an 18-year trend
where the price of government for our citizens has declined from a high of 6.6 cents
and has flattened out at 5.6 cents.
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Sales Tax Rate Comparison
Of the rates and fees that are part of the Price of Government calculation, the combined
sales and use tax generates 45% of governmental revenue. Fort Collins voters
approved a 0.85% increase in the City sales tax rate in 2010 under an initiative called
Keep Fort Collins Great (KFCG). The City sales tax rate increased from 3.0% to
3.85%. The overall sales tax rate in Fort Collins is 7.40% including the county and
state sales tax rates. The following table shows the total sales tax rate of the City
compared with other Front Range cities.
* Includes all city, county, state, and special district taxes with data as of June 30, 2016.
** These jurisdictions have multiple tax rates depending on location because of special districts,
public improvement fees, and/or they are located in multiple counties.
2017-2018 Revenue
The 2017-2018 Budget includes a wide variety of funding sources, many with
restrictions and dedications that make allocating resources very complex. This section
provides an overview of some of the key funds and revenue sources which make up the
overall budget.
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* This chart only includes Governmental Funds and Enterprise Funds. The amounts will be
slightly different from the net revenue on the Revenue Summary table in the appendix since
that table includes all City funds.
Governmental Revenue
Governmental revenue includes all revenue except those collected from rates that
support enterprise operations such as utilities and golf. The General Fund accounts for
48% of all governmental revenue. Those General Fund revenues support a wide array
of basic municipal services and the specific revenues supporting these municipal
operations come from multiple sources. Revenue growth assumptions for each of the
major revenue sources are described below.
Sales Tax: In 2017 Sales Tax revenue accounts for about 50% of the General
Fund revenue collected annually and 38% of total governmental revenues. The
budget assumes an increase in economic activity in sales tax of 4.3% in 2017
and 3.0% in 2018.
Use Tax: In 2017 Use Tax revenue accounts for about 11% of the General
Fund revenue collected annually and 7% of total governmental revenues. The
2017-2018 Budget assumes a base collection of $14.5M in both years that funds
ongoing programs and services. An additional $7.5M of Use Tax above the
base is forecasted for both years. That more volatile revenue is restricted to
one-time projects and initiatives.
Property Tax: In 2017 Property Tax revenue accounts for about 15% of the
General Fund revenue collected annually and 9% of total governmental revenue.
Property Taxes for 2017 and 2018 are anticipated to increase in line with
average inflation estimates of 2.0%.
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Payments in Lieu of Taxes (PILOT): PILOTs are collected by all City-owned
utilities except Stormwater. In 2017 these payments account for nearly 7% of
the General Fund revenue. As a result of declining forecasted Utility sales
partially offset by modest rate increases, this revenue stream is projected to
decrease by 2.2% in 2017 and then increase 3.4% in 2018.
User Charges/Fees: This category includes park fees, development fees,
administrative charges, court costs, etc. This revenue source accounts for about
6% of the General Fund revenue collected annually and 9% of total
governmental revenue. User charges and fees vary significantly by the type of
charge or fee.
Sales and Use Tax Trends
Sales tax receipts increased 8.4% in 2014 and 4.9% in 2015. For business activity
2016 sales tax receipts are 4.4% greater than 2015. An increase in Sales Tax of 4.3%
in 2017 and 3.0% in 2018 is forecasted.
Use tax receipts have historically been volatile and reflect the local community’s
investment in new equipment and buildings. Since the low mark of collections in 2009
of $8.3M, Use Tax increased as construction, vehicle purchases, audits, and
investments in equipment resumed after the Great Recession. Since 2014 Use Tax
collections have hit historic highs staying at or above $25.0M. Use Tax in both 2017
and 2018 is estimated at $22.0M.
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Enterprise Funds & Proposed Utility Rates
The City’s Enterprise Funds are those funds that provide services based on fees.
These services include Electric, Water, Wastewater, and Stormwater. Proposed rate
increases are explained below.
Electric
Electric rates are proposed to increase 3.45% in 2017 and 1.8% in 2018. Of this
increase 1.8% in both years is due to anticipated increased power supply costs
from Platte River Power Authority (PRPA). The City purchases power from
PRPA and then distributes it to our customers. The additional 1.65% in 2017 is
being driven by capital infrastructure needs. The 2017-2018 electric rate
increases shown are system averages and will vary by rate class and customer.
Water
Water rates are proposed to increase 5.0% in both 2017 and 2018 due to capital
infrastructure needs. The last increase in water rates was 4.0% in 2014.
Wastewater
Wastewater rates are proposed to increase 3.0% in both 2017 and 2018.
Continued gradual increases are needed to fund future capital improvements
necessary to meet regulatory requirements and maintain aging infrastructure.
Stormwater
Stormwater rates are proposed to increase 5.0% in 2017 with no additional rate
increase in 2018. Capital infrastructure needs are also the driver behind this
increase. The last increase in Stormwater rates was a 10.0% increase in 2004.
The following table is a summary of 2015-2016 actual average rate increases and the
2017-2018 proposed average rate increases:
Actual Actual Budget Budget
2015 2016 2017 2018
Electric 1.9% 3.2% 3.45% 1.8% *
Water 0.0% 0.0% 5.0% 5.0%
Wastewater 3.0% 3.0% 3.0% 3.0%
Stormwater 0.0% 0.0% 5.0% 0.0%
Proposed Utility Rates
* Final rate increase depends on approval by Platte River Pow er Authority
(PRPA) Board in October 2017
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Residential Electric Cost Comparison
The following table shows comparable electric rates among Fort Collins and other
electric utilities in the area for 700 kilowatt hours (kWh) of residential usage. Fort
Collins continues to have one of the lowest electric rates in the state. Fort Collins’
summer and non-summer rates are shown on the following graph. Many other utilities
also have rates that vary by season, but only January rates are shown.
2017-2018 Reserve and Other One-Time Funding Sources
The General Fund continues to have a healthy fund balance. Growth in fund balance
from 2011 to 2014 reflect 1) the consolidation of an existing Sales & Use Tax fund into
the General Fund in 2013 that increased the fund balance by $5.9M, 2) an improving
economy and 3) an intentional effort to retain a portion of each year’s unanticipated
revenue to minimize the impact of future economic downturns. The General Fund
balance is expected to decline over the 2017-18 Budget from the use of existing
reserves for planned projects and the use of the 2016 unanticipated revenue to support
one-time projects. The ending fund balance in all years exceeds the City policy
minimums.
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Overall City fund balances remain healthy and above local and state requirements for
minimum fund balances. The City closely monitors fund balance relative to economic
conditions and forecasts. The chart below summarizes the change in major fund
balances based on the impact of the 2017-2018 Budget.
Fund Balance Fund Balance Fund Balance
FUND 12/31/16 12/31/17 12/31/18
General Fund $68.4 $58.3 $52.4
Keep Fort Collins Great 14.3 11.0 8.1
Transportation Fund 14.3 14.5 14.5
Capital Projects Fund 2.5 2.5 2.5
Other Governmental Funds 53.4 52.5 53.8
Light & Power Fund * 195.3 186.7 189.3
Water Fund * 293.3 299.4 305.7
Wastewater Fund * 167.5 170.6 173.8
Stormwater Fund * 129.0 141.4 153.6
Internal Service Funds 19.2 26.8 35.7
Other Funds 44.1 41.9 38.7
TOTAL $1,001.3 $1,005.4 $1,028.2
Notes:
1) Dollars are shown in Millions
2) Fund balance is composed of unrestricted, restricted, and non-liquid assets. The fund
balance of funds w ith an asterisk (*) include non-liquid capital assets such as land and buildings.
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Total 2017-2018 Budget Summary
The 2017-2018 Budget includes the revenue generated by the Keep Fort Collins Great
(KFCG) 2010 ballot initiative. The rate for sales and use taxes earmarked for general
operations remains at 2.25%; KFCG is 0.85% and the other three 0.25% voter
approved tax initiatives are available for the various restricted purposes listed in the
ballot language for a total City tax rate of 3.85%. The property tax rate remains
unchanged since 1992 at 9.797 mills.
The total budget for all City funds for 2017 is $619.4M and for 2018 is $615.5M. The
following table compares the adopted 2016 budget with the 2017 and 2018 proposed
budgets, including the net operating budgets, capital improvement budgets, and debt
service:
The Net City Budget (the budget excluding internal transfers and charges) for 2017 is
an increase of 8.8% compared to the 2016 Net City Budget. For 2018, the budget will
decrease 0.1% compared to the 2017 Net City Budget. There are several factors
driving the increase in 2017 over 2016 as outlined in the table below. This includes a
mix of increased ongoing expenses for things like salary, benefits, contributions to PFA
and inflation. Additionally, more one-time revenue from 2015 and 2016 (use tax and
2016 property tax) was included in the 2017-2018 Budget to fund one-time
enhancements. For the past few budget cycles we have had a history of revenue
growth over forecast that goes into fund balance. That additional revenue then
becomes reserves that are used in the next budget cycle. This creates an incremental
‘stair step’ in the budget where year one of the new budget has an increase over the
previous year, while year two of the new budget cycle is typically flat or declining from
year one.
Adopted
2016 ** 2017 % Change 2018 % Change
Operating $497.0 $542.1 9.1% $549.0 1.3%
Debt 21.6 24.5 13.3% 21.8 -11.1%
Capital* 48.0 52.8 9.9% 44.7 -15.2%
Total City Appropriations** $566.6 $619.4 9.3% $615.5 -0.6%
Less Internal Service Funds (70.4) (74.8) 6.3% (77.2) 3.2%
Less Transfers to Other Funds (44.6) (53.4) 19.8% (47.8) -10.6%
Net City Budget $451.6 $491.2 8.8% $490.5 -0.1%
* Capital dollars reflect non-lapsing capital project budgets.
