Council Finance Committee & URA Finance Committee Agenda Planning Calendar 2015 RVSD 08/18 mnb Budget Revisions 60 min L.

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1 Council Finance Committee & URA Finance Committee Agenda Planning Calendar 2015 RVSD 08/18 mnb Aug 24 TOPIC TIME WHO 2016 Budget Revisions 60 min L. Pollack CFC Use Tax Utilization Policy - Discussion 30 min T. Storin Sales Tax on Cloud/Internet Products 20 min P. Streeter Woodward Rebate Discussion to Submit to Council 5 min M. Beckstead URA Sep 21 TOPIC TIME WHO Annual Adjustment Ordinance (clean-up) Review 15 min L. Pollack Long Term Financial Planning - Update 30 min A. Gavaldon CFC Natural Gas Franchise 15 min A. Gavaldon Policy Updates Metro District & Pension Funding 30 min J. Voss Sales Tax Code Changes 15 min M. Beckstead URA Oct 26 TOPIC TIME WHO CFC Downtown Parking Structure Financing Sales Tax Recapture review opportunities 30 min 30 min M. Beckstead J. Birks M. Beckstead J. Birks URA Nov 16 TOPIC TIME WHO Strategic Risk Assessment 30 min A. Gavaldon CFC URA Future Council Finance Committee Topics: Revenue Diversification - Sales Tax on Services, Admissions Tax, Future URA Committee Topics:

2 Finance Administration 215 N. Mason 2 nd Floor PO Box 580 Fort Collins, CO fax fcgov.com AGENDA Council Finance & Audit Committee August 24, :00 a.m. - Noon CIC Room City Hall Approval of the Minutes from the July 20, 2015 meeting Budget Revisions 60 minutes L. Pollack 2. Use Tax Utilization Policy - Discussion 30 minutes T. Storin 3. Sales Tax on Cloud/Internet Products 20 minutes P. Streeter 4. Woodward Rebate Discussion to Submit 5 minutes M. Beckstead to Council

3 Finance Administration 215 N. Mason 2 nd Floor PO Box 580 Fort Collins, CO fax fcgov.com Council Audit & Finance Committee Minutes 07/20/15 9:30 11:30 p.m. CIC Room Council Attendees: Staff: Others: Mayor Wade Troxell, Gerry Horack, Ross Cunniff Darin Atteberry, Jeff Mihelich, Mike Beckstead, John Duvall, John Voss, Josh Birks, Travis Storin, Andres Gavaldon, Noelle Currell, Nancy James Keith Smith McGladrey, LLP Matt Robenalt, Downtown Development Authority Jennifer Hensley, Downtown Development Authority APPROVAL OF MINUTES Gerry Horack made a motion to approve the June 23, 2015 Council Finance Committee minutes. Wade Troxell made a second to the motion. The minutes were approved unanimously. Mike made a note about the calendar in relation to Council member Overbeck s question about the taxes related to Cloud services. Mike stated that this will be brought before Council in August. AUDITOR S REPORT Travis presented the 2014 Comprehensive Annual Financial Report (CAFR) document. Mike stated that he would like to see the CAFR completed by April 30 th in future years. The City received an unqualified, or clean opinion from McGladrey; however, there are a few internal control issues that will need to be addressed. These control issues are of the lowest severity on the scale set by generally accepted auditing standards. Travis will report back to CFC in October to share the corrective action plan for these items. Kevin Smith from McGladrey presented the results from the 2014 audit. The report covers the audit of the basic financial statements and compliance of the City of Fort Collins for year-end December 31, Kevin stated that the findings related to the Financial Statement Audit are as required to be reported in Accordance with Generally Accepted Government Auditing Standards. There were no findings identified related to Federal grants in the Compliance Report. Financial misstatements identified by the auditors that were deemed immaterial for adjustment, misstatements identified by the auditors that were corrected by the City,

4 and control deficiencies identified by the auditors can be found in the Report to the City Council, Exhibit A. Staff will provide a written response to the audit findings and misstatements at the October Council Finance Committee meeting. Travis indicated he will be taking corrective action to the items that came across in the audit regarding year end statements. Wade asked Mike to respond to the items of deficiency identified in the audit. Mike stated that he would like to put them into context first. There has been a complete turn-over in the accounting department within the last year, with the exception of John Voss. Mike further stated that it has been a challenging year in Accounting, and that they have learned a lot through the process. Overall he is pleased with the outcome of the audit, given the knowledge loss that the department had. One of the things we learned from that turn-over is to do a better job of having a job task sheet for each desk outlining all the specifics requirements and tasks of the job, to include the close process. Travis stated that the list is a nice road-map where we want to be spending our time for the remaining six months of the year. DDA BOND INTEREST ADJUSTMENT Matt Robenalt Downtown Development Authority Executive Director and Jennifer Hensley, Downtown Development Authority (DDA) Financial Coordinator presented a consideration of an amendment to the Downtown Development Authority s 2010 bond series reducing the spread on the rate adjustment date. The DDA s 2010 bond series is set for a rate adjustment at the 5-year mark in Great Western Bank, the bond series purchaser, has offered a rate reduction resulting in an estimated savings of $143,000 in interest expense over the remaining 5 year life of the bonds. This adjustment would be executed through an amendatory ordinance, Series 2010A (Taxable Tax Increment Revenue Bonds) and Series 2010B (Tax-Exempt Tax Increment Revenue Bonds). Currently these bonds are to reset at 4.5% over the 5 year U.S. Treasuries, the amendments would reduce the spread on the two series to 3.5% over the 5 year U.S. Treasuries on Series 2010A and 4.25% on Series 2010B Bond Series Series 2010A: Taxable Bond Series 2010B: Tax Exempt Bond Prior to Reset (First 5 years) 4.5% over 5-year US Treasuries (6.08%) 4.5% over 5-year US Treasuries multiplied by 0.66 (4.01%) Without Amendatory Ordinance 4.5% over 5-year US Treasuries 4.5% over 5-year US Treasuries multiplied by 0.66 With Amendatory Ordinance 3.5% over 5-year US Treasuries 4.25% over 5-year US Treasuries multiplied by

5 Current Status: Issued September 21, 2010 for $12,500,000. Interest rate fixed for the first five years is 4.5% over the 5 year U.S. Treasuries; Series 2010A 6.08%, 2010B 4.01%. Issued for various TIF investments, culture and arts funding, grants and funding to the City, & DDA programs and projects. Current balance = $9,140,000; final payment December CFC approved the request; Mike will include this on the August 18 th consent agenda for Council. PENSION LIABILITY FUNDING The GERP is a retirement program for employees hired before January 1, Less than 7% of active employees continue to earn benefits under this program. Plan assets are held in trust and had a market value of $45.7 million at 2014 year end. The pension liability was $57.8 million, leaving a Net Pension Liability (NPL) of $12.1 million. Under current assumptions and funding commitments the plan is forecasted to be fully funded by Discussion revisited the current funding commitment and considered whether or not to accelerate closing the gap. Recent Major Assumption Changes: Investment Return o 7.5% through 2010 o 6.8% ($3.7M increase to UAL) o 6.5% beginning 2013 ($1.6M increase to UAL) Mortality Tables o In 2010 updated to most recent actuarial industry standard ($1.3M increase to UAL) o In 2014 applied generational scaling ($830K increase in UAL) Increased Supplemental Contribution to $1.12M in 2013 Residual Pension Dollars: After all beneficiaries are paid, the remaining monies will be refunded to the City. o Article XIV, Section 6 of the Plan Last Payment about 2065 o Youngest active member is between The funding alternatives are: Fully fund over the next few years with available revenue Increase annual supplemental o Develop policy parameters on when to change and how to set amount of supplement Stay the course of $1.12M supplemental contribution each year Gerry asked where the number of $1.12M supplemental came from. Mike stated that it was partially driven by affordability in what we could do inside of the budget. Some discussion took place regarding the implementation of a set strategy/policy to relieve vulnerabilities for employees, citizens, and investors. 3

6 Staff will take the action to develop a policy consistent with current practice that presents a target level of funding over a period of time, a threshold for when they may rethink what the supplemental income may be; and in times of dramatic market downturn, will have a conversation about additional supplemental that is put into a separate fund to be set aside. Other Business None Meeting Adjourned at 10:24 a.m. 4

7 COUNCIL FINANCE COMMITTEE AGENDA ITEM SUMMARY Staff: Mike Beckstead, Chief Financial Officer Lawrence Pollack, Budget and Performance Measurement Manager SUBJECT FOR DISCUSSION 2016 Budget Revision Recommendations EXECUTIVE SUMMARY The purpose of this agenda item is to familiarize and seek feedback from the Council Finance Committee with the City Manager s recommended revisions to the 2016 Budget before the recommendations are reviewed at the September 22 Council Work Session and then the Appropriations Ordinance goes to first reading on November 3 and second reading on November 17. Summary of Available Funding Summary of Available Funding $ in Millions Recommended Revisions General Fund Ongoing Offers Needing Further Discussion General Fund One- Time KFCG Transport ation Other Utililities Total $ $ 3.5 $ 14.0 Sales & Use Tax $ Property Tax Street Maintenance 1/4 Cent Utilities - Use of Reserves Unassigned BCC Excess Benefits Fund Revenue Depts TOTAL $ 4.0 $ 9.5 $ 10.3 $ 15.3 $ 12.5 $ 9.1 $ 60.7 $ in Millions General Fund Ongoing General Fund One- Time KFCG Transport ation Other Utililities Total Self Funded Requests $ 0.5 $ 0.1 $ 0.6 Large Capital Projects Climate Action Projects Human Resoures / Benefits Other Recommended Programs TOTAL $ 1.3 $ 2.9 $ 1.3 $ 8.0 $ 6.6 $ 9.1 $ 29.2 $ in Millions General Fund Ongoing General Fund One- Time Transport ation Other Utililities Total KFCG Community Recycle Center O&M Regional Training Facility Design TOTAL $ 0.4 $ 0.8 $ - $ - $ - $ - $ 1.2

8 Summary of 2016 Revisions $ in Millions General Fund Ongoing Revenue Update 4.0 General Fund One- Time KFCG Transport ation Other Utililities Total $ $ 10.3 $ 15.3 $ 12.5 $ 9.1 $ 60.7 $ 9.5 Recommended Budget Revisions Net Impact $ 2.7 $ 6.6 $ 9.0 $ 7.3 $ 5.9 $ - $ 31.5 Discussion Offers Total Net Impact Fund Balance $ 2.3 $ 5.8 $ 9.0 $ 7.3 $ 5.9 $ - $ 30.3 GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED - Feedback on the City Manager s Recommended Revisions to the 2016 Budget? - Direction on the two offers reviewed for Council consideration? BACKGROUND/DISCUSSION City-wide, supplemental appropriations being recommended total $29.2 million. The General Fund share is $4.2M, $1.3M is from the Keep Fort Collins Great Fund, $9.1M is from Utility funds, $8.0M is from Transportation, and the remaining $6.6M is from other various funds. A complete packet of requests is attached. Following are key objectives which the recommendations are intended to address: Council priorities Projected revenue from the renewal of the ¼ cent street maintenance tax Capital project and other needs not known at the time of the adoption of the Budget (e.g. Climate Action Plan) Fiduciary responsibilities in the Self Insurance Fund and the Benefits Fund Maintaining fund balances to support future needs and economic uncertainty The recommended 2016 Budget Revisions meet these goals. Sales and use tax, as well as property tax revenues are expected to be higher than originally anticipated for 2015 and sales tax collections are now forecasted to be $5.0M higher while use tax collections are anticipated to be $7.1M higher. Those amounts are then split into the General Fund (approximately 60%), and the dedicated voter approved taxes (e.g. Keep Fort Collins Great, OpenSpace Yes!, etc.). The City has been notified by Larimer County that property taxes are anticipated to be nearly $1.0M higher in Looking ahead to 2016, sales tax is forecasted to grow 3.5% over the new 2015 base and use tax is being held flat to the $17.0M originally forecasted due to the significant volatility of that revenue stream property tax is forecasted to be 10% over the 2015 base, although 2/3s of that increase will go to PFA in 2017 per our IGA.

