HomeMy WebLinkAboutMemo - Mail Packet - 10/9/2018 - Memorandum From Lawrence Pollack Re: Councilmember Requests And Questions About The 2019 - 2020 City Managers Recommended Budget - Part 33
Attachment #1 contains the current indoor pickleball schedule that utilizes 50% of the open
gym time at Northside and Senior Center. The open times on the schedule have other
specific programs for other groups scheduled.
3) Request from Wade Troxell: Please describe where the City is with the integration of
museums in our community.
Response from Cheryl Donaldson (Museum of Discovery):
To increase collaboration and integration there is a regional group of museum directors and
administrators who meet quarterly at a Directors’ Round Table to share information and
exchange ideas. We also frequently partner on specific projects and support one another’s
mission and goals.
Currently the Fort Collins Museum of Discovery (FCMoD) collaborates with other museums
in Fort Collins:
- Staff works with Poudre Landmarks Foundation (PLF) to coordinate PSD second grade
students to visit both the Avery House and the Historic Heritage Courtyard at the Carnegie
Center for Creativity. We have also worked with PLF in the past, to help train their volunteers
on artifact collection management and the curation of artifacts.
- FCMoD worked with the Museo de las Tres Colonias to provide joint programming for PSD
students. The Museo recently went through some organizational changes and they are
regrouping and recommitting to the mission of the Museo. The new Board of Directors of the
Museo have recently been able to reopen the museum for limited hours. Once the Museo is
ready to deepen their engagement with community, FCMoD will look for ways to support
them in these efforts.
- FCMoD partnered with CSU and the Global Village Museum to have Public History Graduate
students research local stories about immigration through the FCMoD Local History Archive.
The students’ research culminated with an exhibition at the Global Village Museum. These
are just a few of the examples of how the Museum work with other museums in our City and
region.
In addition to this work and the Directors’ Round Table, the City’s pending cultural plan
should address how community cultural organizations can work together and communicate
more efficiently to serve the residents of Fort Collins better. The following are the current
organizations and their contacts who participate in the Directors’ Round Table.
Fort Collins representation includes:
- Fort Collins Museum of Discovery - Cheryl Donaldson
- Visual Art Program - Ellen Martin
- Museum of Art Fort Collins - Lisa Hatchadoorian
- Center for Fine Art Photography - Hamidah Glasgow
- Global Village Museum - LaVon Blasi (recently left the organization; Gayle Warner is the new
Director)
- Poudre Landmarks Foundation (Avery House and Waterworks)- Jennifer Beccard
4
CSU representation includes:
- Avenir Museum - Doreen Beard
- Gregory Allicar Museum of Art - Lynn Boland
- Student Art Exhibitions - Doug Sink
Loveland representation includes:
- Loveland Museum - Susan Ison
- Artworks - Angela Brill
- Firehouse Art - Beryl Durazo
Greeley representation includes:
- Greeley Museums - Dan Perry
- UNC Galleries - Pamela Campanero
Longmont representation includes:
- Longmont Museum - Kim Manajek
UOutcome: Economic Health
4) Request from Ross Cunniff: Metro District Support indicates it is funded by economic
incentives even though the Offer references fee related revenue. Please indicate which
type of funding is correct and update accordingly for the final budget document.
Response from Josh Birks (Economic Health):
Funding for the Metro District item comes directly from fees paid by Metro District
applicants. The Economic Incentives funding source was referenced because the revenues
from these fees are placed in a business unit to make accounting for and managing these
revenues easier.
5) Request from Wade Troxell: Offer 41.1 What is the leverage ratio for the Industry
Cluster program and what would be the specific uses of this funding in the 2019-20 Budget?
Response from Josh Birks (Economic Health):
The historic leverage ratio has been approximately $3 for every $1 of City investment.
Please refer to Attachment #2 which is a memo detailing the plans for the Industry Cluster
funds in 2019 and 2020.
UOutcome: Environmental Health
6) Request from Ross Cunniff: Please explain the use of KFCG funding in Offer 86.5
Natural Areas - Planning and Special Projects.
Response from John Stokes (Natural Areas):
To clarify what was stated during the October 1 budget work session, the use of KFCG
funding in that Offer is for the staff member dedicated to running the Nature in the City
5
Program. The reason for this is that the Community Capital Improvement Program (CCIP)
tax revenue was not intended to fund staffing for voter approved CCIP projects.
UOutcome: Transportation
7) Request from Gerry Horak: What Offers would be funded with other revenue sources
like the State Transportation Tax Initiative?
Response from Laurie Kadrich (PDT) and Mike Beckstead (Financial Services):
Please refer to Attachment #3 which is a memo dated September 5, 2018
8) Request from Ross Cunniff: Electric buses cost more than CNG powered ones, but the
operations and maintenance costs are significantly lower. What is the breakeven price for
electric buses excluding start-up costs and required charging infrastructure?
Response from Drew Books (Transfort):
Two vendors have confirmed that the operating saving for electric vs. CNG buses is
approximately $39,000 annually. Depending on the final cost of the bus and possible
operating variables, staff estimates that the increased upfront cost of an electric bus could
be recouped in as little as six years of operation.
9) Request from Ross Cunniff: Please summarize the current level of ADA bus stop
improvements and how that changes in the 2019-20 Budget. Please also include
information about the recent grant award.
Response from Drew Books (Transfort):
• Transfort currently receives $100,000 annually in CCIP funding for bus stop improvements.
In addition, KFCG funding was dedicated to bus stop improvements, $308,801 in 2017 and
$306,076 in 2018. During the current BFO cycle, staff was asked to break out KFCG as it
relates to bus stop improvements. Currently, the ballot mandated CCIP funding ($100,000) is
above the line of the City Manager’s recommended budget and the KFCG that has
previously been used for bus stop improvements is below the line (2019 - $361,890, 2020 -
$364,730).
• With Transfort’s goal of making 100% of bus stops ADA compliant by 2026, Transfort staff
actively pursued additional grant funding to supplement the ADA Bus Stop Improvement
Program. On September 25, 2018, FTA announced the winners of the Bus and Bus Facilities
Infrastructure Investment program (https://www.transit.dot.gov/about/news/us-department-
transportation-announces-3662-million-grants-modernize-and-improve-america). Transfort
was awarded $1.5 million of federal funds for additional ADA bus stop improvements and bus
stop amenities and infrastructure. Transfort plans to leverage the remaining 2018, 2019,
2020 and 2021 CCIP funding for the 20% local match required for this grant.
