HomeMy WebLinkAboutCOUNCIL - AGENDA ITEM - 02/22/2022 - 2022 STRATEGIC PLANDATE:
STAFF:
February 22, 2022
Tyler Marr, Assistant City Manager
Kyle Stannert, Deputy City Manager
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
2022 Strategic Plan.
EXECUTIVE SUMMARY
The purpose of this item is to present, discuss and receive Council input on the draft 2022 Strategic Plan.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. Does Council support the proposed Strategic Objectives?
2. Does Council have any feedback about the related sub-bullets?
BACKGROUND / DISCUSSION
The City Strategic Plan is an issues -based plan that sets strategic objectives to achieve over a five -year
timespan. It will be the basis of the City’s budget and operational plans for 2023 and 2024 and will be used to
assess and rank budget offers for the 2023-24 Budgeting for Outcomes (BFO) budget process. The Strategic
Plan is updated every two years just prior to the BFO process beginning. The Strategic Plan is based on
identification and analysis of:
1. Council priorities and input;
2. Extensive community outreach, in alignment with recovery efforts, both in person, via survey information, and
online; and
3. Organizational inputs, such as emerging trends and issues; financial information; and workforce trends.
It is also directly linked to City Plan’s vision and principles and other Council -adopted master plans.
This is the fifth biennial City Strategic Plan. The Executive Lead Team and the chairpersons of the BFO Teams
carefully reviewed and considered the various inputs specified above. The 2020 Strategic Plan was used as the
baseline and then modified based on the inputs outlined above.
The redline version illustrates the changes that have been made to the Outcome Introductions, Strategic
Objectives and related sub-bullets from the 2020 to the draft 2022 Strategic Plan. (Attachment 1)
Following the February 22 Work Session, staff will update the Plan according to Council feedback and direction.
Public Outreach and Engagement
Due to the pandemic, the City shifted from a biennial budgeting process to an annual budget process for 2021
and 2022. Public outreach for the 2022 strategic planning and budgeting processes was combined with re covery
outreach. Recovery Engagement was designed to build upon other engagement efforts across the community,
including engagement for the 2022 Budget and Strategic Plan. The Recovery Team developed a multi -faceted
approach designed to broaden public outr each and engagement. This approach was designed to meet the needs
of different audiences in the community, centering on hearing from hard -hit and historically underserved residents.
This included online and mailed surveys in English and Spanish, digital, p rint and radio ads, stakeholder
February 22, 2022 Page 2
meetings, and paid partnerships with community connectors and organizations, among other methods. Final
participation numbers include:
• 2,200+ online survey responses
• 220+ responses from OurCity
• Approximately 25 paper survey responses
• 50+ stakeholder meetings
In addition to what is outlined above for recovery, the Community Survey provides a statistically valid base for
identifying what is important to the community around resource investment, issues of note, and areas of focus.
The core team ensured that top themes were adequately reflected either in strategic objectives or in the
contextual sub bullets.
Other information:
• The strategic objective numbers may be modified before final publishing based on gro uping to similar
objectives and overall readability of the document.
• Additionally, the Communications and Public Involvement Office (CPIO) will take a “single -voice” lens to the
document and ensure that nomenclature and phrasing is consistent with other City documents and
publications.
• Any changes made from the version presented at this work session to the version presented to Council for
final adoption will be noted in those agenda materials. Council will consider adoption of the 2022 Strategic
Plan at an upcoming meeting.
• Council Priorities - The following table indicates where the 2021-2023 Council priorities can be found in the
strategic plan:
Council Priority Strategic Plan reference
1. More stringent penalties for animal cruelty and neglect 1.5
2. Juvenile diversion 5.8 (NEW)
3. a) Advance transit initiatives that remove barriers (alignment with Transit
Plan); b) Advance transit initiatives that remove barriers (PSD partnership)
6.3
4. Improve traffic compliance 6.1
5. Advance Regionalism - collaboration regionally while maintaining the unique
character of Fort Collins
3.1, NEW 3.6, 6.4
6. Look into changing the April election to November with School Board years
to have all local elections at once
7.2
7. Advance gender equity in City Sales Tax Code 1.4
8. Attract and retain competitive and diverse talent to meet the needs of the
community: provide childcare options for City employees.
7.4
9. Help bird species recover 4.5
10. Accelerate composting - (Curbside and business) 4.3, 4.7
11. Adopt grey water statute to allow grey water systems in new buildings 4.4
12. Districted system for garbage, recycling, and compost 4.3
13. Explore climate emergency messaging and action 4.1
14. Effective soil amendment policies and compliance (water usage) 4.4
15. Protect and Enhance Instream River Flows 4.4, 4.6
16. Reduce plastic pollution 4.3
17. Improved air quality 4.2
18. Make real progress on the road to Zero Waste (with focus on multi-family
and commercial recycling and construction and demolition (C&D) recycling)
4.3
19. Xeriscape - Increase rebates and education, less green lawns with new
development
4.1
February 22, 2022 Page 3
20. Enhanced recycling education 4.1, 4.3
21. Improved and accelerated stream (riparian) restoration 4.6
22. Raise the minimum wage 3.2
23. Develop a Circular Economy Plan (as part of the EHO Strategic Plan) 3.1, 4.3
24. Partner with Poudre School District (PSD) for workforce development 3.2
25. Affordable, Quality and Accessible Childcare Infrastructure NEW 3.6
26. Create a targeted, specific plan for community recovery 3.3
27. Access funding for parks (maintenance and operations, refresh, and new
parks)
2.4, 7.7
28. Improve tree policies 1.9
29. Tree planting subsidy 1.9
30. Implementation of 15-minute community concept 1.5, 1.6, 3.4, 6.3
31. Homelessness initiatives 1.1, 1.2
ATTACHMENTS
1. Strategic Plan (redline version) (PDF)
2. Strategic Plan (draft) (PDF)
3. Powerpoint Presentation (PDF)
1
2022 Strategic Plan
DRAFT
City of Fort Collins
ATTACHMENT 1
2
2022 Strategic Plan Table of Contents
Page
I. Introduction 3
II. Summary of Strategic Objectives 8
1. Strategic Outcome – Neighborhood Livability & Social Health 10
2. Strategic Outcome – Culture & Recreation 15
3. Strategic Outcome – Economic Health 18
4. Strategic Outcome – Environmental Health 22
5. Strategic Outcome – Safe Community 27
6. Strategic Outcome – Transportation & Mobility 31
7. Strategic Outcome – High Performing Government 35
III. Appendix
A. Performance Measures (to be updated in final version)
- Community Dashboard 39
- Strategic Objective Metrics (Strategy MAPs) 45
B. Long-Term Financial Plan 51
C. Glossary of Terms 56
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Introduction
The City of Fort Collins is a full-service municipal organization dedicated to providing
world-class services to 1750,000 residents, 8,000 businesses, and numerous
institutional partners. Located sixty miles north of Denver, Fort Collins is home to
Colorado State University (CSU), Otterbox, New Belgium Brewing, Odell Brewing and
many
high-tech employers and small businesses, as well as an active and engaged resident
and business community. As both a community and city organization, Fort Collins is
recognized for its quality of services and amenities, sustainable management practices,
and a forward-thinking, innovative culture.
Fort Collins has a successful history of participatory community and organizational
planning to guide decision-making, City policies, and service delivery. Alongside City
Plan (Fort Collins’ comprehensive plan), the Strategic Plan reflects the values of the
community. While City Plan articulates a long-term community vision and growth
framework, the Strategic Plan outlines short- and mid-term objectives, influences the
City’s budgeting process, and guides the implementation of the City’s full range of
services, including:
• Police
• Fire protection through a local authority
• Streets, transportation and transit infrastructure & operations
• Parks, recreation, natural areas and cultural facilities
• Planning, engineering and community services
• Sustainability services – economic health, environmental services and social
sustainability
• Utilities – electric, water, wastewater and stormwater
• Gigabit-speed internet service through Connexion
• Support services – leadership, human resources, information technology,
communications and public engagement, finance and budget, the City Clerk’s Office,
facilities and fleet, and legal and judicial services
The 2022 Strategic Plan outlines key objectives and strategies that link City Plan and
the City’s organizational priorities.
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Vision, Mission & Values
Vision:
To Provide World-Class Municipal Services through Operational Excellence and a
Culture of Innovation
Mission:
Exceptional Service for an Exceptional Community
Values:
Collaboration - Excellence - Integrity - Outstanding Service
Safety & Well-being - Stewardship
The City of Fort Collins is deeply committed to high-quality public service and cultivating
an outstanding culture for its employees. A strong focus on ethics, compliance with all
regulations and laws, data-driven decision-making and continuous improvement are
foundational to City practices and culture. As recognition of the organization’s
commitment to providing exceptional service, the City of Fort Collins was recently
selected as a Malcolm Baldridge National Quality Award recipient.
The organization also aligns with the broader community values articulated in City Plan:
Livability: The City implements systems and processes to ensure consistent operations
and development of new facilities and programs oriented toward enhancing qualit y of
life. Decision-makers, employees and residents all have a hand in guiding resources
toward amenities such as natural areas and parks, well-maintained infrastructure and
safe neighborhoods. Livability also means working to address challenges around
equitable access to services and creating community-wide opportunities for attainable
housing and efficient transportation options.
Community: The City and decision-makers value honest dialogue and the input of
employees and residents as fellow problem solvers. Participation and collaboration on
how best to leverage community and City assets toward future opportunities and
challenges is encouraged in decision-making and planning processes. The City also
strives to create and demonstrate an inclusive environme nt representative of Fort
Collins’ growing diversity and changing demographics.
Sustainability: The City’s dedication to providing exceptional service is a commitment for
today and the future. Sustainability is deeply rooted in the organization and refle cted in
strategies to reduce climate impacts and improve community resilience, support the
health of the economy through business retention and talent alignment, and embedding
considerations about equitable processes and outcomes in decision-making. The City’s
Triple Bottom Line Scan (TBL-S) tool assesses the economic, environmental and social
factors of decisions to improve overall outcomes, ensure that one aspect does not
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dominate the decision-making process, and reduce impacts when trade-offs are
unavoidable.
Guiding Themes & Principles
To achieve the City’s mission, vision and values, the Strategic Plan is aligned and focused
on continuous improvement in seven Key Outcome Areas:
• Neighborhood Livability & Social Health
• Culture & Recreation
• Economic Health
• Environmental Health
• Safe Community
• Transportation & Mobility
• High Performing Government
The City budget is also aligned across these seven areas, and revenue is allocated to
support policies and initiatives that drive improvement in each outcome. Each Outcome
Area includes specific objectives that define different focus areas. While each Outcome
Area has unique characteristics, City investment in a single objective regularly impacts
more than one outcome.
Major themes and areas of focus within the 2022 Strategic Plan, identified through
community outreach and engagement, or as a Council Priority, include:
1. Affordability: Improve access to a broad range of quality housing that is safe,
accessible and affordable. Address the increasing cost of living in Fort Collins
through diverse job opportunities and reduce the mismatch between available
jobs and skills in the workforce.
2. Multimodal Transportation & Public Transit: Improve traffic flow and safety,
the availability of transportation alternatives, and access to public transportation.
3. Equity, Inclusion and Diversity: Cultivate a safe and welcoming community
focusing on equitable engagement, outcomes and service delivery for all, leading
emphasizing with race and considering social identities such as ethnicity, gender,
age, sexual identity, and various abilities.
4. Environmental Sustainability – Identify and implement initiatives that achieve
the City’s environmental goals and objectives. Resilience and Asset
Management: Prioritize planning for resilience and asset management to ensure
community needs are met[AR1].
5.4. Community Vibrancy: Preserve the community’s sense of place with a
high value on natural areas, culture, recreation and park systems.
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Fort Collins has long employed a Growth Management Area (GMA) to foster a compact
community, provide physical separation from our Northern Colorado neighbors, and
preserve and protect sensitive natural resources. As Fort Collins’ strong employment
and population growth continues and the community approaches the GMA boundaries,
a shift toward greater redevelopment and infill development is anticipated. The 2022
Strategic Plan themes and areas of focus highlight opportunities for continuing to
implement the community’s growth framework and community goals to increase the
range of housing and transportation options, enhance community identity and create an
inclusive environment.
Strategic Advantages and Challenges
The City has identified a number of advantages and challenges that could impact the
implementation of Strategic Objectives described in this document. Advantages are
those strengths and attributes that will enable the City to achieve objectives; challenges
reflect attributes that could impair the ability to achieve objectives. Each of the
challenges described below are reflected in one or more Strategic Objective so that the
challenges will be addressed in future budget proposals.
Advantages:
1. A supportive, engaged and innovative community.
2. A culture of excellence and continuous improvement driven by the City’s vision,
mission and values.
3. Engaged and committed employees with a strong focus on customer service
4. Collaborative local partners, such as Poudre School District, Colorado State
University, Larimer County, Healthcare entities and local service providers, and
primary employers.
5. Municipal ownership of four five Utilities – Light & Power, Water, Wastewater,
Stormwater and Connexion broadband.
6. Strong revenue and City balance sheet, recently approved tax renewals, an Aaa
Moody’s credit rating, and a diverse local economy.
Challenges:
1. Cost of living, including childcare and housing that is affordable and available to all
income levels.[AR2]
2. Protect the health and safety of our community, stabilize and build the foundation for
long-term resilience, and address the trauma that was created by the pandemic[AR3].
3. Transportation and traffic issues related to trains, congestion and a high volume of
single-occupancy vehicles.
4. Balancing competing community desires and changing customer expectations within
available resources.
5. Embracing and cultivating diversity, equity and inclusion for all, leading emphasizing
with racecial justice.
6. Attracting, retaining and developing high-quality employees.
7. Aging infrastructure and growth-related needs.
8. Aligning regional partners around a common set of priorities.
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Neighborhood Livability & Social Health
Fort Collins provides a high-quality built environment, supports
connected neighborhoods, seeks to advance equity and affordability,
and fosters the social health of the community.
Fort Collins benefits from social connections and open communication. The City strives
to provide equitable access to opportunities, services and resources, and to create an
inclusive environment for all members of the community. The community takes pride in
a friendly culture, celebrates differences, and knows that better decisions occur when
open dialogue about tough issues is encouraged.
The City is committed to creating a desirable urban environment that recognizes the
importance of the form of the built environment (e.g., community architecture, historic
preservation and pedestrian-oriented environments) and preserving and protecting
neighborhood character while ensuring a safe, beautiful and friendly experience for all
residents and visitors. A top community priority is to address housing affordability so
that people of all income levels have housing options and the choice to live, work and
play here in Fort Collins. Housing affordability has been a priority in Fort Collins for
decades, and, as highlighted in City Plan, is a key element of community livability. As
our community continues to grow, many people are struggling to afford stable, healthy
housing in Fort Collins. Implementing the strategies of the Housing Strategic Plan ,
adopted in 2021, will address high priority outcomes such as increasing the overall
housing supply and diversity, preserving the affordable housing we have, increasing
housing stability, and advancing toward more equitable outcomes.
The City recognizes the importance of neighborhoods and actively seeks to preserve
and support their vibrancy while diligently enforcing property maintenance codes. As the
City grows and redevelops, the vision continues to be an overall average increase in
density housing capacity that fosters efficient land use; supports a mix of housing types
integrated with activity centers and diverse businesses; increases the safety and
efficiency of public utilities, streets, facilities and services; and accommodates multiple
modes of travel (including vehicle, bus, bike and pedestrian). Development and growth
are focused within the community’s designated Growth Management Area to protect
natural resources and the regional landscape, encourage infill redevelopment and
human interaction, and maximize the efficient use of public infrastructure. Alternative
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transportation modes and access to key health and human service facilities are a
priority.
Neighborhood Livability and Social Health also addresses challenges related to leading
active lifestyles, and the accessibility of health and human service facilities[CM4] for all
segments of the community while protecting the character of neighborhoods.
Neighborhood Livability and Social Health is related to human well-being and wellness,
and to opportunities for residents to work and socialize together, to be self-sufficient,
and to live, work and travel within the community.
The lack of critical mental and behavioral health services in Larimer County has a direct
impact on community residents, businesses and City services. Neighborhood Livability
& Social Health must include providing appropriate facilities and services to support
people experiencing homelessness with a goal of available long-term housing and
services solutions. Simultaneously, enforcement efforts must continue to prevent illegal
or aggressive behaviors that diminish the quality of life in neighborhoods and business
areas.
Neighborhood Livability & Social Health includes:
• Encouraging an inclusive, equitable community that embraces diversity and , equity.
and inclusion
• Providing the community with opportunities and services to live healthy, safe,
productive, and active lifestyles.
• Vibrant neighborhoods, centers and corridors where most daily necessities can be
accomplishedment by either walking or cycling within 15 minutes from residents’’s
homes. Vital and appealing transit-oriented activity centers and destinations
throughout the city
• Addressing the impact of increasing poverty, as well as increasing concerns about
housing affordability and homelessness.
• Equitable access to City services, amenities, and information for all neighborhoods.
• Enforcing ement of laws to address aggressive behaviors that affect neighborhood
quality.
• Creating a distinctive and attractive community that is appealing to workers, visitors
and residents and reflects community values.
• Promoting the use of sustainable building and site design techniques.
• Preserving historic resources, character-defining features and the diverse cultural
history that make Fort Collins unique.
• Reducing the impacts of our built environment on the natural environment.
• Managing where and how the city grows in the future.
• Encouraging the development of quality and affordable housing options for residents
individuals and families of all income levels.
• Maintaining our unique character and sense of place, including high quality urban
design [RE5]and development.
• Requiring adequate public facilities and infrastructure to serve existing development
and new growth.
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Definition & Descriptions
1.1 Improve and increase availability and choice of quality housing that is
affordable to a broad range of income levels.Increase housing supply and
choice and address inequities in housing to ensure that everyone has
healthy, stable housing they can afford.
• Since 2013, residents have identified housing affordability as a high priority
during community outreach sessions. In the 2019 2021 Community Survey,
only 12%1 in 10 of respondents felt positively about the availability of affordable
quality housing. Fort Collins ranked 14 out of 19 front Range jurisdictions
surveyed for “availability of affordable quality housing.”
• Housing affordability topped the list of Community Survey written responses for
“most important area for leadership to focus.”
• Rising housing costs are disproportionately impacting the city’s Black ,
Indigenous, and People of Color (BIPOC) and low-income residents. The
current rental market, with vacancy rates of less than 3%, is making it difficult
for residents to live and work within Fort Collins
• In 2020 approximately 60% of renters and 20% of homeowners were cost-
burdened, spending more than 30% of their income on housing. Vacancy rates
remain consistently below 5%, which signals a need for additional housing
supply.
• To support people with lower income levels, tThe City is helping to create new
affordable housing units with the goal of about 400 282 units per year, to reach
the overarching goal of having 10% of all housing inventory as restricted
affordable housing at City build outby 2040.
• The Structure Plan in the 2019 adopted City Plan calls for improved a greater
variety of housing options available to all City residents, regardless of income
level, stage of life, or housing preferences.[RE6] The Housing Strategic Plan
(HSP) adopted in 2021 also sets the vision that “Everyone has healthy, stable
housing they can afford”. The HSP provides 26 strategies to implement that
vision.
1.2 Collaborate with other agencies to address poverty issues and other
identified high-priority human service needs, and to make homelessness
rare, short-lived and non-recurring. Collaborate to leverage community
partners’ expertise in addressing priority human service issues like poverty
and mental health, and to make homelessness rare, brief, and non-
recurring.
• The City’s core role has been, and continues to be, funding, policy development
and partnerships for community human service agencies and homelessness
service providers.
• Multiple public and private organizations work to address and improve the
social health and address the basic needs of all residents social, environmental
and economic issues within the community and the region.
• The social issues that human service agencies address are wide-ranging,
complex and systemic. A strategic, collaborative approach applied to the City’s
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engagement with these partners will ensure programmatic effectiveness and
efficiencies, add community capacity, eliminate redundancy and identify
underserved areas.
• Regional efforts are being implemented to provide dedicated substance use
disorders abuse and mental health facilities, and to consider a future 24/7
shelter facility in our community to address gaps and provide critical services
for people experiencing homelessness. are being implemented.
• As of January 2022, Aapproximately 430 650 residents are experiencinge
recurring chronic homelessness for six months or more at any given time in
Fort Collins, and there continue to be gaps. Regional efforts are occurring to
improve the systematic approach to make homelessness rare, short-lived, and
non-recurring.