** This includes GID and URA which are appropriated in separate ordinances.
TOTAL BUDGET (in millions)
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2017 Cost Drivers
Staffing increases of 50.25 FTE 4.0
Salary and benefits for current staffing levels 5.8
PFA contribution per intergovernmental agreement 3.5
Increased debt payments 2.9
Increased transit services (including funding from CSU) 2.6
Capital Projects 7.3
Inflation on operational expenses (excluding personnel costs) 6.3
Contribution to I-25 1.1
Various other one-time and ongoing Enhancement Offers 7.2
Total: $40.7
$ values in M
2017–2018 Budget Priorities and Highlights
The 2017-2018 Budget takes into account available resources and allocates revenues
the highest priorities, and seeks to fund the services and programs that are most likely
to achieve the seven key Strategic Outcomes identified by Council:
Neighborhood Livability and Social Health
Culture and Recreation
Economic Health
Environmental Health
Safe Community
Transportation
High Performing Government
Several key themes guided the development of the 2017-2018 Budget including:
1. Focus on Council & Community Priorities
This Budget is driven by the City’s 2016 Strategic Plan and was developed based on an
understanding of Council priorities and a significant amount of public outreach.
Additionally, it continues to fulfill commitments made to voters in the Keep Fort Collins
Great sales tax initiative, as well as other tax initiatives such as the Community Capital
Improvement Program (CCIP) which is the renewal of the Building on Basics tax
initiative which expired in 2015.
2. Investing in neighborhood livability
This budget continues to prioritize residential neighborhoods through offers for
enhanced code compliance, the residential permit parking program and the
neighborhood connections program.
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3. Supporting public safety and increased police staffing
This budget includes additional staffing in patrol, detectives and dispatch to keep up
with basic service levels as the community grows and changes. There is an investment
in technology to help public safety through the use of body-worn cameras and needed
improvements to computer aided dispatch systems, as well as funding for design of a
police regional training facility that could benefit multiple regional public safety
agencies.
4. Maintaining commitments to the voters with KFCG and Community Capital
Improvement Program (Renewal of Building on Basics)
Fort Collins continues to invest in the services and amenities that make this such a
special place to live, work and raise a family. A significant contributor to that is the
revenue raised through the Keep Fort Collins Great tax initiative. A recap of the
programs and services provided to the citizens of Fort Collins from this important
funding source can be viewed at www.fcgov.com/kfcg (click on Reports and
Documents).
5. Being good stewards of City assets
The Budget includes approximately $53M in 2017 and $45M in 2018 for capital and
infrastructure repair and maintenance. This includes numerous road, bridge and utility
projects, as well as investments in asset management software systems to enable the
City to focus stewardship efforts on the highest priority maintenance needs. It also
provides resources to maintain our City trees which are important to safety and overall
community livability.
6. Working toward resiliency with investments in select initiatives to make
progress on energy efficiency, as well as other environmental goals
This budget reflects the community’s ongoing commitment to the environment by
continuing investments in energy efficiency (municipal, residential and commercial), as
well as increased commitments to renewable energy sources. Additionally, the
importance of the Poudre River to the citizens of Fort Collins is highlighted through
natural area investments, Nature in the City, and river health.
7. Updating significant community plans, including City Plan, the Transportation
Master Plan, the Transit Master Plan, and the Cultural Plan
Fort Collins has historically combined current and long-term planning with
implementation of those plans. This budget continues that important combination with
timely updates to a number of strategic city plans that will help focus City resources to
the opportunities and challenges the future holds for our community.
8. Implementing system improvements and continuing to foster transparency
The budget furthers the City’s commitment to operational excellence and transparency
with efforts such as Open Data and a performance improvement analyst.
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Capital Improvements
The City allocates revenues for a variety of capital improvement projects ranging from
street projects and city facility improvements, to electric substations. The City’s capital
improvement program totals $52.8M and $45.1M for 2017 and 2018, respectively. This
level of investment in the Budget is greater than the capital improvement level in the
2015-2016 Adopted Budget. It is important to note that the City Budget does not
typically include grants which can be for significant capital projects. The grants go
through individual appropriation ordinances as the grant details and amounts are
finalized throughout the year.
The 2017-2018 Budget funds numerous large projects in Parks, Police, Transportation
and Utilities. These projects include the Poudre River Downtown Project, neighborhood
and community parks, trails, Police computer aided dispatch and training facility design,
street and intersection improvements, the City Bridge Program, phase one of the new
Utility billing system and system improvements to all four utilities, as well as many
others.
Community Capital Improvement Program (CCIP)
The second and third year capital projects in the Community Capital Improvement Program
(CCIP), which is the voter approved renewal on the Building on Basics tax initiative, are
included in the 2017-2018 Budget. The CCIP projects include inflation above the 2015
project cost estimates as follows (in millions of dollars):
A complete list of proposed capital projects can be found in the Appendix.
Project 2017 2018
Affordable Housing $250 $250
Arterial Intersection Improvements 350 400
Bicycle Infrastructure Improvements 350 350
Bus Stop Improvements 100 100
Poudre River Downtown Project 4,244 -
Gardens on Spring Creek Visitor's Center - 2,185
Lincoln Ave. Bridge 2,811 -
Nature in the City 200 200
Pedestrian Sidewalk / ADA-Compliance 1,000 1,100
Transfort Bus Fleet Replacement - 500
Willow Street Improvements - 765
$9,305 $5,850
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2017
2017
Where the Money Comes From - $589.3 million
Where the Money Goes - $619.4 million
Taxes
28.3%
Licenses and
Permits
0.7%
Fines & Forfeitures
0.4%
Intergovernmental
6.0%
Charges for
Services
50.3%
Earnings on
Investments
1.0%
Miscellaneous &
Other Financing
4.3%
Transfers
9.1%
Personnel Costs
24.2%
Purchased Prof &
Tech Services
9.0%
Purchased
Property Services
9.6%
Other Purchased
Services
11.4%
Supplies
19.0%
Capital Outlay
13.0%
Other
1.3%
Debt & Other Uses
4.0%
Transfers
8.6%
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Beginning Net of Net Ending
Fund Balance Revenue and Adjustments Fund Balance Percent
FUND 01/01/17 Revenue Expenditures Expenditures to GAAP 12/31/17 Change
General Fund 68,437,169 141,874,746 151,998,590 (10,123,844) - 58,313,325 -14.8%
Capital Expansion Fund 12,476,627 5,275,096 2,251,754 3,023,342 - 15,499,969 24.2%
Sales & Use Tax Fund 1,955,548 8,256,145 8,775,678 (519,533) - 1,436,015 -26.6%
Keep Fort Collins Great 14,299,244 28,174,683 31,501,849 (3,327,166) - 10,972,078 -23.3%
Community Capital Improvement 1,228,303 8,230,061 9,305,000 (1,074,939) 153,364 -87.5%
Neighborhood Parkland Fund 8,675,308 1,510,851 1,411,538 99,313 - 8,774,621 1.1%
Conservation Trust Fund 2,007,268 1,473,933 1,560,293 (86,360) - 1,920,908 -4.3%
Natural Areas Fund 2,982,487 13,087,136 12,720,679 366,457 - 3,348,944 12.3%
Cultural Services Fund 1,742,005 3,925,800 4,015,674 (89,874) - 1,652,131 -5.2%
Recreation Fund 2,002,378 6,802,956 7,137,896 (334,940) - 1,667,438 -16.7%
Cemeteries Fund 529,640 600,254 650,254 (50,000) - 479,640 -9.4%
Perpetual Care Fund 1,849,848 78,645 23,828 54,817 - 1,904,665 3.0%
Museum Fund 810,129 1,068,254 1,379,254 (311,000) - 499,129 0.0%
Transit Services Fund 1,200,756 16,876,954 17,607,810 (730,856) - 469,900 -60.9%
Street Oversizing Fund 15,026,408 4,568,255 5,445,891 (877,636) - 14,148,772 -5.8%
Transportation Fund 14,301,504 24,532,482 24,340,127 192,355 - 14,493,859 1.3%
Parking Fund 822,644 2,397,298 2,659,014 (261,716) - 560,928 -31.8%
Timberline/Prospect SID #94 73,747 45,175 116,000 (70,825) - 2,922 -96.0%
Capital Leasing Corp Fund 0 4,629,978 4,629,978 0 - 0 0.0%
Capital Projects Fund 2,466,209 16,364,747 17,680,199 (1,315,452) 1,315,452 2,466,209 0.0%
Golf Fund * 5,546,793 3,546,710 3,525,905 20,805 322,368 5,889,966 6.2%
Light & Power Fund * 195,309,640 131,703,323 140,958,058 (9,254,735) 625,119 186,680,024 -4.4%
Water Fund * 293,319,132 34,959,872 34,793,127 166,745 5,921,400 299,407,277 2.1%
Wastewater Fund * 167,502,721 24,450,507 25,501,466 (1,050,959) 4,121,854 170,573,616 1.8%
Stormwater Fund * 128,953,145 17,460,414 18,716,766 (1,256,352) 13,654,000 141,350,793 9.6%
Equipment Fund * 5,978,586 13,616,556 13,978,959 (362,403) 2,534,567 8,150,750 36.3%
Self Insurance Fund 1,344,687 4,956,788 4,815,491 141,297 - 1,485,984 10.5%
Data & Communications Fund * 2,505,986 9,450,948 11,175,948 (1,725,000) 628,699 1,409,685 -43.7%
Benefits Fund 5,260,065 31,237,028 30,002,793 1,234,235 - 6,494,300 23.5%
Utility CS&A Fund * 4,126,765 17,210,746 17,117,167 93,579 5,015,466 9,235,810 123.8%
Employees' Retirement Fund 40,910,758 1,945,000 5,227,750 (3,282,750) - 37,628,008 -8.0%
General Improvement District 1 538,174 342,693 68,107 274,586 - 812,760 51.0%
GID #15 - Skyview 146,577 33,315 1,000 32,315 - 178,892 22.0%
URA Combined Fund (3,057,587) 8,597,142 8,328,759 268,383 152,587 (2,636,617) -13.8%
TOTAL 1,001,272,664 589,284,491 619,422,602 (30,138,111) 34,291,512 1,005,426,065 0.4%
SUMMARY OF CHANGE IN FUND BALANCE - 2017
* Note: Fund balance is composed of unrestricted, restricted, and non-liquid assets. The fund balance of funds with an asterisk include non-liquid
capital assets.
