HomeMy WebLinkAboutCOUNCIL - AGENDA ITEM - 05/26/2009 - REVIEW THE DRAFT REQUESTS FOR THE 2010-2011 BUDGET DATE: May 26, 2009
STAFF: Darin Atteberry WORK SESSION ITEM
Mike Freeman
Lawrence Pollack FORT COLLINS CITY COUNCIL
Pre-taped staff presentation: none
SUBJECT FOR DISCUSSION
Review the Draft Requests for Results for the 2010-2011 Budgeting for Outcomes Process.
EXECUTIVE SUMMARY
The purpose of the work session is to hear brief presentations from each of the seven staff Results
Teams and provide feedback to the teams regarding the draft Requests for Results (RFRs). The
RFRs will be used by staff in developing the City Manager's Recommended 2010-2011 Budget.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. Is Council in agreement with the overall strategy and direction of the Results Teams?
2. Does Council have any suggested changes to the proposed Requests for Results which have
been developed by the seven Results Teams?
BACKGROUND
In 2005, the City implemented Budgeting for Outcomes (BFO), a new process that is based on
collaboration,transparency and delivering the services that matter most to the public. BFO is based
on the premise that there is a"price of government," a percentage of personal income the public is
willing to pay for their government through taxes, fees, and charges. While traditional budget
models are built around covering costs,BFO shifts the focus from paying for costs to buying results.
BFO can be described as a series of basic steps:
• Determine how much revenue will be available
• Determine what results matter most to citizens
• Decide how much to spend to achieve each result
• Decide how to best deliver the results that citizens expect
BFO puts citizens and their priorities first. It emphasizes accountability,efficiency,innovation and
partnerships. The City of Fort Collins will continue this commitment to BFO for 2010-11.
Improvements have been made to the BFO process based on previous budgeting cycles and the
current economic environment. Changes have been made with the movement of the Budget Office
from the City Manager's Office into the Finance Department. In addition, there were increased
opportunities for public involvement early in the budget process.
May 26, 2009 Page 2
The City's financial condition is considerably different as the City enters the 2010-11 budget cycle
than when the 2008-09 budget was developed. The financial downturn that began in the fall of 2008
has led to a decrease in General Fund revenue in 2009 as consumer spending slows. Staff will
continue to seek efficiencies and be creative in finding new ways to maintain and maximize existing
services.
As in the previous two budgeting cycles, the following is a summary of how City staff will be
involved in the BFO process:
• Results Teams will develop Request for Results(RFR's)that document purchasing strategies
for the outcomes adopted by City Council.
• Departments/Divisions("Sellers")will build and submit their budget offers based upon the
purchasing strategies identified in the RFR's, and identify funding sources that will allow
delivery of their proposed offers.
• Results Teams will review Sellers' offers and rank them based on their ability to deliver the
desired result. This recommended ranking (drilling platform) will be submitted to the
Budget Lead Team.
• The Budget Lead Team reviews the work of the Results Team and develops the City
Manager's Recommended Budget.
Following staff s work on the budget,Council will work during September and October to transform
the City Manager's Recommended Budget into its own adopted budget for 2010-11. Council's
deliberation process will include several work sessions, as well as a public involvement process to
invite participation of the community, boards and commissions.
2010-2011 OUTCOMES
At the May 2-3, 2009 Council Goal Setting Retreat, Council provided direction that the seven
outcomes that were adopted by Council for 2006-07 and used in 2008-09 will be used again in 2010-
2011. Council discussed the intent behind each key outcome and updated and revised the definitions
as follows:
• Economic Health
Fort Collins promotes a healthy, sustainable economy reflecting the values of our unique
community in a changing world.
• Environmental Health
Fort Collins promotes, protects and enhances a healthy and sustainable environment.
• Neighborhood Livability
Fort Collins fosters and supports a variety of quality neighborhoods.
May 26, 2009 Page 3
• Safe Community
Fort Collins provides a safe place to live, work, learn and play.
• Cultural and Recreational Opportunities
Fort Collins encourages and provides diverse cultural and recreational opportunities.
• Transportation
Fort Collins provides for safe and reliable multi-modal travel to, from and throughout the
city.
• High Performing Government
Fort Collins exemplifies an efficient,innovative,transparent,effective and collaborative City
government.
REQUESTS FOR RESULTS
The Requests for Results(RFR's)are developed by Result Teams to guide Sellers in the preparation
of their offers. Much like a Purchasing Request for Proposal for services,an RFR outlines what kind
of offers the team thinks will produce the desired outcome/result. The RFR's consist of:
• A statement of the outcome/result
• Identification of up to eight performance indicators that will tell us when we have achieved
the outcome/result
• Purchasing strategies that are intended to guide Sellers in preparing the types of offers the
Result Team wants
• A Result Map which graphically depicts how the outcome/result can be achieved
The draft RFR's are based on a variety of research, including public. input. A public budget
workshop was held on Wednesday,May 13. Nearly 40 people attended,including several board and
commission members and others from the general public. In addition,an online comment form has
been established at fcgov.com/budget. A summary of.the public feedback is attached (Attachment
2).
City Council is now asked to review the draft Requests for Results and provide feedback or
suggestions for changes prior to the Results Teams formally issuing their RFR's to Sellers.
ATTACHMENTS
1. Budgeting for Outcomes Draft Requests for Proposals.
2. Budget Workshop Feedback
3. Results Team Member List.
Cityof ECONOMIC HEALTH
Fort Collins Request for Results
(Team Members n f
Joe Frank- Team Lead
Delynn Coldiron- Budget Liaison
Holli Keyser- Communications Liaison
Rick Bachand
Steve Catanach
Craig Dodd
Ann Turnquist
FResult
Economic Health: Fort Collins promotes a healthy, sustainable economy reflecting the
values of our unique community in a changing world.
Introduction/Summary of Results Map,, I
Strategic Economic Leadership provides the foundation for the City's role in helping
to create and maintain a healthy, diverse, and sustainable economy. Leadership sets
the vision, develops and directs implementation of action plans and related policies for
supporting economic development. Through Strong and Effective Partnerships, the
City leverages and supports diverse community initiatives and fosters collaboration.
Business Retention, Expansion, Incubation and Attraction activities focus on
creating an environment for new and existing business to thrive. Dynamic Business
Centers are the core retail, cultural, and employment destinations that reflect our
unique community.