1.3 Improve accessibility of City and community programs to low and moderate-
income residents and increase participation in services to eligible, income-
qualified residents. Increase resident participation in income-qualified
services and improve accessibility to City and community programs for low-
and moderate-income households.
• As the cost of living in Fort Collins increases, low-income and moderate-income
households are struggling to afford participation in City events and services.
• It is estimated that less than half of low-income households participate in the
available reduced-fee and rebate programs for which they are eligible.
• A recently streamlined application process, with increased and focused
marketing outreach, would stands to improve customer service and likely
increase participation.
• Despite increased marketing and outreach efforts, the number of participating
households in the Grocery Rebate program declined from a high in 2015 and
has been relatively flat since 2017
1.4 Advance equity for all, leading with race, so that a person’s identity or
identities is not a predictor of outcomes.Advance equity for all with an
emphasis on racial justice to remove systemic and perceived barriers so that
persons of all identities, including race, ethnicity, gender, age, class, sexual
identity, and ability can fully participate in City services and experience
equitable community outcomes.
• The City seeks to strengthen its understanding and ability to advance equitable
outcomes for all community members.
• Although the City acknowledges there are inequitable outcomes experienced
by Fort Collins residents, the City currently lacks a comprehensive data set and
consistent approach to applying an equity lens.
• The City’s Equity Indicators Report, provides baseline data, disaggregated by
race, of the disparities experienced in Fort Collins. This report will help staff
apply an equity lens to projects, programs, and service delivery.
• The impacts and disparities caused by racism are deep and pervasive, and
addressing them at the systemic and institutional level also elevates equitable
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outcomes for all residents, including other marginalized historically underserved
identities.
• People of various identities experience discrimination and hate crimes in Fort
Collins related to religious affiliation, culture, immigration status, housing status,
gender expression and identity, sexual orientation, age, socioeconomic status,
ability, veteran status, family status and more.
• The City, along and with several major partner institutions and community-
based organizations are working together to address existing policies that
perpetuate race-based oppression systemic and institutional racism resulting in
inequitable outcomes for community members. and disparities. in a systemic
manner.[RE7]
1.5 Enhance the quality of life in neighborhoods, empower neighbors to solve
problems, and foster respectful relations.Enhance the quality of life and
sense of belonging in neighborhoods by connecting Nneighbors to cCity
services, building community , and fostering harmonious relationships.
• Connected neighbors help identify neighborhood -level priorities, and learn how
to work together build problem-solving skills, and/or connect with the City to
address them.
• Quality of life improves when neighbors have an understanding of how to
productively manage conflict and allow for healthy disagreements or reach
effective mutual resolution.
• The maintenance of alleys in neighborhoods is an important component to
functionality, appearance and safety. Optimization of alleys could create new or
enhanced public spaces[MY8].
• Access to nature and green infrastructure improves the integration of natural
habitat with urban spaces.
• Proactive, innovative and effective code compliance processes are important
aspects of attractive neighborhoods, . including nuisance codes and efforts to
encourage voluntary compliance.
• Enhancing access to community organizing resources and developingment of
community-based leadership skills leads to resilient neighborhoods.
1.6 Transform land use code regulations and revise procedures to increase
clarity and predictability to ensure new development advancesing adopted
City plans and policies. Align land use regulations and review procedures to
guide development consistent with City Plan.
• Fort Collins’ population is expected to grow to 250,000 by 2040, which will drive
significant construction throughout the community.
• Emphasis should be placed on preserving the iconic and architectural elements
of the community with architectural and cultural significance, rather than
preservation of buildings solely based on age.[RE9]
• Land use and development regulations are a critical tool for protecting
significant environmental systems and habitats, and should continue to focus
on buffering, enhancing and mitigating impacts to natural features[RE10].
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• Neighborhood outreach and engagement helps the City to understand
community expectations and develop strategies for implementing adopted
plans.
• Infill and redevelopment projects are highly complex and offer significant
opportunity to contribute to vibrant, walkable and , bikeable neighborhoods,
corridors and centers (e.g., 15- minute communities). Infill and redevelopment
projects are highly complex and often met with significant community resistance
to higher density and building heights, requiring a high level of technical
problem solving and stakeholder engagement.
• While City Plan is reflective of specific policies, including in the City’s Climate
Action Plan, additional changes are necessary to land use and development
codes to further advance City Plan and Our Climate Future.
1.7 Advance planning and implementation efforts in ourthe Growth Management
Area, including the Mulberry Area.Develop options and assess the feasibility
of the annexation of the Mulberry Corridor.
• The required enclave closed in 2018, opening the possibility of future
annexation of the East Mulberry subarea.
• The East Mulberry Area Plan and Implementation Strategy annexation
presents an opportunity to allow the corridor’s services to be fully integrated
with the rest of the community, including redevelopment, redeveloped in
accordancethatin alignments [RE11]with City standards and plans. This will also
establish a thoughtful and deliberate phasing strategy and prioritize investment
in resources and infrastructure. Large annexations require significant and
targeted investment in resources and infrastructure, as well as thoughtful and
deliberate phasing.
• Successful annexations of this corridor will require collaboration with Larimer
County, non-City utilities, and Poudre Fire Authority.
• Robust engagement of City and County residents and businesses is necessary
for an effective annexations.[RE12]
• Partnership with Larimer County and adjacent communities is essential to
ensuring that the Growth Management Area fosters responsible development
that supports City goals, accurately reflects future urban growth potential, and
provides appropriate buffers and transitions between communities.
1.8 Preserve and enhance manufactured housing communities mobile home
parks as a source of affordable housing, and create a safe and equitable
environment for residents.
• Manufactured housing communities are a significant source of private,
affordable housing and should be protected and enhanced.
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• Many residents living in manufactured home communities do not enjoy the
same rights and benefits (e.g. appreciation in value, tree trimming, etc.) as
residents living in traditional multi-family and single-family neighborhoods.
• Connection to municipal resources and services improves manufactured
housing community livability for residents, property managers, and owners.
• Homeowner groups, affordable housing providers and support organizations
need tools to purchase, rehabilitate and effectively manage manufactured
housing communities.
Approximately 10% of calls from emergency services originate from a
manufactured housing community.
• Mobile home parks are a significant source of naturally occurring,
[AR13]affordable[CM14] housing that should be preserved, enhanced, and
encouraged.
• Many residents living in mobile home parks do not experience the same rights
and benefits as residents living in other neighborhood types,; such as
appreciation in asset value, Ccode enforcement for livability issues, self-
determination regarding property use, and direct access to some City services.
• Connection to municipal resources and engagement with community partners
improves mobile home park livability and relationships for residents, property
managers, and owners.
• A focus on tenant rights enables resident groups and community partner
organizations to potentially purchase, improve and effectively manage mobile
home parks.
• Mobile home parks in Fort Collins are home to a higher proportion of
historically underserved demographics like seniors, renters, undocumented
community members, and low-income residents. This makes mobile home
neighborhoods more vulnerable to the impacts of climate change, economic
shifts, housing instability, and community health issues and the City has a
critical role in supporting resilience in mobile home parks.
1.9 Create and maintain a safe, healthy and resilient urban forest. Plan for,
preserve, plant and maintain a safe, healthy and resilient urban forest.
• A safe and healthy urban forest requires a consistent pruning rotation for all
trees.
• Tree replacement improves diversity and urban forest resiliencecanopy cover,
and creatinges a sense of place for the social well-being and health of current
and future generations.
• Approximately 33% of the community’s urban forest is at risk to the Emerald Ash
Borer and all untreated ash trees will die. Effectively implementing the Emerald
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Ash Borer Management and Response Plan will slow the spread and mortality of
ash trees in the community.
• As development occurs, it is important to ensure existing trees are preserved and
protected, tree removals are mitigated and replaced, and the canopy is designed
for long-term growth, sustainability and effectiveness.[RE15][KB16]
• Urban forest canopy is infrastructure that needs to be preserved, protected and
enhanced to provide equitable social, environmental and economic canopy.
Culture & Recreation
Fort Collins provides and maximizes access to diverse cultural and
recreational amenities.
Cultural and recreational opportunities are elemental to Fort Collins’ sense of place and
help create a desirable community in which to live and play. Residents consistently place
a high value on these programs and services, believing the City should continue its strong
investment in these amenities. The City’s park and trail systems are also highly valued
and heavily used. The planned buildout of the trail system is a high priority for residents
and will create further connectivity across Fort Collins and throughout Northern Colorado.
Additionally, the City believes that connecting residents to nature is fundamental to a high
quality of life.
Cultural and recreational facilities and programming provide residents opportunities to
lead enriched and healthy lives and support overall community wellness. Arts and culture
are enjoyed by residents and visitors alike. Similarly, parks, trails and natural areas
provide beautiful public spaces that foster physical activity and create opportunities for
creativity, reflection and leisure. The quality of parks, trails and natural areas, as well as
arts, culture and recreation programs and opportunities create a sense of pride among
residents, while also drawing visitors and revenue into Fort Collins. Open space and
access to nature are defining characteristics of Fort Collins , supporting physical and
mental health while strengthening long -term resilience of the region and its population.
The pandemic has highlighted the importance of these services, with up to 200%
increases in use at some local natural areas.
In many respects these amenities define and will continue to define the community. These
amenities have a direct link to other Outcome Areas, most notably Environmental Health,
Neighborhood Livability & Social Health, Transportation & Mobility, and Economic Health.
The City focuses on the stewardship of these resources as a reflection of its residents’
and visitors’ values.
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Providing diverse culture and recreation amenities includes:
• Ensuring the legacy of Fort Collins’ parks, trails, natural areas, and cultural and
recreational facilities for future generations.
• Enhancinge access to open space, parks, natural areas, and diverse and accessible
recreation opportunities to support the physical and mental health of residents (as
defined in the Recovery Plan). Enhancing equitable access to cultural and recreation
service offerings and facilities
• Providing a wide variety of high-quality recreation services and cultural opportunities.
• Acquiring, exhibiting, and maintaining public art that encourages and enhances artistic
expression and appreciation to add value to the Fort Collins community.
• Creating an interconnected regional and local trail network of parks and accessible
recreational facilities.
• Creating and preserving opportunities and spaces where residents can readily access
nature.
• Continuing a strong focus on exceptional natural resource stewardship and
ecologically sound and sustainable operations.
Definition & Descriptions
2.1 Provide diverse, inclusive and accessible recreation and cultural programs
that drive attendance and cost recovery.Develop recreation and cultural
programs that are diverse, inclusive and accessible, and that also drive
attendance and cost recovery.
• Existing diverse programs and opportunities can be bolstered with
responsiveness to changing community desires.
• The City desires equitable access and a high degree of participation in all
programs offered.
• Fee structures based on demand, program alternatives and affordability help
improve program self-sufficiency.
• Indoor and outdoor facilities and programs need to address emerging trends
and opportunities for all ages and abilities.
• Fort Collins currently lacks quality regional sports venues where competitive
leagues can hold their state or regional tournaments.
2.2 Address infrastructure and amenity replacement and maintenance needs of
trails, parks, cultural and recreation facilities while continuing the planned
buildout of the parks and paved trail systems.Address critical park,
recreation equipment and trail lifecycle and maintenance needs and continue
the planned buildout of the system.
• Community outreach consistently indicates a strong desire to preserve and
cultivate a sense of place and vibrancy as Fort Collins grows.
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• Parks, trails, and cultural and recreation opportunities are highly valued and
utilized used by residents. In 2019, 93%2021, 94% of residents visited a City
park.
• As the City’s parks, cultural and recreation facilities age and use increases,
additional resources will be needed to make necessary improvements and
updates to sustain current service levels, meet design standards, and maintain
parks [AR17]as highly valued neighborhood amenities.
• Alternatives and non-traditional approaches are necessary to help fund trail
maintenance and/or accelerate completion of the trail system are necessary.
2.3 Expand opportunities to engage in arts and cultural programming
throughout the community.Create enhanced arts and culture participation
opportunities for all residents and visitors.
• Through the Lincoln Center, the Gardens on Spring Creek, Fort Collins
Museum of Discovery and other cultural services, the City provides programs
and services to the community beyond traditional parks and recreation centers.
• The City’s cultural heritage includes the community’s agricultural roots, and its
strong commitment to enhancing access to nature and preserving open spaces.
• Co-designing AaArtistic and cultural opportunities are essential to a vibrant and
creative community; engaged and equitable participation and inclusion in those
opportunities are core community values.
• The recently adopted FoCo Creates Master Plan calls for a destination arts and
culture community, a well-networked and visible creative sector, educational
opportunities and business support.
• The City intentionally leverages partnerships and philanthropy to support a
growing and vibrant cultural and creative community, including Art in Public
Places.
2.4 Identify criteria, process, and funding options to revitalize neighborhood and
community parks to meet modern design standards , per the newly adopted
2021 Parks and Recreation Plan.Identify criteria, process and funding
options to refresh neighborhood and community parks.
• Aging parks should periodically undergo a “refresh” redesign or comprehensive
upgrade to respond to new park standards and changing community
expectations.
• As part of the Parks and Recreation Master Plan update occurring this year, a
set of standards to inform potential refresh of parks will be developed.
• A park redesignfresh goes beyond the standard lifecycle lifespantypical existing
infrastructure and amenity maintenance and replacement of existing park
infrastructure and amenities assets, often improving access and by responding
to the needs and expectations of contemporary park users.
• The City’s parks system continues to age and a dedicated funding source has
not been identified to redesignfresh parks.
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2.5 Ensure safety and access to and within in City parks, natural areas, paved
trails, and cultural and recreation facilities for visitors and employees.Ensure
safety and welfare in City parks, natural areas, trails, and cultural and
recreation facilities for visitors and employees.
• New or growingContinuing safety issues exist have surfaced around illegal
camping, bodily waste, drug use and other disruptive illicit behaviors.
• Maintaining roadway median design and landscaping is an emerging challenge
due to safety and staffing concerns.
• Perceptions of crowding and high speeds have grown due to increased trail
use.
• An expanded geographic footprint for rangers results in less frequent patrols.
• Providing accessible amenities for all residents and visitors contributes to a
positive parks and recreation experience.
Economic Health
Fort Collins promotes a healthy, sustainable economy reflecting
community values.
The City of Fort Collins benefits from a resilient local economy with strong existing
businesses and industries combined with diverse and evolving job opportunities and
business formation. We strive to create programs and resources that enable the local
economy to withstand and lessen outside pressures, bounce back from downturns
quickly, and potentially avoid the impact of regional, national and global economic forces.
We take pride in our thriving local businesses, entrepreneurs, and inventors who create
wealth and opportunity retained in our community.
The City is committed to understanding the numerous challenges facing our local
economy, including continued competition from globalization, impacts on facilities and
supply chains from climate change, shifting labor markets, and evolving regional, national
and global conditions. By engaging existing businesses and regional institutional partners
to understand the impacts of these challenges, the City can develop programs and
policies encouraging the retention and expansion of existing small and medium -sized
businesses. The ability for businesses and industries to start, sustain , and renew within
our community creates long-term resiliency.
The City works collaboratively with local and regional partners to create an environment
that supports necessary conditions for economic vitality. Using available infill and
redevelopment land creates a desirable urban environment that recognizes the
importance of the built environment (e.g., community architecture, historic preservation
and pedestrian-oriented environments) and the highest and best use supports a strong
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and diverse economy. [AR18]The City continues to evolve the strategies and programs that
support the redevelopment of numerous emerging prospects projects.
The delivery of efficient and transparent City services coupled with strategic infrastructure
investment supports economic resilience. The City remains committed to continuously
improving processes that impact our local businesses, including : the development review
and permitting process, regulatory environment, and delivering affordable utilities.
Strategically investing in public infrastructure and community assets, such as the
Northern Colorado Regional Airport, gigabit fiber internet service, and reliable water and
energy services, enhance the local economy.
A healthy and resilient economy includes:
• Thriving and growing local, unique and creative businesses.
• Engaging businesses to understand the numerous challenges they face .
• Connecting and developing qualified workers with employers by aligning education
and workforce resources to create opportunities for upward career and wage mobility.
• Maintaining the City’s position as a strong regional center with cultural, natural and
community amenities.
• Addressing abrupt and long-term climate changes increasing business risk to supply
chains, infrastructure, and facilities.
• Encouraging investment and innovation to enable local businesses to start, sustain
and renew through programs and projects that focus on providing underserved
business owners with culturally attuned services in their preferred language. through
the use of technology and pilot projects supported by City as a Platform and Smart
Cities
• Ensuring development and redevelopment opportunities can meet our employment-
space needs while also delivering on City Plan’s priorities and objectives.
• Coordinating efforts among City, regional, state and federal programs to create a
strong, resilient regional economic center.
• Supporting an innovative, creative and entrepreneurial atmosphere.
• Efficient and transparent City processes and services that address the needs of local
businesses.
• Resident and business participation in a resilient, vibrant, and inclusive future
through a coordinated, collaborative regional recovery plan that provides the
framework for local recovery and enables cooperation between the public and
private sectors.
Definition & Descriptions
3.1 Collaborate with local and regional partners to achieve economic resilience
in Northern Colorado. Facilitate government and local partners to achieve
effective regional economic resilience.
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• The region has multiple organizations working to improve economic conditions.
Coordinated and aligned efforts enhance economic resilience and support the
City’s commitment to business retention, expansion, incubation and attraction .
• Collaboration with partners is needed to create a unified regional vision for
sustained economic growth.
• The Northern Colorado Regional Airport is an underutilized asset that has
potential to increase regional economic competitiveness.
• Tourism generates $275M $346M of regional economic impact each year. The
Tourism Destination Master Plan will identify ways to further enhance those
impacts.
• The climate economy is an important driver of innovation and can be a
significant contributor to economic opportunities.
3.2 Work with key partners to grow diverse employment opportunities in the
community. Understand trends in the local labor market and work with key
partners to grow diverse employment opportunities.
• Reduce identified barriers to workforce attraction and retention, including
access to and affordability of quality housing and childcare.
• Growth in the entrepreneurial and start-up ecosystem has barriers due to
access to capital, negative impacts from the pandemic and inability to recruit
targeted talent pools.
• 4649% of Fort Collins/Loveland residents have a bachelor's degree or higher,
while approximately 27% of jobs require a post-secondary degree.
• Although the overall supply of employment-zoned land appears sufficient to
meet long-term demand, its readiness for development may constrain the
community’s ability to create employment opportunities[AR19].
• Educational partners such as Poudre School District, Colorado State University,
and Front Range Community College are critical to advancing workforce
training opportunities.
• Fort Collins is home to multiple corporate headquarters that provide and
generate employment opportunities and community wealth.
3.3 Support local businesses by engaging in opportunities for business revival
with a focus on the Recovery Plan. Systematically engage the business
community with an emphasis on starting, sustaining and renewing
businesses.
• There is an opportunity to identify and refine services for Fort Collins business
customers by engaging businesses of all sizes and across all industries,
including disadvantaged business enterprises (DBE) and women- and minority-
owned businesses.
• Recovery outreach responses indicate it is vital to provide ongoing pandemic
response in addition to planning for and investing in community recovery.
• The Recovery Plan outcome includes that small businesses, creatives and
nonprofits have the resources they need to thrive.
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• Improving select current service delivery systems (e.g., Development Review,
Permitting, etc.) is needed to provide efficient and transparent services to all
business customers.
• As the community continues to grow and evolve, so does the number of private
and public construction projects, which has the potential to be disruptive to
businesses.
• 98% of businesses in Fort Collins are small businesses (100 employees or
fewer) and a targeted engagement strategy is needed to meet their needs.
• Fort Collins residents and visitors enjoy a thriving nighttime economy, which
includes restaurants, music venues and events.
3.4 Utilize tools and partnerships to leverage infill and redevelopment
opportunities to achieve development consistent with City Plan and
supporting the City’s broader strategic objectives. Foster infill and
redevelopment opportunties consistent with City Plan policies.
• Fort Collins has many unique features that need to be preserved and enhanced
through development, especially infill and redevelopment.
• Buildout within the City’s development boundaries is expected over the next 20
to 30 years. Growth will be denser and taller than historical norms and
additional infrastructure will be needed to support remaining open field
development.