18
Beginning Net of Net Ending
Fund Balance Revenue and Adjustments Fund Balance Percent
FUND 01/01/18 Revenue Expenditures Expenditures to GAAP 12/31/18 Change
General Fund 58,313,325 142,984,082 148,917,021 (5,932,939) - 52,380,386 -10.2%
Capital Expansion Fund 15,499,969 3,578,882 693,827 2,885,055 - 18,385,024 18.6%
Sales & Use Tax Fund 1,436,015 8,456,127 8,456,128 (1) - 1,436,014 0.0%
Keep Fort Collins Great 10,972,078 28,873,838 31,771,671 (2,897,833) - 8,074,245 -26.4%
Community Capital Improvement 153,364 8,425,212 5,936,000 2,489,212 2,642,576 1623.1%
Neighborhood Parkland Fund 8,774,621 1,461,379 955,686 505,693 - 9,280,314 5.8%
Conservation Trust Fund 1,920,908 1,478,365 1,300,149 178,216 - 2,099,124 9.3%
Natural Areas Fund 3,348,944 12,901,189 14,039,920 (1,138,731) - 2,210,213 -34.0%
Cultural Services Fund 1,652,131 3,907,022 4,388,557 (481,535) - 1,170,596 -29.1%
Recreation Fund 1,667,438 6,979,522 7,474,792 (495,270) - 1,172,168 -29.7%
Cemeteries Fund 479,640 615,890 1,065,890 (450,000) - 29,640 -93.8%
Perpetual Care Fund 1,904,665 83,024 28,211 54,813 - 1,959,478 2.9%
Museum Fund 499,129 891,214 1,061,559 (170,345) - 328,784 -34.1%
Transit Services Fund 469,900 19,675,376 20,335,268 (659,892) - (189,992) -140.4%
Street Oversizing Fund 14,148,772 5,114,243 6,245,891 (1,131,648) - 13,017,124 -8.0%
Transportation Fund 14,493,859 24,966,821 24,921,649 45,172 - 14,539,031 0.3%
Parking Fund 560,928 2,584,806 2,844,048 (259,242) - 301,686 -46.2%
Timberline/Prospect SID #94 2,922 0 0 0 - 2,922 0.0%
Capital Leasing Corp Fund 0 5,509,829 5,509,829 0 - 0 0.0%
Capital Projects Fund 2,466,209 8,120,920 8,629,940 1,072,980 (1,072,980) 2,466,209 0.0%
Golf Fund * 5,889,966 3,582,805 3,586,000 (3,195) 346,622 6,233,393 5.8%
Light & Power Fund * 186,680,024 135,862,456 139,670,962 (3,808,506) 6,466,919 189,338,437 1.4%
Water Fund * 299,407,277 35,206,160 35,776,325 (570,165) 6,845,138 305,682,250 2.1%
Wastewater Fund * 170,573,616 24,966,897 31,706,336 (6,739,439) 10,008,173 173,842,350 1.9%
Stormwater Fund * 141,350,793 17,425,305 18,454,833 (1,029,528) 13,297,499 153,618,764 8.7%
Equipment Fund * 8,150,750 14,340,391 14,077,252 263,139 2,040,850 10,454,739 28.3%
Self Insurance Fund 1,485,984 5,069,820 4,918,900 150,920 - 1,636,904 10.2%
Data & Communications Fund * 1,409,685 10,042,596 10,245,596 (203,000) 646,100 1,852,785 31.4%
Benefits Fund 6,494,300 33,158,693 32,403,330 755,363 7,249,663 11.6%
Utility CS&A Fund * 9,235,810 18,031,671 17,950,455 81,216 5,174,202 14,491,228 56.9%
Employees' Retirement Fund 37,628,008 1,908,000 5,647,750 (3,739,750) 33,888,258 -9.9%
General Improvement District 1 812,760 350,563 418,107 (67,544) 745,216 -8.3%
GID #15 - Skyview 178,892 34,095 1,000 33,095 211,987 18.5%
URA Combined Fund (2,636,617) 6,196,928 6,058,208 138,720 162,289 (2,335,608) -11.4%
TOTAL 1,005,426,065 592,784,121 615,491,090 (21,124,969) 43,914,812 1,028,215,908 2.3%
SUMMARY OF CHANGE IN FUND BALANCE - 2018
* Note: Fund balance is composed of unrestricted, restricted, and non-liquid assets. The fund balance of funds with an asterisk include non-liquid
capital assets.
19
Actual
2014
Actual
2015
Budget
2016
Budget
2017
% Change
From 2016
Budget
2018
Property Taxes 19,154,739 19,987,761 20,916,914 24,220,907 15.8% 24,730,647
Sales & Use Tax 129,087,531 134,898,902 135,604,217 140,970,224 4.0% 144,541,011
Occupational Privilege Tax 2,676,401 2,850,699 2,575,000 2,715,364 5.5% 2,715,364
Lodging Taxes 1,304,613 1,451,008 1,166,000 1,282,600 10.0% 1,224,300
Licenses & Permits 4,659,514 3,943,075 3,227,400 3,810,009 18.1% 3,915,838
Fines & Forfeitures 2,539,244 2,776,456 2,426,158 2,127,000 -12.3% 2,227,000
Intergovernmental 42,569,954 36,977,107 21,932,030 24,869,841 13.4% 25,647,788
Payment in Lieu of Taxes 9,109,580 9,380,890 10,224,000 10,000,000 -2.2% 10,340,000
Charges for Service 86,527,265 84,731,800 91,509,247 98,685,642 7.8% 102,491,476
Charges for Service - Utilities/Golf 180,221,975 185,724,118 199,918,818 196,199,000 -1.9% 202,262,000
Earnings on Investments 5,488,389 4,853,714 4,160,777 5,752,786 38.3% 6,589,644
Earnings on Investments - GERP 2,630,327 (274,582) 159,250 175,000 9.9% 208,000
Miscellaneous 30,198,814 21,915,326 16,912,334 19,936,990 17.9% 17,739,949
Proceeds of Debt Issuance 3,946,289 2,239,424 0 5,007,879 300,000
Other Financing Sources 375,129 560,760 62,500 90,000 44.0% 90,000
Transfers from Funds 46,906,681 60,545,000 55,762,381 53,441,249 -4.2% 47,761,104
TOTAL $ 567,396,444 $ 572,561,457 $ 566,557,026 $ 589,284,491 4.0% $ 592,784,121
Less Internal Service Funds (49,060,109) (54,104,163) (60,852,734) (67,176,151) 10.4% (70,936,669)
Less Transfers (46,906,681) (60,545,000) (55,762,381) (53,441,249) -4.2% (47,761,104)
NET REVENUES $ 471,429,654 $ 457,912,294 $ 449,941,911 $ 468,667,091 4.2% $ 474,086,348
REVENUE SUMMARY
20
Actual Actual
Amended
Budget Proposed % Change Proposed
2014 2015 2016 2017 from 2016 2018
Salaries & Wages 99,501,697 102,577,685 108,608,441 111,585,988 2.7% 115,351,717
Benefits 27,174,078 29,624,855 35,134,367 38,319,967 9.1% 39,973,285
Professional & Technical 27,988,543 26,333,240 24,635,519 20,159,825 -18.2% 19,032,576
Governmental Services 23,117,703 24,251,849 25,219,799 29,100,921 15.4% 30,135,541
Other Prof & Tech Services 5,289,292 6,682,722 7,671,893 6,557,396 -14.5% 5,579,525
Utility Services 4,736,766 4,861,949 5,302,686 5,553,981 4.7% 5,703,304
Cleaning Services 1,876,230 1,877,523 2,204,689 2,322,092 5.3% 2,377,920
Repair & Maintenance Services 29,696,475 32,087,941 31,223,109 37,498,560 20.1% 33,342,465
Rental Services 1,459,732 1,310,942 2,085,534 3,680,639 76.5% 3,867,522
Construction Services 21,044,331 12,757,417 9,396,424 10,231,374 8.9% 10,511,822
Other Property Services 487,098 707,876 629,725 67,325 -89.3% 67,325
Insurance, Non Emp Benefits 26,865,274 29,255,288 30,896,019 33,510,911 8.5% 35,972,319
Communication Services 2,008,285 2,237,916 2,330,948 2,416,384 3.7% 2,407,114
Internal Admin Services 25,641,164 25,854,069 29,785,330 29,692,029 -0.3% 30,947,935
Employee Travel 1,172,181 1,313,009 1,500,449 1,517,445 1.1% 1,507,360
Other Purchased Services 4,032,140 3,177,937 3,455,096 3,373,868 -2.4% 3,406,170
Vehicle & Equipment Supplies 7,835,282 6,371,549 9,822,385 8,551,594 -12.9% 9,261,054
Land & Building Maint Supplies 1,898,857 2,146,196 2,538,593 2,245,677 -11.5% 2,253,809
Infrastructure Maint Supplies 4,792,687 4,340,015 3,819,366 3,301,967 -13.5% 3,299,215
Utility Supplies 7,163,082 6,952,207 10,858,697 3,484,940 -67.9% 3,534,940
Office & Related Supplies 4,360,780 3,204,037 2,593,482 2,827,539 9.0% 2,034,733
Health & Safety Supplies 522,641 420,456 377,398 389,698 3.3% 395,991
Purchased Power 80,214,970 84,500,772 91,616,000 90,330,000 -1.4% 92,832,000
Chemical Supplies 1,444,705 1,387,520 1,969,080 1,681,678 -14.6% 1,673,878
Other Supplies 3,834,125 3,934,970 5,858,125 4,845,805 -17.3% 5,137,503
Capital Purchases & Other 38,942,112 64,673,388 92,171,729 80,369,392 -12.8% 77,653,478
Depreciation 23,209,539 24,393,142 6,000 6,000 0.0% 6,000
Bad Debt Expense 462 586,446 343,000 408,000 19.0% 408,000
Rebates & Incentives 3,842,071 6,426,302 7,118,221 4,959,887 -30.3% 4,842,435
Grants Given 3,113,495 3,492,764 5,505,386 2,477,247 -55.0% 2,417,999
Debt Service & Related 21,019,123 23,886,255 21,762,200 24,513,224 12.6% 21,795,051
Transfers to Funds 46,906,681 60,545,000 68,463,318 53,441,249 -21.9% 47,761,104
TOTAL $551,191,599 $602,173,237 $644,903,010 $619,422,602 -4.0% $615,491,090
Less Internal Service Funds (58,718,813) (64,003,280) (72,232,313) (74,802,675) 3.6% (77,228,649)
Less Transfers (46,906,681) (60,545,000) (68,463,318) (53,441,249) -21.9% (47,761,104)
NET EXPENDITURES $445,566,105 $477,624,958 $504,207,379 $491,178,678 -2.6% $490,501,337
Note: The 2016 column shows the current budget.