• The transit system is currently 65% ADA compliant. The new grant allows Transfort to make
twice the investment in bus stops in 2019 and 2020 as we did in 2017 and 2018, plus the
6
accompanying amenities (shelters, benches, bike racks, trash and recycle receptacles). This
will bring the transit system stops from 65% to 80% ADA compliant.
10) Request from Gerry Horak: Please rewrite Offer 45.1 Transit Local Fixed Route
Network so that it includes the cost and description of Offer 45.5 Transfort 365 Service.
Offer 45.5 should then be withdrawn as Offer 45.1 will indicate Transfort is operating in the
new model of 365 day service.
Response from Drew Books (Transfort):
These Offers will be combined into a single Offer in the final biennial budget; the new Offer
summary will be as follows:
Funding this offer will provide fixed route transit service within the City of Fort Collins and
regional service. This offer is a request for Transfort to continue to provide the following
transportation options for the City's community; transit service throughout the City along 22
routes, that include the MAX, FLEX (Regional service to Loveland/Longmont/Boulder),
Around the Horn, Gold, and 18 local routes. This offer also includes continued Transfort 365
Service (Sundays and holidays) at the current level funded in 2017 and 2018. Six routes
(MAX, 2, 3, 8, 14, and 16) currently operate on Sundays and holidays.
This proposal will pay for salaries and benefits, feet maintenance, fuel, insurance, uniforms,
support services & including a contractual transit planner position. Anticipated levels of
ridership are more than 4 million trips per year. Over the last year, fixed route ridership has
increased by 6% and from 2013 to 2016 transit ridership in Fort Collins increased by 78%.
This offer also addresses support services such as: road supervision,
dispatching/scheduling, customer service, facility maintenance, utility costs, service
development and public outreach, administrative staffing, communication expenses
(telephone, wireless etc.), passenger safety and code enforcement, supplies, and liability
insurance.
Funding for this offer will come from a variety of sources:
• Federal Transit Administration (FTA) Section 5307 grants (~$5M)
• State funding from FASTER (~$400k)
• Advertising fees from buses and bus shelters (~$300K)
• Fare and pass revenue and grant funding from the Bohemian Foundation (that allows the
youth population to travel free of charge on all routes), (~$600k)
• An Agreement with Colorado State University and the Associated Students of Colorado
State
University to provide enhanced transit services to campus and surrounding areas (~$2M),
• The General Fund or other City sources (~$9M).
FUNDING:
2019: 17,857,590
2020: 18,262,354
7
UOutcome: High Performing Government
11) Request from Ross Cunniff: What are driving the cost increases in the City
Manager's Office and in Sustainability Services compared to the 2017-18 Budget?
Response from Wendy Bricher (City Manager’s Office & Sustainability Services):
As shown on the Expenses by Area table on page 20 of the Recommended Budget, the City
Manager’s Office budget grew from $2.35M to 2.71M, or about 15%, between 2018 and
2019. The delta of $357k is primarily due to Offer 87.1 which is moving the Office of
Emergency Management from Poudre Fire Authority to the City Manager’s Office.
For Offer 44.1 Sustainability Services Admin - The increase in the Sustainability Services
Admin budget (Offer # 44.1) is primarily due to an existing Senior Financial Analyst now
funded 100% SSA, previously funded 50% by the Utilities Light and Power Fund, due to
shifting work demands to support more SSA and organization-wide programs. However, the
net gain in the offer is only $27,809, or 5.8% ($482,457 in 2018 vs $510,266 in 2019) due to
additional reductions in non-personnel costs.
12) Request from Ross Cunniff: Offer 50.1 What is driving the 25% increase in Fleet
Rental costs compared to the 2017-18 Budget? Please also describe what the City is doing
to reduce vehicle miles traveled?
Response from Tracy Ochsner (Operation Services):
The 25% increase in 50.1 Fleet Maintenance, Fueling and Rentals is attributed to the
vehicle and equipment lease purchase payments for current ongoing obligations which were
moved into this Offer. In previous budget cycles, these existing obligations were separate
Offers. By combining the offers this cycle, it increases offer 50.1 by 28% in 2019 and 20%
in 2020. These obligations total $2.885 million and $2.22 million respectively. If you
remove these obligations, the total budget on 50.1 is 4.3% lower in 2019 and 1.3% higher in
2020 compared to 2018. Please see the chart below:
In reference to what the City is doing to reduce vehicles miles traveled and fuel reduction,
here are some current initiatives:
- District Park Maintenance shops to reduce driving across town
- GPS systems for route optimization
- Mobile fueling so construction equipment can stay on-site
- Anti-idling policy and idle reduction technology
- Provide departments detailed interactive reports showing miles driven, fuel usage, carbon
emissions and CAP goal progress.
- Purchase the most fuel efficient vehicle for the job application
8
- The City has 67 electric vehicles:
o 21 Sedans
o 42 Parks Utility Vehicles
o 2 Push Mowers
o 2 Large Riding Mowers
- We have 66 hybrids vehicles
- Purchase crew cabs to accommodate carpooling to jobsites.
13) Request from Ross Cunniff: Why is Offer 50.8 ENHANCEMENT: Fleet Vehicle and
Equipment Replacements increased 50% over 2018?
Response from Tracy Ochsner (Operation Services):
This offer includes expenses to pay the leasing company principle and interest for new
vehicles. In addition, it also includes the expenses that are in each department budget to
make these (rental) payments to the Fleet Fund. In other words, the true expenses in this
offer are 50% of the offer amount. This change in accounting was the result of a Tabor
review and recommendation from the City Attorney’s office.
URequests not specific to an Outcome
14) Request from Ross Cunniff: Please provide a list of Council requests for 2019-20
Offers that are not funded and include the reasoning of why those Offers were not included
in the Recommended Budget.
Response from Mike Beckstead (Financial Services):
Please refer to Attachment #4 for the requested detail. Please note that the Offer, as
submitted, may include a scope that is broader than the specific Council request. It is also
important to note that BFO Teams generally do not know which Offers may have been
requested by Councilmembers. This is done to help ensure an ‘even playing field’ as the
BFO Teams evaluate all Offers submitted to their Outcome. This requested information has
not been requested in the past and was not collected during the final decisions of what to
recommend for funding. As such, some responses only indicate ‘lack of available funding.’
15) Request from Ross Cunniff: Please provide a list of Offers funded in the
Recommended Budget that displays the portion funded by the General Fund.
Response from Mike Beckstead (Financial Services):
Please refer to Attachment #5 which displays all Offers that include some level of funding
from the General Fund that is truly discretionary; specifically, General Fund ongoing
revenue, one-time revenue and reserves.
16) Request from Mike Beckstead: Please provide a list of the remaining unanswered
Council questions about the 2019-20 Recommended Budget.