Indicators.
Indicator 1: Regularly measure job growth in targeted industry clusters
Measure; Quantitative measure ofjob growth in targeted industry clusters
This indicator will measure the success of the City's efforts to develop targeted
industry clusters over time.
Indicator 2: Processing time for the development review process.
Measure; Time to process development applications
Continual improvement in the development review process is one factor
contributing to economic health. Overall Development Plan, Preliminary
Development Plan and Minor Amendments will be measured.
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Economic Health
r
Indicator 3: Processing time for building permit applications.
Measure.A verage time to process building permit applications.
This is one indicator of the success of continual improvement in the building
permit application process. Permits for single family detached and attached,
multi-family, new commercial, and commercial tenant finish will be measured.
Indicator 4: Customer satisfaction of City economic health services and
programs
Measure.Surveys of customer satisfaction of City services
Customer satisfaction surveys of the City's programs and services related
to economic health services and programs will measure performance and
guide modifications to these programs.
Indicator 5: Sales tax revenues
Measure. Total sales tax revenue including the percentage share of regional
retail sales(clothing, electronics, household furnishings) tax growth
Growth in retail sales is a primary measure of the City's economic health, in
particular, growth in "regional" retail. Sales tax is a significant source of revenue
for public facilities and services.
Indicator 6: Indicator 6: Index of household income relative to cost of living
Measure.Index household income to the cost of living.
The growth of household income is an excellent indicator of the economic health
of the Fort Collins community. Indexing household income relative to the cost of
living will illustrate trends related to wages, consumer purchasing power, and the
cost of goods and services.
Indicator 7: Economic health of key dynamic business centers in Fort Collins
Measure: Retail sales,job growth and net new business starts in Downtown,
Foothills Mall, Mid-town College, North College, Mason Corridor, I-25
Corridor, Mountain Vista and Front Range Village
Retail sales, job growth, and net new business starts are important indicators of
the economic health of our business centers. This information can be used to
identify trends, weaknesses and strengths as a foundation for appropriate City
actions and strategies.
Indicator 8: Business Creation and Expansion
Measure; New sales tax licenses by industry classification
New business starts is an excellent measure of entrepreneurial activity.
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Economic Health
Purchasing Strategies ;.
• Purchasing Strategy #1— We are looking for innovative offers that
improve economic health and improve customer service.
o Causal factors:Strategic Economic Leadership, Strong and Effective
Partnerships, and Business Retention and Expansion -
• Purchasing Strategy #2— We are looking for offers that improve economic
health while focusing on triple bottom line factors (environment, financial,
social).
o Causal factor: Strategic Economic Leadership
• Purchasing Strategy #3— We are looking for offers that provide
measurable economic, environmental and social improvements through
the creation of new plans and implementation of existing plans and
policies.
o Causal factors: Strategic Economic Leadership and Dynamic Business Centers
• Purchasing Strategy #4— We are looking for offers that develop and
communicate a long term vision of a sustainable and diversified economy
and community.
o Causal factor: Strategic Economic Leadership
• Purchasing Strategy #5— We are looking for offers that improve our
ability to forecast economic changes and provide data to local decision-
makers and private industries.
o Causal factors: Strategic Economic Leadership, Business Retention and
Expansion, and Business Incubation and Attraction
• Purchasing Strategy #6— We are looking for offers that create and
support strong local and regional partnerships that improve economic
health. Internal and external collaboration, coordination and
communication will be highly valued. Key partnerships should include
Northern Colorado Economic Development Corporation, Rocky Mountain
Innovation Initiative, Downtown Development Authority, North Fort
Collins Business Association, Colorado State University and educational
institutions, Fort Collins Chamber, Be Local, FortZed, Arts and Culture,
UniverCity Connections, and others.
o Causal factor.- Strong and Effective Partnerships
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Economic Health
• Purchasing Strategy #7— We are looking for offers that create jobs and
economic vitality through retention, expansion, incubation and attraction
of businesses.
o Causal factors: Business Retention and Expansion, Business Incubation and
Attraction, and Dynamic Business Centers
• Purchasing Strategy #8—We are looking for offers that foster world class
customer service for citizens and companies doing business with the City.
Consistent, efficient, timely and reliable governmental processes,
regulations, and fees are expected.
o Causal factors: Strong and Effective Partnerships, Business Retention and
Expansion, and Business Incubation and Attraction
• Purchasing Strategy #9— We are looking for offers that revitalize and
strengthen our city's dynamic business centers. Priority areas include
Downtown, Foothills Mall, North College Corridor, Mid-town College,
Mason Corridor, Mountain Vista, I-25 Corridor, and Front Range Village.
o Causal factor., Dynamic Business Centers
• Purchasing Strategy #10— We are looking for offers that include
appropriate incentives, financial support, and strategic initiatives for
business development and redevelopment.
o Causal factors: Business Retention and Expansion, Business Incubation and
Attraction, and Dynamic Business Centers
• Purchasing Strategy #11— We are looking for offers that market the
unique qualities and strengths of Fort Collins to businesses, visitors and
retirees. These qualities are also dependent upon attractive gateways and
wayfinding.
o Causal factors: Strong and Effective Partnerships, Business Retention and
Expansion, Business Incubation and Attraction, and Dynamic Business
Centers
Notes/Practices/Supporting Evidence
Interviewed Experts From: Downtown Development Authority, Advance Planning, Finance
Department, Fort Collins Convention and Visitor's Bureau, City Chief Financial Officer, UniverCity
Connections, CSU Supercluster, City Economic Advisory Commission, Be Local Northern Colorado, Fort
Collins Chamber, Rocky Mountain Innovation Initiative, Northern Colorado Economic Development
Corporation, and Larimer County Business Enterprise.
Documentation: Citizen Survey (2008), Community Scorecard (2008), Downtown Strategic Plan, Mason
Corridor Plan, Refill Fort Collins Final Report(2006), Sales and Use Tax Report(monthly), Economic
Vitality and Sustainability Action Group Report and Recommendations, 2009 City Works PowerPoint
presentation, Economic Advisory Commission 2009 Work Plan, Economic Action Plan, and the Northern
Colorado Bioscience Plan, Urban Renewal Authority and Clean Energy websites.