EXPENDITURES BY TYPE
21
Actual Actual
Amended
Budget Proposed % Change Proposed
2014 2015 2016 2017 from 2016 2018
Investigations 6,952,599 7,100,430 7,472,361 7,422,037 -0.7% 7,637,593
Police Information Services 7,622,372 7,108,237 8,557,038 11,575,861 35.3% 8,492,296
Patrol 19,877,579 20,186,174 22,148,552 23,459,587 5.9% 24,507,076
Office of the Chief 2,541,908 2,655,501 2,566,560 4,002,563 56.0% 2,766,173
Finance Administration 1,000,360 1,033,434 1,010,409 1,045,762 3.5% 1,092,901
Accounting and Treasury 1,203,874 1,171,150 1,281,635 1,747,287 36.3% 1,698,396
Budget 402,209 418,951 463,895 584,382 26.0% 588,699
Purchasing 536,131 518,439 541,354 607,590 12.2% 641,247
Safety, Security, & Risk Mgmt. 4,168,240 3,950,096 3,970,957 4,612,859 16.2% 4,713,700
Sales Tax 664,337 746,580 617,044 667,397 8.2% 685,810
Non Departmental 6,150,640 7,015,965 5,782,964 7,128,646 23.3% 7,551,446
Operation Services 19,077,915 21,444,064 23,521,084 24,484,331 4.1% 23,947,662
Recreation 12,862,258 8,601,850 9,585,388 8,801,657 -8.2% 9,027,059
Community Services Admin 330,897 366,791 409,223 338,337 -17.3% 347,053
Park Planning & Development 2,583,911 3,793,253 8,687,630 10,765,203 23.9% 2,215,627
Cultural Services 5,408,867 5,404,708 6,685,984 6,697,992 0.2% 8,892,514
Parks 13,494,184 14,411,798 16,520,859 16,872,127 2.1% 17,725,250
Natural Areas 9,414,767 12,105,815 22,807,504 11,530,818 -49.4% 12,063,104
Utility Financial Operations 28,961,513 29,556,636 18,710,326 18,627,872 -0.4% 19,228,573
Utilities Strategic Planning 367,297 230,728 617,148 185,041 -70.0% 188,595
Utility Tech. & Cust. Service 1,816,675 2,040,918 2,376,559 2,714,217 14.2% 5,255,700
Utilities Customer Connections 10,872,403 13,108,979 16,463,476 15,822,043 -3.9% 16,086,736
L&P Operations Service Unit 116,882,680 120,267,956 120,730,012 114,030,558 -5.5% 114,305,291
Ut Environmental Services Div 2,133,912 2,273,274 2,587,460 2,536,170 -2.0% 2,567,674
Ut Process & Supervis Cntr Div 574,683 716,139 730,626 869,789 19.0% 875,961
Ut Enviro Regulatory Affairs 798,204 853,569 1,073,060 1,096,154 2.2% 1,115,892
Ut Water Production Div 7,809,674 11,264,682 25,233,676 9,946,642 -60.6% 9,176,398
Ut Water Resources Div 2,102,141 2,416,051 2,559,515 3,377,738 32.0% 3,310,653
Ut Wtr Reclama & Biosolids Div 7,254,549 14,597,524 16,147,075 10,668,328 -33.9% 15,973,748
Ut Collection System Div 3,933,476 4,829,075 3,633,642 3,569,318 -1.8% 3,790,921
Ut Distribution System Div 6,806,931 4,500,155 4,853,323 6,415,538 32.2% 5,490,721
Ut Drainage System Div 2,564,217 2,961,377 2,261,720 4,788,183 111.7% 5,505,749
Ut Water Meters Div 601,571 814,672 992,252 874,224 -11.9% 779,639
Ut Development Review Div 0 40,000 (10,000) 0 0
Ut Mstr Plan & Fldpl Admin Div 0 239,511 314,079 0 -100.0% 0
Ut Water Systems Engr Div 9,344,134 5,906,827 4,561,358 5,051,270 10.7% 6,627,368
Ut Electric Systems Eng Div 1,297,542 1,415,752 1,716,925 1,787,007 4.1% 1,808,767
Ut Elec System Design & IT Div 1,240,357 1,794,819 1,563,084 2,081,358 33.2% 2,258,009
Ut Standards Engineering Div 1,353,210 1,448,704 1,614,331 1,653,293 2.4% 1,698,576
Ut Water Utilities Engineering 2,969,172 2,110,705 3,098,540 2,564,098 -17.2% 2,495,279
Electric Field Services 6,277,798 6,755,206 8,831,639 11,929,145 35.1% 9,325,449
Utilities Management 1,914,899 1,994,516 1,915,624 1,164,582 -39.2% 1,532,311
Safety and Security 734,889 455,633 852,432 142,603 -83.3% 145,910
PDT Administration 591,044 659,647 730,899 2,269,173 210.5% 2,297,731
Transfort / Dial-a-Ride 14,762,492 19,807,304 16,356,562 20,175,406 23.3% 23,587,096
Comm Dev & Neighborhood Svcs 6,748,799 7,587,596 7,708,067 8,961,090 16.3% 9,593,395
FC Moves 1,602,102 2,012,791 4,271,384 1,791,633 -58.1% 2,171,858
Streets 23,762,907 25,185,580 26,546,540 26,201,115 -1.3% 26,706,667
Traffic 3,872,882 4,320,704 4,410,564 4,739,067 7.4% 4,737,881
Engineering 24,882,535 27,713,751 16,315,051 18,664,080 14.4% 15,652,465
Parking 2,088,446 2,231,603 2,834,941 2,601,051 -8.3% 2,783,957
City Clerk's Office 653,858 986,939 820,189 1,029,255 25.5% 1,015,566
City Council 137,721 170,809 159,727 175,437 9.8% 176,416
EXPENDITURES BY AREA
22
Actual Actual
Amended
Budget Proposed % Change Proposed
2014 2015 2016 2017 from 2016 2018
City Manager's Office 2,740,485 2,974,272 3,034,520 3,144,899 3.6% 3,138,613
Municipal Court 606,714 688,187 704,993 846,025 20.0% 857,652
City Attorney's Office 1,718,164 2,036,430 2,243,541 2,292,133 2.2% 2,367,670
Information Technology 8,008,758 8,780,746 11,161,679 10,943,454 -2.0% 10,093,301
Comm. & Public Involvement 1,192,154 1,650,134 1,920,227 1,929,739 0.5% 1,964,599
Human Resources 25,491,876 28,351,028 31,311,687 32,886,701 5.0% 35,292,486
Economic Health Office 5,951,920 5,864,019 4,220,371 1,650,712 -60.9% 1,615,264
Social Sustainability 1,545,519 1,478,909 3,714,580 2,396,005 -35.5% 2,409,454
Environmental Services 1,347,862 1,653,842 3,568,068 2,628,336 -26.3% 2,291,330
Sustainability Services Admin 598,086 423,287 483,308 473,115 -2.1% 482,457
Urban Renewal Authority 1,303,463 257,553 2,044,318 4,378,608 114.2% 4,460,876
Poudre Fire Authority 20,753,035 22,280,202 24,057,954 27,051,488 12.4% 28,100,675
Debt Service & Related 21,019,123 23,886,255 21,762,200 24,513,224 12.6% 21,795,051
Transfers to Other Funds 46,906,681 60,545,000 68,463,318 53,441,249 -21.9% 47,761,104
TOTAL $551,191,599 $602,173,237 $644,903,010 $619,422,602 -4.0% $615,491,090
Less Internal Service Funds (58,718,813) (64,003,280) (72,232,313) (74,802,675) 3.6% (77,228,649)
Less Transfers (46,906,681) (60,545,000) (68,463,318) (53,441,249) -21.9% (47,761,104)
NET EXPENDITURES $445,566,105 $477,624,958 $504,207,379 $491,178,678 -2.6% $490,501,337
Note: The 2016 Budget column shows the current budget.