• Infill and redevelopment projects are highly complex and offer significant
opportunity to contribute to vibrant, walkable and, bikeable neighborhoods,
corridors and centers (e.g., 15- minute communities).Infill developments are
met with significant community resistance to higher density and heights,
requiring a high level of stakeholder engagement.
•
• Infill development should enhance and preserve the character of existing
neighborhoods while allowing taller buildings in appropriate character sub-
districts and maximizing compatibility through appropriate design.
• The Urban Renewal Authority is an important partner in achieving desired infill
and redevelopment opportunities. Additionally, other public finance tools, such
as special district financing and partnerships, could also help to achieve the
City’s broader objectives.
• Fort Collins has many unique features that need to be preserved and
enhanced.
• Many employers have reported that increasingly stringent land -use codes create
barriers that add cost to business development and operations.
3.5 Invest in and maintain utility infrastructure and services while ensuring
predictable utility rates.
• Affordable energy costs and high reliability provide an advantage in attracting
and retaining energy-intensive industries. Maintaining the system reliability and
cost advantage is important to retaining existing primary employers.
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• Completing total undergrounding of the electric distribution and transmission
system will require additional resources and increased maintenance and
replacement to maintain the current system reliability.
• New infrastructure is needed to deliver services to meet the needs of future
growth in areas such as the Mulberry Corridor and northeast Fort Collins.
• Significant water infrastructure (water, wastewater, and stormwater)
improvements are planned but are not funded.
• Water storage capacity is needed to ensure water rights can be fully utilized to
meet future demand and drought management needs.
• Rate structures across all utilities enable end-users to make effective cost and
use decisions.
3.6 Deliver exceptional broadband services while finding innovative ways to
leverage the network in the city and in the region.Deploy and deliver reliable,
high-speed internet services throughout the community.
• Following voter approval and issuance of bonds, the buildout of the Connexion
system is underway.
• The creation of this new internet utility service requires significant
organizational effort and prioritization of activities during the start-up phase.
• Providing reliable and affordable high-speed internet service throughout the
community will support economic vitality, quality of life and governmental
operations.
High-speed internet service throughout the community will support economic
vitality, quality of life and governmental operations, and will be leveraged to
facilitate Smart City goals..
• A commitment to transparency and accountability will increase trust and
credibility in service as our buildout and service offerings mature.
• Exploring regional relationships and identifying opportunities (including funding)
to expand broadband service beyond the city limits will enhance regional
resilience and economic opportunities.
• Continue to grow customer base, including digital equity customers, while
increasing residential take rate to 35%.
• Operating a high-quality broadband network allows the City to better facilitate
Digital City goals.
NEW: Collaborate with local and regional partners to advance equitable and
affordable childcare solutions.
• The community recognizes how critical the quality, affordability and accessibility
of childcare is for families and businesses in the community.
• For many, childcare presents a significant barrier to employment and financial
stability.
• Making reliable and affordable early childhood care and education available and
accessible for all is among the most important policies that can create equity and
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economic stability, especially for women—who often bear the responsibility of
caregiving, and for Black, Indigenous and People of Color (BIPOC) and low-
income families, who face significant childcare affordability challenges.
• Original and collaborative strategies are needed to address the compounding
challenges facing the childcare industry.
• The role of the City is to help reduce barriers, increase capacity, leverage City
assets, identify and respond to childcare needs, and le ad by example as an
employer.
Environmental Health
Fort Collins promotes, protects and enhances a healthy and
sustainable environment.
The City of Fort Collins leads in innovative and sustainable environmental stewardship.
P p programs, such as watershed stewardship, water efficiency, low-impact
development, stormwater management, urban tree canopy preservation, and energy
policies[MF20][LH21]. Additional examples [LH22]include the City’s natural areas system,
Cache la Poudre River restoration, waste reduction programs, air quality and emissio ns
policies, climate action planning, sustainable purchasing practices, [MF23]and high-
performance building standards.
The City established climate goals of 80 percent reduction of carbon emissions by 2030
and carbon neutrality by 2050. The Our Climate Future Plan is our community guide to
creating the carbon neutral, zero waste and 100% renewable electricity future we desire
while increasing equity and resilience in our community. [MF24]Implementation
intensifies our efforts towards these primary environmental goals:
• Reduce 2030 greenhouse gas emissions by 80% below 2005 baseline levels
• Provide 100% renewable electricity by 2030 with grid and local sources
• Achieve zero waste, or 100% landfill diversion, by 2030.
Fort Collins Utilities plays a critical role in environmental health, stewardship and
resilience by protecting the local and regional watersheds and meeting or exceeding all
regulatory standards, as do other utility districts that provide sanitary sewer and water
service to Fort Collins residents. Fort Collins Utilities and Platte River Power Authority
drive programs and services that result in energy, water and carbon savings for home,
businesses and other institutions.
In addition to the realities of living in a semi-arid climate where drought and wildfire are
expected aspects of life, our watershed and water resources [MF25]will be increasingly
impacted by climate change. City policies recognize [LH26]a need to focus on
resilience, and adaptation, and that our actions have implications well beyond our city
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boundaries. Fort Collins Utilities plays a critical role in environmental health,
stewardship and resilience by protecting the local and regional watersheds and meeting
or exceeding all regulatory standards, as do other utility districts that provide water and
sanitary sewer service to Fort Collins residents.
For decades, the City of Fort Collins has led the way in innovative and sustainable
environmental programs, such as watershed stewardship, water conservation, low -
impact development, stormwater management, urban tree canopy preservation, and
energy policies. Additional examples include the City’s natural areas system, Cache la
Poudre River restoration, waste reduction programs, air quality and emissions policies,
climate action planning, sustainable purchasing practices, and green building standards.
The City has set some of the most aspirational climate goals in the country, including
carbon neutrality by 2050. Achieving the 2020 Climate Action and Energy Policy goals
is largely within reach, and it is time to focus on the transformational strategies and
policy solutions that will be needed to achieve the 2030 goals. Beginning in 2019, and
continuing through 2020, the City is updating three plans: Climate Action Plan, Energy
Policy, and the Road to Zero Waste Plan. These combined planning processes are
being conducted together to provide a streamlined engagement process for the
community, where if a community member or business engages with one plan, they can
impact all three. Collectively, these planning updates are called "Our Climate Future.”
This plan builds on Fort Collins’ goals and leads with equity in both the update process
and intended outcomes.
Fort Collins Utilities plays a critical role in environmental stewardship by protecting the
watershed and meeting all regulatory standards, as do othe r utility districts that provide
sanitary sewer and water service to Fort Collins residents. Fort Collins Utilities supports
innovative programs that go beyond compliance, promoting energy and water
conservation, efficiency and clean electricity sources.
The City’s efforts to conserve natural areas are a core part of Fort Collins’ identity and
culture. The Natural Areas Program [KD27]has conserved 5544,3000 acres since its
inception and continues to conserve land while providing an increased emphasis on
stewardship, such as habitat restoration and visitor amenities. Current land conservation
efforts are focused on local, foothills, community separator, and regional areas.
Fort Collins also has a growing and healthy urban tree canopy[MF28][LH29] that creates a
sense of place for community members and is inviting for visitors. These trees provide
invaluable benefits to the built environment that will live on and add value to the
community for generations to come.
With regional and global partners, Fort Collins is a leader in implementing policies and
programs that engender a more economically efficient, successful and resilient
community, while reducing local climate change impacts. [JP30]
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A healthy and sustainable environment includes:[LH31]
• Supporting climate action initiatives that will help Fort Collins [LE32][JP33]become a
carbon-neutral and resilient community in an equitable way.
• Protecting and improving the quality of air, water and night skies .
• A sustainable and resilient high-quality water supply.
• Conserving resources, including energy and water, and cultivating a healthy
ecosystem.
• Careful stewardship of, and access to, open lands and natural areas.
• A comprehensive and connected system of natural areas and open lands.
• Partnerships with local, regional, state and national affiliates to achieve desired goals
and outcomes.
• Integrating renewable distributed energy technologies resources and associated
technologies into the electric grid.
energy resources and associated technologies into the electric grid .
• Wastewater that is treated safely and effectively before returning to the natural
environment.Solid waste reduction and diversion.
Definition & Descriptions
4.1 [LH34]Intensify equitable efforts to improve resilience and to meet 2030 climate,
energy and 100% renewable electricity goals.
• Most of the community’s efforts have focused on achieving the short-term 2020
goals, e.g., a 20% reduction in carbon emissions below 2005 levels (Climate
Action Plan) and improved efficiency to reach 2.5% annual electricity savings
(Energy Policy).
• Results to date have largely been driven by increased renewable resources in
the electric grid and efficiencies in home and business operations, while
emissions have increased in transportation and natural gas use. Achieving the
2020 carbon and energy milestones has largely been driven by increased
renewable resources in the electric grid and efficiencies in home and business
operations, while emissions have increased in transportation and natural gas
use.
• The community’s 2030 goals of an 80% reduction in emissions below 2005
levels and achieving a 100% renewable electricity system require a systems
approach that prioritizes the most equitable and scalable solutions to achieve
the goals.
• Climate change impacts are already here, and communities in the
Intermountain West are particularly vulnerable to increased temperatures,
reduced snowpack, threats to water quality, increased storm severity, natural
hazards and threats to human health and safety. Climate change effects are
impacting Black, Indigenous and People of Color (BIPOC) and other historically
underrepresented groups disproportionately, while climate leadership from
many of these same groups has been historically under-valued and under-
invested in.
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• Eighty percent of residents support the City engaging in climate action, and in
partnership with others, the City can support community-led ways to engage
and empower co-create with residents, businesses and institutions with
opportunities for sustainable living practices.
• Fort Collins is particularly vulnerable to climate change impacts such as
increased temperatures, reduced snowpack, wildfires, urban heat island,
threats to water quality, and increased storm severity with associated threats to
human health and safety.
• Promoting climate efforts as solutions to community priorities reflected by the
lived experience of community members will increase action led by these
groups and the community at large.
• The Our Climate Future Plan’s thirteen Big Moves and associated Next Moves
articulate specific strategies and tactics for implementation.
• It is equally important that municipal operations lead by example to equitably
meet climate, energy, water and all sustainability goals.
4.2 Improve indoor and outdoor air quality.[LE35][CA36]
• Fort Collins, along with the Denver/North Front Range region, does not comply
withexceeds EPA health-based standards for ozone, which comes from local
sources such as gas and diesel vehicles, and regional sources such as oil and
gas operations.
• Particle pollution, like dust and smoke from construction and wood fires, can
create health concerns, visible pollution and local nuisance issues and health
concerns; visible air pollution (e.g., “brown cloud”) is worse than regional
standards approximately one in four days each year. .;
• Oil and gas operations in and around Fort Collins contribute to elevated ozone
levels, increased air toxic emissions, and habitat fragmentation that can harm
environmental and human health. Additional strategies may be necessary to
exist to address localized and regional impacts.[CA37]
• Surveys consistently indicate that one quarter of Fort Collins’ households report
a member with a respiratory ailment.
• Improve indoor air quality through outreach and infrastructure improvement
programs, building off existing indoor air quality and energy efficiency efforts.
Studies show that people spend up to 90% of their time indoors, and indoor air
pollution is often much worse than outdoor air pollutionpollutants can build up
indoors when ventilation and filtration are poor. and 56% of Fort Collins homes
test high for radon.
• Climate change may contribute to increased air quality risks, such as increased
emissions from wildfires, and more high heat days that can contribute to ozone
formation.
[CA38]
4.3 Enhance Accelerate efforts to achieve 2030 zero waste goals.[LE39]
• Although Fort Collins currently diverts about 5752% of its waste stream, the
Larimer County Landfill is forecast to reach capacity in 2024. Upon its closure,
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costs will have been forecasted to rise for waste disposal in Fort Collins.
Alternatives to landfilling will become increasingly important to help maintain
affordability.
• Organics ([CM40]woody debris, yard trimmings and food scraps) comprise
approximately 40% of the waste sent to local landfills and represent a vital
opportunity to increase waste diversion and reduce greenhouse gas (methane)
emissions.
• Construction & Demolition [CM41]waste comprises 53% of Fort Collins’ waste
stream. As the City prioritizes additional housing units to achieve the goals set
forth in the Housing Strategic Plan, the need forto proactively addressing
Construction & Demolition waste will grow.
• A spectrum of coordinated and complementary services [CM42]approaches will
be needed to meet community goals; including highest and best use of materials
through a circular economy[CM43], source reduction, reuse[CM44], recycling
and composting in single family, multi-family, commercial [CM45]and industrial
sectors.
• The North Front Range Wasteshed Coalition [CM46](Fort Collins, Loveland,
Larimer County, and Estes Park) is working toward developing new
infrastructure and policies to support sustainable responsible, cost-effective
waste management and resource recovery in Northern Colorado.
• Increased recycling and composting were the top issue identified [CM47]by
BIPOC community members during Our Climate Future engagement, and the
third highest priority for community members overall.
4.4 Provide a resilient, reliable, and high-quality water supply.
• The watershed acts as a primary water treatment facility, so monitoring and
protecting the watershed and focusing on long-term storage capability is critical.
• Key local industries rely on high-quality,reliable water resource.
• Balancing water supply and demand is necessary in the face of a changing
climate and increasing populationWater demand management strategies like
water conservation require strong community partnership with our community;
the Water Efficiency Plan and Water Shortage Action Plan guide our strategies.
• While the City’s water consumption per capita has declined by approximately
32% since 2000, additional stress is placed on water resources due to growth,
climate change and lack of storage. Additional raw water storage is critical to
help the community be more resilient as water supplies vary more from year to
year; storage helps to save excess water in wet years to use in dry years.
• The regulatory environment related to emerging contaminants, including micro-
plastic particulates, in drinking water and wastewater is evolving.
• The impact of higher costs to acquire water rights and store raw water poses a
challenge to ensuring adequate and affordable water resources for all water
providers in the Growth Management Area.
4.5 Protect and enhance natural resources on City-owned properties and
throughout the community.
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• A focus on Nature in the City ensures that as the community grows to its build-
out population, residents of all abilities have access to high -quality, natural
spaces close to where they live and work. It is important for all people, such as
those with visual or hearing impairments, to have inclusive experiences.
• Development review and regulations require minimum buffers, work to minimize
impacts, protect the night sky, provide guidance, and require mitigation to
conserve and enhance natural resources and wildlife habitats.
4.6 Sustain and improve the health of the Cache la Poudre River and all
watersheds within the cityFort Collins[AR48].
• The Cache la Poudre River has multiple and, at times, competing demands
from various users.
• The Cache la Poudre River is a natural amenity and ecosystem to be carefully
nurtured and maintained.
• The City’s urban streams have been degraded by agriculture and urban
development.
• Maintaining river health is dependent on partnerships with local, regional and
national organizations that focus on local and regional investments.
• Planned construction of Glade Reservoir by Northern Water will impact the
Poudre River and requires careful monitoring, mitigation and adaptive
management.
• Increasing levels of plastic waste pollution, including macro-plastics (e.g.,
single-use plastics) and micro-plastics, creates ecological hazards.
• The health of the river requires collecting wastewater and ensuring it is treated
safely.
• Stream Rehabilitation projects enhance stream flows and improve ecosystems.
4.7 Expand the Natural Areas land portfolio while simultaneously maintaining
protecting existing lands and improving equitable access to nature.
• Fort Collins enjoys a unique appeal due to open spaces, access to mountains,
parks and trail systems, and an individual identity separate from neighboring
communities.
• The City’s open space lands and trail network are critical to reaching goals to
increase responsible access to nature.
• As Natural Areas experience more visits, challenges arise including how best to
address heavy use (e.g., parking and user conflict) and preserve the assets for
future generations.
• Access to nature and green infrastructure improves the integration of natural
habitat with urban spaces.
• Continue efforts to conserve and restore land that provides habitat and
biological diversity, public access via trails, buffers that provide separation from
neighboring communities, scenic vistas, opportunities for environmental
education and watchable wildlife, and conservation of agricultural lands.
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Safe Community
Fort Collins provides a safe place to live, work, learn and play.
The City of Fort Collins strives to be a safe and healthy place to live, work, learn and play.
Safety and security are important aspects of a sustainable community as they help shape
its appeal, viability, productivity and economic stability. The use of technology to improve
prevention, investigative techniques, and communication is important. Cybersecurity is a
high priority in maintaining safety within our community.
Ensuring that Fort Collins is a safe community is addressed by many services and
programs provided by the City and its partners. Residents often identify immediate actions
from Police Services and Poudre Fire Authority as key contributors to their sense of
safety. A safe community also includes a high-functioning Municipal Court and judicial
system.
Reliable infrastructure, such as flood protection systems; water storage, treatment, and
distribution infrastructure;, and effective emergency preparedness, are critical to a safe
community and to preserving public health. Infrastructure is protected through best
management practices and long-term planning.
Key components of community education include community policing, prevention and
preparedness; fire prevention and awareness; and regulations and infrastructure
investment. The City’s Emergency Management system and many regional, state and
federal partners work to minimize and effectively respond to emergency situations.
A safe and healthy community includes:
• A safe and welcoming city in which to live, work, learn, and play.
• Proactive and skilled police and fire services.
• Safe, reliable and best practice utility services, including floodplain management.
• An active emergency management system focused on prevention, preparedness and
recovery with key partnerships in place to effectively respond to emergency situations .
• Facilities and infrastructure that deliver high-quality and safe drinking water to
residents and businesses.
• Mitigating risks posed by hazards to businesses and property.
• Ensuring that hazard mitigation efforts and investments are made equitably.
Definition & Descriptions
o5.1 Improve overall community safety while continuing to increase the level of
public trust and willingness to use emergency services.
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• Local and regional coordination is essential to a safe community so that all
emergency response teams are aligned and work collaboratively toward
successful outcomes.
• With the recent launch of an in-house police academy, the City acknowledges
its role in ensuring policing standards and practices reflect evolving community
expectations.
• Local, regional and federal resources should be maximized to address safety
issues.
• An increasingly diverse community requires new communication strategies and
non-traditional partnerships to effectively build trust and enable residents to
understand the resources available to help them to help keep them and their
families safe.
• Partnerships continue to support key enforcement and education programs
such as animal control, mental health, substance abuse, detoxification, victim
assistance, youth programs, bike safety, county jail and programs to reduce
repeat crimes.
• As Fort Collins grows, City policies must focus on ensuring that Police Services
is able to remain innovative and adaptable to effectively meet community
expectations for public safety.
5.2 Meet the expected level of policing services as the community grows and
changes through innovative and non-traditional service delivery models.Meet
the expected level of core and specialized police services as the community grows.
• As the community continues to grow, the type and volume of crimes and
community needs and expectations will change, requiring additional police
resources and skills to maintain and increase community safety.
• The police industry is changing, with a greater number of calls requiring
specialized training to deal with mental and behavioral health issues. The City
has seen early signs of success partnering with UC Health and Summitstone to
address the increasing needs related to mental and behavioral health
challenges in police calls.
• The City is experiencing increased severity and pervasiveness of illegal drug -
related incidences and human trafficking that are resulting in negative impacts
on the community.
• The use of technology, such as body-worn cameras, and training related to the
appropriate use of force helps maintain a high level of transparency and public
credibility.
• To meet community expectations, Police Services needs to be nimble in
responding to emerging needs, which include community policing, bike patrol,
party enforcement and others.
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• The fiscal challenge of increasing staffing levels in proportion to our growing
population requires intentional focus on reducing inefficiencies and building
capacity within the current workforce.
o 5.3 Partner with Poudre Fire Authority to provide high-quality fire
prevention, community risk reduction and emergency response services.
• When a fire breaks out, the goal is to contain it within the room of origin. To
enhance public safety, the goal is to increase contain ment in the room of origin
to 85%.
• Fast response time is crucial to containing fire. Poudre Fire Authority’s (PFA)
goal is to be on scene 80% of the time within 67 minutes and 20 seconds.
• Public awareness and engagement, including school programs, community
outreach and social media campaigns, support fire prevention.
• Development review services ensure that new construction, redevelopment,
and building activity are consistent with international and local codes.
• Our region has a history of wildfires that have a negative impact on our
community and threaten private property, natural resources, and water quality.
• The community's demand for emergency medical services continues to grow
rapidly, challenging PFA to address demand growth through alternative
response models and public education. PFA has one of the highest rates of
survival from cardiac arrest in the nation and is dedicated to improving these
chances even more.