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Health•
Fort Collins has a healthy, sustainable economy reflecting
the values of our unique community in a changing world
Primary Factors
Strategic • • & Business Business Dynamic
Economic Effective Retention & Incubation & Business
Leadejr�$hip Partnerships Expansion Attraction Centers
Secondary/ Causal Facto
• Vision • Regional perspective •Targeted outreach, • Target industry clusters •Target priority areas
• Commitment at top • Support existing marketing and branding . Development ready • Redevelopment
levels partnerships • Service-oriented sites and vacant land •Attractive gateways and
• Responsive to economy • Cultivate new government • Market community as wayfinding
• Bias to action partnerships • Capital and financing innovation center •Attractive streetscapes
• Data driven decisions • Su • Regulations and and pedestrian areas
pport for local • Strategic initiatives, fees that support • Parking
• Communication businesses incentives and financial
support redevelopment • Mufti-modal options
• Community input • Foster transparency • Affordable housing • Nearby jobs and housing
• Commitment to • Partnerships with • Specialized facilities • Strategic initiatives, •Anchor tenants and
innovation educational institutions and equipment incentives and financial visitor destinations
• Focus on triple bottom • Business information support •Support targeted
• Capital and financing
line (environment, • Affordable housing 9 business clusters
finances, social) • Business information • Financial support
• Infrastructure • Historic preservation
investments • Marketing
to
City of
Fort C011m ENVIRONMENTAL HEALTH
RESULT TEAM
Request for Results
Team Members
Leader: Kevin Gertig
Budget Liaison: Barb Brock
Members: Jill Walusis, Rosemarie Russo, Mike Calhoon, Lawrence Pollack, Carol
Webb
Communications Team Liaison: Kraig Bader
Result 1
Environmental Health — Fort Collins promotes, protects and enhances a healthy and
sustainable environment.
introduction/Summary of Results Map
The Team believes that good water resources, good air quality, and exemplary land
conservation/stewardship are the fundamental building blocks of a healthy and sustainable
environment. Our Result Map identified numerous contributing factors which can be
grouped into three primary factors that cause the desired result. The Team believes that
these primary factors are critical contributors to the outcome defined by City Council. The
factors are broad, but they capture essential characteristics that contribute not only to
improved environmental quality and public health, but an attractive, well-planned
community. In particular, cross media interactions between factors is also important. For
example, there are direct linkages between air pollution and water quality (e.g. acid rain).
There are also direct linkages between land conservation, air quality, and water quality
(erosion).
Good Water Resources
Good water resources are an essential aspect of environmental health and water quality.
Good water quality is important in fulfilling the role of the Utilities in providing life-essential
services and infrastructure to advance the health, safety and prosperity of our community.
According to the Center for Disease Control, "Environmental conditions greatly influence the
relation between water and human health." The World Health Organization states that,
"Lack of safe water is a cause of serious illnesses such as diarrheal diseases, which kill over
2 million people every year."
In Fort Collins, water resources and water quality are highly regulated by Federal
government and the Colorado Department of Public Health and Environment. Thus,
performance is extensively measured. Evidence that water resources are important to the
City was confirmed in October 2000 by City Council when it passed Resolution 2000-128
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Environmental Health
"Recognizing the Need to Protect Water Quality."City Council also approved water
resources protection in the adoption of the Water Supply and Demand Management Policy
(2003), Drinking Water Quality Policy (1993) and Resolution 95-14"Approving the
Watershed Approach to Stormwater Management" (1995).
Good Air Quality
Good air quality is critical to the health of the environment, the health of our citizens, and to
citizens' quality of life. Of the 20 City programs analyzed in 2003, air quality received the
highest rating score for importance to quality of life. In 2007, 77% of people rated Fort
Collins air quality as"Good or"Very Good", up from 72% in 2004. Yet 90% believe City
government should do more to control outdoor pollution in Fort Collins.
Fort Collins is part of the Front Range area that violates the federal health standard for
ozone. In 2008, the Fort Collins West monitor exceeded the ozone standard five times, and
the region had 39 ozone action alert days. High ozone readings are especially important
because over one-quarter of Fort Collins households (29%) have a member suffering from a
chronic respiratory ailment and ozone is a respiratory irritant. Larimer County received an
"F" grade in the American Lung Association's 2009 State of the Air report for ozone levels.
In addition, Fort Collins violates the state's guideline visibility standard one out of every four
days, and more citizens (67%) are negatively impacted by visibility impairment than any
other consequence of air pollution.
City air quality programs are needed to respond to a citizen mandate to protect and improve
air quality, and can complement and fill gaps left by federal, state, and county efforts.
In addition to creating better air quality, efforts to meet the objectives of the Fort Collins
Climate Action Plan will support local environmental and economic health as well as
mitigating Fort Collins' overall contribution to global warming gases.
Exemplary Land Conservation and Stewardship
Fort Collins is a leader in land conservation and stewardship. Citizens of Fort Collins
supported tax initiatives on five separate occasions to support natural area and open space
activities with the earliest passing in 1973 and the latest, "Open Space, Yes!" passing in
2002. In a 2006 Natural Areas user survey, visitors reported high rates of satisfaction with
their Natural Area recreation experiences. According to the 2008 Community Scorecard, the
number of visitors to Natural Areas and the number of programs being offered has nearly
doubled.
In addition to citizen opinion, it is well recognized that land conservation and stewardship
strongly contribute to environmental health. For example, open lands help retain and filter
water and control stormwater run-off. Healthy vegetation also acts as a carbon sink, thus
reducing the amount of carbon dioxide in the atmosphere and contributing to cleaner air.
Open lands can help maintain a compact urban form, a key factor in maintaining air and
water resources as well as the ecological integrity of natural resources.
For the purpose of this Request for Results, Open Lands can include parks, cemeteries,
natural areas, golf courses, and those areas specified by City Plan.