Response from Lawrence Pollack (Budget):
The remaining unanswered questions that staff is currently working on are as follows:
9
Councilmember Request or question
Cunniff Please provide a summary of the Offers that have used one-time funding for ongoing expenses
Horak
How long will it take to replace the current gas-powered lawn and garden equipment and what would
be required to influence our contractors, who work on areas like medians, to lower the City's overall
ozone impact?
Overbeck / Martinez
Please explain how the City is attempting to tap into the State of Colorado Volkswagon settlement
funding and include a flow chart of how that funding is being dispersed.
Cunniff
Offer 13.6 ENHANCEMENT: Redistricting Study is not funded. What are the pros & cons of doing
the redistricting work in-house vs. a third party consultant?
Cunniff Please provide data to support the continued investment in FC Lean.
Tuesday Thursday Saturday
6 a.m.
6:30 a.m.
7 a.m.
7:30 a.m.
8 a.m.
8:30 a.m.
9 a.m.
9:30 a.m.
10 a.m.
10:30 a.m.
11 a.m.
11:30 a.m.
Noon
12:30 p.m.
1 p.m.
1:30 p.m.
2 p.m.
2:30 p.m.
3 p.m.
3:30 p.m.
4 p.m.
4:30 p.m.
5 p.m.
5:30 p.m.
6 p.m.
6:30 p.m.
7 p.m.
7:30 p.m.
8 p.m.
8:30 p.m.
9 p.m.
Hours Per Day 13 13 5
Pickleball Clinics by
Columbine @ Senior
Center Pickleball Clinics by
Columbine @ Senior
Center
Pickleball is offered for 50.5 hours per week
Mixed Pickleball: Open play that is
open to all levels in the community.
Pickleball Paid Open Play (P.O.P.):
Program that requires registration.
Designed for people that want to
play with a specific group of people.
For safety reasons patrons aren't permitted to
move the bleachers
Kicking or throwing balls into the walls or
divider curtains is not allowed
Gym court(s) are available to rent. Please
check with the front desk for more information
Tape is not allowed on floors, walls, or dividers
4.5
Scheduled Drop-In Descriptions Facility Policies Pickleball Facts
This schedule changes seasonally
This schedule is subject to change without
notice
Pickleball is offered 54.89% of the time
Recreation facililites are open
Setup can occur an hour prior to a scheduled
Economic Health Office
300 LaPorte Avenue
PO Box 580
Fort Collins, CO 80522
970.221.6505
970.224.6107 - fax
fcgov.com
MEMORANDUM
DATE: September 11, 2018
TO: Darin Atteberry, City Manager
THRU: Darin Atteberry, City Manager;
Jeff Mihelich, Deputy City Manager; and
Lucinda Smith, Interim Chief Sustainability Officer
FROM: Josh Birks, Economic Health and Redevelopment Director
RE: ITEM 2 – BUDGET REVIEW – ECONOMIC HEALTH OUTCOME
This memorandum provides details on the proposed redeployment of Industry Cluster Funding, which
is part of the Economic Health On-going Offer (41.1) to other purposes for the 2019 and 2020 budget
cycle.
BOTTOM-LINE:
The Economic Health Office (EHO) believes that the Industry Cluster program provides valuable
investment in the Fort Collins economy. However, the program has existed in substantially the same
form for over six years. EHO believes it is time to re-evaluate the program. Therefore, EHO proposes
pausing the program in 2019 to develop an updated strategy which includes exploring a regional
approach with additional matching funders. This pause, as well as, strategic redeployment of funds will
allow the program funding to achieve several Council adopted priorities, including:
Economic Health Focus – Workforce (Talent Development)
Economic Health Focus – Business Retention & Expansion (Business Engagement)
Small Business Visibility (Small Business Support)
REDEPLOYMENT PROPOSAL:
The City Manager’s recommended budget includes the following redeployment of funds historically
used to support the development of Industry Clusters to achieve the following objectives in
2019/2020.
Industry Clusters – U2019 ($25,000)U fund an update to the industry cluster strategy – explore a
regional approach with additional matching funders using outside facilitation; U2020 ($120,000)U
fund $100,000 into a renewed industry cluster program (objectives would be aligned with City
as a Platform &/or Smart Cities strategy) and $20,000 for program administration; the new
strategy might include funding partnerships with other entities (e.g., CSU, Counties, other
Cities) to replace Cities redeployed funds.
Attachment #2
Talent Development – U2019 ($15,000)U support talent portal and resource directory as
identified in the Talent 2.0 report published by the Chamber and developed through a
partnership of Larimer County Workforce, City of Loveland, City of Fort Collins, Town of
Windsor, Loveland Chamber, and One NoCo; U2020 ($33,500)U on-going support of portal and
directory ($3,500) and invest in educational alignment such as curriculum development in
partnership with other entities (another strategy identified in Talent 2.0) and talent
investments aligned with Industry Cluster strategy ($30,000).
Small Business Support – U2019 ($98,500)U combine funding with dollars from Platte River Power
Authority to create a loan loss reserve fund, or similar credit enhancement instrument, to
enable a revolving loan fund targeting “under banked” constituencies, such as minority-, low-
income-, women, and veteran-owned businesses. This investment should support a $1.0 million
revolving loan fund.
Business Engagement – U2019 ($35,000)U develop curriculum for customer service training for
City employees in partnership with ASCEND at CSU; U2020 ($20,000)U develop new engagement
tools and outreach methods. Both programs will continue the process of improving the City’s
coordinated approach to serving and engaging the business customer.
SBDC – U2019 & 2020 ($26,500)U shift remaining General Fund support of the Larimer County
Small Business Development Center to KFCG – total funding remains at $40,000 annually.
Item 2019 2020
Strategy/Admin $ 25,000 $ 20,000
Program $ - $ 100,000
Subtotal $ 25,000 $ 120,000
Talent Development $ 15,000 $ 33,500
Small Biz. - RLF $ 98,500 $ -
Training $ 35,000 $ -
Outreach & Tools $ - $ 20,000
Subtotal $ 148,500 $ 53,500
SBDC - Shift from GF $ 26,500 $ 26,500
Total $ 200,000 $ 200,000
Use of Cluster Funds
Clusters
Other Priorities
Biz. Engagement
lytb"ttins
Planning, Development & Transportation
Engineering Department
281 Norlh College Avenue
P.O. Box 580
Fort Collins. CO 80522.0580
970.221.6605
970.221 .6378 - lax
lcqov.com/engineeing
DATE:
TO:
THRU:
FROM:
RE:
MEMORANDUM
Prioritization of Transportation ltems to be funded from Potential 0.62%
Sales Tax lncrease From 2018 Transportation Ballot lnitiative #'153
c
September 5, 2018
Mayor and City Councilmembers
Darin Atteberry, City Manager
Laurie Kadrich, Dlrector ot "of
4 (.