5.4 Provide ubiquitous emergency communication and comprehensive
emergency preparedness and, management.Continue to deploy
comprehensive emergency preparedness and management strategies.
• The City’s Emergency Operation Plan and Municipal Code is being updated to
outline Citywide emergency mitigation, response and recovery plans for all
hazards, and calls for ongoing training for staff and volunteers to effectively
execute the plan.
• Continuity of Operations (COOP) plans enable City departments to understand
best practices and strategies to support operational needs and the highest level
of service delivery during times of crisis.
• Emergency planning, preparation and training should leverage federal and
state resources and be done in collaboration with regional efforts.
• Technology enhancements and communication strategies provide the most
effective ability for critical communication during events that have the potential
to significantly impact the community, employees, and City services.
• In 2019, emergency management functions were moved into the City
organization in collaboration with Poudre Fire Authority to improve the focus of
City operations on community preparedness and enhance service delivery.
• While having robust communication methods, the City has some gaps in its
communication plans and support capabilities for traditionally underserved
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groups. non-English speakers and residents without access to technology like
internet services.
5.5 Provide and maintain reliable utility services and infrastructure that directly
preserve and improve public health and community safety. Address flooding
risk for the protection of people, property and the environment.
• Safe drinking water and wastewater requires up -to -date treatment facilities
and well-maintained distribution and collection infrastructure
• Water storage and conveyance systems throughout the Poudre and Big
Thompson watersheds are critical to the City’s ability to provide safe drinking
water and are increasingly impacted by climate events such as drought, wildfire
and flooding.
• Proper stormwater flow management is critical to the protection of people,
property and the environment,; especially within the 100-year floodplain.
• Approximately 1,0100 structures are in the floodplain due to inadequate
stormwater infrastructure.
• Reducing the flooding risk to private property and City infrastructure, as well as
decreasing the number of flood-prone areas, will increase infill development
opportunities.
5.6 Protect mission-critical physical and virtual infrastructure, in addition to
sensitive data, against new and increasing cybersecurity threats. Protect
mission-critical physical and virtual infrastructure, in addition to privacy
data, against increasing cybersecurity threats.
• Many City services are solely reliant on existing and evolving technology for the
continuity of core operations and service delivery., while improving the
effectiveness and efficiency of City services.
• Cybersecurity continues to be increasingly important to protecting the City’s
assets and information and to protecting customer privacy.
• Cyber audits and awareness training are a critical component of ensuring the
City’s ability to mitigate ever-changing threats from new operational
technologies and growing cybersecurity attacks.
• Understanding cybersecurity risks and threats, as well as learning how to
detect them, is paramount for every employee to prevent negative impacts from
malicious activity.
• Cybersecurity plays a critical role in current efforts to update and centrally
manage access control and camera management systems.
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5.7 Reduce incidents of, and impacts from, disruptive and unwanted behaviors
with through working closely with the community’s human service providers
to offer creative approaches that balance compassion and consequences.
• There is a need for increased access to mental health and substance abuse
resources.
• Fort Collins continues to experience an increase in disruptive behaviors,
causing numerous challenges and frustration among visitors, business owners
and residents.
• Police, Municipal Court, Prosecution, Natural Areas, and Parks resources are
disproportionately consumed by transient issues, reducing the level of service
for other needs.
• The negative impacts from illegal and unwanted behaviors continue to expand
beyond the Downtown area more broadly across our community.
• 5.8 Improve safety and security for City facilities and services through
unified strategies and programming utilizingusing enhanced technology,
improved processes, and staff training. Improve security at City facilities
and properties.
• The CityMunicipal Court continues to experience an increase in security-related
incidents happening at Municipal Court that require police assistance. Current
space constraints do not allow for effective deployment of industry-standard
security strategies for providing a safe and secure facility for customers,
employees and residents. Multiple options are being examined, with a focus on
balancing critical, immediate needs and long-term viability.
• Security controls for City facilities and operations have previously been
managed by multiple systems. The City continues to transition all security -
related programming into one centralized office (Emergency Preparedness &
Security) with dedicated staff.
• Community safety and perception thereof while using Transfort, parks,
recreation amenities and natural areas has a high impact on residents’ use and
enjoyment of these services.
• Current lack of protocols to improve security at City facilities provides an
opportunity for best-practice policies and associated staff training.
NEW: Provide innovative municipal court services that balance accountability
and compassion along with ever-changing state regulations.
• Fort Collins does not have an early intervention tool to address community
needs that would provide defendants struggling with substance disorders
access to specialized services, counseling, and rehabilitative options.
• A restorative diversion approach focusing on education, peer accountability,
and repairing harm for teens using vaping products, tobacco, marijuana and
alcohol is needed to divert cases from the Ccriminal Jjustice Ssystem.
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• Opportunities exist for cooperative sentencing when defendants have cases in
both Municipal Court and the 8th Judicial District.
• State and federal legislative changes drive resource needs for additional
probation, prosecution, contract substance counseling services, and judicial
staff. State grant funding will be pursued by the Court Administrator to help
offset costs.
Transportation and Mobility
Fort Collins provides a transportation system that moves people and
goods safely and efficiently while being accessible, reliable and
convenient.
The transportation system is a key component for nearly all aspects [AR49]of life in Fort
Collins. The system provides the connecting fabric among residences, employment,
schools, recreation and leisure, and commerce. and shopping. It is critical for economic
success and commercevitality, interconnected with land use, and impacts the Climate
Action Plan and healthy living goals. It is also a key aspect of advancing City priorities
around access and equity. The success of a high-quality and well-functioning multi-modal
system is a community differentiator and reflected in quality-of-life performance
measures.
The Transportation Master Plan, approved by City Council in 2019, describes six core
components of a sustainable transportation network, all of which are intended to guide
Fort Collins toward realizing the overall transportation vision over 20 years. These
components provide a comprehensive framework for assessing current network
conditions and informs where Fort Collins can enhance its mobility programs and
investments to achieve broader-reaching outcomes. These components were closely
evaluated and used to inform the strategic objectives of the plan as a method to focus on
near-term actions. The six core components are:
(1) Transportation Infrastructure: Planning a physical transportation network that
supports multimodal travel.
(2) Mobility & Travel Choices: Considering the role each transportation mode plays in
shaping the Fort Collins mobility network.
(3) Health & Equity: Ensuring the transportation network plays a key role in advancing
social outcomes.
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(4) Innovation: Understanding emerging technologies and how new trends are
influencing the movement of goods and people.
(5) Safety: Eliminating serious injuries and fatalities on Fort Collins’ roadways.
(6) Sustainability & Resiliency: Shifting transportation away from creating harmful
environmental impacts toward being a resource for improving environmental
outcomes.
A connected and mobile community includes:
• Integrated land use and transportation planning and investments.
• Transportation facilities and networks that are multi-modal, reliable, affordable,
efficient, connected and comfortable.
• Capacity and systems for effective traffic flow and minimal congestion.
• Programs that facilitate well-informed and sustainable travel-behavior decisions.
• Growing and leveraging changing transportation technologies.
Definition & Descriptions
6.1 Improve safety for all modes and users of the transportation system to
ultimately achieve a system with no fatalities or serious injuries.Improve
safety for people using all modes of travel.
• • In 2016, Fort Collins was the first public local entity to join the Colorado
Department of Transportation (CDOT) Moving Towards Zero Deaths initiative.
The proclamation reflects the City’s commitment to the vision of zero traffic-
related deaths. This CDOT initiative is related to the national, and international,
Vision Zero safety project. The City has a goal to reduce traffic fatalities to zero
• Appropriate programs, policies, educational resources and infrastructure
improvements (e.g., accessible sidewalks, safety-conscious intersection
design, and low-stress networks) work to increase traffic compliance while
reducing the overall number and severity of traffic accidents.
• Community awareness and education regarding collisions involving vulnerable
road users including pedestrians, bicyclists and motorcyclists is a focus. School
safety is a priority and requires community partnership.
• Quality infrastructure is necessary to improve safety, including safe, accessible,
well-functioning, high-quality intersections, streets, bikeways, sidewalks and
trails.
• Crashes have a negative impact of $161 million annually[AR50] in Fort Collins,
borne primarily by the public at large.
6.2 Support an efficient, reliable transportation system for all modes of travel,
enhance high-priority intersection operations, and reduce Vehicle Miles
Traveled (VMT)Manage traffic congestion and improve high-priority
intersections for all users.
• Commuting patterns experienced in Fort Collins have shifted to one- third
commute out, one- third remain in the city, and one- third are workers who
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commute into Fort Collins from the region. Approximately half of Fort Collins
residents commute out of Fort Collins and half of Fort Collins workers commute
into Fort Collins from other communities.
• Specific infrastructure projects (such as intersections) to improve safety,
efficiency and reliability can have significant positive impacts. Project
identification is through a data-driven approach and existing prioritization
studies that evaluate congestion relief and safety.
• Continued focus on efforts to increase bicycling throughout Fort Collins will
have benefits to other modes of travel.
• Demand-management strategies can be effective in reducing traffic congestion
and require a coordinated approach that evaluates the entire transportation
system.
• Technology should be leveraged to maximize system capacity and efficiency.
6.3 Invest in equitable access to, and expansion of, all sustainable modes of
travel with emphasis on growing transit ridershipEnsure equitable access to
and expansion of all sustainable modes of travel, with emphasis on growing
transit ridership.
• Creating opportunities for sustainable modes of travel for all people is a key
piece of achieving vibrant neighborhoods, centers and corridors (e.g., 15-
minute communities)mobility and quality of life outcomes. Sustainable modes of
travel include bicycling, micro-mobility (i.e., e-scooters), carpooling, and electric
vehicles.
• Currently, 74% of all trips in Fort Collins are people driving alone. A behavioral
and cultural change is necessary to shift transportation modes.
• As the City approaches buildout, additional roadway expansion becomes less
effective and more expensive. Creating opportunities for sustainable modes of
travel for all people is a key piece of achieving mobility and quality of life
outcomes. Special consideration should be given for transit-dependent
populations.
• A fully functioning transit system requires a level of service that allows the rider
to move throughout the community in a timely manner and works seamlessly
with other modes of travel.
• The Transit Master Plan was updated in 2019 and calls for high -frequency
transit and innovative approaches to expanding coverage to create additional
high-productivity and accessible routes.
• Electrifyingication of buses, the City’s fleet, and the community vehicle fleet is
an important piece of reducing transportation-related emissions and will require
associated infrastructure.
6.4 Support and invest in regional transportation connectionsSupport, enhance
and accelerate I-25 improvements according to the multi-modal
environmental impact statement.
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• To date, regional partners (Larimer County, Weld County, Berthoud, Estes
Park, Johnstown, Loveland, Timnath, Wellington and Windsor) and private-
sector investors have contributed $55 million toward the Colorado Department
of Transportation project to add managed lanes to I-25.
• The remaining I-25 construction gap between Highway 56 and Highway 66 will
require additional and creative partnerships with the state and federal
governments.
• Due to limited highway capacity, regional roadway capacity, growing regional
traffic volumes, and changing commuter flows, multi-modal options such as
commuter rail, transit and other innovative regional solutions are becoming an
emerging priority.
• Improvements to gateway interchanges and bridges, as well as pedestrian and
bicycle access under I-25, are key design elements that will help enable
regional alternative modes of transportation to safely cross the busy
thoroughfare.
6.5 Maintain existing and aging transportation infrastructure to keep the system
in a state of good repair and continually address missing facilities elements
to meet community needs and expectations.
• The lack of transportation infrastructure in the northeast quadrant (some
requiring significant investment) limits opportunities for affordable housing and
business development that would meet the same quality and standards as the
rest of the community.
• Street maintenance, high-functioning intersections, multi-modal facilities, and a
complete sidewalk network are a high priority for the community.
• The cost of infrastructure maintenance continues to increase rapidly along the
Front Range.
• Desired aesthetic components (e.g., medians) and cCurrent design standards
have an impact on project implementation and increase ongoing maintenance
costs.
• The northeast quadrant of Fort Collins requires additional investment and may
limit opportunities for affordable housing and business development that would
meet the same quality and standards as the rest of the community.
• The City has a significant number o owns and maintains approximately 240
bridges, culverts and irrigation ditch crossings, many of which are in need of
repair.
• As electric vehicles increase in market share, associated infrastructure
becomes increasingly important.
6.6 Manage parking supply and demand based on time and location in a
sustainable mannerManage parking supply and demand Downtown, along
the MAX corridor, and near Colorado State University.
• Parking at key locations maximizes the effectiveness of integrated transit,
bicycle and pedestrian solutions.
• Access to convenient parking for people of all abilities is an important
consideration.
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• Successfully implementing transportation demand-management strategies
should reduce automotive congestion and the increasing need for associated
parking.
• Mobility hubs enhance last-mile access into neighborhoods from key parking
locations and need consideration along future Bus Rapid Transit (BRT)
corridors for deploying additional MAX-like services.
• Current Downtown pricing structures disincentivize parking in preferred long-
term locations.
High Performing Government
Fort Collins exemplifies an efficient, innovative, transparent, effective
and collaborative city government.
A high-performing government delivers services desired by the community through sound
financial management; data-informed, transparent and collaborative decision-making;,
effective communication and efficient project management. To achieve this, the City
attracts and employs diverse and competitive talent, retains its workforce through
development and growth opportunities, and promotes intelligent risk-taking to address
increasingly complex challenges. The City’s vision, mission and values are reinforced at
every level of the organization and guide its culture. Exceptional customer service that is
responsive to the needs of residents and businesses is crucial in every interaction
between the City and all members of the community.
Public involvement participation and a transparent government are cornerstones of a
high-performing community. The City values inclusive community engagement and
involvement in the planning and decision-making process. It also collaborates and
problem-solves with adjacent neighboring municipalities, Colorado State University,
school districts, Larimer County, special districts, local organizations , businesses and
interested individualscommunity members.
Key city-wide processes have been identified, including leadership, strategic planning,
budgeting, staff growth and organizational development, and human resources that are
aligned to develop an organization that listens to and engages the public, continuously
delivers high-quality services to the community, facilitates high performance and
generates trust in and transparency of City business.
The City of Fort Collins uses a systems approach tosystematically apply applies
economic, environmental and social lenses to decision-making. The City is also
committed to continuous improvement and performance excellence. Operational data
and performance metrics, along with data from surveys, benchmarking, engagement
events and face-to-face interactions, are analyzed and provide key insights tofor decision-
making and pursuing strategic opportunities for improvement. The City budget reflects
community values, challenges and opportunities.
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A high-performing government includes:
• Effective and efficient local governance where all community voices are heard and
valued.
• Fiscal sustainability and transparency.
• A collaborative and community-based approach to problem solving.
• Core processes that are consistently used across the organization.
• An organizational culture of continuous improvement in all areas.
• A systems approach, driven by data, to effectively solve problems, creatively pursue
opportunities for improvement and develop innovative solutions.
• A workforce of talented people who care deeply about public service and building trust.
• Promoting lifelong learning, volunteerism and philanthropy.
• Citywide strategies and standards for meaningful and inclusive involvement in
governance and decision-making.
• Analyzing and balancing interconnections to advance economic, environmental and
social sustainability, health, and resilience.
• An organization that exemplifies commitment to the highest legal, ethical , and
regulatory standards.
Definition & Descriptions
7.1 Provide world-class municipal services through operational excellence and a
culture of innovation.Provide world-class municipal services, while
recognizing the importance of multi-sector relationships and partnerships at
all levels.
• Delivering world-class or exceptional service for an exceptional community
services provides a platform for co-creation that enables residents, businesses
and non-profit agencies to help enhance Fort Collins and solve challenging
community issuesshared community challenges.
• The City continues to implement systems and processes that improve services
and resident satisfaction, as consistent with the City’s performance excellence
journey.
• While the City strives to meet the needs of all community members, regulation,
stewardship, voter-driven actions and other factors may dictate circumstances
in which the City is unable to satisfy some residents and businesses.
• As the organization has increased service delivery to the community, internal
support services are strained to keep pace.
7.2 Maintain public trust through a high performing board, as well as
organizational transparency, legal and ethical behavior and regulatory
compliance.Maintain the public trust through a high performing board,
organizational transparency, legal and ethical behavior, and regulatory
compliance.
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• City Council and the organization place a strong value on providing good
governance and maintaining public trust, with a commitment to and have
articulated high expectations regarding transparency.
• In 2019, 65%2021, 59% of residents indicated the overall direction of the City
was positive, which is above national and Front Range benchmarks.
• The City continues to focus on fostering a culture of ethical behavior and
embedding core values into the culture to reinforce accountability.
• Oversight, coordination, and collaboration are required for the City to comply
with various federal and state laws and protections, such as the Americans with
Disabilities Act (ADA), Title VI, and Fair Housing.
• State and federal legal and regulatory environments are constantly changing
and impact the City’s operations, policies and liabilities. State and federal
regulatory environments are constantly changing. The City strives to be in
frontahead of and exceed many regulatory requirements.
7.3 Improve effectiveness of community engagement with enhanced inclusion of
all identities, languages and needs. Engage the community more effectively
with enhanced inclusion of diverse identities, languages and needs.
• The City’s Public Engagement Strategic Planpublic engagement strategy
focuses on fostering an engaged community, equipping staff to successfully
lead public engagement projects, prioritizing inclusivity and
accessiblityaccessibility, reducing barriers to participation, and ensuring
accountability and excellence reciprocity in community engagement.
• Fort Collins has a diverse mix of residents who desire meaningful engagement,
trust and regular communication with their local government.
• Cultural and language gaps, and limited time can be barriers to engagement.
• The City is seeing “engagement fatigue” with reduced participation in
community outreach and stakeholders voicing concern about over-engagement
and the pace and breadth of City initiatives.
• The City needs to continue to reimagine community engagement to reach the
entire community in meaningful ways.
7.4 Attract, retain, engage, develop and reward a diverse and competitive
workforce to meet the needs of the community now and in the future.Foster a
sense of purpose, belonging and well-being in how we innovatively attract,
develop and retain diverse talent to serve our community.
• Challenges to attract, recruit, and retain talent have increased exponentially in
the region, requiring a competitive portfolio of total compensation and well-
being offerings that include caregiving considerations. We need to find a way
toidentify what is needed for all and what customization is required for specific
talent segments.
• Managers make a difference in the lives of their employees. An investment in
managers enables them to lead the way in coaching, developing , and retaining
talent.
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• Changing conditions have created a surge in employment movement. Adaptive
and flexible practices and policies are required. Focusing time and funds in the
continuously developingment and engagingement of our employees is critical to
retention efforts and building an agile, digitally competent and confident
workforce ready to meet the evolving community needs of our community.
• Diversity creates the potential for innovation, creativity, and resourcefulness.
The City organization must continue the focus to develop diverse talent pools
and increase representation in the workforce and the leadership pipeline.
• Volunteers are a source of talent by building passive recruitment pipelines and
extending what the City can provide to the community. Proactively supporting
volunteer programs supports engagement, reinforces a shared sense of
purpose, creates understanding, and builds a resilient community.
• Cost of living increases, anticipated City employee retirements, and projected
regional population growth increase the challenges related to talent
management.
• A competitive total compensation offering is essential to attract?, hire and retain
top? talent.
• Investment to in constantly developing and engage engaging our employees is
critical to ensure an agile workforce ready to meet the evolving needs of our
community.
• A diverse workforce leads to increased innovation, productivity and creativity.
The City organization has a need to develop diverse talent pools and increase
representation in its leadership pipeline.
The City relies heavily on a dedicated group of volunteers to assist the
workforce in delivering world-class services. Opportunities exist to further
leverage the talent of our volunteers.
7.5 Foster a culture of physical and psychological safety, resilience, wellness
and sustainability across the City organization. Foster a culture of safety,
well-being, resilience and sustainability across the City organization.
• The City’s safety culture is one of prevention, mitigation, education, safe design
principles and collaborative partnerships with departments across the City City
Wellness.
• The City’s Total Recordable Injury Rate (TRIR) and Days Away Restricted or
Transferred (DART) case rates continued to improve over the past two years,
but significant progress remains necessary to reach stated goals of being the
safest workplace in America.The City’s safety program combines human,
organizational, and technical aspects to improve the safety of work performed
by City employees. This work is measured in part by the City’s Total
Recordable Injury Rate (TRIR) and Days Away Restricted or Transferred
(DART) with the goal of reducing injuries and injury severity to a level exceed
industry standards.