EXPENDITURES BY AREA
23
Service Area and Department
Budget
2015
Revised
2015
Budget
2016
Revised
2016
Budget
2017
Budget
2018
Community & Operation Services 235.55 236.80 236.55 237.75 260.75 260.75
Community Services Admin 2.00 2.00 2.00 1.00 1.00 1.00
Cultural Services 21.80 21.80 21.80 25.75 30.75 30.75
Natural Areas 29.75 30.00 29.75 30.00 33.00 33.00
Operation Services 67.00 68.00 67.00 68.00 71.00 71.00
Park Planning & Development 5.00 5.00 5.00 6.00 7.00 7.00
Parks 70.75 70.75 71.75 67.75 77.75 77.75
Recreation 39.25 39.25 39.25 39.25 40.25 40.25
Executive Services 18.00 19.00 18.00 20.00 20.00 20.00
City Clerk 6.00 6.00 6.00 6.00 6.00 6.00
City Manager 12.00 13.00 12.00 14.00 14.00 14.00
Executive Services 7.05 7.05 7.05 7.10 8.60 8.60
Municipal Court 7.05 7.05 7.05 7.10 8.60 8.60
Executive Services 17.25 17.25 17.25 18.50 19.25 19.25
City Attorney 17.25 17.25 17.25 18.50 19.25 19.25
Financial Services 41.80 41.80 41.80 43.80 47.80 47.80
Finance Administration 5.00 5.00 5.00 5.00 5.00 5.00
Budget 4.00 4.00 4.00 4.00 5.00 5.00
Accounting and Treasury 14.00 14.00 14.00 14.00 15.00 15.00
Purchasing 7.00 7.00 7.00 7.00 8.00 8.00
Safety, Security & Risk Management 5.80 5.80 5.80 7.80 8.80 8.80
Sales Tax 6.00 6.00 6.00 6.00 6.00 6.00
Information & Employee Services 96.55 98.05 97.80 102.30 108.30 109.30
Communications & Public Involvement 13.30 13.30 13.30 13.30 15.30 15.30
Human Resources 23.50 24.00 24.50 25.00 27.00 27.00
Information Technology 59.75 60.75 60.00 64.00 66.00 67.00
Police Services 299.25 299.25 301.25 309.75 310.75 314.75
Information Services 64.50 64.50 66.50 68.00 71.00 71.00
Investigations 55.00 55.00 55.00 55.00 56.25 56.25
Office of the Chief 16.00 16.00 16.00 17.00 16.75 16.75
Patrol 163.75 163.75 163.75 169.75 166.75 170.75
Planning, Development & Transportation 223.05 271.05 223.05 281.25 297.25 297.25
PDT Administration 4.00 4.00 4.00 4.00 5.00 5.00
Transfort/DAR 60.00 106.75 60.00 107.75 111.75 111.75
Community Development & Neigh Services 47.30 46.80 47.30 51.00 57.00 57.00
FC Moves 4.00 4.50 4.00 5.00 5.00 5.00
Streets 41.75 42.00 41.75 43.50 47.50 47.50
Traffic 22.00 22.00 22.00 23.00 24.00 24.00
Engineering 29.00 30.00 29.00 33.00 33.00 33.00
Parking 15.00 15.00 15.00 14.00 14.00 14.00
Sustainability Services 20.75 22.75 20.75 23.00 25.00 25.00
Economic Health 4.00 4.00 4.00 3.00 3.00 3.00
Social Sustainability 6.00 6.00 6.00 6.00 7.50 7.50
Environmental Services 8.75 10.75 8.75 11.00 11.50 11.50
Sustainability Services 2.00 2.00 2.00 3.00 3.00 3.00
Utility Services 351.80 352.80 351.80 350.75 363.75 363.75
Light & Power 104.25 110.25 104.25 110.25 116.25 116.25
2017-2018 Full Time Equivalents (“FTE”)
An increase of 61.75 FTE is included in the 2017-2018 Budget. The increase
includes 58.75 classified / unclassified FTE and 3.00 contractual FTE. The
following table summarizes the classified, unclassified management, and
contractual FTE increases by Service Area.
Service Area
Budget
2017
Budget
2018
Executive – Municipal Court 1.50 1.50
Executive – City Attorney 0.75 0.75
Community & Operation Services 13.00 13.00
Financial Services 3.00 3.00
Information & Employee Services 1.00 2.00
Police Services 10.00 14.00
Planning, Development &
Transportation Services 13.00 13.00
Sustainability Services 3.50 3.50
Utility Services 11.00 11.00
Total 56.75 61.75
The total change in FTE, compared to 2016 Revised FTE, reflects an increase of
74.00 FTE. The net increase in classified/unclassified FTE is 72.25, while the
net increase in contractual FTE is 1.75. The net increase includes
reclassification of hourly positions to classified status offset by FTE that were
eliminated.
25
WHAT DOES A CITY PROPERTY OWNER PAY?
2017 Property Tax Based on 2016 Assessment
MILL LEVY
10.8% 24.1% 61.4% 3.7%
(1) The Larimer County Board of Commissioners approved a tax credit for 2016 that will reduce the impact of higher
values on property owners.
To illustrate the City property tax portion payable in 2016 by an individual owning a home valued
at $200,000 and a business owning property valued at $600,000:
Based on current Colorado statutes, residential property is assessed at 7.96% of its
actual value and commercial and industrial property is assessed at 29%.
UActual Value UAssessed Value
$200,000 X .0796 = $15,920
$600,000 X .2900 = $174,000
The 2017 City mill levy is 9.797 mills based on the 2014 assessed value of property (a
mill equals one dollar for every thousand dollars of assessed valuation).
UAssessed Value UCity Property Tax
$15,920 X .009797 = $155.97
$174,000 X .009797 = $1,704.68
UCity UCounty UPU
(1)
Poudre School &
ULibrary District UOther UTotal
9.797 21.882 55.630 3.309 90.618
26
* In addition to the seven outcomes, the total allocation by results also includes $61.4M in 2017 and $57.0M in 2018 for items
like transfers between funds, debt service, payments to retirees and insurance costs. See the Budget Overview for more information.
1 Light and Power
2 Natural Areas, Water, Wastewater
3 Police, Fire, Stormwater
Total Allocation by Outcome: $619.4M*
General Fund & Other Funds: 2017
Total Allocation by Outcome: $615.5M*
General Fund & Other Funds: 2018
SAFE COMMUNITY3
HIGH PERFORMING GOV
TRANSPORTATION
ECONOMIC HEALTH1
CULTURE
& RECREATION
NEIGHBORHOOD LIVABILITY
AND SOCIAL HEALTH
MILLIONS
050100 150 200
OTHER FUNDS
GENERAL FUND
ENVIRONMENTAL HEALTH2
92.9M
105.7M
74.9M
149.6M
43.4M
7.0M
84.5M
SAFE COMMUNITY3 90.4M
HIGH PERFORMING GOV 109.7M
TRANSPORTATION 76.3M
ECONOMIC HEALTH1 145.8M
CULTURE 38.1M
& RECREATION
7.1M
NEIGHBORHOOD LIVABILITY
AND SOCIAL HEALTH
MILLIONS
050100 150 200
OTHER FUNDS
GENERAL FUND
ENVIRONMENTAL HEALTH2 91.1M
27
* In addition to the seven outcomes, the total allocation by results also includes $61.4M in 2017 and $57.0M in 2018 for items
like transfers between funds, debt service, payments to retirees and insurance costs. See the Budget Overview for more information.
1 Light and Power
2 Natural Areas, Water, Wastewater
3 Police, Fire, Stormwater
Total Allocation by Outcome: $619.4M*
General Fund & Other Funds: 2017
Total Allocation by Outcome: $615.5M*
General Fund & Other Funds: 2018
NEIGHBORHOOD LIVABILITY AND SOCIAL HEALTH
7M
HIGH PERFORMING GOV
105.7M
SAFE COMMUNITY3
92.9M
TRANSPORTATION
74.9M
CULTURE & RECREATION
43.4M
ECONOMIC HEALTH1
149.6M
ENVIRONMENTAL HEALTH2
84.5M
NEIGHBORHOOD LIVABILITY AND SOCIAL HEALTH
7.1M
HIGH PERFORMING GOV
109.7M
SAFE COMMUNITY3
90.4M
TRANSPORTATION
76.3M
CULTURE & RECREATION
38.1M
ECONOMIC HEALTH1
145.8M
ENVIRONMENTAL HEALTH2
91.1M
28
Neighborhood Livability
and Social Health
Fort Collins provides a high quality built environment
and supports quality, diverse neighborhoods
29
OVERVIEW
Neighborhood Livability and Social Health funds a variety of services that support and help to maintain the high
quality of life in Fort Collins. The strategic objectives for Neighborhood Livability and Social Health, as outlined in
the 2016 Strategic Plan, are as follows:
1.1 Improve access to a broad range of quality housing that is safe, accessible and affordable.
1.2 Leverage and improve collaboration with other agencies to address homelessness, poverty issues and other
high priority human service needs.
1.3 Promote a more inclusive and equitable community that embraces and celebrates diversity.
1.4 Protect and preserve the City’s quality of life and neighborhoods.
1.5 Guide development compatible with community expectations through appropriate planning, annexation, land
use, historical preservation and development review processes.
1.6 Improve neighborhood parking and traffic issues.
1.7 Maintain and enhance attractive neighborhoods through City services, innovative enforcement techniques and
voluntary compliance with City codes and regulations.
1.8 Foster positive and respectful neighbor relationships and open communication, as well as provide and support
conflict resolution.
FUNDING SOURCES
This Outcome is primarily funded from General Fund revenues with additional funding from the Keep Fort Collins
Great and Light and Power funds.
MILLIONS
01 2 3 4 56
2017
2018
5.7M
5.9M
1.0M
1.0M
250k
250k
GENERAL FUND
KFCG
LIGHT & POWER
GENERAL FUND
2017
2018
OTHER FUNDS
2017
2018
Neighborhood Livability
and Social Health
2017 General Fund & Other Funds – 7.0M
2018 General Fund & Other Funds – 7.1M
• Code Enforcement
• Neighborhood Services
• Affordable Housing
30
KEY PURCHASES
• Neighborhood and Building Services programs, including code enforcement, mediation and restorative justice
• Social Sustainability programs including affordable housing and human services
• Low income, senior and disabled rebate programs
• Median and streetscape maintenance
• Community garden outreach programs
• Larimer Humane Society Contract
• Graffiti Abatement Program
• Residential Parking Permit Program
ENHANCEMENTS PURCHASED 2017 2018
Childcare Services 50,000 50,000
Community Capital Improvement Program - Affordable Housing Capital Fund 250,000 250,000
Downtown Business Association Program Support 25,000 25,000
Homelessness Initiatives 224,132 224,132
Human Services Program Grant Funding 100,000 100,000
Larimer Humane Society Contract 0 30,000
Low Income, Senior and Disabled Rebate Program Additional Funding 28,745 34,950
Neighborhood Improvement and Community Building Grant Fund (Previously Renewal of
Neighborhoods in a State of Change)
300,000 300,000
Poudre School District After-School Programs for Title 1 Schools 75,000 75,000
Positions Added:
- Classified Special Agency Session Resource Specialist - Connecting Homelessness Resources -
1.0 FTE
71,235 73,158
- Compliance Inspector - Environmental - 1.0 FTE 95,584 82,155
- Neighborhood Livability relative to City Code - 4.0 FTE 379,109 299,667
- Support for Social Sustainability Programs - 1.0 FTE 72,217 74,306
1,671,022 1,618,368
31
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32
Culture
and Recreation
Fort Collins provides diverse cultural
and recreational amenities
33
OVERVIEW
The Cultural and Recreation Outcome includes programs such as Parks, Recreation, Cultural Services,
Natural Areas, Trails and Memorial Parks, which are essential elements that distinguish Fort Collins from other
communities and enhance our quality of life. The strategic objectives for Cultural and Recreation, as outlined in
the 2016 Strategic Plan, are as follows:
2.1 Improve the community’s sense of place with a high value on natural areas, culture, recreation and park
systems.