Mike Beckstead, Chief Financial Olticer y'f{g
This is a response to inquiries from Councilmembers reqardino how the pendinq
statewide ballot initiative. referenced as lnitiative #153, reqardinq transportation fundinq.
would impact the Citv's transportation resources and activities.
Bottom Line:
Ballot lnitiative #153, il passed would increase sales tax statewide O.627o tor 20 years to fund
transportation projects. Funding would be allocated to state, county and municipal
organizations
Fort Collins anticipates an estimated $5M of annual funding starting in 2019 plus the potential of
an additional $2M per year from a competitive process locused on
multimodal projects. Eligible
expenditures include planning, design, construction, repair, maintenance, equipment, operations
and administration of streets and transit related projects.
Staff has identified priorities that Council could fund using the projected new revenue in three
areas;
1) near term priorities of unf unded 2O19I2O2O budget oflers, 2) Transit servlce exp€nsion, and
Si nign prioriiy Capital lmprovement Plan projects. The three lists are intended to illustrate
the
pioie'ctr ne* irnding can be used for and provide council initial opportunities to be considered'
int tnr"" areas are-in priority order and the projects in each section are ranked high to low.
Transportation Fundinq lnitiative #153 Summarv
Ballot lnitiative #153, if passed, would increase sales tax statewide o.62"k Ic(
20 years to fund
transportation projects. Funding lor #153 would be divided as follows:
. 45"/o to the State highwaY fund
Attachment #3
Cit lins
The municipal share ol the sales tax increase would provide Fort Collins an estimated $5M a
year starting in 2019 and total approximately $150M over 20 years. The details of the
multimodal funding distribution are less defined, but it seems likely that Fort Collins could
receive approximately $2M annually for multimodal projects distributed on a competitive basis
that would require a local match.
Eligible expenditures detailed within lhe ballot measure include:
Construction, engineering, reconstruction, maintenance, repair, equipment, acquisition ol
right-ol-way, and administration of the system of streets projects
Planning, design, engineering, acquisition, installation, construction, repair,
reconstruction, maintenance, operation, or administration of transit-related projects
Designated bicycle or pedestrian lanes of highway infrastructure needed to integrate
different transportation modes within a multimodal system
City stalf has developed a priority list consistent with eligible expenditures. The list is broken into
three major areas; 1) near term needs identified as offers within the 201912020 BFO process
that are unfunded, 2) Transit service expansions that can be implemented individually or in
aggregate, and 3) Projects identified within the City Transportation Capital lmprovement Plan.
Opportunities within each area are prioritized like our drilling platforms with lhe highest priority
projects at the top. opportunities are not segregated by the $5M of shared funding or the
$2M
of competitive lunding. Over the next twenty years these opportunities would address critical
transportatron needs in the areas of:
.operations . . Congestion Maintenance Expansion and relief and enhancement and replacement safety improvements to of our existing public assets transit on strategic and system preservation
corridors (Transfort) of core
' Accelerated build-out of the Bicycle Master plan
and pedestrian
Master plan
40% o ocounties to Shared Method fund municipal 50/to allocate 50 between and will county be municipalities based transportation on the and Highway projects User Tax (based on vehicle
registrations and lane miles)
15% ofund to Dispersed a new multi to modal Metropolitan Planning Organizations based on population and
odetermined transit Most likely ridership a competitive - The exact process formula will has be yet used to to be select projects and will require a
1 to 1 match with local Iunds
Fort Collins Opportunitv List
The proposed tax represents a significant new source of transportation lunding for Fort Collins
and could have a significant elfect on the City's ability to meet our stated Transportation
Strategic Objectives.
ins
Unfunded 2O19|2O2O BFO Offers
These opportunities represent high priority unfunded initiatives and projects submitted in the
2019120 budget process. Note that many of the projects have leveraging opportunities with
Transporlation Capital Expansion Fees, Federal Grants and other sources.
Transit Service Expansion and Enhancement Opportunities
Project Description Cost
Ranqe
Vine/Lemay Realignment Highly leveraged with Transportation Capital
Expansion Fund (TCEF) Fees, shovel ready,
critical congestion relief, safety and
neiqhborhood livability improvement
$10M or
$800/yr
(bonded)
East Prospect Road
lmprovements - Sharp Point to
125
Leveraged with TCEF; opportunity to build
concurrently with interchange
$4.2M
Transfort - 365 Enhancement lncreases Sunday/Holiday Service to match
Saturday Service
$500k/yr
South Timberline
lmprovements - Stetson to
Trilby
Leveraged with Federal Grants and TCEF;
critical safety and congestion relief improvement
$Ztrrt
Trilby/College I ntersection
lmprovements
Leveraged with Federal Grants and TCEF;
critical safetv and conqestion relief improvement
$1.6M
North College/Mountain Vista
ETC Master Plan
Plans for high frequency transit service and
enhanced bicycle and pedestrian infrastructure in
NE Fort Collins
$325k
Harmony/Power Trail Grade
Separated Crossing and Trail
Extension
Leverages grant funding to connect a regional
trail under/over Harmony Road
$2M-$3M
Operations and [\Iaintenance Support of on-going Operations and core
services to maintain levels of service for the
existinq svstem and addition of proiects above.
TBD/yr
One-
Time
Cost
Cost
(Annual,
On-
Project Description
$O.Stttt -
$1.0M
NS
Expansion of Service to
Timberline and SE Fort
Collins
New service in SE Fort Collins (Trilby and
Lemay) and new service on Timberline
$1-$2M $1.5M
Expansion of Service to NE
Fort Collins
New service expansion to NE Fort Collins $1NI-
$1.5M
$1.5M
On-going asset
replacement lor Transit
lncludes bus replacement, bus stop and
guideway maintenance, technology
support and replacement, facilities support
and maintenance.
TBD/yr
Project Description Cost
Ranqe
West Elizabeth Bus Rapid
Transit Capital and Enhanced
Travel Corridor Proiect
Construction of recommended improvements to
the West Elizabeth Enhanced Travel Corridor.
$18M-
$25M
North College Bus Rapid
Transit Capital Proiect
Construction of North College Enhanced Travel
Corridor.
$5M-
$1oM
East Harmony Enhanced
Travel Corridor
Construction and implementation of the East
Harmony Enhanced Corridor. lncluded transit
and roadway elements.