9 For the 2016 Budget Revision Requests, staff recommends using approximately $15.0 million from reserves and one-time revenue increases. The requests include $12.0M from the Capital Expansion Community Parks, Capital Projects, Light and Power, and General Funds for large capital projects. $771K is from Keep Fort Collins Great reserves with the remainder primarily coming from the General Fund for various one-time uses. Descriptions of the recommended requests are included in the 2016 Budget Revision document. For the Revision process only major revenue sources are updated. Any additional revenues that are not used to fund budget offers will increase the various fund balances. The mid-cycle revision process is slightly different from the biennial Budgeting for Outcomes process. There was no review by BFO Results Teams or Boards and Commissions. However, the Executive Leadership Team and City Manager conducted a comprehensive review to determine which requests should be forwarded on for Council's consideration. Revised revenue projections and anticipated fund reserves were carefully considered when making these recommendations.

10 Budget Revisions Mike Beckstead - CFO

11 2016 Budget Revision Objectives The recommended 2016 Budget Revisions are intended to address: Council priorities Projected revenue from the renewal of the ¼ cent street maintenance tax Capital project and other needs not known at the time of the adoption of the Budget (e.g. Climate Action Plan) Fiduciary responsibilities in the Self Insurance Fund and the Benefits Fund Maintaining fund balances to support future needs and economic uncertainty 2

12 2016 Available Funding $ Millions General Fund Ongoing Sales & Use Tax 3.3 General Fund One- Time KFCG Transport ation Other Utililities Total $ $ 3.5 $ 14.0 $ 7.2 Property Tax Street Maintenance 1/4 Cent Utilities - Use of Reserves Unassigned BCC Excess Benefits Fund Revenue Depts TOTAL $ 4.0 $ 9.5 $ 10.3 $ 15.3 $ 12.5 $ 9.1 $ 60.7 Updated Major Revenue Elements Only: Sales Tax 2015 updated to reflect 6% growth over 2014, 2016 growth of 3.5% Use Tax 2015 updated to reflect additional $7.1M, no change to 2016 No change to other revenue sources Unassigned 2014 Reflects year end available fund balances across multiple funds Utilities Reflects Only Fund Balance Used to fund Offers L&P & Wastewater 2014 Unassigned is $18.4M & $20.4M Respectively Slightly More Aggressive 2015 Forecast & Conservative Additional Revenue Will Flow to Fund Balance 3

13 Utility Rates Original Revised Light & Power 1.9% 3.0% Water 0.0% 0.0% Waste Water 3.0% 3.0% Storm Water 0.0% 0.0% PRPA Increasing Wholesale Rates Greater Then Anticipated 4

14 Offer Summary $ Millions General Fund Ongoing General Fund One- Time KFCG Transport ation Other Utililities Total Self Funded Requests $ 0.5 $ 0.1 $ 0.6 Large Capital Projects Climate Action Projects Human Resoures / Benefits Other Recommended Programs TOTAL $ 1.3 $ 2.9 $ 1.3 $ 8.0 $ 6.6 $ 9.1 $ 29.2 Several Large Offers Associated with Capital, Climate Action Plan and Benefits 5

15 Offer Summary Strategic Objective Tran 6.6 Env 5.8 Safe 5.8 Safe 5.9 C&R 2.5 Econ 3.6 Tran 6.4 Tran 6.4 Env 4.4 Env 4.4 Env 4.4 Env 4.4 Budget Revision FTE Ongoing $ One-Time $ TOTAL $ Self Funded Offers and PFA KFCG Harmony Park and Ride - Parking Enforcement Officer 0.75 $60,000 $0 $60,000 Design Funds - Mail Creek Stream Restoration Emergency Services Dispatcher ,475-70,475 KFCG Reserve for PFA - 483, ,219 Sub-Total 1.75 $130,475 $483,219 $613,694 Large Capital Projects Funded by Reserves or Dedicated 1/4 Cent Tax Southeast Community Park - Water Rights & Construction Costs - 1,100,000 1,100,000 Major Duct Banks and Circuits Funding Increase - 5,000,000 5,000,000 Prospect Road and College Avenue Intersection Improvements - 2,400,000 2,400,000 Renewal of 1/4 cent Street Maintenance Tax 7,786,500-7,786,500 Sub-Total 0.00 $7,786,500 $8,500,000 $16,286,500 Climate Action Plan (CAP) Offers Climate Action Plan - Water Reclamation Biogas to Co-Gen - 3,500,000 3,500,000 Climate Action Plan Implementation - Program Business Planning - 150, ,000 Climate Action Plan - Energy Code Performance Program (contrcl) ,000 60, ,000 Climate Action Plan - Communication and Engagement Platform Design & Implementation - 125, ,000 Sub-Total 1.00 $74,000 $3,835,000 $3,909,000 6

16 Offer Summary Strategic Objective HPG 7.2 HPG 7.3 Budget Revision FTE Ongoing $ One-Time $ TOTAL $ Human Resource Offers Chief Human Resources Officer Position ,276 21, ,276 Total Rewards Strategy: Career Architecture and Pay Structure - 275, ,000 Cost Adjustments to the Benefits Fund (Benefits cost) 2,700,000-2,700,000 Cost Adjustments to the Benefits Fund (cost to Departments) 2,720,789-2,720,789 Sub-Total 1.00 $5,542,065 $296,000 $5,838,065 CNL 1.3 CNL 1.4 CNL 1.7 C&R 2.3 C&R 2.4 C&R 2.4 Econ 3.10 HPG 7.12 HPG 7.9 Safe 5.2 Tran 6.1 Other Recommended 2016 Budget Revision Offers Neighborhood Srvcs Strategic Plan & Impl of Neighborhood Districts - 67,000 67,000 Nature in the City Implementation (Contractual FTE) ,089-78,089 Homelessness Initiatives - Street Outreach Pilot Program - 80,000 80,000 Parks Division Competitive Hourly Wages 110, ,000 Spring Canyon Playground Surfacing Replacement - 208, ,000 Golf Course Irrigation Improvements - 30,000 30,000 Debt Payment on new Parking Structure - 900, ,000 Increase Claims Settlement within the Self Insurance Fund - 600, ,000 IT: Open Data Portal - First Phase Implementation 60,000 40, ,000 City Clerk Licensing Coordinator (Contractual FTE) ,917 5,700 74,617 Police Property and Evidence Technician ,726-73,726 Additional Bus Stop Improvements for ADA Accessibility (contractual , ,000 FTE) Sub-Total 4.00 $665,732 $1,930,700 $2,596,432 Grand Total 7.75 $14,198,772 $15,044,919 $29,243,691 7

17 Offers Needing Further Discussion $ Millions General Fund Ongoing General Fund One- Time Transport ation Other Utililities Total KFCG Community Recycle Center O&M Regional Training Facility Design TOTAL $ 0.4 $ 0.8 $ - $ - $ - $ - $ 1.2 8

18 Benefits Cost Benefits Cost Offer of $5.4M Includes: Department charges that generate revenue to the Benefits Fund - $2.7M Benefit cost payments from the benefits fund greater than budget - $2.7M Drivers of Benefit Cost Increases claims greater than budget of $1.8M required supplemental appropriation Claims cost in the 2015/16 budget does not reflect the higher base 2. Benefit Costs Increasing greater than anticipated Additional staff covered by the Affordable Health Care Act in 2015/16 Claims costs growth at a greater rate than forecasted in 2015/16 3. Planned draw down of benefit fund reserves faster than expected Department billings intentionally lower than needed in Expect benefits fund reserve will be at minimum level at the end of 2015 Claims Cost Increase Greater Than Anticipated. Benefit Fund Subsidy Exhausted 9

19 Benefits Cost $ Millions Benefit Fund Expenses $ $ $2.7 Increase Greater Than Planned Budget Increase: 2014 $ Cumulative Impact - $2.7M 2016 Adjustment Driven by Cumulative $2.7M Impact of Prior Year, Current Year & Expected 2016 Costs Above Budget 10

20 Benefits Use of Reserves $ Millions 14 Benefits Fund Balance Planned Actual/Forecast Increase Costs vs. Budget Reduced Reserves Faster Then Anticipated 11

21 Benefits Cost Share Data Premium Share Market Data (City/Staff) Employee Only 74% to 90% / 10% to 26% Employee Plus 63% to 75% / 25% to 33% Premium Share Target Advantage Plan: Employee Only 85% / 15% Employee Plus 70% / 30% Budget Proposal Cost Share Employee Only 87% / 13% Employee Plus 71.5% / 28.5% Staying on Track with Market Data.. Phase in Catch-up to Target Over Two Years 12

22 Benefits Premium Cost Increase With 71.5% / 28.5% Premium Cost Share Enrolled Current 2015 Proposed 2016 Monthly Increase % Increase Core Plan Employee 154 $ $ $ % Employee + Spouse % Employee + Children % Employee + Family % Advantage Plan Employee 450 $ $ $ - 0% Employee + Spouse % Employee + Children % Employee + Family % City Department Charge % Consolidation to One Plan to Manage Results in Significant Increase to Staff in Core Plan 13

23 Benefits Total Cost Share Data With 71.5% / 28.5% Premium Cost Share Rising Claims Cost Above Forecast Increase City Share. Budget Proposal Begins to Rebalance Cost Sharing 14

24 2016 Budget Revision Summary $ Millions General Fund Ongoing Revenue Update 4.0 General Fund One- Time KFCG Transport ation Other Utililities Total $ $ 10.3 $ 15.3 $ 12.5 $ 9.1 $ 60.7 $ 9.5 Recommended Budget Revisions Net Impact $ 2.7 $ 6.6 $ 9.0 $ 7.3 $ 5.9 $ - $ 31.5 Discussion Offers Total Net Impact Fund Balance $ 2.3 $ 5.8 $ 9.0 $ 7.3 $ 5.9 $ - $ 30.3 City Manager s Recommended Budget Maintains Healthy Fund Balance 15

25 2016 Budget Revision Summary Guidance Requested: 1) CFC feedback on the City Manager s Recommended revisions to the 2016 Budget? 2) CFC direction on the two offers reviewed for Council consideration? 16

26 Back-Up 17

27 Benefits Premium Cost Increase With 70% / 30% Premium Cost Share Enrolled Current 2015 Proposed 2016 Monthly Increase % Increase Core Plan Employee 154 $ $ $ % Employee + Spouse % Employee + Children % Employee + Family % Advantage Plan Employee 450 $ $ $ % Employee + Spouse % Employee + Children % Employee + Family % City Department Charge % Consolidation to One Plan to Manage Results in Significant Increase to Staff in Core Plan 18

28 Benefits Total Cost Share Data With 70% / 30% Premium Cost Share Rising Claims Cost Above Forecast Increase City Share. Budget Proposal Begins to Rebalance Cost Sharing 19

29 2016 Recommended Budget Revisions Council Finance Committee August 24, 2015

30 2016 BUDGET REVISION REQUESTS TABLE OF CONTENTS SUMMARY OVERVIEWS Revision Request Summary by BFO Outcome... 1 Revision Request Summary by Funding Source... 3 SELF FUNDED OFFERS AND PFA KFCG Harmony Park and Ride - Parking Enforcement Officer... 5 Design Funds - Mail Creek Stream Restoration... 6 Emergency Services Dispatcher... 7 KFCG - Fire Reserves for PFA... 8 LARGE CAPITAL PROJECTS FUNDED BY RESERVES OR DEDICATED 1/4 CENT TAX Southeast Community Park - Water Rights & Construction Costs... 9 Major Duct Banks and Circuits Funding Increase Prospect Road and College Avenue Intersection Improvements Renewal of 1/4 Cent Street Maintenance Tax CLIMATE ACTION PLAN (CAP) OFFERS Climate Action Plan: Water Reclamation Biogas to Co-Gen Climate Action Plan: Business Planning for Strategic Initiatives and Public-Private Partnership Climate Action Plan: Energy Code Performance Program (Including Contractual 1.0 FTE) Climate Action Plan: Communication and Engagement Platform Design and Implementation HUMAN RESOURCE OFFERS Chief Human Resources Officer Position Total Rewards Strategy: Career Architecture and Pay Structure Cost Adjustments to the Benefits Fund (Benefits cost) Cost Adjustments to the Benefits Fund (cost to Departments) OTHER RECOMMENDED 2016 BUDGET REVISION OFFERS Neighborhood Services Strategic Plan and Implementation of Neighborhood Districts Nature in the City Implementation (Contractual FTE) Homelessness Initiative - Street Outreach Pilot Program Parks Division Competitive Hourly Wages Spring Canyon Playground Surfacing Replacement Collindale Golf Course Irrigation Control Software Upgrade Downtown Parking Structure - Debt Service Increase to Claims Settlement Account within the Self Insurance Fund IT Open Data Portal - First Phase Implementation... 37