2.2 Improve low and moderate income citizen access to, and participation in, City programs and facilities.
2.3 Promote health and wellness within the community and provide sustainable access to nature.
2.4 Develop effective marketing and pricing strategies and programs that drive value, attendance and cost
recovery.
2.5 Plan, design and implement improvements to the citywide trail system.
2.6 Develop a clear strategic description of the City’s role in culture and arts while leveraging partnerships with
other community organizations.
3.6M
3.5M
3.3M
2.9M
2017
2018 15.0M
14.6M
0
1.6M
MILLIONS
02 4 6 8 10 12 14 16
PERPETUAL CARE
CONSERVATION TRUST
CEMETERIES
GENERAL FUND
CAPITAL PROJECTS
CULTURAL SERVICES
GOLF
NEIGHBORHOOD PARKLAND
CAPITAL EXPANSION
KFCG
RECREATION
MUSEUM FUND
GENERAL FUND
2017
2018
OTHER FUNDS
2017
2018
235k
373k
COMMUNITY CAPITAL IMPROVEMENT
NATURAL AREAS
3.8M
4.1M
2.2M
4.2M
0
500k
0
1.6M
6.8M
6.5M
28k
24k
956k
FUNDING SOURCES
In addition to significant General Fund revenues which are used to support culture, parks, and recreation programs,
a number of dedicated and restricted revenues are also included in this Outcome. User fees support both recreation
facilities and cultural facilities. Revenue from the self-funded Golf program also supports this Outcome.
KEY PURCHASES
• Recreation facilities & programs (EPIC, City Park Pool, Mulberry Pool, Senior Center,
Northside Aztlan Center, Club Tico, Pottery Studio, Rolland Moore Racquet Complex,
Skate Park Facilities, the Farm at Lee Martinez Park)
• Park and trail development and maintenance
• Cultural Facilities (Lincoln Center, Fort Collins Museum of Discovery, Gardens on Spring Creek,
Carnegie Building)
• Art in Public Places program
• Forestry program
• Golf courses
• Memorial parks
ENHANCEMENTS PURCHASED 2017 2018
American Disability Act (ADA) Playground Compliance 84,000 59,500
Community Capital Improvement Program - Visitor Center Expansion - Gardens 0 2,185,000
Dehumidification System to Protect Artifacts and Exhibitions - Museum 300,000 0
Forestry Emerald Ash Borer Pre-Infestation 93,000 94,000
Gardens Equipment Purchase 58,000 0
Grandview Cemetery Mausoleum 50,000 450,000
Increased Contractual Pruning of Larger Trees (greater than 18 – inches in diameter) to Meet the
Frequency Standard Set by The City Forester
288,474 190,016
New Cultural Plan 75,000 75,000
Poudre River Downtown Project 6,332,456 0
Poudre River Public Library District Partnership at Fort Collins Senior Center 0 45,000
Recreation Facility Improvements & Equipment Replacement 81,465 119,365
Recreation Vehicle Replacement & Facility Improvements 133,600 49,905
Replace Performance Hall Seats - Lincoln Center 0 375,000
Rolland Moore Ball Field Lights 440,000 290,000
Positions Added:
- 1 Crew Chief, 2 Forestry Technicians and 1 Forestry Field Worker to Support Increased Pruning
of Smaller Trees (less than 18 – inches in diameter) to Meet the Frequency Standard Set by the
City Forester - 4.0 FTE
296,716 378,898
- Ice Program Leader - 1.0 FTE 55,587 57,257
- Landscape Architect - 1.0 FTE 113,060 115,873
- Maintenance of Southeast Community Park - 3.5 FTE 464,093 561,757
- Operations Manager at The Gardens on Spring Creek- 1.0 FTE 65,765 90,159
- Publicity/Marketing Tech - 1.0 FTE 65,706 67,632
- Senior Park Ranger - 1.0 FTE 144,588 125,622
9,141,510 5,329,984
35
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36
Economic
Health
Fort Collins promotes a healthy, sustainable
economy reflecting community values
37
OVERVIEW
The Economic Health Outcome funds a package of programs and services that support the Economic Action
Plan. It also funds the electric utility system. The strategic objectives for Economic Health, as outlined in the 2016
Strategic Plan, are as follows:
3.1 Improve effectiveness of economic health initiatives through collaboration with regional partners.
3.2 Enhance employment opportunities through business retention, expansion, incubation and attraction.
3.3 Support workforce development and provide community amenities that support citizens and employers within
the city.
3.4 Provide transparent, predictable and efficient processes for citizens and businesses interacting with the City.
3.5 Foster sustainable infill and redevelopment.
3.6 Enhance the economic vitality of our community.
3.7 Sustain high water quality to support the community and water-dependent businesses.
3.8 Maintain electric utility systems, services, infrastructure integrity and stable, competitive rates.
3.9 Encourage the development of reliable, high speed internet services throughout the community.
3.10 Identify strategies to reduce train horn noise.
MILLIONS
0246810
9.2M
9.5M
2017
2018
657k
648k
158k
508k
798k
815k
8.3M
6.1M
130.5M
128.3M
GENERAL FUND
URA
KFCG
G.I.D.
TRANSPORTATION
UTILITIES
100150
GENERAL FUND
2017
2018
OTHER FUNDS
2017
2018
Economic Health
2017 General Fund & Other Funds – 149.6M
2018 General Fund & Other Funds – 145.8M
• Development Review
• Economic Program
• District One
• Electric
38
FUNDING SOURCES
While the majority of revenues used to achieve Economic Health goals are from General Fund and Light and Power
funding sources, this Outcome also depends on partnerships with other organizations to fund key purchases.
Electric rates are planned to increase 4.45% in 2017 and 3.2% 2018. Of this increase 3.2% in both years is due
to anticipated increased power supply costs from Platte River Power Authority (PRPA). The City purchases power
from PRPA and then distributes it to our customers. The PRPA Board will finalize rate changes in late October
2016 and the final rates will be incorporated into the 2017-18 Biennial Budget.
The additional 1.25% in 2017 is being driven by capital infrastructure needs. The 2017-2018 electric rate
increases shown are system averages and will vary by rate class and customer.
• Partnerships with the Downtown Development Authority, the Downtown General Improvement District and
Downtown Business Association provide several programs that enhance the experience of diners, shoppers and
other downtown visitors.
• Lodging Taxes, which are generated from visitors to Fort Collins who stay in local hotels and motels, provide
essential funding for Convention and Visitor Services and the Fort Fund grant program.
• Vendor Fee revenue continues to provide resources for core Economic Health programs, supporting staff,
economic clusters, and marketing.
KEY PURCHASES
• Economic Health program leadership/economic marketing
• Urban Renewal Authority Operations
• Electric utility purchased power and operations
• Building, Engineering, and Planning and Zoning Services
• Downtown landscaping, flower program and maintenance
• Downtown Holiday Lighting
• Economic clusters and the Rocky Mountain Innovation Initiative support
• Historic Preservation
• Convention and Visitor Services
• Fort Collins/Loveland Airport
ENHANCEMENTS PURCHASED 2017 2018
Additional Ongoing Support for the Northern Colorado Regional Airport (FNL) 92,500 92,500
City Plan, Transportation Master Plan and Transit Operating Plan 549,903 850,000
Expansion of Downtown Maintenance 35,000 105,900
Historic Preservation Ordinance Review 49,180 0
Implement New Northern Colorado Regional Airport (FNL) Strategic Plan 82,500 65,000
North College Plan Area - Strategic Investment Plan 60,000 0
Sign Code Amendments 60,000 0
Use Tax and Business Personal Property Tax Rebates 418,107 406,450
Utilities: Light & Power - Electric Distributed Battery Pilot Program 100,000 100,000
Utilities: Light & Power - Electric Distribution System Corrosion Mitigation 150,000 175,000
Utilities: Light & Power - Operational Technology 2,490,000 90,000
Utilities: Light & Power - Stray Voltage Testing 250,000 0
Positions Added:
- Utilities: Light & Power - Operational Technology - 1.0 FTE 89,927 92,457
4,427,117 1,977,307
39
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40
Environmental
Health
Fort Collins promotes, protects, and enhances
a healthy and sustainable environment
41
OVERVIEW
The Environmental Health Outcome funds a variety of programs that are a high priority for our community
and City Council, including air quality and waste reduction. The majority of this budget funds efficiency and
conservation programs in the water and electric utilities, as well as the Utilities Light and Power renewable energy
purchase. These efforts support the City’s Road to 2020 efficiency goals. The Environmental Health Outcome
also includes offers funded by the dedicated .25% sales tax for natural areas. The strategic objectives for
Environmental Health, as outlined in the 2016 Strategic Plan, are as follows:
4.1 Achieve Climate Action Plan (CAP) goals by reducing greenhouse gases (GHGs).
4.2 Protect and provide a high-quality water supply and implement appropriate conservation efforts and long-term
water storage capability.
4.3 Engage citizens in ways to educate and encourage behaviors toward more sustainable living practices.
4.4 Implement indoor and outdoor air quality improvement initiatives.
4.5 Work towards long term net zero energy goals within the community and the City organization using a
systems approach.
4.6 Work towards long term zero waste goals within the community and the City organization.
4.7 Increase the community’s preparedness and resiliency for changes in climate, weather and resource
availability.
4.8 Expand, improve, restore and protect wildlife habitat, urban forests and the ecosystems of the Poudre River
and other urban ecosystems.