$2oM-
50tvl
Transit Capital Proiect Opportunities
The City is currently underway with an update of the Transit [tlaster Plan. Therefore, the lists
above are (1)a more general illustration of routes and corridors that could receive enhanced
service (higher frequencies, longer hours, etc.) and (2) capital projects that would implement
Enhanced Travel Corridor plans and add premium or enhanced transit service. Not allthese
route enhancements have been planned or designed, so costs are approximated based on
costs to run similar services.
Capital lmprovement Plan Opportunities
Project Description Cost
Mulberry/l-25 I nterchange
Urban Design and
Landscaping lmprovements
City's contribution to urban design and
landscaping to enhance a key gateway to the
City. The CDOT portion of the project witt tikely
forward if 153 es.
$1 0M
Major Bridge over the Poudre
River such as Linden, Lemay
fSifborrins
\z'r7---
implement;
$1M+/yr
Traffic Signal System
lmprovements
Upgrades, maintenance and enhancement of
the City's traffic signal system including signal
timing and video detection
Varies
Completion of the pedestrian
network
lncludes completing "gaps" in the sidewalk
system, upgrading system to comply with
American's with Disabilities Act standards
Varies
based on
duration to
implement;
$1M+/yr
Arterial lntersection
lmprovements such as
Drake/College and
ProspecVLemay
Citywide program to relief congestion and
improve safety for all modes of travel at arterial
intersections
Varies;
$3M/yr
The Transportation Capital lmprovement Plan (ClP) is a comprehensive document cataloguing
allthe City's long-term transportation needs. Categories within the plan include Bicycle,
Bridges, lntersections, Pedestrian, Railroad and Streets. The Bicycle Master Plan was updated
in 2014 and the Transportation Plan is currently being updated. lndividual project priorities in
the plan can shift over time based on leverage opportunities, development patterns, emerging
technologies, and other factors. The 2012 Plan includes a 2l-year need of over $900M in
unfunded transportation projects. The list above is intended to be a sample representation of
the types of projects included in the plan.
Conclusion
Ballot lnitiative #153 will provide increased transportation funding of approximately $5M
annually plus the potential for an additional competitive process $2M
per year to Fort Collins.
We recommend that the funding of any new projects be balanced with increasing operational
and maintenance needs.
It is recommended that this funding be deployed strategically to improve Transportation
outcomes including consideration of increased transit service and transit capital projects. The
funding will result in CDOT reconstructing the l-25lMulberry interchange which would require
approximately $10M in Urban Design. The above opportunity lists are intended to provide
Council with a menu of projects that reflect staff's ranked assessment of need and project
prioritization.
Offer # Offer Name 2019 Cost 2020 Cost Rationale for not funding
Neighborhood Livability and Social Health
42.3 ENHANCEMENT: Human Services Program
Grant Funding
500,000 500,000 Size of Offer relative to available funding - This offer was originally approved for $100,000 by Council
in 2016 for the 2017-2018 budget. The additional $400,000 was included at the request of Directing
Change, a group of NPO leaders working to increase positive outcomes for youth and families in Fort
Collins.
42.5 KFCG ENHANCEMENT: Childcare Access &
Affordability Funding
100,000 100,000 Available funding & prioritization with other competing Offers
42.8 ENHANCEMENT: Housing Access Supports
(Specifically, the fee waivers portion)
650,000 550,000 The City will maintain the status quo of bringing each request to Council individually
42.10 KFCG ENHANCEMENT: Equity & Inclusion Plan,
Metrics and Programming
161,595 54,475 Will seek grant funding
42.12 KFCG ENHANCEMENT: Murphy Center
Expansion & Housing Placement System
158,850 158,850 This Offer was submitted after the Budget Lead Team had completed deliberations and utilized almost
all ongoing funding
65.5 ENHANCEMENT: Wireless Communications
Plan
50,000 - Available funding & prioritization with other competing Offers
65.8 KFCG ENHANCEMENT: 1.0 FTE Contractual -
Historic Preservation Building Survey
89,745 91,653 Available funding & prioritization with other competing Offers
66.3 Vibrant Neighborhood Grant program 300,000 300,000 This was a new program requesting ongoing funding. The Budget Lead Team chose to focus on
identifying funding for existing programs that help create neighborhood connections.
Culture and Recreation
32.8 ENHANCEMENT: Poudre River Whitewater
Park Restroom
793,000 10,000 Lack of available funding; there are also flood plain issues that need to be addressed before the
restroom can be built, which made it reasonable and prudent to delay until next cycle
57.3 KFCG ENHANCEMENT: 1.0 FTE - Forestry
Specialist and Forestry Emerald Ash Borer Pre-
Infestation Program
239,050 364,753 Ranked lower due to no reported cases in Fort Collins yet and concerns with FTE growth
29.2 ENHANCEMENT: 1.0 FTE - Park Ranger - 66,755 Ranked lower due to concerns with FTE growth
Environmental Health
43.5 KFCG ENHANCEMENT: Oil and Gas - Site
Investigation and Monitoring
25,000 48,000 • Brownfields project will provide some monitoring
• LUC modification provide incentive for developer to test Plugged and abandoned wells in return for
reduced setback
Transportation
1.20 ENHANCEMENT: Debt Service for Lemay
Realignment and Suniga Road Improvements
Project
808,750 808,500 There was not capacity within ongoing resources for debt-service of all three major capital projects.
The Police Training Facility and I-25 were deemed highest priority because of existing partnerships and
leveraging other resources. This is the highest priority project if the State Transportation Tax is
approved.
6.12 ENHANCEMENT: North College/Mountain
Vista Enhanced Travel Corridor Master Plan
325,000 - If additional funding becomes available, this project is the highest priority in terms of plans, although
the BFO Team recommends revisiting the scope and budget to lower costs
35.7 ENHANCEMENT: Restore Street Maintenance
Program Funding
250,000 500,000 To maintain the current Level of Service 'B' of City streets, this increased funding was not necessary
Offer # Offer Name 2019 Cost 2020 Cost Rationale for not funding
45.6 ENHANCEMENT: 5.0 FTE (4 Bus Operators, 1
Supervisor) - Additional Transfort 365 Service
183,339 503,092
45.8 ENHANCEMENT: 3.0 FTE - Bus Operators -
Southeast Transit Fixed Route and Dial-A-Ride
Service
560,000 347,387
45.10 ENHANCEMENT: Dial-A-Taxi Increase Service
Availability
109,500 109,500
45.12 ENHANCEMENT: 8.0 FTE - Bus Operators -
North College Corridor Transit Improvements
1,260,000 565,590
45.17 ENHANCEMENT: 13.0 FTE (12 Bus Operators, 1
Supervisor) - Improved Service and Increased
Frequency to Existing Routes
1,805,887 835,863
69.1 ENHANCEMENT: I-25 Improvements Local
Funding Match
1,125,000 1,125,000 Available funding & prioritization with other competing Offers
69.5 KFCG ENHANCEMENT: Prospect Road
Improvements - Sharp Point Drive to I-25
Frontage Road
- 4,200,000 Available funding & prioritization with other competing Offers
High Performing Government
13.3 ENHANCEMENT: Full Attendance of Youth
Advisory Board at NLC Conference
14,500 15,600 Funding is already included in another offer to send a couple board members and a chaperone to the
conference. BLT felt this was an opportunity to seek grant funding if additional members wish to
attend.