31 City Clerk Licensing Coordinator (Contractual FTE) Police Property and Evidence Technician Additional Bus Stop Improvements for ADA Accessibility (Contractual FTE) OTHER OFFERS FOR COUNCIL CONSIDERATION Annual Operations for the Community Recycling Center (CRC) Design Funding for the Regional Training Campus... 42

32 2016 Budget Revision Requests Proposed Related Page Outcome Funding Source Service Area Offer # Adjustment Requested FTE Ongoing $ One-Time $ TOTAL $ Self Funded Offers and PFA KFCG 5 ECON Parking PDT N/A Harmony Park and Ride - Parking Enforcement Officer 0.75 $60,000 $0 $60,000 6 ENV Not Applicable Utilities N/A Design Funds - Mail Creek Stream Restoration SAFE General Fund Police Services N/A Emergency Services Dispatcher , ,475 8 SAFE KFCG - Fire PFA N/A KFCG - Fire Reserves for PFA 0 483, ,219 Sub-Total 1.75 $130,475 $483,219 $613,694 Large Capital Projects Funded by Reserves or Dedicated 1/4 Cent Tax 9 C&R Capital Expansion Comm & Op Svcs 8.3 Southeast Community Park - Water Rights & Construction $0 $1,100,000 $1,100,000 Costs 10 ECON Light & Power Utilities N/A Major Duct Banks and Circuits Funding Increase 0 5,000,000 5,000, TRAN GF = $800K PDT N/A Prospect Road and College Avenue Intersection Improvements 0 2,400,000 2,400,000 BCC = $1.6M 12 TRAN Transportation PDT Renewal of 1/4 Cent Street Maintenance Tax 7,786, ,786,500 Sub-Total 0.00 $7,786,500 $8,500,000 $16,286,500 Climate Action Plan (CAP) Offers 13 ENV Wastewater Utilities Climate Action Plan: Water Reclamation Biogas to Co-Gen $0 $3,500,000 $3,500, ENV General Fund, Sustainability Svcs N/A Climate Action Plan: Business Planning for Strategic Initiatives 0 150, ,000 L&P, Wastewater and Public-Private Partnership 16 ENV General Fund Utilities N/A Climate Action Plan: Energy Code Performance Program ,000 60, ,000 Light & Power (including Contractual 1.0 FTE) 17 ENV General Fund Sustainability Svcs N/A Climate Action Plan: Communication and Engagement Platform 0 125, ,000 Design & Implementation Sub-Total 1.00 $74,000 $3,835,000 $3,909,000 Human Resource Offers 19 HPG General Fund Emp & Comm Svcs N/A Chief Human Resources Officer Position 1.0 $121,276 $21,000 $142,276 Benefits Fund 20 HPG General Fund Emp & Comm Svcs N/A Total Rewards Strategy: Career Architecture and Pay Structure 0 275, , HPG Benefits Fund Emp & Comm Svcs N/A Cost Adjustments to the Benefits Fund (Benefits cost) 2,700, ,700, HPG Multiple Funds Emp & Comm Svcs N/A Cost Adjustments to the Benefits Fund (cost to Departments) 2,720, ,720,789 Sub-Total 1.00 $5,542,065 $296,000 $5,838,065 Other Recommended 2016 Budget Revision Offers 28 CNL General Fund Comm & Op Svcs 77.1 Neighborhood Services Strategic Plan and Implementation of $0 $67,000 $67,000 Neighborhood Districts 29 CNL General Fund PDT N/A Nature in the City Implementation (Contractual FTE) , , CNL KFCG - Other Comm. Priorities Sustainability Svcs 48.7 Homelessness Initiative - Street Outreach Pilot Program 0 80,000 80,000 1

33 2016 Budget Revision Requests Proposed Related Page Outcome Funding Source Service Area Offer # Adjustment Requested FTE Ongoing $ One-Time $ TOTAL $ 32 C&R General Fund Comm & Op Svcs 98.1, 100.1Parks Division Competitive Hourly Wages 110, , C&R KFCG - Parks & Comm & Op Svcs 98.1 Spring Canyon Playground Surfacing Replacement 0 208, ,000 Rec 34 C&R Golf Comm & Op Svcs 76.1 Collindale Golf Course Irrigation Control Software Upgrade 0 30,000 30, ECON General Fund Financial Svcs N/A Downtown Parking Structure - Debt Service 0 900, , HPG General Fund Financial Svcs N/A Increase to Claims Settlement Account within the Self 0 600, ,000 Insurance Fund 37 HPG Data & Comm Comm & Op Svcs 9.1 IT Open Data Portal - First Phase Implementation 60,000 40, , HPG General Fund ELJS City Clerk Licensing Coordinator (Contractual FTE) ,917 5,700 74, SAFE KFCG - Police Police Services 56.4 Police Property and Evidence Technician , , TRAN KFCG - Other Tran PDT N/A Additional Bus Stop Improvements for ADA Accessibility , ,000 (Contractual FTE) Sub-Total 4.00 $665,732 $1,930,700 $2,596,432 Grand Total 7.75 $14,198,772 $15,044,919 $29,243,691 Offers Needing Further Discussion 41 ENV KFCG - Other Sustainability Svcs 47.5 Annual Operations for the Community Recycling Center (CRC) $380,000 $0 $380,000 Comm. Priorities 42 SAFE General Fund Police Services Design Funding for the Regional Training Campus $0 $810,000 $810,000 Sub-Total 0.00 $380,000 $810,000 $1,190,000 2

34 2016 Budget Revision Requests - BY FUNDING SOURCE Total Fund Related Ongoing & Fund Outcome Service Area Offer # Adjustment Requested FTE Ongoing $ One-Time $ One-Time General Fund CNL Comm & Op Svcs 77.1 Neighborhood Services Strategic Plan and Implementation of Neighborhood Districts $0 $67,000 $67,000 CNL Comm & Op Svcs N/A Nature in the City Implementation (contractual FTE) 1.0 $78,089 $0 $78,089 C&R Comm & Op Svcs 98.1/100.1 Parks Division Competitive Hourly Wages $110,000 $0 $110,000 Econ Financial Svcs N/A Downtown Parking Structure - Debt Service $0 $900,000 $900,000 Env Sustainability Svcs N/A Climate Action Plan - Energy Code Performance Program $37,000 $30,000 $67,000 Env Sustainability Svcs N/A Climate Action Plan Implementation - Program Business $0 $75,000 $75,000 Planning Safe Police N/A Emergency Services Dispatcher 1.0 $70,475 $0 $70,475 Tran PDT N/A Prospect Road and College Avenue Intersection $0 $800,000 $800,000 Improvements HPG Financial Svcs N/A Increase to Claims Settlement Account within the Self $0 $600,000 $600,000 Insurance Fund HPG ELJS City Clerk Licensing Coordinator 1.0 $68,917 $5,700 $74,617 HPG Emp & Comm Svcs N/A Total Rewards Strategy: Career Architecture and Pay $0 $275,000 $275,000 Structure HPG Emp & Comm Svcs N/A Chief Human Resources Officer Position 1.0 $92,957 $21,000 $113,957 HPG Emp & Comm Svcs N/A Benefits Adjustments $1,033,806 $0 $1,033,806 Total General Fund 4.0 $1,491,244 $2,773,700 $4,264,944 KFCG Fund Fire & Emergency Safe PFA KFCG Reserves for PFA $0 $483,219 $483,219 Sub-Total Fire & Emergency $0 $483,219 $483,219 Parks & Recreation C&R Comm & Op Svcs 98.1 Spring Canyon Playground Surfacing Replacement $0 $208,000 $208,000 Sub-Total Parks & Recreation $0 $208,000 $208,000 Police Safe Police 56.4 Police Property and Evidence Technician 1.0 $73,726 $0 $73,726 Sub-Total Police 1.0 $73,726 $0 $73,726 Other Community Priorities CNL Comm & Op Svcs 48.7 Homelessness Initiatives - Street Outreach Pilot Program $0 $80,000 $80,000 and Car Camping Pilot Program Env Sustainability Svcs N/A Climate Action Plan - Communication and Engagement $0 $125,000 $125,000 Platform Design & Implementation Sub-Total Other Community Priorities $0 $205,000 $205,000 Other Transportation Tran PDT N/A Additional Bus Stop Improvements for ADA Accessibility 1.0 $275,000 $0 $275,000 (contractual FTE) Sub-Total Police 1.0 $275,000 $0 $275,000 Other KFCG Designations HPG Emp & Comm Svcs N/A Benefits Adjustments $171,265 $0 $171,265 Sub-Total Other KFCG Designations $171,265 $0 $171,265 Total KFCG Fund 2.0 $519,991 $896,219 $1,416,210 3

35 2016 Budget Revision Requests - BY FUNDING SOURCE Total Fund Related Ongoing & Fund Outcome Service Area Offer # Adjustment Requested FTE Ongoing $ One-Time $ One-Time Transportation Tran PDT Renewal of 1/4 cent Street Maintenance Tax $7,786,500 $0 $7,786,500 HPG Emp & Comm Svcs N/A Benefits Adjustments $208,117 $0 $208,117 Total Transportation Services Fund $7,994,617 $0 $7,994,617 Parking Econ PDT N/A Harmony Park and Ride 0.75 $60,000 $0 $60,000 HPG Emp & Comm Svcs N/A Benefits Adjustments $10,279 $0 $10,279 Total Other Funds 0.75 $70,279 $0 $70,279 Benefits HPG Emp & Comm Svcs N/A Chief Human Resources Officer Position $28,319 $0 $28,319 HPG Emp & Comm Svcs N/A Benefits Adjustments $2,700,000 $0 $2,700,000 Total Benefits Funds $2,728,319 $0 $2,728,319 Light & Power Econ Utilities N/A Major Duct Banks and Circuits Funding Increase $0 $5,000,000 $5,000,000 Env Utilities N/A Climate Action Plan - Energy Code Performance Program 1.0 $37,000 $30,000 $67,000 Env Utilities N/A Climate Action Plan Implementation - Program Business $0 $50,000 $50,000 Planning HPG Emp & Comm Svcs N/A Benefits Adjustments $226,568 $0 $226,568 Total Light & Power Fund 1.0 $263,568 $5,080,000 $5,343,568 Water HPG Emp & Comm Svcs N/A Benefits Adjustments $113,481 $0 $113,481 Total Stormwater Fund $113,481 $0 $113,481 Wastewater Env Utilities Climate Action Plan - Water Reclamation Biogas to Co- $0 $3,500,000 $3,500,000 Gen Env Utilities N/A Climate Action Plan Implementation - Program Business $0 $25,000 $25,000 Planning HPG Emp & Comm Svcs N/A Benefits Adjustments $44,920 $0 $44,920 Total Wastewater Fund $44,920 $3,525,000 $3,569,920 Stormwater Env Utilities Design Funds - Mail Creek Stream Restoration (selffunded) $0 $0 $0 HPG Emp & Comm Svcs N/A Benefits Adjustments $64,597 $0 $64,597 Total Stormwater Fund $64,597 $0 $64,597 Other Funds Capital Expansion C&R Comm & Op Svcs N/A Southeast Community Park - Water Rights & Construction Costs $0 $1,100,000 $1,100,000 Golf C&R Comm & Op Svcs N/A Golf Course Irrigation Improvements $0 $30,000 $30,000 Capital Projects Tran PDT N/A Prospect Road and College Avenue Intersection $0 $1,600,000 $1,600,000 (BCC) Improvements Data and Comm HPG Comm & Op Svcs 9.1 IT: Open Data Portal - First Phase Implementation $60,000 $40,000 $100,000 Various HPG Emp & Comm Svcs N/A Benefits Adjustments $847,756 $0 $847,756 Total Other Funds $907,756 $2,770,000 $3,677,756 Total All Funds 7.75 $14,198,772 $15,044,919 $29,243,691 Offers Needing Further Discussion ENV KFCG - Sustainability Svcs 47.5 Annual Operations for the Community Recycling Center $380,000 $0 $380,000 OCP (CRC) SAFE Same Police Services Regional Training Facility Design Costs $0 $810,000 $810,000 Sub-Total 0.00 $380,000 $810,000 $1,190,000 4