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Environmental Health
Indicators.. . r i
Indicator 1: The degree to which our water resources are maintained and
improved
Measure 1: The level of compliance with key established state and federal
regulations
Measure 2. Performance relative to national and international benchmarking
practices(eg.,AWWA/Qualserve, Global Reporting Initiative(GRI))
Indicator 2: The degree to which our air quality is improved
Measure 1: The reduction of hazardous air pollutants in Fort Collins as defined
by Federal and Colorado state air quality regulations
Measure 2; A reduction in green house gas emissions that puts the City on track
to meet the City policy objective to reduce emissions 20% below
2005 levels by 202a
Indicator 3: Exemplary Land Conservation and Stewardship
Measure 1: The number of acres of land conserved
Measure 2. The degree to which the number of acres of land undergoing
rehabilitation or restoration is maintained or increased
Indicator 4: The degree to which solid waste is diverted from landfills is
improved
Measure: Increase solid waste diversion rate by 50% of the overall waste
stream by 2012 and 80%by 2020 from the 2005 baseline numbers,
as defined in the 2008 Climate Action Plan,
Indicator 5: Citizens' perception of the quality of the environment is improved
Measure:Results of the bi-annual citizen survey as compared to the 2008
results,
These indicators and the data points were chosen because records are readily available and
because they provide a continuous record of improvement and effort over time. The
baseline will be represented by an improving long-term trend.
The Team also believes that it is crucial to understand the community's awareness and
knowledge of environmental issues. The Team would also like to gather information about
the level of the community's interest and involvement in environmental health. The data
collected would relate not just to air, water, and land quality, but also to the community's
self-perception as a clean, healthy and attractive place to live.
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Environmental Health
Purchasing Strategies
• Purchasing Strategy #1: In general, we are seeking offers that
demonstrate leadership, and enhance sustainable and innovative
environmental practices by the City of Fort Collins and its partners with a
preference for offers that emphasize continuous improvement.
• Purchasing Strategy #2: We are seeking offers that contribute to long-
term improvement and maintenance of air quality and water resources
quality and quantity. Offers will be favored that cut across departmental
lines, programs and services, and promote compliance with state and
federal regulations and the City's policy objectives through innovative
programs, incentives, and disincentives.
• Purchasing Strategy #3: We are seeking offers that promote"green"
businesses, buildings and technologies, the use of renewable energy and
energy conservation, and are consistent with the City's Energy policy
• Purchasing Strategy #4: We are seeking offers that conserve and restore
habitat and promote biological health and diversity, improve and maintain
open lands with minimal adverse environmental impact, and help conserve
and link open lands, trails and community separators
• Purchasing Strategy #5: We are seeking offers that reduce waste and
resource consumption, improve recycling, diversion and reuse, and
provide outreach that increases public knowledge, awareness of and
involvement in environmental issues and programs
Notes/Practices/Supporting.Evidence-;,
We are seeking offers that create, maintain and promote a healthy and sustainable
environment. Special consideration will be given to offers that express a proactive approach
that contributes to the environmental health, safety and prosperity of our community.
Preference will also be given to projects with the flexibility to scale up or down and continue
to produce results may stand a better chance of being funded.
Offers should take into account the organizational priorities of sustainability, customer
service, and innovation.
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Environmental Health
Fort Collins promotes, protects, and enhances a
healthy • sustainable
Primary I Factors
StewardshipExemplary Land
Good water resource: Good air quality Conservation &
Secondary/ ( a> ZiCIL irac;L%jj
• Water treatment* • Waste generation & diversion* • Open lands*
• Pollution prevention* • Greenhouse gas emissions* • Land use*
• Wastewater treatment* • Renewable energy* • Built environment
• Stormwater treatment* • Mobile sources (green buildings)*
• Watershed management* • Energy use & conservation • Healthy habitat
• Water supply & conservation* • Transportation • Community buffers
• Climatic conditions • Indoor air quality
• Recreational environment
• Commercial/industrial activities • Scenic views
Note 1:Offers for recreational use of open lands should be directed to Cultural and Recreational Opportunities
Note 2:Contributing factors will often influence multiple Primary Factors(designated by
In
City of
Fort Collins NEIGHBORHOOD LIVABILITY
Request for Results
jTeam Members
David Freismuth — Chair, Police Services
Becca Henry — Communication, Planning
Stan Welsch — Budget, Streets
Rich Brewbaker, Traffic
Tim Buchanan, Forestry
John Litel, Recreation
Doreen Kemp, Human Resources
Felix Lee, Neighborhood & Building Service
Result '
Fort Collins fosters and supports a variety of quality neighborhoods.
Introduction/Summary of Results Map
Recent Council comments were discussed, focus areas include: occupancy ordinance,
HOA Database, Homelessness initiative, Pathways Past Poverty program, and
Neighborhood and historic preservation. In creating the Results map, the team
discussed the definitions of"neighborhood livability", and shared each team member's
concept of neighborhood livability. Based on team member discussion, citizen feedback
from BFO 2007, and the 2008 Community Scorecard, six primary contributing factors
were identified. The team suggests that Results Map factors listed under causal effects
compliment each other to create neighborhood livability. While the Team's indicators
and purchasing strategies do not include all areas, the map represents the big picture of
an ideal neighborhood.
Indicators
Indicator 1: Residents like their neighborhood
Measure;2008 Community Scorecard; Neighborhood Night Out National statistics&
Program evaluations.
According to the 2008 Community Scorecard, regardless of where they live,
respondents rated their neighborhoods as "good" or better. Overall respondents,
about 81% gave their neighborhoods a "Good" or "Very Good" rating. Another
measure that can be benchmarked, nationally, is the National Association of
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Neighborhood.Livability
Town Watch (NATW), which sponsors the National Night Out (NNO) event.
Residents revealed that they like their neighborhood when they feel safe, feel
connected with their neighbors and have a voice regarding what happens in their
neighborhood. NNO promotes neighborhood spirit and encourages beneficial
police-community partnerships. According to qualitative reports from NATW, the
NNO event impacts the lives of residents because of the number of friends that
have been made, alliances forged and commitments rekindled — all because of
three hours a year spent getting to know our neighbor next door. As a resident
reported, "because of the NNO event, it feels that our neighborhood is closer and
friendlier." In 1984, a typical crime watch community' saw only 5 to 7%
participation among residents. Subsequently, the NNO, coordinated by local
crime prevention agencies and organizations, like the City of Fort Collins,
Neighborhood & Building Services Department, was developed to involve the
entire community in a single effort. That first year, 400 communities in 23 states
participated in NNO (2.5 million Americans). Since 1984, participation has
increased. The 25th Annual NNO involved 37 million people in 15,449
communities from all 50 states, U.S. territories, Canadian cities, and military
bases worldwide.