13.6 ENHANCEMENT: Redistricting Study - 79,200 There were concerns about the need to potentially outsource redistricting every time it needs to be
done. The team’s recommendation was to keep redistricting in-house, not fund this offer, and to
partner with Neighborhood Services and CPIO to facilitate a process that builds trust in redistricting.
13.7 ENHANCEMENT: 1.0 FTE - Elections
Coordinator - Election Improvements and
Oversight
145,828 120,779 Available funding & prioritization with other competing Offers, as well as concerns with FTE growth
The funding of Transfort ongoing services became the driving factor of much of the BFO Team’s
discussions. Transfort services are a key element in the strategic plan (“Improve Transit Availability
and Grow Ridership”), and service has expanded in recent years with the addition of MAX and Sunday
service. A higher level of service, increased costs for personnel, fuel and fleet maintenance, as wellas
lack of additional available funding were all challenges.
All Offers that use some level of discretionary funding from the General Fund Attachment #5
Offer # and Name Rank Total Offer
General Fund:
Ongoing
General Fund:
One-time
Revenue &
Reserves Total Offer
General
Fund:
Ongoing
General Fund:
One-time
Revenue &
Reserves
Outcome: Neighborhood Livability & Social Health
42.1 - Social Sustainability 1 1,678,651 1,110,604 - 1,699,720 1,131,673 -
66.1 - Neighborhood Programs and Services 2 1,727,892 1,512,630 100,000 1,785,010 1,567,122 100,000
65.1 - Development Review Programs and Services 3 6,754,714 5,644,245 - 6,996,790 5,851,607 -
53.1 - Low Income, Senior and Disabled Rebate Programs 4 269,500 269,500 - 269,500 269,500 -
37.1 - Graffiti Abatement Program 5 144,258 144,258 - 148,615 148,615 -
66.2 - Larimer Humane Society Contract 6 930,000 782,330 147,670 930,000 811,946 118,054
48.1 - ENHANCEMENT: Poudre School District After-School
Programs for Title 1 Schools 8 75,000 75,000 - 75,000 75,000 -
42.6 - ENHANCEMENT: Homelessness Initiatives 10 244,000 - 244,000 254,000 - 254,000
89.3 - KFCG ENHANCEMENT: 0.25 FTE Contractual -
Environmental Regulatory Specialist - West Nile Viru 18 33,298 - 33,298 34,700 - 34,700
65.9 - REDUCTION: -1.0 FTE - Planning Technician & Intern
(vacant) 32 (84,656) (84,656) - (87,638) (87,638) -
66.7 - REDUCTION: -1.0 FTE - Compliance Inspector (vacant) 33 (64,686) (64,686) - (72,065) (72,065) -
Subtotal Neighborhood Livability & Social Health 11,707,971 9,389,225 524,968 12,033,632 9,695,760 506,754
Outcome: Culture & Recreation
47.3 - Recreation Administration and Communication Services 2 1,215,206 362,532 100,000 1,233,248 441,990 -
58.3 - Museum of Discovery 3 1,075,839 947,304 - 1,112,419 983,122 -
58.4 - Gardens on Spring Creek 4 1,012,243 477,516 - 1,051,213 512,773 -
29.1 - Parks, Trails and Facility Grounds Maintenance 5 7,906,081 5,829,724 246,247 8,094,779 6,165,941 315,257
28.1 - Memorial Parks 7 839,710 153,856 - 870,849 155,219 -
49.1 - Cultural Facilities: Utilities and Custodial 8 1,809,221 1,809,221 - 1,871,277 1,771,277 100,000
58.1 - Cultural Services 10 4,560,545 1,113,936 - 4,659,819 1,126,394 -
57.1 - Urban Forest Management 12 2,082,506 1,883,212 - 2,127,057 1,920,343 -
27.1 - Community Services Administration and Technology Support 15 357,086 306,458 - 368,175 315,768 -
58.5 - ENHANCEMENT: 4.5 FTE (Multiple positions) - Gardens on
Spring Creek Expanded Programming a 22 234,301 234,301 - 660,000 232,038 -
29.6 - ENHANCEMENT: Improving Playground Accessibility for All 30 125,000 - 125,000 200,000 - 200,000
57.5 - ENHANCEMENT: Forestry Emerald Ash Borer Pre-
Infestation Program 33 50,000 - 50,000 47,933 - 47,933
32.7 - ENHANCEMENT: Poudre River Downtown Master Plan
Reach 4 Feasibility Study 46 100,000 - 100,000 - - -
Year: 2019 Year: 2020
All Offers that use some level of discretionary funding from the General Fund Attachment #5
Offer # and Name Rank Total Offer
General Fund:
Ongoing
General Fund:
One-time
Revenue &
Reserves Total Offer
General
Fund:
Ongoing
General Fund:
One-time
Revenue &
Reserves
Year: 2019 Year: 2020
57.6 - REDUCTION: Forestry Tree Replacement Plantings 53 (75,000) (75,000) - (75,000) (75,000) -
Subtotal Culture & Recreation 21,292,738 13,043,060 621,247 22,221,769 13,549,865 663,190
Outcome: Economic Health
41.1 - Economic Health Office 3 920,060 620,660 - 938,071 638,671 -
30.1 - Downtown Landscaping and Maintenance 12 2,037,528 1,418,655 26,500 2,099,667 1,467,909 26,500
41.10 - Northern Colorado Regional Airport Operational Support 25 177,500 85,000 92,500 177,500 85,000 92,500
30.2 - ENHANCEMENT: 2.0 FTE - Park Technician and Park
Maintenance Worker with Expansion of Downt 26 174,329 3,337 - 212,415 24,182 -
41.7 - ENHANCEMENT: Business Engagement Action Plan
Support 27 - - - 20,000 20,000 -
Subtotal Economic Health 3,309,417 2,127,652 119,000 3,447,653 2,235,762 119,000
Outcome: Environmental Health
86.3 - Natural Areas - Land Conservation 6 4,246,699 - - 5,056,924 - -
86.2 - Natural Areas - Department Management 9 1,136,503 53,420 - 1,164,086 54,652 -