36 2016 BUDGET REVISION REQUEST Revision Title: Harmony Park and Ride - Parking Enforcement Officer Outcome: Economic Health Contact: Mark Jackson Expense Fund: PARKING FUND Package/Offer #: None Funding Source: Parking Fund (grant) Ongoing: $60,000 One-time: $0 TOTAL Amount: $60,000 FTE Requested: 0.75 FTE - Parking Enforcement Officer Description: The City of Fort Collins Parking Services Department is entering into a funding agreement with the Colorado Department of Transportation (CDOT) to contract for daily parking enforcement at the Harmony Transfer Center (Park and Ride). This provides parking enforcement for CDOT's new interregional bus service, "Bustang". All costs for parking enforcement are borne by CDOT. One.75 hourly parking enforcement position is included in this offer. The budget revision provides the funds for 2016 enforcement activities. 5

37 2016 BUDGET REVISION REQUEST Revision Title: Design Funds - Mail Creek Stream Restoration Outcome: Environmental Health Contact: Jon Haukaas Expense Fund: STORMWATER FUND Package/Offer #: None Funding Source: N/A - self funded Ongoing: $0 One-time: $0 TOTAL Amount: $0 FTE Requested: None Description: The Fossil Creek Meadows Home Owner's Association (FCMHOA) was annexed in 2009 as part of the Southwest Annexation process. A section of Mail Creek is severely eroded through FCMHOA property and is identified in the Mail Creek Basin Master Plan as being in need of repairs. The prioritization of stormwater projects presented to City Council in 2012 identified this section of Mail Creek as the third priority stream restoration project after Fossil Creek upstream of Lemay Ave (completed in the spring of 2015) and Spring Creek through Edora Park (currently in final design). It has been requested that the Stormwater Utility advance the design of the Mail Creek project to fully understand the costs, impact, benefits, and layout of a solution to the erosion concerns on the FCMHOA property. This will be a complex project for a variety of reasons beyond the steep eroded banks. The site has limited access and will require easements for access, construction, and maintenance from the FCMHOA. The New Mercer Irrigation Company runs a significant amount of water through this section and will need to be involved in the design to ensure the project continues to meet their water delivery needs. The South Fort Collins Sanitation District has existing easements and infrastructure through this section that will be impacted by a project. Finally, the environmental study and Corps of Engineers permitting that has been initiated over the past year will need to be completed. The impact of advancing this project is it removes construction funding of the Spring Creek project that staff is coordinating with the replacement of the Riverside Ave bridge leading to EPIC. Final construction funding will need to come from future appropriations. The Stormwater Utility will be completing an update to our Master Plan Summary documents prior to the beginning of next year's work on the BFO process. Those documents will provide the Council the information necessary to update the prioritization of future Stormwater projects as we move into that next budgeting cycle. 6

38 2016 BUDGET REVISION REQUEST Revision Title: Emergency Services Dispatcher Outcome: Safe Community Contact: Carol Workman Expense Fund: GENERAL FUND Package/Offer #: None Funding Source: General Fund - grant Ongoing: $70,475 One-time: $0 TOTAL Amount: $70,475 FTE Requested: 1.0 FTE - Emergency Services Dispatcher Description: Earlier this year Poudre Fire Authority completed contract negotiations with University Health/Poudre Valley Hospital (PVH) for dedicated ambulance services for the City of Fort Collins and the Poudre Fire Authority district. Within this agreement emergency dispatching services with Fort Collins 911 was outlined and an additional agreement between The City of Fort Collins and PVH was completed. Currently the agreement for dispatch services is being circulated for signatures. In the agreement, PVH has agreed to fund a 1.0 FTE Emergency Services Dispatcher beginning in This agreement will automatically renew each succeeding year through December 31, 2021 or until modified. The 1.0 FTE is necessary for the dispatch center to continue to maintain service levels for PVH and the community. The position of Emergency Services Dispatcher is critical to the organization as this position is responsible for handling and triaging incoming 911 telephone calls, non-emergency telephone calls as well as dispatching field units to calls for service. Additionally, the Emergency Services Dispatcher is trained in CPR and can provide emergency medical instructions to citizens via the Emergency Medical Dispatch (EMD) program and protocols. This provides additional medical related information to responding EMS and Fire personnel based on the condition of the patient. 7

39 2016 BUDGET REVISION REQUEST Revision Title: KFCG - Fire Reserves for PFA Outcome: Safe Community Contact: Kirsten Howard Fund: POUDRE FIRE AUTHORITY Package/Offer #: None Funding Source: KFCG Emergency & Fire - Reserves Ongoing: 0 One-time: $483,219 TOTAL Amount: $483,219 FTE Requested: None Description: PFA staff is requesting the KFCG Reserve for Fire held by the City of Fort Collins. Chief DeMint will be discussing the budget priorities and targeted outcomes with his staff and the PFA Board of Directors for allocation of these funds in the PFA 2016 budget. Examples of what these one-time funds could be used for include a new station alerting system, fire apparatus, self-contained breathing apparatus, and/or radios. Benefits of these items include response time improvements, improved citizen and firefighter safety, and communications improvements. 8

40 2016 BUDGET REVISION REQUEST Revision Title: Southeast Community Park - Water Rights & Construction Outcome: Culture & Recreation Contact: Kurt Friesen Expense Fund: CAPITAL PROJECTS FUND Package/Offer #: 8.3 Funding Source: Capital Expansion Fund - Community Total Amount: $1,100,000 Parkland Reserve FTE Requested: None Description: Southeast Community Park is a proposed 54 acre community park located at the intersection of Ziegler and Kechter. The park is currently scheduled to be constructed in 2016 with an anticipated opening in Construction costs remain very volatile, and have increased dramatically over the last few years, resulting in the need for more funding for the project. This request is for an appropriation of 1.1 million from the Capital Expansion Fund/ Community Parkland reserves to provide the necessary funding for the park and additional irrigation water shares. There is approximately 4.3 million currently in Community Parkland reserves. 9

41 2016 BUDGET REVISION REQUEST Revision Title: Major Duct Banks and Circuits Funding Increase Outcome: Economic Health Contact: Travis Walker Expense Fund: LIGHT & POWER FUND Package/Offer #: None Funding Source: LIGHT & POWER FUND - Reserves Ongoing: $0 One-time: $5,000,000 TOTAL Amount: $5,000,000 FTE Requested: None Description: The backbone of the distribution infrastructure required to serve all commercial and residential customers of the City is a system of primary circuits that are housed in duct banks. While new developments must cover the costs of the infrastructure required to serve them through electric development fees, it is necessary to install duct banks ahead of specific developments because the duct banks serve both existing and new customers. Once a new development requests electric service, the excess capacity of existing cables installed in the duct banks is assessed to determine if it is necessary to add another primary cable to serve the new demand. Installing the duct banks themselves ahead of other utilities being installed ensures adequate space is available in the right of ways. Recent assessments have determined the need to install several new duct banks so that there is availability to add primary cables to serve anticipated new demands.* These conduit systems, or duct banks, can cost $425,000 per mile in open or "greenfield" development, and can be close to $1M per mile in established areas such as the Harmony corridor. Light and Power operations personnel have identified the need for an additional $5M worth of duct banks to be installed in * Focus areas for the new duct banks will include the downtown area and east Harmony Road from Timberline to I

42 2016 BUDGET REVISION REQUEST Revision Title: Prospect Road and College Avenue Intersection Improvements Outcome: Transportation Contact: Dean Klingner Expense Fund: TRANSPORTATION SERVICES FUND Package/Offer #: None Funding Source #1: Capital Project Fund (BCC) - Reserves Funding Amount #1: $1,600,000 Funding Source #2: General Fund - Reserves Funding Amount #2: $800,000 Total Amount: $2,400,000 FTE Requested: None Ongoing: $0 One-time: $2,400,000 TOTAL Amount: $2,400,000 Description: This offer proposes to fund the design and construction of congestion-relief, operational-improvement, and safety-improvement modifications to the College Avenue (State Highway 287) and Prospect Road intersection. This project is proposed as a cooperative project with Colorado State University (CSU). As a part of the Inter-Governmental Agreement (IGA) between CSU and the City, CSU has agreed to make improvements to the Prospect and College intersection in proportion to the predicted increase in traffic related to multiple on-campus infrastructure projects. This presents an opportunity for the City to collaborate to add additional improvements to the intersection to address existing problems and increase the citywide benefits of the project. The City has evaluated several concepts for expanding the CSU improvements to improve the operation and safety of the intersection. Complete expansion and improvement of the intersection looks to have significant property impacts to existing businesses located in the vicinity. This offer proposes to explore design alternatives for improvements that: (1) work best with CSU s proposed improvements (2) could be implemented in the short term along with CSU s improvements, and (3) could be done in the future and/or phased in with redevelopment of the adjacent properties, if that opportunity arises. This offer is scalable as proposed: $300,000 Design Only Total of $1.7M Design and West leg improvements Total of $2.4M Design and West and East leg improvements 11

43 2016 BUDGET REVISION REQUEST Revision Title: Renewal of 1/4 Cent Street Maintenance Tax Outcome: Transportation Contact: Darren Moritz Expense Fund: TRANSPORTATION SERVICES FUND Package/Offer #: Funding Source: Transportation - Street Maintenance 1/4 Cent Tax Ongoing: $7,786,500 One-time: $0 TOTAL Amount: $7,786,500 FTE Requested: None Description: In 2005, Fort Collins voters approved a ¼ cent street maintenance tax to help maintain our overall street network level of service B or Good rating. This tax was set to expire on 12/31/2015. The Keep Fort Collins Great (KFCG) tax (dedicated 33% towards street maintenance & repair) doesn t expire until 12/31/2020. With the combination of the ¼ cent street maintenance tax revenue and KFCG revenue, the Street Maintenance Program (SMP) has been fully funded from 2011 through In April of 2015, voters approved the continuation of the 1/4 cent street maintenance tax. The new tax expiration date is now 12/31/2025. This dedicated tax revenue shall be used to pay the costs associated with the repair and renovation of City Streets, including, but not limited to, curbs, gutters, bridges, parkways, shoulders and medians. The use of these funds will allow for the resurfacing and maintenance of approximately 65 additional lane miles per year. This budget revision is an appropriation request for the amount of sales tax that will be collected in

44 2016 BUDGET REVISION REQUEST Revision Title: Climate Action Plan: Water Reclamation Biogas to Co-Gen Outcome: Environmental Health Contact: Jason Graham Expense Fund: WASTEWATER FUND Package/Offer #: Funding Source: Wastewater - Reserves Ongoing: $0 One-time: $3,500,000 TOTAL Amount: $3,500,000 FTE Requested: None Description: Description: This budget revision request for 2016 is for the design/build of a cogeneration and gas conditioning system at the Drake Water Reclamation Facility (DWRF). Purpose of Offer and Why: This request is one of four offers responding to City Council and City manager requests for Climate Action Plan (CAP) implementation strategies. The purpose of these offers is to develop or expand City programs that will aid in or directly affect the reduction of the community s greenhouse gas emissions. This project is scalable with future possible opportunities in community resource recover initiatives and compressed natural gas for fleet use. This offer also provides an opportunity to pilot the utilization of third party financing options. How it Will Work: Biogas generated from the wastewater treatment process through anaerobic digestion can be fed to a cogeneration system to generate energy and waste heat. Generated electricity would be used onsite, potentially reducing the facility s electrical consumption by approximately 22%. Waste heat generated would be recovered from the system and could be used to offset fuel used for boilers and process systems. In addition recovered heat could be chilled and used for facility cooling which would further reduce our energy consumption and costs. Expected Outcomes: This project has been estimated by a third party consultant with a conservative 15 year payback through reduced electrical and natural gas costs. According the the EPA GHG equivalence tables, the estimated annual savings from this project of 2100 metric tons of carbon, is equivalent to offsetting the GHG emissions of 300 City of Fort Collins households. An annual carbon savings of 2100 metric tons moves the overall CAP needle for all City of Fort Collins facilities 6.4% closer to the achieving a 20% GHG reduction and 7.4% closer to achieving the 20% energy consumption reduction by This project is aligned with BFO Pkg. Offer and could access funds from this to help minimize financial impact. 13