• The City offers a wholistic approach to well-being for our workforce and their
families by increasing engagement, impacting productivity and decreasing
health care costs.
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• Behavioral health contributes to psychological safety and resilience. As the City
increases its diversity profile, resources and training for leadership and
employees is paramount to creating safe workspaces and building resilience
among our workforce.
• The unique wellness needs of a diverse workforce includes a portfolio of
comprehensive and inclusive benefits. This includes access to preventative and
healthy lifestyle education, training, and resources.
• The City views it as critical to lead by example in sustainability. The Municipal
Sustainability and Adaptation Plan calls for focused effort in improving
resilience, protecting public lands, conserving water, reducing waste and
carbon emissions, and supporting staff. Accelerated projects include energy-
and water- efficient buildings and facilities and reducing municipal waste. The
City views it as critical to lead by example in sustainability. The recently
completed Municipal Sustainability and Adaptation Plan calls for focused effort
in resiliency, public lands, water, waste, emissions, and workforce to reach the
2050 go
7.6 Utilize technology, data, metrics and process improvements to innovate,
guide decisions, and enhance service delivery.Optimize technology, data
analysis and process improvements to innovate, guide decisions and
enhance service delivery.
• As large data sets become more readily available for analysis, the City needs to
evolve its business practices and partner with the community, to make best use
of that data.
• The City recognizes the need to identify and refine benchmarks, which help to
determine world-class exceptional performance levels and targets from
regional, national and global comparisons across industries.
• The City lacks a coordinated approach to fully integrate and deploy advanced
information and connected technologies (Internet of Things [IoT]) to help
manage key infrastructure, public health and safety systems.
• Developing a systematic approach to “smart cities” thinking, including how to
best use data and artificial intelligence, can produce better outcomes for
residents and businesses.
• In 20192021, 13,5002,217 hours of staff time, and $72,093 was saved through
performance improvement work led by the City’s FC Lean program. Additional
opportunities remain in the organization.
7.7 Address long-term projected gap between available revenue and what is
required to meet known and emerging needs.Address current and long-term
projected gap between available revenue and resources, and what is
required to meet service levels set by adopted plans.
• Increasing community demands, staffing required to provide services to a
growing population, and inflationary costs are pressuring the City’s reserves as
revenue growth slows compared to nearby communities.
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• The 2019 2021 Long Term Financial Plan, including capital, indicates that long-
term total expenses are expected to grow at 34%, while total revenues are
expected to grow at 2.13%. The City has explored revenue diversification
options and continues to evaluate potential causes and solutions.
• Various areas across the City lack sustainable funding for enhanced and
replacement capital resourcing and investments, including transit, Golf,
Parksparks, transportation infrastructure, housing that is affordable, and climate
goalsgoals.
7.8 Maintain and protect assets and infrastructure to drive reliability, cost
effectiveness, efficiency and improve the customer experience.Evaluate the
City's assets and infrastructure to most effectively prioritize funding that
best maintains and protects those investments, while improving the
customer experience.
• As the City’s assets age, renewal and replacement are critical to maintaining
service standards.
• The City owns and maintains 100 buildings. The average facility age is 38
years and critical mechanical components are reaching end of life and are
inefficient.
• Tools and systems that support capacity planning and capital asset needs,
monitor asset life and condition, and schedule repairs (based on optimal asset
life cyclelifecycle costs estimates) may improve the effectiveness of asset
management.
• Virtual assets, such as software licensure and data, are also critical to
delivering City services and require consistent cycles of replacement and
maintenance.
• Lifecycle Infrastructure and amenity replacement gaps pose risk to the City’s
ability to provide safe and quality experiences that meet resident expectations.
• As the City’s assets age, renewal and replacement are critical to maintaining
service standards.
• The City owns and maintains about 100 buildings. The average facility age is
38 years and critical mechanical components are reaching end of life and are
inefficient.
• The City owns and operates a fleet of over 100 vehicles. Tensions exist in
keeping the fleet current, functional and meeting the City’s sustainability goals.
7.9 Proactively influence policy and legislative development at all levels.
• The City plays a critical role in influencing local, state and federal policy that
impacts its ability to achieve Key Outcomes.
• Proactive influence of other government policy and legislation can help ensure
a workable outcome for the City and its residentscommunity members.
• Policy decisions at other levels of government result in sometimes burdensome
compliance requirements that require additional human capital and funding
solutions to ensure legal compliance.
1
2022 Strategic Plan
DRAFT
City of Fort Collins
ATTACHMENT 2
2
2022 Strategic Plan Table of Contents
Page
I. Introduction 3
II. Summary of Strategic Objectives 8
1. Strategic Outcome – Neighborhood Livability & Social Health 10
2. Strategic Outcome – Culture & Recreation 15
3. Strategic Outcome – Economic Health 18
4. Strategic Outcome – Environmental Health 22
5. Strategic Outcome – Safe Community 27
6. Strategic Outcome – Transportation & Mobility 31
7. Strategic Outcome – High Performing Government 35
III. Appendix
A. Performance Measures (to be updated in final version)
- Community Dashboard 39
- Strategic Objective Metrics (Strategy MAPs) 45
B. Long-Term Financial Plan 51
C. Glossary of Terms 56
3
Introduction
The City of Fort Collins is a full-service municipal organization dedicated to providing
world-class services to 175,000 residents, 8,000 businesses, and numerous institutional
partners. Located sixty miles north of Denver, Fort Collins is home to Colorado State
University (CSU), Otterbox, New Belgium Brewing, Odell Brewing and many
high-tech employers and small businesses, as well as an active and engaged resident
and business community. As both a community and city organization, Fort Collins is
recognized for its quality of services and amenities, sustainable management practices,
and a forward-thinking, innovative culture.
Fort Collins has a successful history of participatory community and organizational
planning to guide decision-making, City policies, and service delivery. Alongside City
Plan (Fort Collins’ comprehensive plan), the Strategic Plan reflects the values of the
community. While City Plan articulates a long-term community vision and growth
framework, the Strategic Plan outlines short- and mid-term objectives, influences the
City’s budgeting process, and guides the implementation of the City’s full range of
services, including:
• Police
• Fire protection through a local authority
• Streets, transportation and transit infrastructure & operations
• Parks, recreation, natural areas and cultural facilities
• Planning, engineering and community services
• Sustainability services – economic health, environmental services and social
sustainability
• Utilities – electric, water, wastewater and stormwater
• Gigabit-speed internet service through Connexion
• Support services – leadership, human resources, information technology,
communications and public engagement, finance and budget, the City Clerk’s Office,
facilities and fleet, and legal and judicial services
The 2022 Strategic Plan outlines key objectives and strategies that link City Plan and
the City’s organizational priorities.
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Vision, Mission & Values
Vision:
To Provide World-Class Municipal Services through Operational Excellence and a
Culture of Innovation
Mission:
Exceptional Service for an Exceptional Community
Values:
Collaboration - Excellence - Integrity - Outstanding Service
Safety & Well-being - Stewardship
The City of Fort Collins is deeply committed to high-quality public service and cultivating
an outstanding culture for its employees. A strong focus on ethics, compliance with all
regulations and laws, data-driven decision-making and continuous improvement are
foundational to City practices and culture.
The organization also aligns with the broader community values articulated in City Plan:
Livability: The City implements systems and processes to ensure consistent operations
and development of new facilities and programs oriented toward enhancing qualit y of
life. Decision-makers, employees and residents all have a hand in guiding resources
toward amenities such as natural areas and parks, well-maintained infrastructure and
safe neighborhoods. Livability also means working to address challenges around
equitable access to services and creating community-wide opportunities for attainable
housing and efficient transportation options.
Community: The City and decision-makers value honest dialogue and the input of
employees and residents as fellow problem solvers. Participation and collaboration on
how best to leverage community and City assets toward future opportunities and
challenges is encouraged in decision-making and planning processes. The City also
strives to create and demonstrate an inclusive environme nt representative of Fort
Collins’ growing diversity and changing demographics.
Sustainability: The City’s dedication to providing exceptional service is a commitment for
today and the future. Sustainability is deeply rooted in the organization and refle cted in
strategies to reduce climate impacts and improve community resilience, support the
health of the economy through business retention and talent alignment, and embedding
considerations about equitable processes and outcomes in decision-making. The City’s
Triple Bottom Line Scan (TBL-S) tool assesses the economic, environmental and social
factors of decisions to improve overall outcomes, ensure that one aspect does not
dominate the decision-making process, and reduce impacts when trade-offs are
unavoidable.
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Guiding Themes & Principles
To achieve the City’s mission, vision and values, the Strategic Plan is aligned and focused
on continuous improvement in seven Key Outcome Areas:
• Neighborhood Livability & Social Health
• Culture & Recreation
• Economic Health
• Environmental Health
• Safe Community
• Transportation & Mobility
• High Performing Government
The City budget is also aligned across these seven areas, and revenue is allocated to
support policies and initiatives that drive improvement in each outcome. Each Outcome
Area includes specific objectives that define different focus areas. While each Outcome
Area has unique characteristics, City investment in a single objective regularly impacts
more than one outcome.
Major themes and areas of focus within the 2022 Strategic Plan, identified through
community outreach and engagement, or as a Council Priority, include:
1. Affordability: Improve access to a broad range of quality housing that is safe,
accessible and affordable. Address the increasing cost of living in Fort Collins
through diverse job opportunities and reduce the mismatch between available
jobs and skills in the workforce.
2. Multimodal Transportation & Public Transit: Improve traffic flow and safety,
the availability of transportation alternatives, and access to public transportation.
3. Equity, Inclusion and Diversity: Cultivate a safe and welcoming community
focusing on equitable engagement, outcomes and service delivery for all,
emphasizing race and considering social identities such as ethnicity, gender,
age, sexual identity, and various abilities
4. Resilience and Asset Management: Prioritize planning for resilience and asset
management to ensure community needs are met .Community Vibrancy:
Preserve the community’s sense of place with a high value on natural areas,
culture, recreation and park systems.
Fort Collins has long employed a Growth Management Area (GMA) to foster a compact
community, provide physical separation from our Northern Colorado neighbors, and
preserve and protect sensitive natural resources. As Fort Collins’ strong employment
and population growth continues and the community approaches the GMA boundaries,
a shift toward greater redevelopment and infill development is anticipated. The 2022
Strategic Plan themes and areas of focus highlight opportunities for continuing to
implement the community’s growth framework and community goals to increase the
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range of housing and transportation options, enhance community identity and create an
inclusive environment.
Strategic Advantages and Challenges
The City has identified a number of advantages and challenges that could impact the
implementation of Strategic Objectives described in this document. Advantages are
those strengths and attributes that will enable the City to achieve objectives; challenges
reflect attributes that could impair the ability to achieve objectives. Each of the
challenges described below are reflected in one or more Strategic Objective so that the
challenges will be addressed in future budget proposals.
Advantages:
1. A supportive, engaged and innovative community.
2. A culture of excellence and continuous improvement driven by the City’s vision,
mission and values.
3. Engaged and committed employees with a strong focus on customer service
4. Collaborative local partners, such as Poudre School District, Colorado State
University, Larimer County, Healthcare entities and local service providers and
primary employers.
5. Municipal ownership of five Utilities – Light & Power, Water, Wastewater,
Stormwater and Connexion broadband.
6. Strong revenue and City balance sheet, recently approved tax renewals, an Aaa
Moody’s credit rating, and a diverse local economy.
Challenges:
1. Cost of living, including childcare and housing that is affordable and available to all
income levels.
2. Protect the health and safety of our community, stabilize and build the foundation for
long-term resilience, and address the trauma that was created by the pandemic.
3. Transportation and traffic issues related to congestion and a high volume of single-
occupancy vehicles.
4. Balancing competing community desires and changing customer expectations within
available resources.
5. Embracing and cultivating diversity, equity and inclusion for all, emphasizing racial
justice.
6. Attracting, retaining and developing high-quality employees.
7. Aging infrastructure and growth-related needs.
8. Aligning regional partners around a common set of priorities.
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Neighborhood Livability & Social Health
Fort Collins provides a high-quality built environment, supports
connected neighborhoods, seeks to advance equity and affordability,
and fosters the social health of the community.
Fort Collins benefits from social connections and open communication. The City strives
to provide equitable access to opportunities, services and resources, and to create an
inclusive environment for all members of the community. The community takes pride in
a friendly culture, celebrates differences, and knows that better decisions occur when
open dialogue about tough issues is encouraged.
The City is committed to creating a desirable urban environment that recognizes the
importance of the form of the built environment (e.g., community architecture, historic
preservation and pedestrian-oriented environments) and preserving neighborhood
character while ensuring a safe, beautiful and friendly experience for all residents and
visitors. Housing affordability has been a priority in Fort Collins for decades and, as
highlighted in City Plan, is a key element of community livability. As our community
continues to grow, many people are struggling to afford stable, healthy housing in Fort
Collins. Implementing the strategies of the Housing Strategic Plan , adopted in 2021, will
address high priority outcomes such as increasing the overall housing supply and
diversity, preserving the affordable housing we have, increasing housing stability, and
advancing toward more equitable outcomes.
The City recognizes the importance of neighborhoods and actively seeks to support
their vibrancy while diligently enforcing property maintenance codes. As the City grows
and redevelops, the vision continues to be an overall average increase in housing
capacity that fosters efficient land use; supports a mix of housing types integrated with
activity centers and diverse businesses; increases the safety and efficiency of public
utilities, streets, facilities and services; and accommodates multiple modes of travel
(including vehicle, bus, bike and pedestrian). Development and growth are focused
within the community’s designated Growth Management Area to protect natural
resources and the regional landscape, encourage infill redevelopment and human
interaction, and maximize the efficient use of public infrastructure. Alternative
transportation modes and access to key health and human service facilities are a
priority.
The lack of critical mental and behavioral health services in Larimer County has a direct
impact on community residents, businesses and City services. Neighborhood Livability
& Social Health must include providing appropriate facilities and services to support
people experiencing homelessness with a goal of available long-term housing and
services solutions. Simultaneously, enforcement efforts must continue to prevent illegal
or aggressive behaviors that diminish the quality of life in neighborhoods and business
areas.
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Neighborhood Livability & Social Health includes:
• Encouraging an inclusive community that embraces diversity and equity.
• Providing the community with opportunities and services to live healthy, safe,
productive and active lifestyles.
• Vibrant neighborhoods, centers and corridors where most daily necessities can be
accomplished by either walking or cycling within 15 minutes from residents’ homes.
Addressing the impact of increasing poverty, as well as increasing concerns about
housing affordability and homelessness.
• Equitable access to City services, amenities and information for all neighborhoods.
• Enforcing laws that affect neighborhood quality.
• Creating a distinctive and attractive community that is appealing to workers, visitors
and residents and reflects community values.
• Promoting the use of sustainable building and site design techniques.
• Preserving historic resources, character-defining features and the diverse cultural
history that make Fort Collins unique.
• Reducing the impacts of our built environment on the natural environment.
• Managing where and how the city grows in the future.
• Encouraging the development of quality and affordable housing options for
individuals and families of all income levels.
• Maintaining our unique character and sense of place, including high quality urban
design and development.
• Requiring adequate public facilities and infrastructure to serve existing development
and new growth.
Definition & Descriptions
1.1 Increase housing supply and choice and address inequities in housing to
ensure that everyone has healthy, stable housing they can afford.
• Since 2013, residents have identified housing affordability as a high priority
during community outreach sessions. In the 2021 Community Survey, only 1 in
10 respondents felt positively about the availability of affordable quality
housing.
• Housing affordability topped the list of Community Survey written responses for
“most important area for leadership to focus.”
• Rising housing costs are disproportionately impacting the city’s Black,
Indigenous, and People of Color (BIPOC) and low-income residents.
• In 2020 approximately 60% of renters and 20% of homeowners were cost-
burdened, spending more than 30% of their income on housing. Vacancy rates
remain consistently below 5%, which signals a need for additional housing
supply.
• The City is helping to create new affordable housing units with the goal of about
282 units per year, to reach the overarching goal of having 10% of all housing
inventory as restricted affordable housing by 2040.
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1.2 Collaborate to leverage community partners’ expertise in addressing
priority human service issues like poverty and mental health, and to make
homelessness rare, brief and non-recurring.
• The City’s core role has been, and continues to be, funding, policy development
and partnerships for community human service agencies and homelessness
service providers.
• Multiple public and private organizations work to improve the social health and
address the basic needs of all residents within the community and the region.
• The social issues that human service agencies address are wide-ranging,
complex and systemic. A strategic, collaborative approach applied to the City’s
engagement with these partners will ensure programmatic effectiveness and
efficiencies, add community capacity, eliminate redundancy and identify
underserved areas.
• Regional efforts are being implemented to provide dedicated substance use
disorder and mental health facilities, and to consider a future 24/7 shelter
facility in our community to address gaps and provide critical services for
people experiencing homelessness.
• As of January 2022, approximately 650 residents are experiencing chronic
homelessness in Fort Collins.
1.3 Increase resident participation in income-qualified services and improve
accessibility to City and community programs for low- and moderate-income
households.
• As the cost of living in Fort Collins increases, low-income and moderate-income
households are struggling to afford participation in City events and services.
• It is estimated that less than half of low-income households participate in the
available reduced-fee and rebate programs for which they are eligible.
• A recently streamlined application process, with increased and focused
marketing outreach, stands to improve customer service and likely increase
participation.
1.4 Advance equity for all with an emphasis on racial justice to remove systemic
and perceived barriers so that persons of all identities, including race,
ethnicity, gender, age, class, sexual identity, and ability can fully participate
in City services and experience equitable community outcomes.
• The City seeks to strengthen its understanding and ability to advance equitable
outcomes for all community members.
• The City’s Equity Indicators Report provides baseline data, disaggregated by
race, of the disparities experienced in Fort Collins. This report will help staff
apply an equity lens to projects, programs and service delivery.
• The impacts and disparities caused by racism are deep and pervasive, and
addressing them at the systemic and institutional level also elevates equitable
outcomes for all residents, including historically underserved identities.
• People of various identities experience discrimination and hate crimes in Fort
Collins related to religious affiliation, culture, immigration status, housing status,
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gender expression and identity, sexual orientation, age, socioeconomic status,
ability, veteran status, family status and more.
• The City and several major partner institutions and community-based
organizations are working together to address existing policies that perpetuate
systemic and institutional racism resulting in inequitable outcomes for
community members.
1.5 Enhance the quality of life and sense of belonging in neighborhoods by
connecting neighbors to City services, building community, and fostering
harmonious relationships.
• Connected neighbors help identify neighborhood -level priorities, build problem-
solving skills, and/or connect with the City to address them.
• Quality of life improves when neighbors have an understanding of how to
productively manage conflict and allow for healthy disagreements or reach
effective mutual resolution.
• Access to nature and green infrastructure improves the integration of natural
habitat with urban spaces.
• Proactive, innovative and effective code compliance processes are important
aspects of attractive neighborhoods, including nuisance codes and efforts to
encourage voluntary compliance.
• Enhancing access to community organizing resources and developing
community-based leadership skills leads to resilient neighborhoods.
1.6 Transform regulations and revise procedures to increase clarity and
predictability to ensure new development advances adopted City plans and
policies.
• Fort Collins’ population is expected to grow to 250,000 by 2040, which will drive
significant construction throughout the community.
• Emphasis should be placed on preserving elements of the community with
architectural and cultural significance.
• Land use and development regulations are a critical tool for protecting
significant environmental systems and habitats, and should continue to focus
on buffering, enhancing and mitigating impacts to natural features.
Neighborhood outreach and engagement helps the City understand community
expectations and develop strategies for implementing adopted plans.
• Infill and redevelopment projects are highly complex and offer significant
opportunity to contribute to vibrant walkable and bikeable neighborhoods,
corridors and centers (e.g., 15-minute communities).
1.7 Advance planning and implementation efforts in the Growth Management
Area, including the Mulberry Area.
• The required enclave closed in 2018, opening the possibility of future
annexation of the East Mulberry subarea.
• The East Mulberry Area Plan and Implementation Strategy presents an
opportunity to allow the corridor’s services to be fully integrated with the rest of
the community, including redevelopment, in alignment with City standards and
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plans. This will also establish a thoughtful and deliberate phasing strategy and
prioritize investment in resources and infrastructure. Successful annexations
require collaboration with Larimer County, non-City utilities, and Poudre Fire
Authority.