43.1 - Environmental Services 13 1,653,356 1,470,151 - 1,703,216 1,516,027 -
86.5 - Natural Areas - Planning and Special Projects 20 1,722,703 30,640 - 1,832,386 31,717 -
9.16 - ENHANCEMENT: CAPITAL - Utilities: Environmental
Learning Center Dam Rehabilitation - Design & 24 500,000 - 166,500 250,000 - 83,500
92.2 - Municipal Energy Efficiency Fund 29 75,000 75,000 - 75,000 75,000 -
43.12 - ENHANCEMENT: 2030 Climate Action and Energy Policy
Update – Optimizing Policy, Targets and 33 40,000 - 20,000 80,000 - 40,000
9.20 - ENHANCEMENT: Utilities: Legal and Consulting Services for
Response to the Northern Integrated S 38 150,000 75,000 - - - -
Subtotal Environmental Health 9,524,261 1,704,211 186,500 10,161,612 1,677,396 123,500
Outcome: Safe Community
25.2 - Police Patrol Services 2 16,997,553 15,734,374 91,431 17,551,739 16,231,783 112,967
25.5 - Police Information Services 3 8,032,610 6,179,488 - 8,244,859 6,357,821 -
33.1 - Municipal Court Services 4 1,132,954 1,008,253 9,810 1,159,703 1,037,481 -
75.1 - Poudre Fire Operation, Maintenance & Capital (General
Fund) 5 26,215,616 26,215,616 - 27,320,743 27,320,743 -
87.1 - City Manager's Office: Office of Emergency Management -
0.5 FTE plus 1.0 FTE transfer from PFA 7 357,449 231,000 - 373,592 243,000 -
All Offers that use some level of discretionary funding from the General Fund Attachment #5
Offer # and Name Rank Total Offer
General Fund:
Ongoing
General Fund:
One-time
Revenue &
Reserves Total Offer
General
Fund:
Ongoing
General Fund:
One-time
Revenue &
Reserves
Year: 2019 Year: 2020
51.1 - Police Facilities Utilities and Building Operations 8 422,515 386,515 36,000 477,081 441,081 36,000
25.1 - Police Office of the Chief and Administration 9 3,529,152 3,052,858 - 3,662,566 3,237,596 -
25.4 - Police Criminal Investigations Division 10 7,285,943 5,695,991 85,000 7,405,747 5,852,722 -
25.9 - Police Colorado Regional Information Sharing Project
[CRISP] 11 494,040 - 212,844 515,307 - 222,069
25.6 - Police Vehicle Program 12 2,087,704 1,655,684 133,000 1,781,850 1,497,015 108,000
25.3 - Police Community and Special Services 13 5,275,824 3,030,276 25,000 5,339,466 3,031,504 25,000
25.23 - ENHANCEMENT: CAPITAL REPLACEMENT - Police
Services Uninterrupted Power Supply (UPS) Re 15 148,540 - 148,540 - - -
96.3 - ENHANCEMENT: Event Log and Performance Monitoring
Tool 20 139,300 - 12,996 18,050 - 12,996
33.2 - ENHANCEMENT: 0.2 FTE for Municipal Court Judge and
Security Screeners 21 93,268 93,268 - 95,169 95,169 -
25.16 - ENHANCEMENT: Police Reports Voice-to-Text
Transcription 23 88,836 (3,890) 92,726 (9,305) (9,305) -
25.11 - ENHANCEMENT: 8.0 FTE - Police Services Resources for
a Growing Community 25 391,953 391,953 - 975,974 975,974 -
25.20 - ENHANCEMENT: Debt Service for Police Regional Training
Facility 26 661,000 218,130 442,870 658,500 441,195 217,305
96.2 - ENHANCEMENT: Cyber Security Training, Monitoring and
Measuring 29 70,000 - 30,800 70,000 - 30,800
25.27 - ENHANCEMENT: Information Technology Police Laptop
Replacement 35 - - - 535,300 - 518,500
73.2 - ENHANCEMENT: 1.0 FTE (0.75 FTE Attorney, 0.25 FTE
Legal Assistant) - Municipal Court Prosecuti 42 175,864 155,864 20,000 120,008 120,008 -
33.3 - ENHANCEMENT: 0.75 FTE Court Probation Division 49 - - - 65,844 63,944 1,900
73.1 - ENHANCEMENT: Municipal Prosecution Technology Tools 50 24,755 24,755 - 1,730 1,730 -
91.1 - ENHANCEMENT: Exterior Lighting at Lincoln Center 59 - - - 661,631 - 661,631
Subtotal Safe Community 73,624,876 64,070,135 1,341,017 77,025,554 66,939,461 1,947,168
Outcome: Transportation
1.2 - Transportation Capital Expansion Fee Program 1 3,303,708 249,010 - 3,310,728 249,404 -
1.1 - Engineering Core Offer 5 2,147,485 458,216 - 2,162,126 475,669 -
45.1 - Transit Local Fixed Route Network 7 16,987,578 6,795,653 148,988 17,376,362 7,125,951 299,073
45.3 - Dial-A-Ride Service 8 2,088,000 860,080 - 2,123,000 52,467 -
35.3 - Essential Street Operations 10 3,117,029 441,699 - 3,165,123 443,020 -
All Offers that use some level of discretionary funding from the General Fund Attachment #5
Offer # and Name Rank Total Offer
General Fund:
Ongoing
General Fund:
One-time
Revenue &
Reserves Total Offer
General
Fund:
Ongoing
General Fund:
One-time
Revenue &
Reserves
Year: 2019 Year: 2020
31.1 - Streetscape Maintenance 17 760,969 751,164 - 778,851 768,752 -
45.5 - Transfort 365 Service 20 870,012 672,026 - 885,992 684,402 -
45.11 - ENHANCEMENT: Electric Bus Pilot 34 880,000 - 105,000 - - -
45.15 - ENHANCEMENT: Transfort Capital Asset Repair and
Replacement 35 2,387,000 - 144,000 937,500 - -
69.3 - ENHANCEMENT: Debt Service for Prospect & I-25
Interchange 37 1,377,500 674,833 483,667 1,376,500 916,000 241,500
31.2 - ENHANCEMENT: 1.0 FTE - Park Technician and New
Streetscapes 40 162,998 162,998 - 234,845 234,845 -
45.13 - ENHANCEMENT: Regional Transit Service Partnership from
Greeley to Fort Collins 44 - - - 100,000 - 100,000
34.7 - ENHANCEMENT: Bicycle and Pedestrian Infrastructure
Maintenance 46 - - - 52,000 - 52,000
1.32 - ENHANCEMENT: City Bridge Program 48 600,000 - - 600,000 - -