45 2016 BUDGET REVISION REQUEST Revision Title: Climate Action Plan: Business Planning for Strategic Initiatives and Public- Private Partnership Outcome: Environmental Health Contact: Josh Birks Expense Fund: GENERAL FUND Package/Offer #: None Funding Source #1: General Fund Funding Amount #1: $75,000 Funding Source #2: Light & Power Funding Amount #2: $50,000 Funding Source #3: Waste Water Funding Amount #3: $25,000 Total Amount: $150,000 Ongoing: $0 One-time: $150,000 FTE Requested: None Total Amount: $150,000 Description: This offer is among four offers responding to City Council and City Manager requests for Climate Action Plan (CAP) implementation strategies. The purpose of these interdepartmental offers is to develop or expand City programs and projects that will aid or directly affect the reduction of the community s greenhouse gas emissions. Purpose of Offer & Why: The primary focus of this offer is to engage external expertise on developing innovative mechanisms for public and private programs and projects, including but not limited to, public private partnerships (PPP) to achieve carbon reduction within Fort Collins. A major aspect of achieving CAP objectives is developing effective programs to support the capital investment required by the public and private sector. Many of these programs and the associated funding sources will be consumer oriented and come from the private market. However, a number of regulatory, policy, and market barriers exist to achieving the Climate Action Plan objectives. These barriers must be eliminated and/or reduced to develop effective programs for the City, its residents and its business. Of particular interest are PPPs, where both City and private sector resources can be leveraged to varying degrees. Staff will also be seeking outside funding sources and partners (e.g., Clinton Global Initiative, etc.) to pair with these requested funds enabling additional work and thus a more detailed financing framework. 14

46 How It Will Work: These funds will be used to obtain external expertise to aid in the evaluation, development and implementation of innovative programs and the associated funding sources. It is anticipated that the contractor(s) or consultant(s) will have experience developing similar programs elsewhere in the Country. In addition, the funds will be used to support internal/external education and outreach regarding potential programs, identifying and minimizing regulatory or policy barriers to carbon reduction, facilitating connections with existing and/or new capital markets, attracting and fostering private sector investment, optimizing the City s role in PPPs, and consultation on any immediate demonstration projects. The funds will be used to further expand the list of other programs and associated funding sources that are either public or private only in nature. Finally, the funds will be used to seek external expertise in the development of business plans, marketing plans, and operational plans for proposed projects funded with general fund or utility dollars. The City s Innovative Finance CAP Implementation Team (Team) will develop evaluation criteria and processes for use of internal funding mechanisms (i.e., use of General Fund or Utilities dollars). The outside expertise obtained by this budget request may provide input to those criteria and processes at the discretion of the Team. Expected Outcomes: The anticipated outcome(s) of this offer include: Identification of, and if possible, solutions for any barriers to existing and new programs A report of the potential financing tools to leverage for both public sector and private sector initiatives or projects A matrix comparing potential programs and tools to the four key CAP outcome areas (Buildings, Transportation, Energy Supply and Waste Reduction) If possible an estimate of the funding capacity and approval criteria associated with the programs and tools Assistance developing business plans, marketing plans, and operational plans for existing and proposed City projects. Together these deliverables will become an innovative program and funding framework to accompany the CAP implementation framework. 15

47 2016 BUDGET REVISION REQUEST Revision Title: Climate Action Plan: Energy Code Performance Program John Phelan Outcome: Environmental Health Contacts: Tom Leeson Lucinda Smith Expense Fund: GENERAL FUND LIGHT & POWER FUND Package/Offer #: None Funding Source #1: GENERAL FUND Funding Amount #1: $67,000 Funding Source #2: LIGHT & POWER FUND Funding Amount #2: $67,000 Total Amount: $134,000 Ongoing: $74,000 One-time: $60,000 Total Amount: $134,000 FTE Requested: 1.0 FTE - Contractual Description: This offer is among four offers responding to City Council and City Manager requests for Climate Action Plan (CAP) implementation strategies. The purpose of these interdepartmental offers is to develop or expand City programs and projects that will aid or directly affect the reduction of the community s greenhouse gas emissions. Purpose of Offer and Why Fort Collins has a strong history adopting current model building codes and has added local amendments specifically targeting energy performance and green building. While the prescriptive requirements are appropriate, the expected performance is not always achieved in practice, for a variety of reasons. Closing the gap between what the code requires and what is designed and built is critically important for utility planning and attaining community goals. The purpose of this offer is to provide resources to verify expected performance levels are achieved as the Fort Collins building code is implemented. The offer will provide resources targeting energy code and related building performance compliance at several stages: Education (web resources, education and training); Permit application review (plans and related submittals); Verification of field testing and inspection requirements prior to final approval. How It Will Work Building energy performance is critical to the goals of the Climate Action Plan Framework, Energy Policy and Green Built Environment initiative. Recent editions of the model codes have increasingly incorporated building science principles; local amendments have strengthened those changes. This is positive but with increasingly technical requirements and advanced technologies the code has become more challenging to enforce. This offer would help to plug the gap by providing additional expertise and related resources. Expert staff would be added and given separate signoff authority for more technical energy- and building performance-related aspects of permit applications and final approvals. This approach is analogous to existing development and building code processes for stormwater, fire safety and water-conserving landscape requirements. Expected Outcomes Verification of expected performance levels as the Fort Collins building code is implemented Updating of City information resources with current information regarding code requirements related to energy and building performance; Education and training of internal and external stakeholders regarding energy and building performance aspects of the codes; Maintaining and formalizing the credentialing program for residential mechanical systems design and testing. 16

48 2016 BUDGET REVISION REQUEST Revision Title: Climate Action Plan: Communication and Engagement Platform Design & Implementation Outcome: Environmental Health Contact: Wendy Bricher, Lucinda Smith Expense Fund: GENERAL FUND Package/Offer #: None Funding Source: General Fund - Reserves Ongoing: $0 One-time: $125,000 FTE Requested: None TOTAL Amount: $125,000 Description: This request is among four offers responding to City Council and City Manager requests for Climate Action Plan (CAP) implementation strategies. The purpose of these offers is to develop or expand City programs that will aid in or directly affect the reduction of the community s greenhouse gas emissions. Purpose of Offer & Why: Successful community engagement and clear expansion of financing opportunities including how they align with our community have long been recognized as keys to meeting the goals of the 2015 CAP Framework. This offer will develop a Climate Action Engagement Plan, pilot test it, and begin full implementation. How it Will Work: The offer will provide four elements of deliverables: 1) A one-stop, easily accessible web interface to: keep citizens, stakeholders, and City Council informed of CAP progress and ways to get involved feature a progress-tracking dashboard feature the latest news on CAP implementation and engagement programs and strategies. 2) Community Engagement Plan will be developed through discussions with key segments of the community to identify opportunities for engagement and address barriers to engagement, including: City staff, the Fort Collins business community, with special emphasis on key accounts and those already involved in City and Utility conservation programs, and those challenged by issues such as socioeconomic inequities, housing affordability, disabilities and age. 17

49 3) Pilot test Plan with City employees as proxy for a broader community by: testing CAP messaging that addresses: o What is the CAP o Why Fort Collins is taking on these aspirational CAP goals o Why Fort Collins is the best place to succeed o What each individual can do at work and home to help achieve CAP goals? helping employees understand how to effectively articulate the CAP's ambitious goals to others helping employees understand how their daily work tasks, projects and programs are positioned to help succeed in reaching these goals; communicate what employees can expect as an employee and a resident as we move the CAP goals forward; understand the interrelatedness of City s programs, projects and policies with CAP goals. 4) Begin implementing the Plan in neighborhoods, with the business community, and with Expected Outcomes: Easy to understand web platform for community and Council to keep track of progress and link to opportunities to get involved in reducing emissions City staff can serve as informed ambassadors to advance CAP implementation Increased engagement in City programs that reduce GHG emissions through overcoming misperceptions and addressing values barriers Improved equity in access to programs Reduction of barriers to engagement faced by underserved or disadvantages segments of our community Increased awareness of and engagement in business opportunities that support GHG reduction Reduction of misconceptions around costs for CAP implementation Increased understanding of need and political support for policy and regulatory actions 18

50 2016 BUDGET REVISION REQUEST Revision Title: Chief Human Resources Officer Position Outcome: High Performing Government Contact: Kelly DiMartino Expense Fund: GENERAL FUND Package/Offer #: None Funding Source #1: General Fund Funding Amount #1: $113,957 Funding Source #2: Benefits Fund Funding Amount #2: $28,319 Total Amount: $142,276 Ongoing: $121,276 One-time: $21,000 Total Amount: $142,276 FTE Requested: 1.0 FTE - Chief Human Resources Officer Description: The City is a service-delivery organization, and as such, managing our human capital is critical to our overall success. Traditionally, Human Resource Directors have been responsible for the administration of Human Resources (HR) functions. In recent years, organizations have found the need for HR leaders to evolve into more of a strategic influencer role. The City of Fort Collins is no exception. Currently one of the Assistant City Managers (ACM) is serving in a duel capacity as ACM and acting Chief Human Resources Officer (CHRO). There is no HR Director. Rather, those responsibilities are shared between the acting CHRO and an Assistant HR Director. This model does not provide adequate resource and attention to carry out key HR leadership functions, including: - Serving as strategic advisor that provides human capital information to help the City achieve its strategic objectives and counsels executive leaders on talent management strategies - Developing and executing strategic direction for succession planning, talent management, change management, organizational and performance management, training and development, compensation and benefits. - Providing leadership to ensure that all major HR systems and programs are run efficiently and effectively, and that plans and policies remain in compliance with ever-changing federal, state and local laws. This position has been identified as a high priority by the Executive Lead Team, as well as Human Resources and City staff. This offer provides funding to hire this critical position, as well as one-time resources for an executive recruiter to assist in finding a highly qualified candidate. This Offer assumes a start date of April 1, Starting in 2017, ongoing costs for Salary and Benefits will start at approximately $151,000 rather than $113,

51 2016 BUDGET REVISION REQUEST Revision Title: Total Rewards Strategy: Career Architecture and Pay Structure Outcome: High Performing Government Contact: Jamie Heckman Expense Fund: GENERAL FUND Package/Offer #: None Funding Source: General Fund - Reserves Ongoing: $0 One-time: $275,000 FTE Requested: None TOTAL Amount: $275,000 Description: Per Objective 7.2 of the City Strategic Plan, the City is working to improve core Human Resource Systems and develop a total rewards system, which is an approach that clarifies both the value of the total employment package at the City, as well as the expectations of employees working for the City. The Total Rewards vision is that every employee perceive the City of Fort Collins as a great place to work and to be known as the employer of choice to attract, retain, engage, develop and reward employees. Employee attraction and retention is becoming increasingly important; in 2014, the City s turnover rate was 9.35%, an increase of approximately 50% over previous years, and exceeding our target rate of 8%. In 2014, the City completed a Compensation & Career Progression Study which identified a need to make some significant adjustments to the City s compensation system, job description and analysis structure, and performance management process. This offer seeks to continue the multi-year project in partnership with a consultant who will: - Design Career Architecture - Build Job Leveling Guides - Market Analysis and Pricing - Design Base Pay Program - Design Incentive Pay Program Performance Management Process - The City is transitioning to a quarterly performance management process that provides timely and meaningful feedback while at the same time decreases the overall amount of effort required on the part of employees and managers. This should be completed in September Career Architecture - This is well-defined and cross-organizationally related jobs with a set of guidelines that show employees how they can move into and across jobs. The career framework is highly responsive to an organization s needs and supports overall employee career development and progression readiness. 20

52 Compensation Target Market - Once the career architecture is in place, each role will be benchmarked to a target market rate. Currently the organization has more than 400 individual job descriptions. An assessment performed in 2014 indicated an extremely low benchmark match rate to market surveys. An updated approach is required to ensure accountability and good stewardship of community resources, and to restore organizational credibility regarding the market-based pay system. Career Management - Career Management is an important element of the Total Rewards Strategy. Recognizing that traditional career ladders with step-by-step progression don t work in most organizations today, the City would like to create more dynamic career paths that allow flexibility for employees to choose how they want to focus their career, while at the same time providing concrete guidance for employees on how they can develop in a path. The career paths would align to different types of future leadership roles within the City, and would also include a path for those who want to increase their skills and contribution as an individual contributor. Implementation Approach - The Career Architecture and Compensation Target Market sub-projects are interrelated and therefore should be addressed concurrently. It is anticipated that these will take two years to complete organization-wide; this Offer would fund the first half of those subprojects. 21