Utilize evaluations of all educational programs and events to measure
participation of citizens and perception of effectiveness of programs and events.
The Neighborhood Livability Results Team aims to continue facilitating
neighborhood connections.
Indicator 2: Residents are good neighbors
Measure:Number of Citations/Abatements and frequency of Neighbor Interaction
2008 Community Scorecard results demonstrated a decrease in the number of
City performed abatements. The City works with community members in an
effort to promote and encourage voluntary code compliances. Punitive measures
are rarely enforced. This cooperative effort has resulted in a decreased number
of City issued citations or abatements (The City hires a contractor to correct the
violation and charges the property owner for the work). Since 2002, abatements
have progressively decreased from 26% to 7%.
In 2008, 40% of residents surveyed reported knowing at least 1-5 of their
neighbors by name; an increase of 26% in 2006. Fifty percent of neighbors
engage in conversation once a week. Twenty percent suggest daily conversations
with their neighbors.
The Neighborhood Livability Results Team aims to continue these positive trends.
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Neighborhood Livability
Indicator 3: How Affordable is Housing for our residents.
Measure; What percentage of households pay 30% or more of their household
income towards their mortgage.
In 2000, 22.1% of Larimer County homeowners allocated 30% or more of their
household income toward a mortgage, the majority of those households paid
35% or more. A greater percentage of Larimer County renters (42%) paid 30%
or more of their household income toward rent, with 20% paying 50% or more
of their household income toward rent. Affordable housing is defined as housing
with monthly payments that cost no more than 30% of a household's gross
monthly income for rent and utilities or mortgage PITI (principal, interest,
taxes and insurance). For more information, visit:
http://Iarimer.org/compass/homeownership cd housing.htm
Indicator 4: How well are we providing support to City Council Policy
regarding Housing Initiatives.
Measure; HUD grade on how we leverage federal funds
Mandated by a Council Ordinance, the City must fund a minimum of $133,000 per year
for affordable housing. Furthermore, the City Plan emphasizes"Our neighborhoods will
include a variety of housing types to support a diverse population and allow people of
different ages, cultures, races and incomes to live in each neighborhood." Affordable
Housing will be geographically dispersed throughout the community to avoid over
concentration in any neighborhood. Fort Collins encourages the development of well-
designed, compatible, high-quality multifamily developments and accessory homes
throughout the community.
The Neighborhood Livability Results Team aims to maximize and leverage affordable
housing dollars.
Purchasing Strategies
1. We are looking for offers that encourage and foster good neighbor
relationships while improving relationships between all residents.
o Good Neighbor Relationships
2. We are looking for offers enhancing and maintaining the
attractiveness of neighborhoods.
o Attractive Neighborhood& Good Neighbor Relationships
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Neighborhood Livability
3. We are looking for offers encouraging voluntary compliance with City
codes, in addition to innovative enforcement efforts with emphasis on
the occupancy ordinance.
o Attractive Neighborhood& Good Neighbor Relationships
4: We are looking for offers to create a geographical, transparent
Homeowners Associations/HOA database.
o AO 3 Primary Factors
5. We are looking for offers providing and maintaining attractive public
spaces.
o Attractive Neighborhood
6. We are looking for offers collaborating with Colorado State University
administration and Associated Students of CSU.
o Good Neighbor Relationships
7. We are looking for innovative offers that focus on homelessness and
aid Pathways Past Poverty.
o Adequate Supply of Quality Housing
S. We are looking for offers to improve neighborhood parking
management through voluntay methods in addition to enforcement.
o Attractive Neighborhood, Good Neighbor Relationships
9. We are looking for offers encouraging partnerships between the City,
private entities and public agencies (e.g. Poudre School District,
Larimer County) for housing and other programs.
o Good Neighbor Relationships&Adequate Supply of Quality Housing
10. We are looking for offers that preserve the historic character of
neighborhoods, address infill development compatibility,
redevelopment, and new development indicated in City
o Attractive Neighborhood&Adequate Supply of Quality Housing
Notes/Practices/Supporting Evidence
2008 Community Scorecard. City of Fort Collins, 2008
City Plan. City of Fort Collins, May 4, 2004.
Police Service calls and Public Nuisance Notices, City of Fort Collins, 2008.
HUD (U.S. Dept of Housing and Urban Development), The Annual Community
Assessment Summary, 2008.
National Neighborhood Night Out Statistics, 2008
Larimer County Compass, 2008.
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n n
Neighborhood Livability
Fort Collins fosters and supports a variety of quality neighborhoods.
Primary Factors
Adequate Attractive . . .
Supply of
Neighborhoods
wuality �Housing Relationships
Secondary/ Causal Factors
• Bldg Standards • Attractive Public Spaces • Collaboration/Outreach
• Mix of Housing (trees etc.) • Occupancy Standards
• Sustainable/Attainable Housing • Clean & Maintained • Conflict Resolution
• Ownership Opport. • Graffiti-Free • Informal Networks / HOAs
• Efficient Supply of Utilities • Code Compliance • Nuisance Code Compliance
• Quality Design • Parking • Reasonable Noise Levels
• Planned/Designed • Welcoming/Inclusive/Diverse
Utility Location
• Historic Preservation
City of SAFE COMMUNITY
F6rt Collins Request for Results
May 2009
jTeam Members
Team Leader: Jim O'Neill
Team Members: Jim Broderick, Suzanne Jarboe-Simpson, Matt Zoccali, Greg Yeager,
Tracy Ochsner.
Budget Liason: Tricia Muraguri .
Communications Team Liaison: Brent Carmack
Result
Safe Community
Fort Collins provides a safe place to live, work, learn and play. \
!Introduction/Summa_ry of Results Map
What's involved in providing a safe place to live, work, learn and play?
Immediate actions from Police and Fire are the first services that come to mind. Citizens
who are pleased with the quality of the interactions they have with police and fire every
day have an enhanced sense of security. Citizens who trust the fairness and
competence of police and fire are more likely to report crime when they are victimized,
more likely to cooperate during investigations, more involved in partnerships to resolve
neighborhood disorder, and more likely to appear as a witness. However, the definition
of a safe community is broader than simply police or fire assistance. It includes safe and
reliable electric power and storm water infrastructure, well designed, built and
maintained structures, and services for those in need.