46.3 - ENHANCEMENT: Parking Capital Equipment 63 230,000 - - 10,000 - -
31.5 - REDUCTION: Contractual Median Maintenance 91 (25,000) (25,000) - (25,000) (25,000) -
Subtotal Transportation 34,887,279 11,040,679 881,655 33,088,027 10,925,510 692,573
Outcome: High Performing Government
2.1 - Information Technology Application Services 1 3,308,135 2,025,417 - 3,357,632 2,035,164 -
3.1 - Information Technology Infrastructure Services 2 3,158,584 1,385,457 - 3,206,740 1,427,964 -
3.2 - Information Technology Client Services 3 1,595,972 1,134,313 - 1,642,127 1,168,013 -
3.3 - Information Technology Infrastructure Equipment 4 1,610,948 411,197 332,000 1,420,784 248,586 332,000
4.1 - Information Technology Administration Services 5 525,320 377,166 - 538,611 383,877 -
5.1 - HR Core Services 6 2,502,957 2,149,957 353,000 2,516,331 2,163,331 353,000
10.2 - Utilities: Customer Service & Administration - Customer
Connections Programs and Services 9 6,721,829 56,355 - 6,854,493 58,494 -
13.1 - City Clerk Services 12 808,703 808,703 - 833,872 833,872 -
13.2 - Elections 13 518,744 - 518,744 225,300 - 225,300
15.1 - Communications and Public Involvement (CPIO) 14 1,890,719 1,581,228 - 1,942,211 1,632,649 -
39.2 - City Manager's Office 15 2,306,049 2,125,831 18,000 2,368,829 2,183,744 18,000
52.1 - Financial Programs and Services 16 3,956,253 3,847,949 108,304 3,961,367 3,961,367 -
64.1 - PDT Administration 17 1,254,022 600,768 - 1,291,261 620,529 -
63.1 - General Legal Services 19 2,640,408 2,245,389 - 2,722,337 2,316,224 -
39.1 - City Council 20 177,290 161,290 - 179,736 163,736 -
44.1 - Sustainability Services Admin 22 510,266 447,766 - 523,899 461,399 -
All Offers that use some level of discretionary funding from the General Fund Attachment #5
Offer # and Name Rank Total Offer
General Fund:
Ongoing
General Fund:
One-time
Revenue &
Reserves Total Offer
General
Fund:
Ongoing
General Fund:
One-time
Revenue &
Reserves
Year: 2019 Year: 2020
50.2 - Facilities Operations 25 9,799,445 6,705,019 - 9,947,464 6,800,562 -
68.1 - Special Event Coordinator 26 133,027 133,027 - 136,554 136,554 -
50.4 - Required Building Modifications 28 600,000 - 600,000 600,000 - 600,000
52.2 - Performance & Program Evaluation (P&PE) 30 108,304 108,304 - 111,962 111,962 -
52.5 - FC Lean - City of Fort Collins Continuous Improvement
Program 31 93,262 93,262 - 96,589 96,589 -
50.8 - ENHANCEMENT: Fleet Vehicle and Equipment
Replacements 32 664,943 - 206,648 1,913,829 - 584,582
39.3 - ENHANCEMENT: State Government Advocacy 34 45,000 - 45,000 45,000 - 45,000
50.3 - ENHANCEMENT: Facility Major Maintenance 43 500,000 - 500,000 447,648 - 447,648
71.2 - ENHANCEMENT: Arc Flash Hazard Analysis 66 70,000 - 70,000 30,000 - 30,000
52.7 - ENHANCEMENT: City Fund Foundation 73 146,351 - 146,351 150,052 - 150,052
15.3 - ENHANCEMENT: Video Production Assistance Programs -
Fort Collins Public Access Network (FC 75 30,000 - 30,000 30,000 - 30,000
15.4 - REDUCTION: Stop Doing - City News Newsletter 85 (26,000) (26,000) - (26,000) (26,000) -
3.10 - REDUCTION: Scheduled Computer Replacements 86 (125,000) - (125,000) (125,000) - (125,000)
Subtotal High Performing Government 45,525,531 26,372,398 2,803,047 46,943,628 26,778,616 2,690,582
Total all Outcomes 199,872,073 127,747,360 6,477,434 204,921,875 131,802,370 6,742,767
Attachment #4
and Pros
Replacement of the bridges over the poudre
River
$15M-$20M
each
Citywide program to remove
deficiencies and improve coll
to meet current standards
existing
ector and arterial
roadwa
Varies;
$eu-
$12Mlmile
lmplementation of the Bicycle
Master Plan "Full Build
Network"
Completion of the vision
Bicycle Master Plan
outlined in the 2014 Varies
based on
duration to
Collector and Arterial
lmprovements such as
LaPorte and Trilby
Adding routes, frequencY and hours
service the to 365 Service (Sundays
of
and
Hol
Expansion of 365 Service
$1lv-
1.5M
lncreased frequencY and hours 1.5tU
on the North Coll
of service
Corridor
Enhanced Service on North
Coll
$0.5M- $1.5M
1.5
lncreased frequencY and hours
Drake and Shields Corridors
of service
on the
Enhanced Service on
Drake and Shields
-$1.5M
$0.5M- 75M
$1.SM/Yr
lncreased frequencY and hours
on the Horsetooth, Harmony and Lemay
of service
Corridors
Enhanced Service on
Horsetooth, HarmonY and
Lem
activity unless another activity is scheduled in
that time
Novice Pickleball: Time designated
for people that are new to the sport
5 6 4
Mixed Pickleball or
Pickleball League @
Senior Center
Mixed Pickleball @
Senior Center
Mixed
Pickleball
@NACC
Mixed
Pickleball
@Senior
Center
Novice Pickleball
@Senior Center
P.O.P.
Advance @
Senior
Center
Mixed
Pickleball
@Senior
Center
Mixed
Pickleball
@ Senior
Center
Parkinson's
Pickleball
P.O.P. @
Northside
Mixed Pickleball
@Northside P.O.P. @
Northside
Mixed Pickleball
@Northside P.O.P. @
Northside
Novice Pickleball @
Senior Center
Mixed Level Pickleball
@ Senior Center
Fall 2018 Pickleball Drop-in Schedule
Court
Monday Wednesday Friday Sunday
Pickleball Clinics or Leagues:
provided by Columbine Health
Mixed Pickleball
@Northside
Mixed Pickleball
@Northside
Attachment #1