53 2016 BUDGET REVISION REQUEST Revision Title: Benefits Fund Unanticipated Expenditures Outcome: High Performing Government Contact: Steve Engemoen & Jamie Heckman Expense Fund: BENEFITS FUND Package/Offer #: None Funding Source: FTE Requested: Various None Funding Amount: Total Amount: $2,700,000 Description: Please see attached Memo 22

54 2016 Budget Revision Offer Benefits Fund Unanticipated Expenditures This Budget Revision Offer requires citywide adjustments to various funds in order to address a significant shortfall in the City s self-insured Benefits Fund. The shortfall has accumulated over the past few years due to a number of factors: Medical claims have been increasingly higher than anticipated and budgeted for the past few years (see Figure 1) The Affordable Care Act ( ACA ) has required that we bring approximately 240 additional employees onto our Medical Plan The City made a strategic decision to subsidize a portion of expected medical claims with Benefits Fund Reserves (see Figure 2) Since 2013, the Benefits Fund Reserve has absorbed the additional costs for medical claims and the addition of full-time hourly employees using reserves. As the Benefits Fund Reserve approaches its minimum-required fund balance of $5 million, the reserve is not sufficient to further cover any additional shortfall, and a course correction is required. This Offer proposes addressing the shortfall through an increase in both employer-paid and employee premiums for Figure Benefits Fund Medical Claims - Expenditures vs Budget Millions (millions) Year Budget Actual Projected 23

55 Figure Rev 2016 Rev Total Proposed Use of Reserves (1,745) (1,577) (141) (169) (3,632) Revenues vs Budget (28) 3,131 4,504 Other Exp vs Budget (569) (417) 594 (78) (470) Medical Claims vs Budget (566) (1,020) (1,728) (2,580) (5,894) City Care 0 (332) (750) (3) (1,085) Subtotal (305) (1,198) (1,912) 470 (2,945) Actual Use of Reserves (2,050) (2,775) (2,053) 301 (6,577) Request for Appropriations to Cover Unanticipated Expenditures in the Benefits Fund = $2,700,000 The City s Benefit Consultant (Hays Consulting) completed a Benefit Fund actuarial analysis for the first 6 months of As a result of the analysis, additional appropriations, totaling $2.7 million, are projected as necessary to cover 2016 expenditures in the Benefits Fund. The majority of the requested increase ($2.6 million) is needed to cover the revised projection for medication claims, as explained below: Medical claims estimated in preparation of the Budget, prepared in the spring of 2014, were estimated at $17.3 million for The revised 2016 claims projection, based on the actuarial analysis, is $19.9 million claims increased 7.5% over 2013 and 2015 claims are projected to exceed 2014 by 10.9% claims are projected to exceed the 2015 revised projection by 8.5%. Increases in the medical claim trend are due in part to a significant number of high dollar claims in 2014 and 2015, and the addition of over 100 new enrollees to the medical plans as a result of the Affordable Care Act ("ACA"). The adjustments to the Benefits Fund appropriation will be covered through an increase in both employer-paid and employee medical premiums for The corresponding Benefits Offer outlines the details of those adjustments. 24

56 2016 BUDGET REVISION REQUEST Revision Title: Department Charges - Medical Premiums Outcome: High Performing Government Contact: Steve Engemoen & Jamie Heckman Fund: BENEFITS FUND Package/Offer #: None Funding Source: Various Funding Amount: $2,720,789 Total Amount: $2,720,789 FTE Requested: None Description: Please see attached Memo 25

57 2016 Budget Revision Offer Department Charges Medical Premiums As outlined, medical premium adjustments are needed to cover increasing Benefits costs. Request for Appropriations in Various City Funds for Employer-Paid Premiums to Cover Unanticipated Benefits Fund Costs = $2,720,789 The City is taking action to address increasing medical trends by consolidating to a single medical plan, and adjusting both employer-paid and employee premiums. This Budget Revision Request presumes the following plan changes: - Consolidate to a single PPO plan - Employer share of premiums increase by 8% - Employee contributions increase between 0-31%, depending on the coverage elected The budgeted annual employer-paid premium for full-time employees is $9,300. The recommended annual employer-paid premium is $9,930. The cost associated with the recommended change for Classified and Unclassified employees totals $862,949, and is spread across all City funds in which employees are budgeted. See Fund Detail for the recommended appropriation by fund. The addition of Hourly employees covered under the Affordable Care Act has resulted in a projected deficit of $1.858 million. Accordingly, additional appropriations are requested in various City funds in which these Hourly employees are budgeted. See Fund Detail for the recommended appropriation by fund. 26

58 Fund Detail Fund Proposed Increase to Employer-paid Premiums to Cover Revised 2016 Expenses (Classified/Unclassified) PPACA Full-time Hourly Employerpaid Premiums Less Budgeted Amounts Total Appropriation by Fund GENERAL FUND $343,416 $690,390 $1,033, GENERAL IMPROVEMENT DISTRICT 1 $95 $ KEEP FORT COLLINS GREAT FUND $29,635 $141,630 $171, NEIGHBORHOOD PARKLAND FUND $2,331 $2, CONSERVATION TRUST FUND $1,229 $1, NATURAL AREAS FUND $21,408 $158,910 $180, CULTURAL SERVICES & FACILITIES $9,922 $22,380 $32, RECREATION FUND $22,862 $59,610 $82, CEMETERIES FUND $3,717 $19,860 $23, MUSEUM FUND $5,096 $7,470 $12, COMMUNITY DEVELOPMENT BLOCK GR $3,929 $3, TRANSIT SERVICES FUND $41,804 $47,280 $89, STREET OVERSIZING FUND $945 $ TRANSPORTATION SERVICES FUND $64,027 $144,090 $208, PARKING FUND $10,279 $10, CAPITAL PROJECTS FUND $315 $ GOLF FUND $8,064 $109,230 $117, LIGHT & POWER FUND $65,198 $161,370 $226, WATER FUND $48,891 $64,590 $113, WASTEWATER FUND $39,940 $4,980 $44, STORMWATER FUND $14,917 $49,680 $64, EQUIPMENT FUND $20,538 $12,450 $32, SELF INSURANCE FUND $4,410 $9,930 $14, DATA AND COMMUNICATIONS FUND $28,444 $79,440 $107, BENEFITS FUND $4,316 $4,980 $9, UTILITY CUSTOMER SRV & ADM $66,122 $69,570 $135, URA - N. COLLEGE DISTRICT $1,103 $1,103 $862,949 $1,857,840 $2,720,789 27

59 2016 BUDGET REVISION REQUEST Revision Title: Neighborhood Services Strategic Plan and Implementation of Neighborhood Districts Outcome: Community & Neighborhood Livability Contact: Delynn Coldiron Expense Fund: GENERAL FUND Package/Offer #: 77.1 Funding Source: General Fund - Reserves Ongoing: $0 One-time: $67,000 FTE Requested: None TOTAL Amount: $67,000 Description: A person s place of residence is a fundamental contributor to a person s well-being. Communities that work to create a unique sense of place, foster strong social relationships, care about and treat residents fairly, and share decision-making and collaborate with residents on the items of importance to them, are highly effective in creating cities that people love. As our community transitions due to pace and density of development, growth in population, changing demographics, increased student enrollment and campus growth, and social pressures, it is imperative that the City find ways to successfully navigate related challenges. In an effort to respond to direction given from the City Manager's office to implement a best-practice neighborhood districts/associations model, as well as to support the City's Strategic Objectives related to Community and Neighborhood Livability, this offer funds efforts that will result in a city-wide 5-year Strategic Plan for city neighborhoods that will focus on fostering positive and respectful neighbor relationships, open communication, conflict resolution, and on maintaining and enhancing attractive neighborhoods through city services. Individual components of this effort will include: 1) A city-wide community engagement study to identify how community members currently engage with the City and to define any gaps that exist in how citizens would prefer to engage or in underserved or under-represented populations that do not or minimally engage (best practice identified as part of our travel and research done for the neighborhood districts project); 2) A review of the existing Neighborhood Services division to explore current programs and services delivered and to identify areas of change and/or improvement needed; 3) Definition of and implementation strategies for a best-practice neighborhood districts model; and 4) A work plan and action steps for moving forward to accomplish the goals identified through these efforts. Our goal is to provide meaningful, relevant, and progressive programs and services that make a difference in the lives of our residents and result in strong neighborhood ties and community support, increased engagement and collaboration, increased access to the City, resolution of conflict and repairing harms done, and in beautiful and attractive neighborhoods. The strategic plan requested, as well as the resulting work plan, are an essential piece to this and will enhance the quality of life for Fort Collins citizens. 28

60 2016 BUDGET REVISION REQUEST Revision Title: Nature in the City Implementation Outcome: Neighborhood Livability Contact: Lindsay Ex Expense Fund: GENERAL FUND Package/Offer #: None Funding Source: General Fund Ongoing: $78,089 One-time: $0 TOTAL Amount: $78,089 FTE Requested: 1.0 FTE - Contractual Environmental Planner Description: To successfully implement the Nature in the City Strategic Plan, this offer requests a contractual Environmental Planner position. In concert with the Planning Department s Senior Environmental Planner, this position will be responsible for leading the implementation of the 49 action items outlined in the Plan and for developing a strategy and initial implementation of the $3 million approved by the voters in 2014 entitled Nature in the City Implementation. Background: In 2015, Council adopted the Nature in the City Strategic Plan, which has a vision of a connected open space network accessible to the entire community that provides a variety of experiences and functional habitat for people, plants, and wildlife. The Plan contains 49 action items, all of which require a collaborative, interdisciplinary coordination to implement. In addition, the voters approved $3 million in the 2014 ballot to implement Nature in the City over the next ten years, but this funding can not be used for staff. An anticipated 1.0 FTE was identified in the Implementation section of the plan as nessecary to implement many of the action items. Currently, only one Environmental Planning position exists in the Planning Department. The majority of this position s workload is focused on development review, as these workloads are currently at unprecedented levels. To successfully implement the vision and policies outlined in the Plan, additional staffing is needed. The contractual Environmental Planner position and the Senior Environmental Planner will achieve the following outcomes: Initiating the implementation of the $3 million in capital funds to begin acquisition and restoration of properties throughout the City; Furthering the public/private partnerships outlined in the Plan, e.g., Poudre and Thompson School Districts, the business sector, Homeowner Associations, etc. Working with the interdisciplinary staff team and Colorado State University to begin implementation of the 49 action items outlined in the Plan, including updates to the Land Use Code, installing pilot Nature in the City demonstration projects, completing the connectivity analysis for people and wildlife, etc. With our partners within the City and at CSU, the Audubon Society, Rocky Mountain Bird Observatory, and others, we will seek outside funding to leverage City dollars. 29

61 2016 BUDGET REVISION REQUEST Revision Title: Homelessness Initiative - Street Outreach Pilot Program Outcome: Community & Neighborhood Livability Contact: Beth Sowder Expense Fund: KEEP FORT COLLINS GREAT FUND Package/Offer #: 48.7 Funding Source: KFCG - Other Community Priorities Reserves Ongoing: $0 One-time: $80,000 FTE Requested: None TOTAL Amount: $80,000 Description: As we continue to work with Homeward 2020 and other community service agencies, we recognize the need for collaborative and innovative programs to address ongoing homeless issues. Purpose of Offer & Why: Pilot program for a collaborative Street Outreach Program. Specific partners include: Fort Collins Police Services and Social Sustainability Department, Downtown Development Authority, Homeward 2020, Homeless Gear, Catholic Charities, and SummitStone Mental Health Partners. Best practice model identified as a priority strategy by Homeward Part of a multi-pronged approach to provide services to those in need while effectively decreasing the issues and concerns in downtown business areas. How It Will Work: City funding would provide "seed money" to get the program up and running as a pilot. If successful, the City would be a partner - not sole funder - of this program. Funding from the other partners, through stakeholder contributions and fundraising, would be expected for ongoing operation. Homeward 2020 would conduct a selection process to identify the administrator of the program. Funding would cover two full-time administrators who would oversee volunteers and coordinate with the partners (employed by administrator, not the City). The Outreach Team would be available 7 days per week, and would proactively go out to areas where people experiencing homelessness spend time (especially downtown) and respond to calls from businesses or citizens, saving Police resources for criminal issues. The Team would provide a range of services to people with a focus on assisting persons with psychiatric disabilities, individuals dealing with substance abuse, homelessness, and other unmet social service needs including assessment, support, and active referral. 30