The Safe Community Team will evaluate offers based on how well they address one or
more of the following factors. These factors are ranked, in priority order:
1) Prevention
2) Responsiveness
3) Planning and Preparedness
4) Community Involvement and Partnerships.
Funding offers that focus solely on Prevention measures may prove difficult in these
economic times. We encourage all offers to include the vital elements included in the
Prevention component.
In addition to the specific Safe Community focuses listed above, we encourage sellers
to identify the ways in which their offers address the City's over-arching strategic
focuses of Customer Service — internal, external or both, Sustainability—the triple
bottom line of people, environment and financial, and Innovation.
t
Safe Community
Indicators; ]
Indicator 1: Citizen Perception of Safety
Measure: As measured by the biennial Citizen Survey.
Data Source: Community Survey on Safety
The results would provide a collective picture of the attitudes, behaviors and
experiences of the respondents relative to safety in Fort Collins.
Indicator 2: Voluntary Speed Compliance
Measure: Comparison and Evaluation of Speed Compliance in residential
areas in Fort Collins
Data Source: Traffic Operations
Safety on the roads is important to community members and visitors alike. This
indicator will help show the effectiveness of measures designed to promote responsible
driving.
Indicator 3: Crime Indicators
Measure:
Uniform Crime Report (UCR) Part I Property Crimes Per 1000
Uniform Crime Report (UCR) Part I Violent Crimes Per 1000
Data Source: ICMA Center for Performance Measurement
These indicators are compared to data submitted by local governments (including Fort
Collins) participating in the comparative performance measurement (CPM) program.
Since no single performance indicator can stand alone as the measure of community
safety, it is intended that the ICMA data be used to balance and cross check the survey
data collected under Indicator 1.
Indicator 4: Fire
Measure: Insurance Service Office (ISO) classification for Fort Collins
Data Source: Insurance Service Office.
The ISO rates the major elements of a city's fire suppression system and develops a
public protection classification on a scale from 1 to 10, with 10 representing less than
the minimum recognized protection. The lower the rating, the lower the cost of
insurance to the citizens.
Indicator 5: Fire
Measure: Cost-performance
Data Source: Poudre Fire Authority
PFA tracks a cost-performance scale as an indicator of organizational efficiency.
2
Safe Community
Indicator 6: Electric
Measure: Average System Availability Index (ASAI)
Data Source: Fort Collins' Utilities' Records
It is defined as the percentage of time electric service is available. It is a measure of
how long the system is operational as compared to the cumulative outage time.
Indicator 7: Storm Water
Measure: City's Community Rating from the National Flood Insurance
Program
Data Source: Federal Emergency Management Administration
The National Flood Insurance Program's (NFIP) Community Rating System (CRS) is a
voluntary incentive program that recognizes and encourages community floodplain
management activities that exceed the minimum NFIP requirements.
`Purchasing Strategies
• Purchasing Strategy #1
We are looking for offers that encourage and support Prevention, and are proactive,
not just responsive to safety concerns. Specifically offers for/that.•
a) Provide a safe environment(well-lit buildings, streets, parking lots, safe design
and inspection of facilities, clean. well kept non-residential areas, visible presence
of safety personnel, flood control, fire prevention)
b) Provide programs/initiatives that influence driver behavior to promote
responsible driving
c) Prevention programs to reduce crime
d) Provide programs for youth involvement
e) Prevention programs to reduce high risk behaviors or incidents
f) Programs that enhance people s feeling of safety
• Purchasing Strategy #2
We are looking for offers that encourage and support Responsiveness to accidents,
crimes, fires, Emergency medical services(EMS)and utility emergencies. Specifically
offers for/that:
a) Provide for well-equipped, trained, caring response teams
b) Promote coordination and response by appropriate agencies
c) Provide for prompt restoration of services in emergency situations
d) Provide flexible, cost efficient, responses to developing community safety issues
before they become significant problems
3
Safe Community
• Purchasing Strategy #3
We are looking for offers that encourage and support Planning and Preparedness
enabling us to be forward thinking in our planning and preparations Specifically offers
for/that.•
a) Enable appropriate staging of plans, personnel and equipment to deal with
natural disasters, utility outages and significant community events
b) Leverage the use of State and Federal Funding by regional agencies
c) Reliable electric power and adequate flood management
d) Aid in business disaster preparedness and recovery
e) Promote strategic problem solving
• Purchasing Strategy #4
We are looking for offers that encourage and support Community Involvement and
Partnerships that make our community safer and stronger. Specifically offers for/that.-
a) Maximize the resources of local and regional agencies to address safety issues
b) Provide for victim';assistance
c) Reduce recidivism of juvenile offenders
d) Increase citizen accountability, awareness and involvement in public safety
e) Contract services which make the community safer by providing animal control,
detoxification, mental health, substance abuse, and assistance to those in need
fJ Encourage Public-Private partnerships to address community safety issues
Notes/Practices/Supporting Evidence ' ;'°
A Safe Community includes services such as:
■Fire Prevention and Response
■Emergency Medical Services
■Police Services
■Assistance to Those in Need
■Utilities (Storm Water & Electric Power)
■Building Inspections
■Disaster Preparedness and Response
■Planning, Design, Inspection
■Construction and Maintenance of Infrastructure
4
Safe Community
Fort Collins provides a safe place to live, work, learn, and play.
Primary Factors
Community
Prevention Responsiveness Planning & Involvement &
Preparedness
Partnerships
Secondary/Causal Factor:
•Safe design and inspection • Restored community services • Highly-trained emergency • Collaboration with local, state
•Visible presence of safety in emergencies personnel &federal entities
personnel • Timely response Police, Fire, • Effective communications • Victim's assistance
• Driver behavior&traffic safety EMS, Utilities, other systems • Contract services: mental
•Well-lit buildings,streets,
parking lots,etc. • Professional, well-equipped, • Reliable electric power health, animal control, human
•Well-maintained facilities, caring responder • Appropriate equipment& services, other
streets,&utilities • Flexible responses to technology • Community problem solving
•Youth involvement programs community safety issues • Infrastructure • Inter-agency cooperation
• Substance abuse prevention . Coordination among agencies
programs Natural disasters, outages, • Regional initiatives
• Flood control structures • Response by appropriate significant events • Public-private partnerships
• Clean, well-kept non-residential Agency • Strategic problem solving
areas
• Data collection • Data analysis
• Educational programs • Response plans
v,
F6rt
City of Collsns Cultural and Recreational
Opportunities
Request for Results
Team Members !