• Robust engagement of City and County residents and businesses is necessary
for effective annexations.
• Partnership with Larimer County and adjacent communities is essential to
ensuring that the Growth Management Area fosters responsible development
that supports City goals, accurately reflects future urban growth potential, and
provides appropriate buffers and transitions between communities.
1.8 Preserve and enhance mobile home parks as a source of affordable
housing and create a safe and equitable environment for residents.
• Mobile home parks are a significant source of naturally occurring, affordable
housing that should be preserved, enhanced and encouraged.
• Many residents living in mobile home parks do not experience the same rights
and benefits as residents living in other neighborhood types, such as
appreciation in asset value, code enforcement for livability issues, self-
determination regarding property use, and direct access to some City services.
• Connection to municipal resources and engagement with community partners
improves mobile home park livability and relationships for residents, property
managers and owners.
• A focus on tenant rights enables resident groups and community partner
organizations to potentially purchase, improve and effectively manage mobile
home parks.
• Mobile home parks in Fort Collins are home to a higher proportion of
historically underserved demographics like seniors, renters, undocumented
community members, and low-income residents. This makes mobile home
neighborhoods more vulnerable to the impacts of climate change, economic
shifts, housing instability, and community health issues and the City has a
critical role in supporting resilience in mobile home parks.
1.9 Plan for, preserve, plant and maintain a safe, healthy and resilient urban
forest.
• A safe and healthy urban forest requires a consistent pruning rotation for all
trees.
• Tree replacement improves diversity and canopy cover, creating a sense of place
for the social well-being and health of current and future generations.
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• Effectively implementing the Emerald Ash Borer Management and Response
Plan will slow the spread and mortality of ash trees in the community.
• As development occurs, it is important to ensure existing trees are preserved and
protected, tree removals are mitigated and replaced, and the canopy is designed
for long-term growth, sustainability and effectiveness.
• Urban forest canopy is infrastructure that needs to be preserved, protected and
enhanced to provide equitable social, environmental and economic canopy.
Culture & Recreation
Fort Collins provides and maximizes access to diverse cultural and
recreational amenities.
Cultural and recreational opportunities are elemental to Fort Collins’ sense of place and
help create a desirable community in which to live and play. Residents consistently place
a high value on these programs and services, believing the City should continue its strong
investment in these amenities. The City’s park and trail systems are also highly valued
and heavily used. The planned buildout of the trail system is a high priority for residents
and will create further connectivity across Fort Collins and throughout Northern Colorado.
Additionally, the City believes that connecting residents to nature is fundamental to a high
quality of life.
Cultural and recreational facilities and programming provide residents opportunities to
lead enriched and healthy lives and support overall community wellness. Arts and culture
are enjoyed by residents and visitors alike. Similarly, parks, trails and natural areas
provide beautiful public spaces that foster physical activity and create opportunities for
creativity, reflection and leisure. The quality of parks, trails and natural areas, as well as
arts, culture and recreation programs and opportunities create a sense of pride among
residents, while also drawing visitors and revenue into Fort Collins. Open space and
access to nature are defining characteristics of Fort Collins , supporting physical and
mental health while strengthening long -term resilience of the region and its population.
The pandemic has highlighted the importance of these services, with up to 200%
increases in use at some local natural areas.
In many respects these amenities define and will continue to define the community. These
amenities have a direct link to other Outcome Areas, most notably Environmental Health,
Neighborhood Livability & Social Health, Transportation & Mobility, and Economic Health.
The City focuses on the stewardship of these resources as a reflection of its residents’
and visitors’ values.
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Providing diverse culture and recreation amenities includes:
• Ensuring the legacy of Fort Collins’ parks, trails, natural areas, and cultural and
recreational facilities for future generations.
• Enhancing access to open space, parks, natural areas, and diverse and accessible
recreation opportunities to support the physical and mental health of residents (as
defined in the Recovery Plan). Providing a wide variety of high-quality recreation
services and cultural opportunities.
• Acquiring, exhibiting and maintaining public art that encourages and enhances artistic
expression and appreciation to add value to the Fort Collins community.
• Creating an interconnected regional and local trail network of parks and accessible
recreational facilities.
• Creating and preserving opportunities and spaces where residents can readily access
nature.
• Continuing a strong focus on exceptional natural resource stewardship and
ecologically sound and sustainable operations.
Definition & Descriptions
2.1 Provide diverse, inclusive and accessible recreation and cultural programs
that drive attendance and cost recovery.
• Existing diverse programs and opportunities can be bolstered with
responsiveness to changing community desires.
• The City desires equitable access and a high degree of participation in all
programs offered.
• Fee structures based on demand, program alternatives and affordability help
improve program self-sufficiency.
• Indoor and outdoor facilities and programs need to address emerging trends
and opportunities for all ages and abilities.
• Fort Collins currently lacks quality regional sports venues where competitive
leagues can hold their state or regional tournaments.
2.2 Address infrastructure and amenity replacement and maintenance needs of
trails, parks, cultural and recreation facilities while continuing the planned
buildout of the parks and paved trail systems.
• Community outreach consistently indicates a strong desire to preserve and
cultivate a sense of place and vibrancy as Fort Collins grows.
• Parks, trails, and cultural and recreation opportunities are highly valued and
used by residents. In 2021, 94% of residents visited a City park.
• As the City’s parks, cultural and recreation facilities age and use increases,
additional resources will be needed to make necessary improvements and
updates to sustain current service levels, meet design standards, and maintain
parks as highly valued neighborhood amenities.
• Alternatives and non-traditional approaches are necessary to help fund trail
maintenance and/or accelerate completion of the trail system.
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2.3 Expand opportunities to engage in arts and cultural programming
throughout the community.
• Through the Lincoln Center, the Gardens on Spring Creek, Fort Collins
Museum of Discovery and other cultural services, the City provides programs
and services to the community beyond traditional parks and recreation centers.
• The City’s cultural heritage includes the community’s agricultural roots, and its
strong commitment to enhancing access to nature and preserving open spaces.
• Artistic and cultural opportunities are essential to a vibrant and creative
community; engaged and equitable participation and inclusion in those
opportunities are core community values.
• The FoCo Creates Master Plan calls for a destination arts and culture
community, a well-networked and visible creative sector, educational
opportunities and business support.
• The City intentionally leverages partnerships and philanthropy to support a
growing and vibrant cultural and creative community, including Art in Public
Places.
2.4 Identify criteria, process, and funding options to revitalize neighborhood and
community parks to meet modern design standards, per the newly adopted
2021 Parks and Recreation Plan.
• Aging parks should periodically undergo a redesign or comprehensive upgrade
to respond to new park standards and changing community expec tations.
• A park redesign goes beyond typical existing infrastructure and amenity
maintenance and replacement by responding to the needs and expectations of
contemporary park users.
• The City’s parks system continues to age and a dedicated funding source has
not been identified to redesign parks.
2.5 Ensure safety and access to and within in City parks, natural areas, paved
trails, and cultural and recreation facilities for visitors and employees.
• Continuing safety issues exist around illegal camping, bodily waste, drug use
and other illicit behaviors.
• Maintaining roadway median design and landscaping is an emerging challenge
due to safety and staffing concerns.
• Perceptions of crowding and high speeds have grown due to increased trail
use.
• An expanded geographic footprint for rangers results in less frequent patrols.
• Providing accessible amenities for all residents and visitors contributes to a
positive parks and recreation experience.
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Economic Health
Fort Collins promotes a healthy, sustainable economy reflecting
community values.
The City of Fort Collins benefits from a resilient local economy with strong existing
businesses and industries combined with diverse and evolving job opportunities and
business formation. We strive to create programs and resources that enable the local
economy to withstand and lessen outside pressures, bounce back from downturns
quickly, and potentially avoid the impact of regional, national and global economic forces.
We take pride in our thriving local businesses, entrepreneurs and inventors who create
wealth and opportunity retained in our community.
The City is committed to understanding the numerous challenges facing our local
economy, including continued competition from globalization, impacts on facilities and
supply chains from climate change, shifting labor markets, and evolving regional, national
and global conditions. By engaging existing businesses and regional institutional partners
to understand the impacts of these challenges, the City can develop programs and
policies encouraging the retention and expansion of existing small and medium -sized
businesses. The ability for businesses and industries to start, sustain and renew within
our community creates long-term resiliency.
The City works collaboratively with local and regional partners to create an environment
that supports necessary conditions for economic vitality. Using available infill and
redevelopment land creates a desirable urban environment that recognizes the
importance of the built environment (e.g., community architecture, historic preservation
and pedestrian-oriented environments) and supports a strong and diverse economy. The
City continues to evolve the strategies and programs that support the redevelopment of
numerous emerging projects.
The delivery of efficient and transparent City services coupled with strategic infrastructure
investment supports economic resilience. The City remains committed to continuously
improving processes that impact our local businesses, including the development review
and permitting process, regulatory environment, and delivering affordable utilities.
Strategically investing in public infrastructure and community assets, such as the
Northern Colorado Regional Airport, gigabit fiber internet service, and reliable water and
energy services, enhance the local economy.
A healthy and resilient economy includes:
• Thriving and growing local, unique and creative businesses.
• Engaging businesses to understand the numerous challenges they face .
• Connecting and developing qualified workers with employers by aligning education
and workforce resources to create opportunities for upward career and wage mobility.
• Maintaining the City’s position as a strong regional center with cultural, natural and
community amenities.
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• Addressing abrupt and long-term climate changes increasing business risk to supply
chains, infrastructure, and facilities.
• Encouraging investment and innovation to enable local businesses to start, sustain
and renew through programs and projects that focus on providing underserved
business owners with culturally attuned services in their preferred language. Ensuring
development and redevelopment opportunities can meet employment-space needs
while also delivering on City Plan’s priorities and objectives.
• Coordinating efforts among City, regional, state and federal programs to create a
strong, resilient regional economic center.
• Supporting an innovative, creative and entrepreneurial atmosphere.
• Efficient and transparent City processes and services that address the needs of local
businesses.
• Resident and business participation in a resilient, vibrant and inclusive future
through a coordinated, collaborative regional recovery plan that provides the
framework for local recovery and enables cooperation between the public and
private sectors.
Definition & Descriptions
3.1 Collaborate with local and regional partners to achieve economic resilience
in Northern Colorado.
• The region has multiple organizations working to improve economic conditions.
Coordinated and aligned efforts enhance economic resilience and support the
City’s commitment to business retention, expansion, incubation and attraction .
• Collaboration with partners is needed to create a unified regional vision for
sustained economic growth.
• The Northern Colorado Regional Airport is an underutilized asset that has
potential to increase regional economic competitiveness.
• Tourism generates $346M of regional economic impact each year.
• The climate economy is an important driver of innovation and can be a
significant contributor to economic opportunities.
3.2 Work with key partners to grow diverse employment opportunities in the
community.
• Reduce identified barriers to workforce attraction and retention, including
access to and affordability of quality housing and childcare.
• Growth in the entrepreneurial and start-up ecosystem has barriers due to
access to capital, negative impacts from the pandemic and inability to recruit
targeted talent pools.
• 49% of Fort Collins/Loveland residents have a bachelor's degree or higher,
while approximately 27% of jobs require a post-secondary degree.
• Although the overall supply of employment-zoned land appears sufficient to
meet long-term demand, its readiness for development may constrain the
community’s ability to create employment opportunities.
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• Educational partners such as Poudre School District, Colorado State University,
and Front Range Community College are critical to advancing workforce
training opportunities.
• Fort Collins is home to multiple corporate headquarters that provide and
generate employment opportunities and community wealth.
3.3 Support local businesses by engaging in opportunities for business revival
with a focus on the Recovery Plan.
• There is an opportunity to identify and refine services for Fort Collins business
customers by engaging businesses of all sizes and across all industries,
including disadvantaged business enterprises (DBE) and women- and minority-
owned businesses.
• Recovery outreach responses indicate it is vital to provide ongoing pandemic
response in addition to planning for and investing in community recovery.
• The Recovery Plan outcome includes that small businesses, creatives and
nonprofits have the resources they need to thrive.
• Improving select current service delivery systems (e.g., Development Review,
Permitting, etc.) is needed to provide efficient and transparent services to all
business customers.
• As the community continues to grow and evolve, so does the number of private
and public construction projects, which has the potential to be disruptive to
businesses.
• 98% of businesses in Fort Collins are small businesses (100 employees or
fewer) and a targeted engagement strategy is needed to meet their needs.
3.4 Utilize tools and partnerships to leverage infill and redevelopment
opportunities to achieve development consistent with City Plan and
supporting the City’s broader strategic objectives.
• Fort Collins has many unique features that need to be preserved and enhanced
through development, especially infill and redevelopment.
• Buildout within the City’s development boundaries is expected over the next 20
to 30 years. Growth will be denser and taller than historical norms and
additional infrastructure will be needed to support remaining open field
development.
• Infill and redevelopment projects are highly complex and offer significant
opportunity to contribute to vibrant, walkable and bikeable neighborhoods,
corridors and centers (e.g., 15-minute communities).
• Infill development should enhance and preserve the character of existing
neighborhoods while allowing taller buildings in appropriate character sub-
districts and maximizing compatibility through appropriate design.
• The Urban Renewal Authority is an important partner in achieving desired infill
and redevelopment opportunities. Additionally, other public finance tools, such
as special district financing and partnerships, could also help to achieve the
City’s broader objectives.
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• Fort Collins has many unique features that need to be preserved and
enhanced.
3.5 Invest in and maintain utility infrastructure and services while ensuring
predictable utility rates.
• Affordable energy costs and high reliability provide an advantage in attracting
and retaining energy-intensive industries. Maintaining the system reliability and
cost advantage is important to retaining existing primary employers.
• Completing total undergrounding of the electric distribution and transmission
system will require additional resources and increased maintenance and
replacement to maintain the current system reliability.
• New infrastructure is needed to deliver services to meet the needs of future
growth in areas such as the Mulberry Corridor and northeast Fort Collins.
• Significant water infrastructure (water, wastewater, and stormwater)
improvements are planned but are not funded.
• Water storage capacity is needed to ensure water rights can be fully utilized to
meet future demand and drought management needs.
• Rate structures across all utilities enable end-users to make effective cost and
use decisions.
3.6 Deliver exceptional broadband services while finding innovative ways to
leverage the network in the city and in the region.
• Providing reliable and affordable high-speed internet service throughout the
community will support economic vitality, quality of life and governmental
operations.
• A commitment to transparency and accountability will increase trust and
credibility in service as our buildout and service offerings mature.
• Exploring regional relationships and identifying opportunities (including funding)
to expand broadband service beyond the city limits will enhance regional
resilience and economic opportunities.
• Continue to grow customer base, including digital equity customers, while
increasing residential take rate to 35%.
• Operating a high-quality broadband network allows the City to better facilitate
Digital City goals.
NEW: Collaborate with local and regional partners to advance equitable and
affordable childcare solutions.
• The community recognizes how critical the quality, affordability and accessibility
of childcare is for families and businesses in the community.
• For many, childcare presents a significant barrier to employment and financial
stability.
• Making reliable and affordable early childhood care and education available and
accessible for all is among the most important policies that can create equity and
economic stability, especially for women—who often bear the responsibility of
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caregiving, and for Black, Indigenous and People of Color (BIPOC) and low-
income families, who face significant childcare affordability challenges.
• Original and collaborative strategies are needed to address the compounding
challenges facing the childcare industry.
• The role of the City is to help reduce barriers, increase capacity, leverage City
assets, identify and respond to childcare needs, and le ad by example as an
employer.
Environmental Health
Fort Collins promotes, protects and enhances a healthy and
sustainable environment.
The City of Fort Collins leads in innovative and sustainable environmental stewardship
programs, such as watershed stewardship, water efficiency, low-impact development,
stormwater management, urban tree canopy preservation, and energy policies.
Additional examples include the City’s natural areas system, Cache la Poudre River
restoration, waste reduction programs, air quality and emissions policies, climate action
planning, sustainable purchasing practices, and high-performance building standards.
The City established climate goals of 80 percent reduction of carbon emissions by 2030
and carbon neutrality by 2050. The Our Climate Future Plan is our community guide to
creating the carbon neutral, zero waste and 100% renewable electricity future we desire
while increasing equity and resilience in our community. Implementation intensifies our
efforts toward these primary environmental goals:
• Reduce 2030 greenhouse gas emissions by 80% below 2005 baseline levels
• Provide 100% renewable electricity by 2030 with grid and local sources
• Achieve zero waste, or 100% landfill diversion, by 2030
In addition to the realities of living in a semi-arid climate where drought and wildfire are
expected aspects of life, our watershed and water resources will be increasingly
impacted by climate change. City policies recognize a need to focus on resilience and
adaptation, and that our actions have implications well beyond our city boundaries. Fort
Collins Utilities plays a critical role in environmental health, stewardship and resilience
by protecting the local and regional watersheds and meeting or exceeding all regulatory
standards, as do other utility districts that provide water and sanitary sewer service to
Fort Collins residents.
The City’s efforts to conserve natural areas are a core part of Fort Collins’ identity and
culture. The Natural Areas Program has conserved 55,300 acres since its inception and
continues to conserve land while providing an increased emphasis on stewardship, such
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as habitat restoration and visitor amenities. Current land conservation efforts are focused
on local, foothills, community separator and regional areas.
A healthy and sustainable environment includes:
• Supporting climate action initiatives that will help Fort Collins become a carbon-
neutral and resilient community in an equitable way.
• Protecting and improving the quality of air, water and night skies .
• A sustainable and resilient high-quality water supply.
• Conserving resources, including energy and water, and cultivating a healthy
ecosystem.
• Careful stewardship of, and access to, open lands and natural areas.
• A comprehensive and connected system of natural areas and open lands.
• Partnerships with local, regional, state and national affiliates to achieve desired goals
and outcomes.
• Integrating distributed energy resources and associated technologies into the electric
grid.
• Wastewater that is treated safely and effectively before returning to the natural
environment.
Definition & Descriptions
4.1 Intensify equitable efforts to improve resilience and to meet 2030 climate,
energy and 100% renewable electricity goals.
• Achieving the 2020 carbon and energy milestones has largely been driven by
increased renewable resources in the electric grid and efficiencies in home and
business operations, while emissions have increased in transportation and
natural gas use.
• The community’s 2030 goals of an 80% reduction in emissions below 2005
levels and achieving a 100% renewable electricity system require a systems
approach that prioritizes the most equitable and scalable solutions to achieve
the goals.
• Climate change effects are impacting Black, Indigenous and People of Color
(BIPOC) and other historically underrepresented groups disproportionately,
while climate leadership from many of these same groups has been historically
under-valued and under-invested in.
• Eighty percent of residents support the City engaging in climate action, and in
partnership with others, the City can support community-led ways to engage
and co-create with residents, businesses and institutions with opportunities for
sustainable living practices.
• Fort Collins is particularly vulnerable to climate change impacts such as
increased temperatures, reduced snowpack, wildfires, urban heat island,
threats to water quality, and increased storm severity with associated threats to
human health and safety.
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• Promoting climate efforts as solutions to community priorities reflected by the
lived experience of community members will increase action led by these
groups and the community at large.
• The Our Climate Future Plan’s thirteen Big Moves and associated Next Moves
articulate specific strategies and tactics for implementation.
• It is equally important that municipal operations lead by example to equitably
meet climate, energy, water and all sustainability goals.
4.2 Improve indoor and outdoor air quality.
• Fort Collins, along with the Denver/North Front Range region, exceeds EPA
health-based standards for ozone, which comes from local sources such as gas
and diesel vehicles, and regional sources such as oil and gas operations.
• Particle pollution, like dust and smoke from construction and wood fires, can
create health concerns, visible pollution and nuisance issues.
• Studies show that people spend up to 90% of their time indoors and pollutants
can build up indoors when ventilation and filtration are poor. Climate change
may contribute to increased air quality risks, such as increased emissions from
wildfires, and more high heat days that can contribute to ozone formation.
4.3 Accelerate efforts to achieve 2030 zero waste goals.
• Although Fort Collins currently diverts about 52% of its waste stream, the
Larimer County Landfill is forecast to reach capacity in 2024. Upon its closure,
costs have been forecasted to rise for waste disposal in Fort Collins.
Alternatives to landfilling will become increasingly important to help maintain
affordability.