62 Expected Outcomes: Staff and partners are planning to use the best practices from the Burlington, VT model and modify them to meet the specific needs in Fort Collins. Specific data/outcomes seen in Burlington and expected in Fort Collins include: o Decrease in calls for service to Police o Decrease in call frequency for high-use individuals o Decrease in new charges for top users o "Cost-avoidance" benefits (less Police calls for services, emergency room visits, and jail visits) o Positive impact on other systems like court and corrections o Greater coordination and efficiency Additionally, the program directly supports: reducing anxiety of merchants, increasing communication, connecting people with services, building relationships, and monitoring status of services (how many beds available at the shelters, etc.), The ultimate vision of the Outreach Program is: 1. A proactive, solution-oriented and collaborative approach to reduce incidents in downtown by referring people to available and appropriate services 2. A safe downtown for everyone 3. Health and welfare of individuals and community 31

63 2016 BUDGET REVISION REQUEST Revision Title: Parks Division Competitive Hourly Wages Outcome: Culture & Recreation Contact: Dawna Gorkowski Expense Fund: GENERAL FUND Package/Offer #: 98.1 and Funding Source: General Fund Ongoing: $110,000 One-time: $0 TOTAL Amount: $110,000 FTE Requested: None Description: The Parks Division hourly staff is a necessity for maintaining the City's parks, trails, facilities and downtown core area. Hourly staff contributes approximately 110,000 hours per year in labor or 58% of total hours worked for the Parks Division. The starting wage for a Parks hourly worker is $9.00 per hour. During 2015 the number of applicants and quality workers applying for positions has diminished significantly. There has been a 54% decrease in applicants, the number of failed drug tests has increased from 5 failed tests so far in 2015 compared to 6 failures over the previous two years. The number of hourly employees returning has decreased by 31% in Hourly employees are leaving Parks for full time positions with other City departments, PSD, and private businesses. The wage rate Parks is able to pay is not keeping up with other departments within the City or the business community. Natural Areas Maintenance Worker has a starting wage of $11.00/hour and Utility Grounds Worker has a starting wage of $9.50/ hour. Walmart's starting wage is now $10.00/hour, McDonald's average wage is over $10.00/hour and Costco's average wage is $20.00/hour. With all the new retail businesses and the new mall being completed later in 2015, the competition for hourly employees will only increase. This offer requests additional funding to raise the starting wage within the Parks Division to $10.00/hour in order to attract and retain quality hourly staff. 32

64 2016 BUDGET REVISION REQUEST Revision Title: Spring Canyon Playground Surfacing Replacement Outcome: Culture & Recreation Contact: Dawna Gorkowski Expense Fund: GENERAL FUND Package/Offer #: 98.1 Funding Source: KFCG - Parks and Recreation Reserves Ongoing: $0 One-time: $208,000 TOTAL Amount: $208,000 FTE Requested: None Description: Spring Canyon playground, Fort Collins' premier play space, was built in Part of what makes this playground so unique is the accessible poured-in-place surfacing throughout the playground. In a typical playground, poured-in-place surfacing has a life span of approximately 10 years. However, with Spring Canyon being our most popular playground in the city, the surfacing is reaching the end of its life span much earlier than expected. The high use has accelerated the wear of the surfacing causing cracks and holes to form in the surfacing. The areas where the cracks and holes have formed are subject to an increase in the amount of vandalism to the surfacing itself. This unforeseen wear and vandalism are currently affecting proper and safe impact attenuation of the surfacing. Parks has patched the worn and vandalized spots in many places, but this is causing inconsistencies in the surfacing which also contributes to a decline in the impact attentuation. The wet weather this spring along with some localized flooding in the area has also caused some of the subsurface to move and wash away contributing to a decline in the impact attenuation in some areas. Proper impact attenuation is important in preventing serious head injuries in playgrounds. This request is for funding to remove and replace existing sub-base where necessary and complete removal and replacement of the poured-inplace surfacing in both play areas. Funding for the Parks lifecycle program has not increased for new park development since Fossil Creek Community Park was opened in The current lifecycle budget cannot absorb a project of this magnitude because current funding is needed to address deficiencies in older parks. 33

65 2016 BUDGET REVISION REQUEST Revision Title: Collindale Golf Course Irrigation Control Software Upgrade Outcome: Culture & Recreation Contact: Dawna Gorkowski Expense Fund: GOLF FUND Package/Offer #: 76.1 Funding Source: Golf Fund Reserves Ongoing: $0 One-time: $30,000 TOTAL Amount: $30,000 FTE Requested: None Description: This offer requests the use of an unanticipated increase in reserves in the Golf Fund at the end of 2014 to be used to upgrade the Collindale irrigation control software system. The new system will save 6 to 8 million gallons of water per year, save wear and tear on pumps, reduce electricity costs and increase control over the irrigation system. 34

66 2016 BUDGET REVISION REQUEST Revision Title: Downtown Parking Structure - Debt Service Outcome: Economic Health Contact: M Beckstead Expense Fund: GENERAL FUND Package/Offer #: None Funding Source: General Fund - One Time Ongoing: $0 One-time: $900,000 FTE Requested: None TOTAL Amount: $900,000 Description: A Public/Private partnership with the Bohemian Foundation is planned to support a new parking structure adjacent to the planned downtown hotel. The parking structure is anticipated to be three stories in height and include approximately 320 parking spaces. The project will be reviewed with the Council Finance Committee in September and the entire Council later this year after a full review by the Planning and Zoning Board. It is anticipated the Bohemian Foundation will build the parking structure in 2016 and after construction is complete, the City will purchase approximately 2/3 of the spaces for public use while the hotel partners will own the remaining 1/3 of the spaces. A condo type ownership structure is anticipated with shared costs based on ownership percentages for the operations and maintenance of the garage. It is anticipated the City will need to borrow approximately $7.5M to $8.0M for the property purchase of 2/3 of the parking spaces. Staff is evaluating the risks and tradeoffs of borrowing in late 2015 to avoid a rise in interest rates anticipated in late 2015 and 2016 even though the purchase is not anticipated until late In the event the bond is issued in 2015, staff requests funding for the annual debt service on a 10 year bond of approximately $900k. Funding is considered one-time because long term funding starting in 2019 is anticipated with 1) the payoff of current debt for the Civic Center Parking garage in 2018 freeing up $1.1M of General Fund debt service capacity that can be used to fund this debt in Staff is also working on an agreement with the DDA to provide $275K a year in debt service support starting in 2019 that is also tied to the payoff of the Civic Center Parking Structure debt. 35

67 2016 BUDGET REVISION REQUEST Revision Title: Increase to Claims Settlement Account within the Self Insurance Fund Outcome: Economic Health Contact: Kelly Bernish Expense Fund: GENERAL FUND Package/Offer #: None Funding Source: General Fund - Reserves Ongoing: 0 One-time: $600,000 TOTAL Amount: $600,000 FTE Requested: None Description: During 2015, we experienced higher than anticipated payouts on claims incurred over this and previous years that resulted in payment of substantial legal fees and claims settlements. The Colorado Oil & Gas (COGA) case at $184,000, ACLU Case at $134,000, a recent citizen settlement of $113,000, the deductible on two trucks, and several high dollar workers compensation cases from previous years paid in 2014 and 2015 are examples. The budgeted amount of $1,275,000 in 2016, based upon our experience in 2015 and previous years, will not be adequate to cover 2016 losses and all claim payments incurred in 2016 regardless of their year of occurrence. The projection is based upon a review of 5 years plus current year to date claims information as well as external actuarial reports. As an internal services department, revenue in the form of department allocations, is not adequate to cover claim payments which will be addressed in the next budget cycle. In 2014, a supplemental appropriation late in the year of $610,000 was required and it is anticipated a similar supplemental appropriation may be required in Historically, additional appropriations for claims has been supported by available fund balance within the Self Insurance Fund. An increase in the actuarial liability performed by Milliman of $750,000 due to higher claims in previous years experience, the prior year supplemental appropriation and the additional legal and claims settlements over the past several years has reduced the Risk fund to the point that there is no longer available fund balance to support the higher claims we are experiencing. In the 2013 and 2014 budget, funding from the General Fund to the Self Insurance Fund was reduced by $500,000 given the fund balance available within the Self Insurance Fund. Given the recent high level of claims payments, the funding from the General Fund needs to be restored. It is anticipated the inter-department rates will be adjusted to generate enough revenue to maintain the Self Insurance Fund. 36

68 2016 BUDGET REVISION REQUEST Revision Title: IT Open Data Portal - First Phase Implementation Outcome: High Performing Government Contact: Dan Coldiron Expense Fund: GENERAL FUND Package/Offer #: 9.1 Funding Source: Data and Communications Ongoing: $60,000 One-time: $40,000 TOTAL Amount: $100,000 FTE Requested: None Description: The expectations for expanded transparency and improved access to data for the public necessitates that the City improve its online offerings. In addition, there has been significant maturation in the technology available to meet the increasing demands for transparency and data access, which has also resulted in growing expectations for the City's data to be available through a variety of means, devices and formats, internally as well as externally. This request would provide the City with the opportunity to implement the first phase of an Open Data Portal that could be expanded to meet the full expectations and needs of the community. The software subscription/licensing costs are estimated to be approximately $60,000 per year for an Open Data Portal platform. An additional $40,000 is requested to facilitate the implementation of the portal platform, which would include consulting services to train and assist staff in the process of configuration of the portal and initial data preparation and loading. The implementation of the first phase of an Open Data Portal platform is expected to be accomplished with existing staff and would target data sets that have already been prepared and developed for sharing with the public, such as the data used within the City's OpenBook environment. Development of the platform to share a large number of data sets from across the organization and to fully exploit the advanced features and modules available in robust open data platforms will likely require further licensing and maintenance costs and possibly additional staff resources. 37

69 2016 BUDGET REVISION REQUEST Revision Title: City Clerk Licensing Coordinator Outcome: High Performing Government Contact: Rita Knoll Expense Fund: GENERAL FUND Package/Offer #: Funding Source: General Fund Ongoing: $68,917 One-time: $5,700 TOTAL Amount: $74,617 FTE Requested: 1.0 FTE - Contractual Licensing Coordinator Description: This position is requested to adequately resource medical/retail marijuana licensing functions, and to supplement resources currently devoted to liquor licensing. Medical marijuana licensing was added to the duties of the Chief Deputy City Clerk in Retail marijuana licensing was added in Both are extremely time consuming, and have severely impacted the essential duties of the Chief Deputy. This position would relieve the Chief Deputy of the majority of the tasks associated with marijuana licensing, with oversight and review by the Chief Deputy. As workload allows, this position will also assist with liquor licensing functions and be fully trained to handle liquor licensing in the absence of the Deputy City Clerk. Currently, there is no backup for the Deputy City Clerk on liquor licensing processes. Liquor licensing tasks will be supervised by the Deputy City Clerk. Funding this position will improve service to marijuana business owners who are currently waiting as much as nine months to have their applications processed and approved. It will provide applicants and licensees with a staff person dedicated to their needs -- one that is more accessible than the Chief Deputy. The new FTE will be able to focus on becoming familiar with the multitude of laws and regulations, streamlining and documenting licensing processes, and participating in staff teams. The new FTE will also be able to develop a strong relationship with the Police Services officer assigned to marijuana, which will come on board in late revenue from marijuana application and licensing fees exceeded $84,000. Sales tax revenue for medical marijuana was over $227,000 in Retail marijuana generated over $138,000 in sales tax revenue in the last two quarters of