Tammy Arnold (Natural Resources)
Peggy Bowers (Recreation)
Dawna Gorkowski (CPRE)
Susan Herlihy(Lincoln Center)
John Pfeiffenberger(Recreation)
Ginny Sawyer(Neighborhood Services)
Wayne Sterler(Utilities)
Christina Vincent(Advanced Planning)
Result 71
The City Council provided the Results Team with the following desired result and clarifying statement:
Fort Collins encourages and provides diverse cultural and recreational opportunities.
Introduction/Summary of Results Map
The Team held thoughtful discussions to develop a Request for Results (RFR)that will lead to the
purchase of services that fulfill the cultural and recreational budget outcome designated by City Council.
The Team integrated comments given by City Council,staff and community members when designing this
RFR. The Results Map articulates the Team's goal to provide cultural and recreational opportunities for
the Fort Collins community.The map reveals the Team's desire for innovative programming,quality
customer service and facilities that meet community needs.
The map contains three primary factors and their associated secondary factors that focus on
responsiveness to customers,convenient and affordable access,and quality facilities and lands. Five
indicators and their measurements are also contained in the RFR along with seven purchasing strategies
to guide sellers in creating their offers. Sustainability,innovation and customer service are the major
criteria for evaluating offers.
Indicators
Indicator One: Customer satisfaction with cultural and recreational programs.
Measures:
■ Maintain or improve"Good" and"Very Good"cultural and recreation programming ratings on
the Citizen Survey.
The 2008 Citizen Survey has provided a benchmark to measure customer satisfaction with numerous
programs. As long as future surveys include these same questions and measures customer satisfaction
can be easily tracked.
1
Cultural and Recreational Opportunities
Indicator Two: Customer satisfaction with facilities and lands.
Measures:
■ Maintain or improve"Good" and"Very Good" recreation facilities ratings on the Citizen
Survey.
■ Maintain or improve"Good" and"Very Good"parks,trails and natural areas ratings on the
Citizen Survey.
The 2008 Citizen Survey has provided a benchmark to measure customer satisfaction with cultural and
recreation facilities, and with natural areas and trails. As long as future surveys include these same
questions and measures customer satisfaction can be easily tracked.
Indicator Three: Customer usage of cultural and recreational programming.
Measures:
■ Maintain or increase youth registrations and usage of City cultural and recreational programs
and facilities.
■ Maintain or increase adult registrations and usage of City cultural and recreational programs
and facilities.
■ Maintain or improve"Good" and"Very Good"availability and diversity in activities ratings on
the Citizen Survey.
Some programs have the ability to track and report registrations by age demographics. By capturing this
usage data we can ensure that our community needs are met for all ages. The Citizen Survey also
provides a good measure for citizen perception of the availability and diversity of cultural and
recreational opportunities in Fort Collins.
Indicator Four: Provide sustainable programs through partnerships,volunteers,fees, charges and
sponsorships.
Measure:
■ Track volunteer hours as a measure of offsetting program costs and services.
• Track non-general fund support as a percentage of overall revenues.
This indicator and the associated measures promote long term financial sustainability for cultural and
recreational opportunities.
Indicator Five: Develop and use a measurement tool to determine customer satisfaction and/or
efficiencies.
Measure:
■ To be determined by program. This data will be utilized for decision making,telling program
story,and reporting to the public.
This indicator is intended to provide meaningful data for staff and the public, particularly in years when
the Citizen Survey is not administered.
2
Cultural and Recreational Opportunities
kw chasing Strategies
We are looking for offers that...
1. Maximize efforts to manage expenses and revenues through innovation,partnerships,and
creativity.
o Responsive to Customers
o Convenient&Affordable Access
o Quality Facilities and Lands
2. Serve diverse customer needs(age,income,gender,ethnicity,and abilities) including
providing positive alternatives for youth and children.
o Responsive to Customers
o Convenient&Affordable Access
o Quality Facilities and Lands
3. Provide programs and facilities that contribute to the economic health of Fort Collins
through art,culture,and recreation.
o Responsive to Customers
o Convenient&Affordable Access
o Quality Facilities and Lands
4. Maintain current cultural and recreational facilities,parks and lands to assure the
sustainability of these capital investments.
o Quality Facilities and Lands
S. Manage programs effectively to maintain success and high customer satisfaction.
o Responsive to Customers
o Convenient&Affordable Access
o Quality Facilities and Lands
6. Demonstrate one or more of the following:sustainability,innovation,quality customer
service.
o Responsive to Customers
o Convenient&Affordable Access
o Quality Facilities and Lands
7. Identify programs for which the City has a mandate or unique ability to provide.
o Responsive to Customers
o Convenient&Affordable Access
o Quality Facilities and Lands
3
Cultural and Recreational Opportunities
motes/Practices/Supporting Evidence i
Rationale of Primary and Secondary Factors
The process for defining primary factors, secondary factors and indicators involved taking a broad view of
the types of programs,facilities, and lands that meet the needs of the community. Customer service,
innovation,diversity,sustainability,quality,and accessibility are among the factors identified to fulfill the
outcome.The Team will accept a wide variety of offers that meet the needs of all ages and abilities,with
an emphasis on youth and children. The Team is also looking for offers that maintain high quality
facilities, parks,and lands.
Responsive to Customers
Citizens expect cultural and recreational opportunities that meet their interests and are of high-quality.
* Serve diverse customer needs: age,ability, income,etc.
* Provide innovative and effective programming:to meet needs and'to maintain costs
■ Maintain quality staffing:to provide the foundation of high-quality opportunities
■ Utilize technology and marketing:to improve efficiency and improve customer experience
■ Offer programmed and un-programmed opportunities:to meet diverse needs and interests
Convenient and Affordable Access
Citizens want cultural and recreational opportunities that are accessible and affordable.
* Maximize efforts to manage costs and revenues:to maintain affordability and financial
sustainability
* Offer fee-based and free opportunities:to encourage all residents to participate
■ Provide opportunities in convenient locations citywide: for ease of access
■ Maintain a variety of operating hours: for ease of access and to meet a variety of schedules and
interests.