• Organics (woody debris, yard trimmings and food scraps) comprise
approximately 40% of the waste sent to local landfills and represent a vital
opportunity to increase waste diversion and reduce greenhouse gas (methane)
emissions.
• Construction & Demolition waste comprises 53% of Fort Collins’ waste stream.
As the City prioritizes additional housing units to achieve the goals set forth in
the Housing Strategic Plan, the need to proactively address Construction &
Demolition waste will grow.
• A spectrum of coordinated and complementary services will be needed to meet
community goals including highest and best use of materials through a circular
economy, source reduction, reuse, recycling and composting in single family,
multi-family, commercial and industrial sectors.
• The North Front Range Wasteshed Coalition (Fort Collins, Loveland, Larimer
County and Estes Park) is working toward developing new infrastructure and
policies to support sustainable waste management and resource recovery in
Northern Colorado.
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• Increased recycling and composting were the top issue identified by BIPOC
community members during Our Climate Future engagement, and the third
highest priority for community members overall.
4.4 Provide a resilient, reliable, and high-quality water supply.
• The watershed acts as a primary water treatment facility, so monitoring and
protecting the watershed and focusing on long-term storage capability is critical.
• Water demand management strategies like water conservation require strong
community partnership; the Water Efficiency Plan and Water Shortage Action
Plan guide our strategies.
• While the City’s water consumption per capita has declined by approximately
32% since 2000, additional stress is placed on water resources due to growth,
climate change and lack of storage. Additional raw water storage is critical to
help the community be more resilient as water supplies vary more from year to
year; storage helps to save excess water in wet years to use in dry years.
• The regulatory environment related to emerging contaminants, including micro-
plastic particulates, in drinking water and wastewater is evolving.
• The high costs to acquire water rights and store raw water poses a challenge to
ensuring adequate and affordable water resources for all water providers in the
Growth Management Area.
4.5 Protect and enhance natural resources on City-owned properties and
throughout the community.
• A focus on Nature in the City ensures that as the community grows to its build-
out population, residents of all abilities have access to high -quality, natural
spaces close to where they live and work. It is important for all people, such as
those with visual or hearing impairments, to have inclusive experiences.
• Development review and regulations require minimum buffers, work to minimize
impacts, protect the night sky, provide guidance, and require mitigation to
conserve and enhance natural resources and wildlife habitats.
4.6 Sustain and improve the health of the Cache la Poudre River and all
watersheds within Fort Collins.
• The Cache la Poudre River has multiple and, at times, competing demands
from various users.
• The City’s urban streams have been degraded by agriculture and urban
development.
• Maintaining river health is dependent on partnerships with local, regional and
national organizations that focus on local and regional investments.
• Planned construction of Glade Reservoir by Northern Water will impact the
Poudre River and requires careful monitoring, mitigation and adaptive
management.
• Increasing levels of plastic waste pollution, including macro-plastics (e.g.,
single-use plastics) and micro-plastics, creates ecological hazards.
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• The health of the river requires collecting wastewater and ensuring it is treated
safely.
• Stream Rehabilitation projects enhance stream flows and improve ecosystems.
4.7 Expand the Natural Areas land portfolio while simultaneously protecting
existing lands and improving equitable access to nature.
• Fort Collins enjoys a unique appeal due to open spaces, access to mountains,
parks and trail systems, and an individual identity separate from neighboring
communities.
• The City’s open space lands and trail network are critical to reaching goals to
increase responsible access to nature.
• As Natural Areas experience more visits, challenges arise including how best to
address heavy use (e.g., parking and user conflict) and preserve the assets for
future generations.
• Access to nature and green infrastructure improves the integration of natural
habitat with urban spaces.
• Continue efforts to conserve and restore land that provides habitat and
biological diversity, public access via trails, buffers that provide separation from
neighboring communities, scenic vistas, opportunities for environmental
education and watchable wildlife, and conservation of agricultural lands.
Safe Community
Fort Collins provides a safe place to live, work, learn and play.
The City of Fort Collins strives to be a safe and healthy place to live, work, learn and play.
Safety and security are important aspects of a sustainable community as they help shape
its appeal, viability, productivity and economic stability. The use of technology to improve
prevention, investigative techniques and communication is important. Cybersecurity is a
high priority in maintaining safety within our community.
Ensuring that Fort Collins is a safe community is addressed by many services and
programs provided by the City and its partners. Residents often identify immediate actions
from Police Services and Poudre Fire Authority as key contributors to their sense of
safety. A safe community also includes a high-functioning Municipal Court and judicial
system.
Reliable infrastructure, such as flood protection systems; water storage, treatment and
distribution infrastructure; and effective emergency preparedness are critical to a safe
community and to preserving public health. Infrastructure is protected through best
management practices and long-term planning.
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Key components of community education include community policing, prevention and
preparedness; fire prevention and awareness; and regulations and infrastructure
investment. The City’s Emergency Management system and many regional, state and
federal partners work to minimize and effectively respond to emergency situations.
A safe and healthy community includes:
• A safe and welcoming city in which to live, work, learn and play.
• Proactive and skilled police and fire services.
• Safe, reliable and best practice utility services, including floodplain management.
• An active emergency management system focused on prevention, preparedness and
recovery with key partnerships in place to effectively respond to emergency situations .
• Facilities and infrastructure that deliver high-quality and safe drinking water to
residents and businesses.
• Mitigating risks posed by hazards to businesses and property.
• Ensuring that hazard mitigation efforts and investments are made equitably.
Definition & Descriptions
5.1 Improve overall community safety while continuing to increase the level of
public trust and willingness to use emergency services.
• Local and regional coordination is essential to a safe community so that all
emergency response teams are aligned and work collaboratively toward
successful outcomes.
• With the recent launch of an in-house police academy, the City acknowledges
its role in ensuring policing standards and practices reflect evolving community
expectations.
• Local, regional and federal resources should be maximized to address safety
issues.
• An increasingly diverse community requires new communication strategies and
non-traditional partnerships to effectively build trust and enable residents to
understand the resources available to help keep them and their families safe.
• Partnerships continue to support key enforcement and education programs
such as animal control, mental health, substance abuse, detoxification, victim
assistance, youth programs, bike safety, county jail and programs to reduce
repeat crimes.
• As Fort Collins grows, City policies must focus on ensuring that Police Services
is able to remain innovative and adaptable to effectively meet community
expectations for public safety.
5.2 Meet the expected level of policing services as the community grows and
changes through innovative and non-traditional service delivery models.
• As the community continues to grow, the type and volume of crimes and
community needs and expectations will change, requiring additional police
resources and skills to maintain and increase community safety.
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• The City has seen early signs of success partnering with UC Health and
Summitstone to address the increasing needs related to mental and behavioral
health challenges in police calls.
• The City is experiencing increased severity and pervasiveness of illegal drug -
related incidences and human trafficking that are resulting in negative impacts
on the community.
• The use of technology, such as body-worn cameras, and training related to the
appropriate use of force helps maintain a high level of transparency and public
credibility.
• To meet community expectations, Police Services needs to be nimble in
responding to emerging needs, which include community policing, bike patrol,
party enforcement and others.
• The fiscal challenge of increasing staffing levels in proportion to our growing
population requires intentional focus on reducing inefficiencies and building
capacity within the current workforce.
5.3 Partner with Poudre Fire Authority to provide high-quality fire prevention,
community risk reduction and emergency response services.
• Fast response time is crucial to containing fire. Poudre Fire Authority’s (PFA)
goal is to be on scene 80% of the time within 7 minutes and 20 seconds.
• Public awareness and engagement, including school programs, community
outreach and social media campaigns, support fire prevention.
• Development review services ensure that new construction, redevelopment and
building activity are consistent with international and local codes.
• Our region has a history of wildfires that have a negative impact on our
community and threaten private property, natural resources and water quality.
• The community's demand for emergency medical services continues to grow
rapidly, challenging PFA to address demand growth through alternative
response models and public education. PFA has one of the highest rates of
survival from cardiac arrest in the nation and is dedicated to improving these
chances even more.
5.4 Provide ubiquitous emergency communication and comprehensive
emergency preparedness and management.
• The City’s Emergency Operation Plan and Municipal Code is being updated to
outline Citywide emergency mitigation, response and recovery plans for all
hazards, and calls for ongoing training for staff and volunteers to effectively
execute the plan.
• Continuity of Operations (COOP) plans enable City departments to understand
best practices and strategies to support operational needs and the highest level
of service delivery during times of crisis.
• Emergency planning, preparation and training should leverage federal and
state resources and be done in collaboration with regional efforts.
• Technology enhancements and communication strategies provide the most
effective ability for critical communication during events that have the potential
to significantly impact the community, employees and City services.
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• While having robust communication methods, the City has some gaps in its
communication plans and support capabilities for traditionally underserved
groups.
5.5 Provide and maintain reliable utility services and infrastructure that directly
preserve and improve public health and community safety.
• Safe drinking water and wastewater requires up-to-date treatment facilities and
well-maintained distribution and collection infrastructure
• Water storage and conveyance systems throughout the Poudre and Big
Thompson watersheds are critical to the City’s ability to provide safe drinking
water and are increasingly impacted by climate events such as drought, wildfire
and flooding.
• Proper stormwater flow management is critical to the protection of people,
property and the environment, especially within the 100-year floodplain.
• Approximately 1,000 structures are in the floodplain due to inadequate
stormwater infrastructure.
Reducing the flooding risk to private property and City infrastructure, as well as
decreasing the number of flood-prone areas, will increase infill development
opportunities.
5.6 Protect mission-critical physical and virtual infrastructure, in addition to
sensitive data, against new and increasing cybersecurity threats.
• Many City services are solely reliant on existing and evolving technology for the
continuity of core operations and service delivery.
• Cybersecurity continues to be increasingly important to protecting the City’s
assets and information and to protecting customer privacy.
• Cyber audits and awareness training are a critical component of ensuring the
City’s ability to mitigate ever-changing threats from new operational
technologies and growing cybersecurity attacks.
• Understanding cybersecurity risks and threats, as well as learning how to
detect them, is paramount for every employee to prevent negative impacts from
malicious activity.
• Cybersecurity plays a critical role in current efforts to update and centrally
manage access control and camera management systems.
5.7 Reduce incidents of, and impacts from, disruptive and unwanted behaviors
through working closely with the community’s human service providers to
offer creative approaches that balance compassion and consequences.
• There is a need for increased access to mental health and substance abuse
resources.
• Fort Collins continues to experience an increase in disruptive behaviors,
causing numerous challenges and frustration among visitors, business owners
and residents.
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• Police, Municipal Court, Prosecution, Natural Areas, and Parks resources are
disproportionately consumed by transient issues, reducing the level of service
for other needs.
• The negative impacts from illegal and unwanted behaviors continue to expand
beyond the Downtown area more broadly across our community.
5.8 Improve safety and security for City facilities and services through unified
strategies and programming using enhanced technology, improved
processes and staff training.
• Municipal Court continues to experience an increase in security-related
incidents that require police assistance. Current space constraints do not allow
effective deployment of industry-standard security strategies for providing a
safe and secure facility for customers, employees and residents. Multiple
options are being examined, with a focus on balancing critical, immediate
needs and long-term viability.
• Security controls for City facilities and operations have previously been
managed by multiple systems. The City continues to transition all security-
related programming into one centralized office (Emergency Preparedness &
Security) with dedicated staff.
• Community safety and perception thereof while using Transfort, parks,
recreation amenities and natural areas has a high impact on residents’ use and
enjoyment of these services.
NEW: Provide innovative municipal court services that balance accountability
and compassion along with ever-changing state regulations.
• Fort Collins does not have an early intervention tool to address community
needs that would provide defendants struggling with substance disorders
access to specialized services, counseling and rehabilitative options.
• A restorative diversion approach focusing on education, peer accountability,
and repairing harm for teens using vaping products, tobacco, marijuana and
alcohol is needed to divert cases from the criminal justice system.
• Opportunities exist for cooperative sentencing when defendants have cases in
both Municipal Court and the 8th Judicial District.
• State and federal legislative changes drive resource needs for additional
probation, prosecution, contract substance counseling services, and judicial
staff. State grant funding will be pursued by the Court Administrator to help
offset costs.
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Transportation and Mobility
Fort Collins provides a transportation system that moves people and
goods safely and efficiently while being accessible, reliable and
convenient.
The transportation system is a key component for nearly all aspects of life in Fort Collins.
The system provides the connecting fabric among residences, empl oyment, schools,
recreation and leisure, and commerce. It is critical for economic vitality, interconnected
with land use, and impacts the Climate Action Plan and healthy living goals. It is also a
key aspect of advancing City priorities around access and equity. The success of a high-
quality and well-functioning multi-modal system is a community differentiator and
reflected in quality-of-life performance measures.
The Transportation Master Plan, approved by City Council in 2019, describes six core
components of a sustainable transportation network, all of which are intended to guide
Fort Collins toward realizing the overall transportation vision over 20 years. These
components provide a comprehensive framework for assessing current network
conditions and informs where Fort Collins can enhance its mobility programs and
investments to achieve broader-reaching outcomes. These components were closely
evaluated and used to inform the strategic objectives of the plan as a method to focus on
near-term actions. The six core components are:
(1) Transportation Infrastructure: Planning a physical transportation network that
supports multimodal travel.
(2) Mobility & Travel Choices: Considering the role each transportation mode plays in
shaping the Fort Collins mobility network.
(3) Health & Equity: Ensuring the transportation network plays a key role in advancing
social outcomes.
(4) Innovation: Understanding emerging technologies and how new trends are
influencing the movement of goods and people.
(5) Safety: Eliminating serious injuries and fatalities on Fort Collins’ roadways.
(6) Sustainability & Resiliency: Shifting transportation away from creating harmful
environmental impacts toward being a resource for improving environmental
outcomes.
A connected and mobile community includes:
• Integrated land use and transportation planning and investments.
• Transportation facilities and networks that are multi-modal, reliable, affordable,
efficient, connected and comfortable.
• Capacity and systems for effective traffic flow and minimal congestion.
• Programs that facilitate well-informed and sustainable travel-behavior decisions.
• Growing and leveraging changing transportation technologies.
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Definition & Descriptions
6.1 Improve safety for all modes and users of the transportation system to
ultimately achieve a system with no fatalities or serious injuries.
• In 2016, Fort Collins was the first public local entity to join the Colorado
Department of Transportation (CDOT) Moving Towards Zero Deaths initiative.
The proclamation reflects the City’s commitment to the vision of zero traffic-
related deaths. This CDOT initiative is related to the national and international
Vision Zero safety project.
• Appropriate programs, policies, educational resources and infrastructure
improvements (e.g., accessible sidewalks, safety-conscious intersection
design, and low-stress networks) work to increase traffic compliance while
reducing the overall number and severity of traffic accidents.
• Community awareness and education regarding collisions involving vulnerable
road users including pedestrians, bicyclists and motorcyclists is a focus. School
safety is a priority and requires community partnership.
• Quality infrastructure is necessary to improve safety, including safe, accessible,
well-functioning, high-quality intersections, streets, bikeways, sidewalks and
trails.
• Crashes have a negative impact of $161 million annually in Fort Collins, borne
primarily by the public at large.
6.2 Support an efficient, reliable transportation system for all modes of travel,
enhance high-priority intersection operations, and reduce Vehicle Miles
Traveled (VMT).
• Commuting patterns experienced in Fort Collins have shifted to one-third
commute out, one-third remain in the city, and one-third are workers who
commute into Fort Collins from the region. Specific infrastructure projects (such
as intersections) to improve safety, efficiency and reliability can have significant
positive impacts. Continued focus on efforts to increase bicycling throughout
Fort Collins will have benefits to other modes of travel.
• Demand-management strategies can be effective in reducing traffic congestion
and require a coordinated approach that evaluates the entire transportation
system.
• Technology should be leveraged to maximize system capacity and efficiency.
6.3 Invest in equitable access to, and expansion of, all sustainable modes of
travel with emphasis on growing transit ridership.
• Creating opportunities for sustainable modes of travel for all people is a key
piece of achieving vibrant neighborhoods, centers and corridors (e.g., 15-
minute communities). Sustainable modes of travel include bicycling, micro-
mobility (i.e., e-scooters), carpooling and electric vehicles.
• Currently, 74% of all trips in Fort Collins are people driving alone. A behavioral
and cultural change is necessary to shift transportation modes.
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• A fully functioning transit system requires a level of service that allows the rider
to move throughout the community in a timely manner and works seamlessly
with other modes of travel.
• The Transit Master Plan was updated in 2019 and calls for high -frequency
transit and innovative approaches to expanding coverage to create additional
high-productivity and accessible routes.
• Electrifying buses, the City’s fleet, and the community vehicle fleet is an
important piece of reducing transportation-related emissions and will require
associated infrastructure.
6.4 Support and invest in regional transportation connections.
• To date, regional partners (Larimer County, Weld County, Berthoud, Estes
Park, Johnstown, Loveland, Timnath, Wellington and Windsor) and private-
sector investors have contributed $55 million toward the Colorado Department
of Transportation project to add managed lanes to I-25.
• The remaining I-25 construction gap between Highway 56 and Highway 66 will
require additional and creative partnerships with the state and federal
governments.
• Due to limited highway capacity, regional roadway capacity, growing regional
traffic volumes, and changing commuter flows, multi-modal options such as
commuter rail, transit and other innovative regional solutions are becoming an
emerging priority.
6.5 Maintain existing and aging transportation infrastructure to keep the system
in a state of good repair and continually address missing elements to meet
community needs and expectations.
• Street maintenance, high-functioning intersections, multi-modal facilities, and a
complete sidewalk network are a high priority for the community.
• The cost of infrastructure maintenance continues to increase rapidly along the
Front Range.
• Current design standards have an impact on project implementation and
increase ongoing maintenance costs.
• The northeast quadrant of Fort Collins requires additional investment and may
limit opportunities for affordable housing and business development that would
meet the same quality and standards as the rest of the community.
• The City owns and maintains approximately 240 bridges, culverts and irrigation
ditch crossings, many of which are in need of repair.
• As electric vehicles increase in market share, associated infrastructure
becomes increasingly important.
6.6 Manage parking supply and demand based on time and location in a
sustainable manner.
• Parking at key locations maximizes the effectiveness of integrated transit,
bicycle and pedestrian solutions.
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• Access to convenient parking for people of all abilities is an important
consideration.
• Successfully implementing transportation demand-management strategies
should reduce automotive congestion and the increasing need for associated
parking.
• Mobility hubs enhance last-mile access into neighborhoods from key parking
locations and need consideration along future Bus Rapid Transit (BRT)
corridors for deploying additional MAX-like services.
• Current Downtown pricing structures disincentivize parking in preferred long-
term locations.
High Performing Government
Fort Collins exemplifies an efficient, innovative, transparent, effective
and collaborative city government.
A high-performing government delivers services desired by the community through sound
financial management; data-informed, transparent and collaborative decision-making;
effective communication and efficient project management. To achieve this, the City
attracts and employs diverse and competitive talent, retains its workforce through
development and growth opportunities, and promotes intelligent risk-taking to address
increasingly complex challenges. The City’s vision, mission and values are reinforced at
every level of the organization and guide its culture. Exceptional customer service that is
responsive to the needs of residents and businesses is crucial in every interaction
between the City and all members of the community.
Public participation and a transparent government are cornerstones of a high -performing
community. The City values inclusive community engagement and involvement in the
planning and decision-making process. It also collaborates and problem-solves with
neighboring municipalities, Colorado State University, school districts, Larimer County,
special districts, local organizations, businesses and community members.
Key city-wide processes have been identified, including leadership, strategic planning,
budgeting, staff growth and development, and human resources that are aligned to
develop an organization that listens to and engages the public, continuously delivers high -
quality services to the community and generates trust in and transparency of City
business.
The City of Fort Collins systematically applies economic, environmental and social lenses
to decision-making. The City is also committed to continuous improvement and
performance excellence. Operational data and performance metrics, along with data from
surveys, benchmarking, engagement events and face-to-face interactions, are analyzed
and provide key insights for decision-making and strategic opportunities for improvement.
The City budget reflects community values, challenges and opportunities.
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A high-performing government includes:
• Effective and efficient local governance where all community voices are heard and
valued.
• Fiscal sustainability and transparency.
• A collaborative and community-based approach to problem solving.
• Core processes that are consistently used across the organization.
• An organizational culture of continuous improvement in all areas.