70 2016 BUDGET REVISION REQUEST Revision Title: Police Property and Evidence Technician Outcome: Safe Community Contact: Greg Yeager Expense Fund: GENERAL FUND Package/Offer #: 56.4 Funding Source: KFCG - Police Ongoing: $73,726 One-time: $0 TOTAL Amount: $73,726 FTE Requested: 1.0 FTE - Property Evidence Technician Description: The deployment of over 60 body-worn video recorders on police officers produces over 200 gigabytes of data per month with retained storage exceeding 2 terabytes. In line with a national movement for safety and accountability, the agency plans to expand the camera program in 2016 and into 2017 with the eventual goal of outfitting every uniformed officer. However, that will cause an immediate need for increased hardware/software support and evidence handling. Body-worn video has an immediate positive impact on safety, accuracy of reporting, and accountability for actions (both officers and citizens). The Property & Evidence Unit has an immediate need to increase civilian staffing to address this swell of digital evidence (body-worn video, audio, photographs) that must be taken in, labeled, audited, copied, and transferred to other organizations such as the district attorney's office. Hiring and training a technician can take up to one year. Currently, 15,275 of the 81,570 items of FCPS' property/evidence are digital video and one P&E Technician is kept busy with that data. Without this increase in staffing, the proposed expansion of the camera program will have no support. The Police Property and Evidence Technician costs were obtained from Human Resources. A hiring process for another vacancy will establish an eligibility list, so the position could be filled immediately. This position was requested during the BFO process for the current budget, but fell below the line. 39

71 2016 BUDGET REVISION REQUEST Revision Title: Additional Bus Stop Improvements for ADA Accessibility Outcome: Transportation Contact: Emma Belmont Expense Fund: TRANSIT SERVICES FUND Package/Offer #: None Funding Source: KFCG - Other Transportation Reserves Ongoing: $275,000 One-time: $0 TOTAL Amount: $275,000 FTE Requested: 1.0 FTE - Contractual Description: This offer is being submitted to accelerate Transfort's planned implementation of ADA-accessible bus stops under Building on Basics II from a combined 20 stops per year to 40 stops per year. Based on Community and City Council feedback, implementation of ADA-accessible bus stops need to be prioritized and this offer lays out the framework to accomplish this task. Based on recent estimates, approximately 330 bus stops in Transfort s service area are not compliant with ADA standards and many of these are located in areas with limited neighborhood sidewalks. Bus stop improvements alone range between $2,500 to $30,000 depending on the available public right-ofway (ROW) and other site specific characteristics (an average is estimated at $10,000 for each stop). Stops on the low end are generally within public ROW and have adjacent neighborhood sidewalks to connect with. Stops on the higher end are in areas with no neighborhood sidewalks and often require negotiations with private property owners before any accessible infrastructure can be installed. The current Capital Improvement Plan assumes the City/Transfort will upgrade 10 of the 20 bus stops planned to be improved each year, which would cost approximately $100,000. The remaining 10 stops would be upgraded by either private development or by Lamar Advertising Company. The 10 City stop improvements can be accomplished through existing staffing levels for both Transfort Project Management and Engineering s Inspector Staff workloads. This offer provides funding to increase the number of bus stop improvements to approximately 40 stops in a 50% increase to the current Capital Improvement Plan. Funding would flow directly to infrastructure improvements and to the hiring of a full-time contractual engineer to manage and provide design & property acquisition planning support for the project as current resources are limited. This offer is scalable in both infrastructure and personnel expenditures. If funded, wholly or partially, planned improvements will be somewhat dependant upon vendor scheduling. 40

72 2016 BUDGET REVISION REQUEST Revision Title: Annual Operations for the Community Recycling Center (CRC) Outcome: Environmental Health Contact: Lucinda Smith Expense Fund: GENERAL FUND Package/Offer #: None Funding Source: KFCG - Other Community Priorities Ongoing: $380,000 One-time: $0 TOTAL Amount: $380,000 FTE Requested: None Description: A public collection site for a Community Recycling Center (CRC) for hard-to-recycle-materials is one of the City's strategies for achieving its goal of Zero Waste. A full-fledged CRC would entail the following elements: Develop CRC at Timberline site Move Rivendell Recycling Center to the new location Open full-fledged hard-to-recycle-materials collection area with on-site staffing Establish funding source for ongoing operations and maintenance expenses Funding has already been identified and secured to construct the site, should City Council decide to move forward with it. This mid-cycle budget offer requests funding to support part of the operational costs of a full-fledged Community Recycling Center. In 2015, staff and the potential site operator developed a Profit & Loss (P&L) analysis that applies a set of key assumptions (e.g., number of visits, volume of material collected) and forecasts costs to run the facility. Based on these assumptions, the net annual operating expenses could be in the range of $200-$400K per year. It was originally envisioned that a private contractor would be able to operate the site and cover operational expenses by charging a small gate fee. However, the market for recyclable commodities has changed recently. It is likely that a small gate fee will not cover all the operational expenses, and City support will be needed to provide this innovative service to the community. This offer requests $380,000 in 2016 to cover conservative estimates of net annual operational funding support needed from the City to fund operation of the site. Providing annual funding for operating the CRC will provide social benefits to the community, support the culture of recycling that is critical to achieving progress on zero waste goals and the Climate Action Plan Framework, preserve the site for the unique opportunities it presents for future development of small scale waste-toenergy or expanded resource recovery, and avoid an estimated 2,350 metric tons GHG in the first year, above the current Rivendell GHG benefits. 41

73 2016 BUDGET REVISION REQUEST Revision Title: Design Funding for the Regional Training Campus Outcome: Safe Community Contact: Cory Christensen Expense Fund: GENERAL FUND Package/Offer #: None Funding Source: General Fund - Reserves Ongoing: $0 One-time: $810,000 TOTAL Amount: $810,000 FTE Requested: None Description: Fort Collins Police Services has been working in partnership with Loveland Police to bring a Regional Training Campus (RTC) to Northern Colorado. This campus will provide a venue necessary to handle a variety of training needs for both agencies. The campus will include a venue for firearms and emergency driving training. The amount requested here will cover 50% of the total desgin costs for the project. There is a possibility of adding Larimer County as a third capital partner which would reduce the designs costs due to a 1/3rd split for the design costs. The design portion of the project will take place in 2016 with construction of the facility possibly happening in late 2016 to early

74 COUNCIL FINANCE COMMITTEE AGENDA ITEM SUMMARY Staff: Mike Beckstead, CFO Travis Storin, Accounting Director Date: August 24, 2015 SUBJECT FOR DISCUSSION Use Tax Utilization Policy EXECUTIVE SUMMARY The current trajectory for 2015 suggests that we will have $7.1M in net Use Tax receipts above budget. Of this, $4.1M will go to the General Fund. Staff has included this as available revenue in the 2016 Budget Revision Process. Past Councils have not adopted a formal policy on this revenue, so the excess over budget defaults to one-time funding in the budget process. GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED Staff seeks either confirmation of current practices or input on policy considerations if a more prescriptive policy is desired. BACKGROUND/DISCUSSION Use Tax receipts, net of rebates, have grown increasingly volatile in recent years, including an unusually high growth year in City Staff budgets conservatively to minimize the risk of a revenue shortfall. ATTACHMENTS Use Tax Final.pptx

75 Use Tax Utilization Policy Travis Storin, City Finance

76 Executive Summary Significant volatility driven by the underlying purchase activity of the business community Conservative budget projections minimize the risk of a revenue shortfall. Budget Act/Est 2013 $14.4M $18.0M $30.0 $25.0 $20.0 $15.0 $10.0 Historical Use Tax Revenue (in millions) Budget Actual First Year of KFCG (2011) 2014 unprecedented growth in Use Tax revenue compared with historical actuals $

77 Historical Revenues vs. Budget Budget includes a floor of $14.5M that is used for on-going activities Revenue above the floor supports one-time activities Conservative 2015 projection is $25.8M, or $7.1M above budget Current 2016 projection conservatively held at $17M $30.0 $25.0 $20.0 $15.0 $10.0 $5.0 $ Use Tax Revenues Forecast (in millions) $7.1 Revenue Budget Floor $4.2 $2.5 $14.5 in Budget $ Projected Excess over Budget Included One Time Revenue Budget 3

78 Background Currently Enacted Rates through % each Enacted legislation routes 58% of all Use Tax to the General Fund The remaining funds are restricted by definition 0.85% Base Rate (General Fund) Capital Projects (BCC, BOB 1, BOB 2) Natural Areas 2.25% KFCG Street Maintenance The General Fund s share of the additional $7.1M of 2015 revenue is $4.1M. Staff has included this as available onetime revenue in the 2016 Budget Revision process Note certain types of equipment purchases exclude KFCG 4

79 Current Practice Staff conservatively forecasts Use Tax knowing revenue above budget will flow to fund balance and be available to Council in the next budget While inflows of Use Tax are uniquely accounted for, additional revenue above budget is mingled with other revenue sources in the year end unassigned fund balance Staff includes all GF unassigned fund balance as available one-time funding in the Budget process each year Council determines best use during competitive BFO process 5

80 Policy Considerations Council currently has a great deal of flexibility to appropriate the General Fund s portion of Use Tax in excess of budget Considerations: All budget requests compete equally for available additional funding Current practice provides current and future councils flexibility A prescriptive policy would narrow flexibility A prescriptive policy could prioritize focus on longer term financial needs Set asides for large capital projects build up funding over time Accelerate debt payments or fund pension liability Add to current minimum fund balance for future revenue downturns 6

81 Policy Direction Committee Discussion 7

82 COUNCIL FINANCE COMMITTEE AGENDA ITEM SUMMARY Staff: Mike Beckstead, Chief Financial Officer Peggy L. Streeter, Interim Revenue Manager Date: August 24, 2015 SUBJECT FOR DISCUSSION Taxability of sales made over the internet and cloud based products. EXECUTIVE SUMMARY The presentation gives background information on the taxability of items sold over the internet as well as cloud based products. GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED n/a BACKGROUND/DISCUSSION Council requested clarification on the specifics of the City of Fort Collins ability to capture sales tax on items purchased over the internet. If an organization is engaged in business in Fort Collins they are required to collect the City of Fort Collins sales tax. In general, if a business has a physical presence in the City of Fort Collins, they are engaged in business. The following are examples of situations that meet these guidelines: Brick and mortar Rents or leases tangible personal property to customers in Fort Collins Delivers items in own vehicle (not 3rd party carrier) If a business does not meet these requirements, such as Amazon, they are not required to collect City of Fort Collins sales tax. A newer topic of discussion is the taxability of cloud services. The City of Fort Collins is currently taxing electronically delivered products such as movie streaming, software, movies and music. Although a business may not be required to collect sales tax on the items purchased, the product is still taxable. Therefore, use tax will be due on these products if sales tax is not paid. Conclusion The City of Fort Collins is currently taxing these items; however, the taxability of electronically delivered movies to movie theatres is being reviewed in district court. In addition, the taxability of software has been protested by an auditee and will be heard at a hearing in the near future. ATTACHMENTS 1. PowerPoint Presentation

83 Internet Sales/Cloud Based Products Council Finance Committee August 24,

84 Municipal Code Taxable Transactions Tangible personal property or taxable services purchased, leased, rented, sold, used, or stored in the City, including the license to use. Taxable services include telecommunication, gas & electric, and lodging Application of the Code Product purchased determines taxability not the medium of delivery. 2

85 Sales Tax Collection Requirements As defined by Code, an organization engaged in business is required to collect sales tax. Engaged in business in the City shall mean performing or providing services or selling, leasing, renting, delivering or installing tangible personal property for storage, use or consumption within the City. This applies to businesses located in Fort Collins or other jurisdictions, as well as internet sales. 3

86 Brick & Mortar Engaged in Business If a business has a physical location in Fort Collins, they are required to collect Fort Collins sales tax on sales made in the store as well as over the internet. Engaged in business Best Buy Macy s Not engaged in business Amazon Dillards 4

87 Engaged in Business (cont) Delivers product sold to a customer in Fort Collins in vendor owned vehicle If business does not have a physical location, but delivers product in their vehicle they are engaged in business Engaged in business Crate & Barrel American Furniture Warehouse Not engaged in business (3 rd party delivery) Pottery Barn 5

88 Engaged in Business (cont) Rents or leases tangible personal property to customers in Fort Collins. Maintain ownership of products leased or rented to a customer in Fort Collins. Netflix All American Rent to Own (furniture) Sunstate Equipment Rental 6

89 Application of Code Products are taxable regardless of delivery method Software Prewritten canned software Initial license agreement Maintenance agreements that include software updates Movies rented by movie theatres Downloaded movies/videos and music 7

90 Current state Summary Taxability of movie rentals delivered electronically currently in district court Taxability of electronically delivered software will be going to a hearing in the near future S 698 (March 2015) - Marketplace Fairness Act of 2015 would restore States sovereign rights to enforce State and local sales and use tax laws. HR 2775 (June 2015) Remote Transaction Parity Act (RTPA) would grant State and local sales and use tax laws on remote transactions. 8