4.9 Meet all regulatory requirements while supporting programs that go beyond compliance.
FUNDING SOURCES
The Environmental Health Outcome encompasses $84.5 million in 2017 and $91.1 million in 2018. The bulk of the
funding in the Outcome comes from fees and charges for water and wastewater services; the budget anticipates a
5% increase for water and a 3% increase in wastewater for 2017 and 2018. There is also funding from the Natural
Areas and General Fund. The second most significant revenue stream is the quarter-cent sales tax dedicated
exclusively to Natural Areas programs.
MILLIONS
0102030405060708090100
1.8M
1.9M
70.1M
76.5M
11.0M
11.5M
1.4M
998k
UTILITIES
GENERAL FUND
NATURAL AREAS
KFCG
200k
COMMUNITY CAPITAL IMPROVEMENT 200k
GENERAL FUND
2017
2018
OTHER FUNDS
2017
2018
Environmental Health
2017 General Fund & Other Funds – 84.5M
2018 General Fund & Other Funds – 91.1M
• Water
• Wastewater
• Natural Areas
• Environmental Services
42
KEY PURCHASES
• Water operations and distribution
• Water conservation
• Wastewater operations
• Energy efficiency programs & renewable energy purchases
• Air quality & waste reduction
• Natural Areas program & visitor services
• Nature in the City
• West Nile Virus Management program
ENHANCEMENTS PURCHASED 2017 2018
Alternative Fuel Municipal Lawn and Garden Equipment Fund 50,000 50,000
Biogas to Co-Gen Update 440,000 0
City Energy Project - Matching Funds for Fort Collins Participation 50,000 50,000
Community and Municipal Electric Vehicle Readiness Roadmap 40,000 0
Community Capital Improvement Program - Nature in the City Capital Projects Implementation 190,111 189,865
Efficiency Pilot Projects and Innovation Fund 382,000 53,000
Expand Downtown Recycling 58,000 32,000
Expanded Municipal Innovation Fund 50,000 50,000
Indoor Air Quality- Evaluating and Enhancing Existing Programs to Reach More Residents and
Improve Program Outcomes
54,000 0
Municipal Resiliency and Adaptation Planning 0 50,000
Natural Areas - Shop Expansion 125,000 1,250,000
Nature in the City Programmatic Funding 20,000 20,000
River Health 80,000 80,000
Utilities: Light & Power - Energy Services 950,000 950,000
Utilities: Light & Power - Renewable Community Shared Solar 250,000 250,000
Utilities: Light & Power - Renewable Non-Residential Solar Power Purchases 72,500 282,500
Utilities: Light & Power - Renewable Non-Residential Solar Rebates 500,000 500,000
Utilities: Wastewater - Anaerobic Digester Lid Replacement 0 2,100,000
Utilities: Wastewater - Dewatering Improvements 2,135,000 2,135,000
Utilities: Wastewater - Facility Sludge Strain Press Redundancy 720,000 800,000
Utilities: Wastewater - Inflow-Infiltration Study 200,000 0
Utilities: Wastewater - Sidestream Treatment 0 4,300,000
Utilities: Wastewater - Water Reclamation and Biosolids Master Plan 500,000 0
Utilities: Water - Azalea Waterline Replacement 450,000 0
Utilities: Water - Cathodic Protection 0 2,280,000
Utilities: Water - Poudre Canyon Raw Water Line Improvements 800,000 0
Utilities: Water - Supply Vulnerability Assessment 250,000 100,000
Utilities: Water - Underground Electrical Power Supply 650,000 650,000
Utilities: Water - Water Quality Lab Infrastructure Replacement 1,300,000 1,300,000
Utilities: Water - Water Quality/Pollution Control Master Plan 210,000 0
Utilities: Water - Watershed Protection 80,000 80,000
Positions Added
- Climate Action Plan Program Assistant - 1.0 FTE, Contractual 48,501 49,961
43
- Conversion from Contractual to Classified to support Nature in the City Implementation Capacity
- 1.0 FTE
9,889 10,135
- Road to Zero Waste Support - 0.5 FTE 47,318 48,741
- Utilities: Inspector - 1.0 FTE 84,842 87,228
- Utilities: Light & Power - Energy Services Engineer - 1.0 FTE 101,260 104,073
- Utilities: Wastewater - Resource Recovery Specialist - 1.0 FTE 62,453 77,065
- Utilities: Water - Conservation Coordinator - 1.0 FTE 70,724 75,394
- Utilities: Water - Conservation Specialist, Contractual - 1.0 FTE 72,596 77,541
- Utilities: Water - Contractual Maintenance Specialist (Production) - 1.0 FTE 67,747 83,576
- Utilities: Water - Planner Scheduler Dispatcher (Field Operations) - 1.0 FTE 95,236 98,058
11,267,177 18,264,137
44
Safe
Community
Fort Collins provides a safe place
to live, work, learn, and play
45
OVERVIEW
Public safety services are foundational to a healthy, vibrant community. This budget maintains the level of police
and fire services that were supported by the voters in the 2010 Keep Fort Collins Great initiative. In addition, it
funds stormwater capital and operations that work to protect people and structures from flooding and to protect
the quality of stream, rivers and other vital water resources. The strategic objectives for the Safe Community
Outcome, as outlined in the 2016 Strategic Plan, are as follows:
5.1. Improve community involvement, education and regional partnerships to make our community safer and
stronger.
5.2. Enhance our Police Services capability to foster public trust and create a safer community.
5.3. Partner with Poudre Fire Authority to provide high quality fire and emergency services.
5.4. Develop and implement emergency preparation and resiliency plans in collaboration with other regional
efforts. 5.5. Protect life and property with natural and attractive flood mitigation facilities.
5.6. Optimize the use of data and technology to improve service and protect mission critical infrastructure.
FUNDING SOURCES
The Safe Community Outcome encompasses programs which have multiple funding sources. Utility rate revenues
fund Stormwater programs. The budget anticipates a 5.0% increase in Stormwater rates for 2017 with no increase
in 2018. General Fund revenues fund Police Services and Poudre Fire Authority. Additionally, this Outcome
contains $4 million of reserves previously dedicated by Council for design of the police training facility and
Computer Aided Dispatch (CAD) equipment.
MILLIONS
01575 30 45 60
66.5M
63.8M
2017
2018
18.3M
17.8M
8.1M
8.8M
GENERAL FUND
UTILITIES
KFCG
GENERAL FUND
2017
2018
OTHER FUNDS
2017
2018
Safe Community
2017 General Fund & Other Funds – 92.9M
2018 General Fund & Other Funds – 90.4M
• Police
• Fire
• Stormwater
46
KEY PURCHASES
• Police patrol, detectives and special units
• Police information, dispatch, records & support services
• Poudre Fire Authority operations
• Municipal court
• Emergency management services
• Stormwater operations
• Stormwater capital programs
ENHANCEMENTS PURCHASED 2017 2018
Existing Range Safety Repairs 232,700 0
Mental Disorders Case Coordinator 35,820 33,395
Police Body Camera and Taser Program 177,151 201,897
Police CAD and RMS Replacement CRISP (Council Reserve Assignments) 2,980,000 0
Police Campus West Substation 75,000 75,000
Police Personal Protective Equipment 130,621 0
Police Property & Evidence Storage Upgrade 245,000 0
Police Transcription Service 68,000 68,000
Proposed Police Training Facility (Council Reserve Assignments) 1,080,000 0
SWAT Equipment 0 41,000
SWAT replacement Negotiator’s Console 32,000 0
Utilities: Stormwater - Buckingham and Lincoln Outfall 200,000 0
Utilities: Stormwater - Magnolia Street Outfall Phase 1 300,000 1,200,000
Utilities: Stormwater - Mulberry & Riverside Storm Sewer 800,000 0
Utilities: Stormwater - NECCO Phase 3: Lemay to Redwood 1,600,000 1,700,000
Utilities: Stormwater - Poudre River at Oxbow Levee 850,000 0
Utilities: Stormwater - Prospect and College Storm Sewer 750,000 0
Utilities: Stormwater - Remington Street Storm Sewer 100,000 800,000
Positions Added
- Criminal Investigations Division (CID) Detectives - 1.0 FTE 168,124 145,964
- Deputy Court Administrator; 0.5 FTE Hourly Conversion to Classified - Court Support Specialist;
Contingent 0.5 FTE Increase - Hourly Deputy Court Clerk I - 1.0 FTE
98,329 93,553
- FC911 Dispatchers - 1.0 FTE (PFA Funded) 17,212 69,506
- Police Patrol Resources for a Growing Community - 9.0 FTE 681,798 1,231,966
- Police Property & Evidence Technician (Patrol Taser) - 1.0 FTE 74,668 74,018
- Police Services Technician - Records Release - 1.0 FTE 77,489 79,589
- Police Services Technician - Support - 1.0 FTE 77,489 79,589
- Utilities: Conversion of Contractual Special Project Manager to Classified - 1.0 FTE 6,608 6,774
- Utilities: Stormwater Construction Inspector - 1.0 FTE 77,774 87,228
10,935,783 5,987,479
47
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48
Transportation
Fort Collins provides safe and reliable multi-modal
travel to, from and throughout the city
49
OVERVIEW
This budget maintains high-priority transportation services such as snow removal, street sweeping and traffic
management, as well as Dial-A-Ride, MAX and other public transit services. The strategic objectives for the
Transportation Outcome, as outlined in the 2016 Strategic Plan, are as follows:
6.1 Improve safety for all modes of travel including vehicular, pedestrian and bicycle.
6.2 Improve traffic flow to benefit both individuals and the business community.
6.3 Identify strategies to reduce motorist delays due to trains.
6.4 Improve transit availability, grow ridership and address MAX parking concerns.
6.5 Fill the gaps for all modes of travel and improve the current transportation infrastructure while enhancing the
aesthetic environment.
6.6 Develop long-term transportation plans that improve local and regional transportation networks.
6.7 Develop plans that address adequate infrastructure within the northeast area of Fort Collins.
FUNDING SOURCES
Transportation funding comes from a variety of sources, including the federal and state governments which are
comprised of highway users’ tax, motor vehicle registration fees, road and bridge levy, etc.