• A systems approach, driven by data, to effectively solve problems, creatively pursue
opportunities for improvement and develop innovative solutions.
• A workforce of talented people who care deeply about public service and building trust.
• Promoting lifelong learning, volunteerism and philanthropy.
• Citywide strategies and standards for meaningful and inclusive involvement in
governance and decision-making.
• Analyzing and balancing interconnections to advance economic, environmental and
social sustainability, health and resilience.
• An organization that exemplifies commitment to the highest legal, ethical and
regulatory standards.
Definition & Descriptions
7.1 Provide world-class municipal services, while recognizing the importance of
multi-sector relationships and partnerships at all levels.
• Delivering exceptional service for an exceptional community provides a
platform for co-creation that enables residents, businesses and non-profit
agencies to help enhance Fort Collins and solve shared community challenges.
• The City continues to implement systems and processes that improve services
and resident satisfaction, as consistent with the City’s performance excellence
journey.
• While the City strives to meet the needs of all community members, regulation,
stewardship, voter-driven actions and other factors may dictate circumstances
in which the City is unable to satisfy some residents and businesses.
• As the organization has increased service delivery to the community, internal
support services are strained to keep pace.
7.2 Maintain the public trust through a high performing board, organizational
transparency, legal and ethical behavior, and regulatory compliance.
• City Council and the organization place a strong value on providing good
governance and maintaining public trust, with a commitment to transparency.
• In 2021, 59% of residents indicated the overall direction of the City was
positive, which is above national and Front Range benchmarks.
• The City continues to focus on fostering a culture of ethical behavior and
embedding core values into the culture to reinforce accountability.
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• Oversight, coordination and collaboration are required for the City to comply
with various federal and state laws and protections, such as the Americans with
Disabilities Act (ADA), Title VI, and Fair Housing.
• State and federal legal and regulatory environments are constantly changing
and impact the City’s operations, policies and liabilities.
7.3 Engage the community more effectively with enhanced inclusion of diverse
identities, languages and needs.
• The City’s public engagement strategy focuses on fostering an engaged
community, equipping staff to successfully lead public engagement projects,
prioritizing inclusivity and accessibility, reducing barriers to participation, and
ensuring accountability and reciprocity in community engagement.
• Fort Collins has a diverse mix of residents who desire meaningful engagement,
trust and regular communication with their local government.
• Cultural and language gaps, and limited time can be barriers to engagement.
• The City is seeing “engagement fatigue” with reduced participation in
community outreach and stakeholders voicing concern about over-engagement
and the pace and breadth of City initiatives.
• The City needs to continue to reimagine community engagement to reach the
entire community in meaningful ways.
7.4 Foster a sense of purpose, belonging and well-being in how we innovatively
attract, develop and retain diverse talent to serve our community.
• Challenges to attract, recruit and retain talent have increased exponentially in
the region, requiring a competitive portfolio of total compensation and well-
being offerings that include caregiving considerations. We need to identify what
is needed for all and what customization is required for specific talent
segments.
• Managers make a difference in the lives of their employees. An investment in
managers enables them to lead the way in coaching, developing and retaining
talent.
• Changing conditions have created a surge in employment movement. Adaptive
and flexible practices and policies are required. Focusing time and funds in
continuously developing and engaging our employees is critical to retention
efforts and building an agile, digitally competent and confident workforce ready
to meet evolving community needs.
• Diversity creates the potential for innovation, creativity and resourcefulness.
The City organization must continue the focus to develop diverse talent pools
and increase representation in the workforce and the leadership pipeline.
• Volunteers are a source of talent by building passive recruitment pipelines and
extending what the City can provide to the community. Proactively supporting
volunteer programs supports engagement, reinforces a shared sense of
purpose, creates understanding, and builds a resilient community.
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7.5 Foster a culture of physical and psychological safety, resilience, wellness
and sustainability across the City organization.
• The City’s safety culture is one of prevention, mitigation, education, safe design
principles and collaborative partnerships with departments across the City.
• The City offers a wholistic approach to well-being for our workforce and their
families by increasing engagement, impacting productivity and decreasing
health care costs.
• Behavioral health contributes to psychological safety and resilience. As the City
increases its diversity profile, resources and training for leadership and
employees is paramount to creating safe workspaces and building resilience
among our workforce.
• The unique wellness needs of a diverse workforce include a portfolio of
comprehensive and inclusive benefits. This includes access to preventative and
healthy lifestyle education, training and resources.
• The City views it as critical to lead by example in sustainability. The Municipal
Sustainability and Adaptation Plan calls for focused effort in improving
resilience, protecting public lands, conserving water, reducing waste and
carbon emissions, and supporting staff. Accelerated projects include energy-
and water-efficient buildings and facilities and reducing municipal waste.
7.6 Optimize technology, data analysis and process improvements to innovate,
guide decisions and enhance service delivery.
• As large data sets become more readily available for analysis, the City needs to
evolve its business practices and partner with the community to make best use
of that data.
• The City recognizes the need to identify and refine benchmarks, which help to
determine exceptional performance levels and targets from regional, national
and global comparisons across industries.
• The City lacks a coordinated approach to fully integrate and deploy advanced
information and connected technologies to help manage key infrastructure,
public health and safety systems.
• Developing a systematic approach to “smart cities” thinking, including how to
best use data and artificial intelligence, can produce better outcomes for
residents and businesses.
• In 2021, 2,217 hours of staff time, and $72,093 was saved through
performance improvement work led by the City’s FC Lean program. Additional
opportunities remain in the organization.
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7.7 Address current and long-term projected gap between available revenue and
resources, and what is required to meet service levels set by adopted plans.
• Increasing community demands, staffing required to provide services to a
growing population, and inflationary costs are pressuring the City’s reserves as
revenue growth slows compared to nearby communities.
• The 2021 Long Term Financial Plan, including capital, indicates that long-term
total expenses are expected to grow at 4%, while total revenues are expected
to grow at 3%. The City has explored revenue diversification options and
continues to evaluate potential causes and solutions.
• Various areas across the City lack sustainable funding for enhanced resourcing
and investments, including transit, parks, transportation infrastructure, housing
that is affordable, and climate goals.
7.8 Evaluate the City's assets and infrastructure to most effectively prioritize
funding that best maintains and protects those investments, while improving
the customer experience.
• Tools and systems that support capacity planning and capital asset needs,
monitor asset life and condition, and schedule repairs (based on optimal asset
lifecycle cost estimates) may improve the effectiveness of asset management.
• Virtual assets, such as software licensure and data, are also critical to
delivering City services and require consistent cycles of replacement and
maintenance.
• Infrastructure and amenity replacement gaps pose risk to the City’s ability to
provide safe and quality experiences that meet resident expectations.
• As the City’s assets age, renewal and replacement are critical to maintaining
service standards.
• The City owns and maintains about 100 buildings. The average facility age is
38 years and critical mechanical components are reaching end of life and are
inefficient.
• The City owns and operates a fleet of over 100 vehicles. Tensions exist in
keeping the fleet current, functional and meeting the City’s sustainability goals.
7.9 Proactively influence policy and legislative development at all levels.
• The City plays a critical role in influencing local, state and federal policy that
impacts its ability to achieve Key Outcomes.
• Proactive influence of other government policy and legislation can help ensure
a workable outcome for the City and community members.
• Policy decisions at other levels of government result in sometimes burdensome
compliance requirements that require additional human capital and funding
solutions to ensure legal compliance.
2022 Strategic Plan ReviewTyler Marr, Assistant City ManagerKyle Stannert, Deputy City Manager2/22/2022ATTACHMENT 3
Direction from Council• Does the City Council support the proposed Strategic Objectives?• Does City Council have any feedback about the related sub-bullets?
Agenda• Strategic Planning Process Summary• Community Input Highlights & Themes• Strategic Plan Review by Outcome Area• Council Priority Alignment3
4Strategic Planning & Budgeting Two Year LookBFO Programs & InitiativesPLANNINGEXECUTIONStrategic Plan5 Yr. ViewBFO 2022ELECTIONSOn Board2021BFO Programs & Initiatives2022 202320242021 Budget 2022 Strategic Plan 2023 Budget2024 Budget Cascade of Council Influence Starting with the On-Boarding Process
5Issues Based Strategic PlanningSTRATEGIC WORK & ANALYSIS•Implications, Conclusions, Challenges, Advantages, Priorities•Define Issues to be addressed in Strategic ObjectivesMetrics Tied to Strategic ObjectivesStrategic Objectives 6-10 per Outcome,helps achieve the OutcomeOutcomeshighest level focus areasStrategic Plan Driven by Citizen, Council and Staff Input and PrioritiesSTRATEGIC PLAN (5 YEAR HORIZON):Citizen Input & Priorities• Community Survey• Focus Groups/Outreach• Boards & Commissions• Community PrioritiesCouncil Input & Priorities• Community Concerns• Retreat PrioritiesOrganizational Priorities• City Plan & Master Plans• Economics & Financials• Emerging Trends / Issues• Infrastructure Issues• Workforce trends•Metrics ENVIRONMENTALSCAN
Strategic and Budgeting HierarchyStrategic Objectives• Multiple Strategic Objectives (SO) per Outcome• Achieving SOs helps achieve our Outcomes• Performance demonstrated by metrics per SOKey Outcome Areas• Highest level Strategic Goals• 7 Key Strategic Outcomes • Used in City Plan, Strategic Plan, BFO, Etc.Budgeted Initiatives (BFO)• Reflects all City programs and services • Multiple BFO Initiatives for each SO• Initiatives designed to achieve SO
Community InvolvementHighlights & Themes include:• Community Outreach activities for gathering input on Recovery, Strategy & Budget• Community Survey Results
8Recovery, Strategy & Budgeting Methods & Community Outreach• Methods• OurCity webpage • Online & mail surveys• Stakeholder meetings• 13 Paid partnerships• Qualitative analysis • Participation• 2,000 survey responses• 4,500 visits to Our City• 30,000+ social media reach / impressions• 50+ stakeholder meetingsCommunity-wide engagement & targeted engagement to reach vulnerable populations / disproportionately impacted groups:• Youth• Older Adults• Those experiencing homelessness•LGBTQ+• Spanish-speaking• Immigrants including undocumented • Those living in mobile home parks
9Engagement Themes•Key Themes• Strong pandemic response programs• Bolster community orgs, networks and spaces that provide direct assistance to those most impacted• Remove barriers to resilience• Invest in infrastructure and amenities to support a vibrant future• In many ways – responses align with existing priorities and plans• Mental health services• Affordable housing• Higher Wages• Access to childcare
2021 Community Survey Methods103,000 residents603 completed / 88 returned (20%)267 Opt-in responses+/- 4% margin of errorResults weighted
Community Survey - Results Highlights11Availability of affordable quality housing (-4% from 2019)Availability of affordable quality childcare (+7% from 2019)Balancing development/growth (-8%) & Managing/planning for growth (-10%)Police patrol (-8%) & Traffic enforcement (-9%)Police response time (-4%) % Police services overall (-6%)Overall as place to liveNatural areas/open space, parks and trailsQuality of recreational opportunities & cultural facilitiesOverall quality of lifeOverall safety of residentsOverall quality of City servicesCommunity Highlights Measures to Monitor85%91%8%22%85%57%46%69%65%89-92%94%80%48%39%
12• Culture & Recreation• Neighborhood Livability & Social Health• Economic Health• Environmental Health• Safe Community• Transportation & Mobility• High Performing GovernmentStrategic Plan Review by Outcome Area
Strategic Outcome: Neighborhood Livability & Social Health 13No New or Removed ObjectivesCouncil Priorities• More stringent penalties for animal cruelty and neglect• Advance gender equity in City Sales Tax Code• Improve tree policies• Tree planting subsidy• Implementation of 15-minute community concept • Homelessness initiatives
14Strategic Outcome: Neighborhood Livability & Social Health 1.1 Increase housing supply and choice and address inequities in housing to ensure that everyone has healthy, stable housing they can afford.1.2 Collaborate to leverage community partners’ expertise in addressing priority human service issues like poverty and mental health, and to make homelessness rare, brief, and non-recurring.1.3 Increase resident participation in income-qualified services and improve accessibility to City and community programs for low- and moderate-income households.1.4 Advance equity for all with an emphasis on racial justice to remove systemic and perceived barriers so that persons of all identities, including race, ethnicity, gender, age, class, sexual identity, and ability can fully participate in City services and experience equitable community outcomes. 1.5 Enhance the quality of life and sense of belonging in neighborhoods by connecting neighbors to City services, building community, and fostering harmonious relationships.
15Strategic Outcome: Neighborhood Livability & Social Health 1.6 Transform regulations and revise procedures to increase clarity and predictability to ensure new development advances adopted City plans and policies. 1.7 Advance planning and implementation efforts in the Growth Management Area, including the Mulberry Area.1.8 Preserve and enhance mobile home parks as a source of affordable housing and create a safe and equitable environment for residents.1.9 Plan for, preserve, plant and maintain a safe, healthy, and resilient urban forest.
Strategic Outcome: Culture & Recreation16No New or Removed ObjectivesNo Council Priorities
17Strategic Outcome: Culture & Recreation2.1 Provide diverse, inclusive and accessible recreation and cultural programs that drive attendance and cost recovery.2.2 Address infrastructure and amenity replacement and maintenance needs of trails, parks, cultural and recreation facilities while continuing the planned buildout of the parks and paved trail systems.2.3 Expand opportunities to engage in arts and cultural programming throughout the community.2.4 Identify criteria, process, and funding options to revitalize neighborhood and community parks to meet modern design standards, per the newly adopted 2021 Parks and Recreation Plan. 2.5 Ensure safety and access to and within in City parks, natural areas, paved trails, and cultural and recreation facilities for visitors and employees.
Strategic Outcome: Economic Health18New or Removed ObjectivesNEW: Collaborate with local and regional partners to advance equitable and affordable childcare solutions.Council Priorities• Create a targeted, specific plan for community recovery• Affordable, Quality and Accessible Childcare Infrastructure• Raise the minimum wage• Partner with Poudre School District (PSD) for workforce development• Develop a Circular Economy Plan (as part of the EHO Strategic Plan)
19Strategic Outcome: Economic Health 3.1 Collaborate with local and regional partners to achieve economic resilience in Northern Colorado. 3.2 Work with key partners to grow diverse employment opportunities in the community. 3.3 Support local businesses by engaging in opportunities for business revival with a focus on the Recovery Plan. 3.4 Utilize tools and partnerships to leverage infill and redevelopment opportunities to achieve development consistent with City Plan and supporting the City’s broader strategic objectives. 3.5 Invest in and maintain utility infrastructure and services while ensuring predictable utility rates.3.6 Deliver exceptional broadband services while finding innovative ways to leverage the network in the city and in the region.NEW: Collaborate with local and regional partners to advance equitable and affordable childcare solutions.
Strategic Outcome: Environmental Health20No New or Removed ObjectivesCouncil Priorities• Help bird species recover• Accelerate composting - (Curbside and business)• Adopt grey water statute to allow grey water systems in new buildings• Districted system for garbage, recycling, and compost• Explore climate emergency messaging and action• Effective soil amendment policies and compliance (water usage)• Protect and Enhance Instream River Flows• Reduce plastic pollution• Improved air quality• Make real progress on the road to Zero Waste (with focus on multi-family and commercial recycling and construction and demolition (C&D) recycling)• Xeriscape – Increase rebates and education, less green lawns with new development• Enhanced recycling education• Improved and accelerated stream (riparian) restoration
21Strategic Outcome: Environmental Health 4.1 Intensify equitable efforts to improve resilience and to meet 2030 climate, energy and 100% renewable electricity goals. 4.2 Improve indoor and outdoor air quality.4.3 Enhance Accelerate efforts to achieve 2030 zero waste goals. 4.4 Provide a resilient, reliable, and high-quality water supply.4.5 Protect and enhance natural resources on City-owned properties and throughout the community.4.6 Sustain and improve the health of the Cache la Poudre River and all watersheds within the Fort Collins.4.7 Expand the Natural Areas land portfolio while simultaneously maintaining protecting existing lands and improving equitable access to nature.
Strategic Outcome: Safe Community22New or Removed ObjectivesNEW: Provide innovative municipal court services that balance accountability and compassion along with ever-changing state regulations. Council Priorities• Juvenile diversion
23Strategic Outcome: Safe Community5.1 Improve overall community safety while continuing to increase the level of public trust and willingness to use emergency services. 5.2 Meet the expected level of policing services as the community grows and changes through innovative and non-traditional service delivery models.5.3 Partner with Poudre Fire Authority to provide high-quality fire prevention, community risk reduction and emergency response services.5.4 Provide ubiquitous emergency communication and comprehensive emergency preparedness and management.5.5 Provide and maintain reliable utility services and infrastructure that directly preserve and improve public health and community safety.
24Strategic Outcome: Safe Community5.6 Protect mission-critical physical and virtual infrastructure, in addition to sensitive data, against new and increasing cybersecurity threats. 5.7 Reduce incidents of, and impacts from, disruptive and unwanted behaviors through working closely with the community’s human service providers to offer creative approaches that balance compassion and consequences. 5.8 Improve safety and security for City facilities and services through unified strategies and programming using enhanced technology, improved processes and staff training. NEW: Provide innovative municipal court services that balance accountability and compassion along with ever-changing state regulations.
Strategic Outcome: Transportation & Mobility25No New or Removed ObjectivesCouncil Priorities• Advance transit initiatives that remove barriers (alignment with Transit Plan)• Advance transit initiatives that remove barriers (PSD partnership)• Improve traffic compliance
26Strategic Outcome: Transportation & Mobility6.1 Improve safety for all modes and users of the transportation system to ultimately achieve a system with no fatalities or serious injuries.6.2 Support an efficient, reliable transportation system for all modes of travel, enhance high-priority intersection operations, and reduce Vehicle Miles Traveled (VMT).6.3 Invest in equitable access to, and expansion of, all sustainable modes of travel with emphasis on growing transit ridership.6.4 Support and invest in regional transportation connections.6.5 Maintain existing and aging transportation infrastructure to keep the system in a state of good repair and continually address missing elements to meet community needs and expectations. 6.6 Manage parking supply and demand based on time and location in a sustainable manner.
Strategic Outcome: High Performing Government27No New or Removed ObjectivesCouncil Priorities• Look into changing the April election to November with School Board years to have all local elections at once• Attract and retain competitive and diverse talent to meet the needs of the community: provide childcare options for City employees.• Access funding for parks (maintenance and operations, refresh, and new parks)
28Strategic Outcome: High Performing Government7.1 Provide world-class municipal services, while recognizing the importance of multi-sector relationships and partnerships at all levels.7.2 Maintain the public trust through a high performing board, organizational transparency, legal and ethical behavior, and regulatory compliance.7.3 Engage the community more effectively with enhanced inclusion of diverse identities, languages and needs.7.4 Foster a sense of purpose, belonging and well-being in how we innovatively attract, develop and retain diverse talent to serve our community.7.5 Foster a culture of physical and psychological safety, resilience, wellness and sustainability across the City organization.
29Strategic Outcome: High Performing Government7.6 Optimize technology, data analysis and process improvements to innovate, guide decisions and enhance service delivery.7.7 Address current and long-term projected gap between available revenue and resources, and what is required to meet service levels set by adopted plans.7.8 Evaluate the City's assets and infrastructure to most effectively prioritize funding that best maintains and protects those investments, while improving the customer experience.7.9 Proactively influence policy and legislative development at all levels.
Next Steps:• Update this Strategic Plan draft based on Council input• Adoption - April 5thThank You!30
City Strategic PlanSets strategic objectives to achieve over a 3-5 year timeframe to make progress on master plans, policy documents, and ultimately City Plan31City PlanCIPMaster PlansApplies the vision and principles of City Plan to provide a service area specific policy direction for a 20-50 year timeframe.Buildout PlansProvides a comprehensive vision for a specific neighborhood, corridor, or districtDepartmental Strategic PlansSets department level goals to achieve over 3-5 years in order to compliment the SO's in the City Strategic plan and make progress towards related master plans to ultimately achieve City PlanBiannual BudgetPrimary resource allocation document which is put together through the Budgeting for Outcomes process driven by the City strategic plan, master plans, (NAME TBD) plans, and ultimately the rebranded City PlanOperational PlansSets department level goals to achieve over 2 years based on the funded BFO offers and enhancements.Strategic Hierarchy