The Pavement Management Program is primarily support through voter approved sales tax funds and General
Fund resources. Many capital projects are funded through dedicated sales tax revenue from the Community
Capital Improvement Program (CCIP) tax initiative. Street oversizing is also funded by dedicated funds collected
from development fees. Grants such as those from the federal Congestion Mitigation and Air Quality (CMAQ)
Improvement Program provide a key revenue source for a number of projects.
Additionally, this Outcome contains $2.25M of reserves previously dedicated by Council for a local funding match
for I-25 improvements.
559k
0
MILLIONS
05 10 15 20 25
2017
2018
16.2M
14.0M
5.2M
6.0M
8.6M
11.1M
21.9M
23.0M
15.8M
16.1M
TRANSIT
GENERAL FUND
CAPITAL PROJECTS
STREET OVERSIZING
TRANSPORTATION
KFCG
4.1M
COMMUNITY CAPITAL IMPROVEMENT 3.2M
2.6M
PARKING 2.8M
GENERAL FUND
2017
2018
OTHER FUNDS
2017
2018
Transportation
2017 General Fund & Other Funds – 74.9M
2018 General Fund & Other Funds – 76.3M
• Operations
• Transfort
• Street Maintenance
KEY PURCHASES
• Street maintenance
• Traffic operations
• Snow & ice removal
• Street sweeping
• Transfort, MAX and Dial-A-Ride services
• Parking services
• Engineering & capital projects
• Bridge repair
• Safe Routes to Everywhere
• Transfort Sunday and Holiday Service
ENHANCEMENTS PURCHASED 2017 2018
Adaptive Signal System for Harmony Road and Timberline Road 200,000 180,000
All Kids Need Safe Routes to School 64,000 64,000
City Bridge Program 600,260 600,000
Colorado State University Football Game-Day Parking Management 10,000 10,000
Colorado State University Football Game-Day Transit Service 106,101 108,225
Community Capital Improvement Program - Arterial Intersections Improvements 350,000 400,000
Community Capital Improvement Program - Bicycle Infrastructure 350,000 350,000
Community Capital Improvement Program - Pedestrian Sidewalk / ADA 1,000,000 1,100,000
Community Capital Improvement Program - Lincoln Avenue Improvements - Phase II 2,811,000 0
Community Capital Improvement Program - Willow Street River District Construction – Final Design 0 765,000
Fire House Alley Parking Structure Operating and Maintenance 151,000 309,550
Horsetooth Road and College Avenue Intersection Improvements 500,000 500,000
I-25 Improvements Local Funding Match (Council Reserve Assignments) 1,125,000 1,125,000
Lemay Realignment and Railroad Crossing Improvements Project 1,000,000 0
Lincoln Avenue Improvements-1st Street to Lemay Pedestrian and Landscape Enhancements 750,000 0
Low Stress Bike Route Design and Construction 0 209,740
Parking Capital Equipment 84,692 90,083
Parking Capital Repair and Maintenance - Civic Center Parking Structure 250,000 250,000
Parking Capital Repair and Maintenance - Old Town Parking Structure 100,000 100,000
Protected Bike Lane Pilot Project 50,000 250,000
Railroad Crossing Maintenance 150,000 150,000
Riverside Bridge at Spring Creek Replacement 1,300,223 0
Sharp Point Drive Connection and Railroad Crossing 150,000 0
Signal Pole Inspection 100,000 100,000
Suniga Road Improvements – College Ave to Blondel Street 300,000 1,500,000
Transfort Sunday and Holiday Service 285,250 285,250
Travel Behavior Survey 100,000 50,000
Positions Added:
- ADA-Safe Routes to Everywhere Compliance - 1.0 FTE 2,000,000 2,000,000
- Streets Field Operations Manager - 1.0 FTE 0 0
- Traffic Engineering Technician - 1.0 FTE 66,067 90,083
- Transfort Sunday and Holiday Service - 6.0 FTE 464,750 464,750
14,418,343 11,051,681
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High Performing
Government
Fort Collins exemplifies an efficient,
innovative, transparent, effective and
collaborative city government
53
OVERVIEW
The majority of offers in the High Performing Government Outcome are for internal services which provide
essential support systems for City operations, including City Council, City Attorney, City Manager, City Clerk,
Communications and Public Involvement, Finance, Human Resources, Information Technology and Operation
Services (Fleet, Facilities and Real Estate), as well as employee benefits and insurance. Core Utility support
services, such as customer service and administration, commercial accounts and communication, finance and
grounds maintenance are also included in this section, as well as administration for areas that cover multiple
outcomes, such as Sustainability Services & Planning, Development & Transportation. The strategic objectives for
High Performing Government, as outlined in the 2016 Strategic Plan, are as follows:
7.1 Provide world-class services that meet the needs of the community.
7.2 Promote a values-driven organizational culture that reinforces ethical behavior, exercises transparency and
maintains the public trust.
7.3 Improve core Human Resource systems, develop a total reward system and address workforce planning and
career development.
7.4 Develop and implement initiatives to achieve safety goals and continue to focus on employee health and
wellness.
7.5 Broaden methods of public engagement to reach all segments of the community by giving additional
consideration to diverse backgrounds, languages and needs.
7.6 Enhance the use of performance metrics and benchmark data to assess results and program effectiveness.
7.7 Address long-term funding requirements by diversifying the revenue base and finding new revenue sources.
7.8 Optimize the use of City assets through capital improvement planning, preventative maintenance and asset
management.
7.9 Proactively influence policy and legislative development at all levels of government regulation.
MILLIONS
05 10 15 20 25 30 35
2017
2018
32.2M
32.3M
18.0M
20.8M
30.0M
32.4M
5.8M
4.4M
14.0M
14.1M
4.8M
4.9M
386k
387k
GENERAL FUND
EQUIPMENT
UTILITIES
BENEFITS
DATA & COMMUNICATIONS
SELF INSURANCE
KFCG
GENERAL FUND
2017
2018
OTHER FUNDS
2017
2018
383k
TRANSPORTATION394k
88k
PARKING 91k
High Performing
Government
FUNDING SOURCES
The High Performing Government Outcome is funded by a wide variety of revenue sources including General
Fund resources. Internal Service Funds such as the Communication, Benefits and Self-Insurance Funds collect
revenue from all departments to provide support services. Replacement funds for facilities and equipment are also
key components of this revenue stream. This Outcome also includes the portion of user fees and charges from
Fort Collins Utilities that fund Utility Customer Services and Administration.
KEY PURCHASES
• City Council core services, City Manager’s Office, City Clerk’s Office, and City Attorney’s Office
• Internal support functions: Information Technology, Telecommunications, Finance, Purchasing, Human
Resources, Safety, Security, Risk Management and Operations Services (Fleet, Facilities and Real Estate)
• Citizen connections: Communications and Public Involvement Office, FCTV services and E-Government
• Utility Customer Services and Administration, Sustainability Services Administration & Planning, Development &
Transportation Administration
• Building, vehicle and equipment maintenance
• Benefits & Wellness program
• Special events and volunteer coordination
ENHANCEMENTS PURCHASED 2017 2018
Board and Commision Software 0 9,000
Budget Analysis Reporting Tool (BART) Assessment and Upgrade 300,000 0
City Facility Roof and HVAC Major Maintenance 775,000 0
City Procurement and Vendor Payment Modernization Program 242,000 153,500
Compressed Natural Gas Fueling Site 500,000 0
Employee Engagement/Recognition Week/Ethics Hotline 87,700 73,000
Enterprise Document Management System and Electronic Record Search 833,840 103,000
Facility Maintenance for Utilities Buildings 500,000 500,000
Financial Planning & Analysis Organization Training 25,000 25,000
Job Architecture and Enhanced Career Management Programs 300,000 250,000
Leadership Development - Maintain Level of Service 100,000 100,000
Managed Print Services 50,000 50,000
Messaging and Engagement Priorities 90,000 90,000
Microsoft Office 365 -495,212 420,147
Payment Card Industry (PCI) Audit 85,000 0
Required Building Modifications 600,000 600,000
Safety, Security & Risk Management Information System 20,000 30,000
State Government Advocacy 55,000 55,000
Utilities: Asset Register and Work Order Management System 825,000 480,000
Utilities: Customer Information Billing System 0 2,300,000
Video Production Assistance Programs - Fort Collins Public Access Network (FC Public Media) 30,000 30,000
Positions Added:
- Enhanced Legal Services - 0.75 FTE 86,860 89,195
- Human Resources Partner - 1.0 FTE 90,847 102,791
- Process Analysts supporting new Continuous Improvement Program - 1.0 FTE 137,249 130,563
- Program Performance Evaluation Analyst - 1.0 FTE 79,291 104,202
- Purchasing Buyer - 1.0 FTE 66,158 85,683
- Systems Analyst for Open Data Portal - Second Phase Implementation 0 130,327
- Utilities: Customer Service & Administration - GIS Programmer Analyst - 1.0 FTE 70,446 92,457
55 5,454,179 6,003,865
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56
2017 General Fund & Other Funds – 105.7M
2018 General Fund & Other Funds – 109.7M
• Administrative, Legal &
Municipal Services
• City Council
• Internal Services
• Utility Customer Service
54
• Capital Improvements
50
1.4M
1.3M
1.6M
913k
497k
Culture & Recreation
2017 General Fund & Other Funds – 43.4M
2018 General Fund & Other Funds – 38.1M
• Recreation
• Parks
• Cultural Facilities
• Golf
34
Water 77.00 76.00 77.00 82.00 83.50 83.50
Wastewater 59.50 59.50 59.50 60.00 61.50 61.50
Stormwater 25.50 26.50 25.50 21.50 28.50 28.50
Utility Customer Service & Administration 85.55 80.55 85.55 77.00 74.00 74.00
TOTAL CLASSIFIED/UNCLASSIFIED 1,311.05 1,365.80 1,315.30 1,394.20 1,461.45 1,466.45
CONTRACTUAL 26.80 25.30 26.80 25.55 27.30 27.30
TOTAL CLASSIFIED/UNCLASSIFED/
CONTRACTUAL 1,337.85 1,391.10 1,342.10 1,419.75 1,488.75 1,493.75
EMPLOYEE - FULL TIME EQUIVALENTS
by Service Area (Classified, Unclassified Management, Contractual)
24