Quality Facilities and Lands
Citizens benefit from the availability of quality cultural and recreational facilities and lands.
* Keep facilities and lands well maintained,attractive,functional,and safe: to encourage a
positive customer experience and to defray costly maintenance in the future
* Demonstrate financial and environmental sustainability: to be leaders in good stewardship
■ Utilize effective and innovative partnerships:to leverage tax dollars as efficiently and
effectively as possible
■ Keep pace with community needs:to provide desired opportunities of residents now and in the
future
* Star bullets represent highest priority secondary factors
4
Cultural & • . Opportunities
Fort Collins encourages and provides diverse cultural and recreational opportunities.
Primary Factors
Responsive • Quality
to Customers AffordableLands
• Serve diverse customer needs • Maximize efforts to manage • Keep facilities and lands well-
• Provide innovative and effective costs and revenues maintained, attractive, functional,
programming and practices • Offer fee-based and free and safe
• Maintain quality staffing programs • Demonstrate financial and
• Provide opportunities in environmental sustainability
• Utilize efficient and innovative technology and marketing convenient locations citywide • Utilize effective and innovative
• Maintain a variety of operating partnerships
• Offer programmed and non-programmed opportunities hours • Keep pace with community
needs
Ji
City of TRANSPORTATION
Fort Collins Request for Results
TEAM MEMBERS
Susie Gordon, Randy Hensley, Timothy Wilder,Neal Jaspers, Mike Trombley, Helen
Migchelbrink
Team Leader: Ken Marmon
Communications: Kim Newcomer
RESULT
Improve Transportation: Fort Collins provides for safe and reliable multi-modal travel to,
from, and throughout the city.
INTRODUCTION/SUMMARY OF RESULTS MAP
A world-class transportation system including quality infrastructure, smooth traffic flow, and
multiple travel options contributes to a strong economy, healthy environment, and vibrant '
community. The system needs to facilitate safe and reliable multi-modal travel in order to
provide the services the community expects. Quality transportation planning, programs, and
projects strengthen our local economy and demonstrate the City's commitment to environmental
stewardship by supporting the efficient movement of people and goods. First and foremost, the
system must be maintained well enough to protect the City's vast transportation investments.
For the 2010-2011 Budget, there will be significant decreases in the City's available resources.
At the same time, the 2008 Citizen Survey states that 59% of respondents would like the City to
put more effort toward transportation. There is an obvious disconnect; citizens expect the City to
provide better and additional transportation services, yet we have fewer and more limited
resources.
Given these circumstances, sellers should present offers that demonstrate innovation and a
specific increase in efficiency, not simply "status quo minus." We welcome creative and bold
ideas.
Further, offers should not only address the overall goal of safe, reliable, multi-modal travel but
also contribute to accomplishing Council priorities.
INDICATORS
1. Citizen Satisfaction
Measure: Community Survey
There are several qualitative parameters that are implied in the desire for reliability of travel,
which will be measured through opinion polls. Statistically valid surveys have been conducted in
1.
Transportation
recent years; these allow us to benchmark new survey information against perceptions citizens
have expressed about the reliability of mobility and other transportation concerns.
2. Mobility
Measure: Time traveled on selected routes and delay times at key intersections
To evaluate reliability of automotive travel, the average time it takes to travel at least six of Fort
Collins' primary arterial streets during "peak"travel times will be measured.
Delays at key arterial intersections will also measure mobility/reliability of travel.
3. Transit Mobility
Measure: Transit ridership and timeliness
To evaluate reliability of travel by transit, changes in fixed-route ridership per calendar year will
be measured. Reliability of travel by transit will be measured by percentage of on-time transit
service.
4. Alternative Modes of Transportation Mobility
Measure: Number of trips by bicycle, or other alternative (non-transit) modes, which avoid a trip
that would otherwise have been made by motor vehicle.
5. Roadway System Maintenance
Measure: Roadway conditions
Roadway conditions measure efforts and effectiveness of roadway maintenance which contribute
to the safety and reliability of travel. Roadway conditions will be measured by:
• Average pavement conditions of Fort Collins roads
•Number of maintenance requests and complaints per year(e.g., potholes, snow removal,
sweeping)
6. Safety
Measure: Number of accidents per thousand residents
The overall safety of the transportation system will be measured and evaluated in terms of
accident rates and in comparison to peer cities.
PURCHASING STRATEGIES
PurchasingStrategy trategy#1: Innovation
We are looking for offers that demonstrate innovation and a specific increase in efficiency, not
simply"status quo minus." We welcome creative and bold ideas including:
• Service "pairing"that leverages and/or combines functions across and within the
organization.
• Re-organization and/or restructuring of processes, functions, and staffing resources at all
levels.
• Efforts to "de-silo" departments to capitalize on limited resources.
• Partnerships (internal and community-wide)that create value.
• Eliminating duplicative services.
2
Transportation
• Changing the way we operate to be more nimble and responsive to citizen needs and
concerns.
• Moving away from "the way we've always done it"when appropriate.
PurchasingStrategy trategy#2: Smooth, Predictable Traffic Flow
We are seeking proposals that help improve the traffic flow in Fort Collins for all modes of
transporting people, goods, and information (not just vehicles). Key indicators of success will
include the ability of a proposal to optimize travel time and the predictability of traffic flow by
addressing features including, but not limited to:
• Safe and reliable multi-modal movement
• Intersection and roadway improvements
• Traffic light timing & signs
• Parking
• Awareness of routes & zones (e.g., construction, school, or loading zones)
Purchasing Strategy#3: Quality Roads and Infrastructure
We are seeking proposals that will help the City meet citizens' transportation needs by providing
safe, well-functioning, quality roads (including bikeways, sidewalks, etc.), or that improve other
critical infrastructure. The type of topic areas to be addressed for supporting quality roads
includes, but is not limited to:
• Maintenance (e.g., potholes, snow removal, pavement management)
• Capital projects (e.g., roadway improvements)
• Design standards
• Ensure system connectivity
• Safety/efficiency improvements
• Communication infrastructure
PurchasingStrategy trategy#4: Land Use and Transportation Planning
We are seeking proposals that provide good, long-term transportation planning, to enhance
citizens' mobility and therefore help local and regional transportation networks operate at a high
level of efficiency. Areas of consideration include, but are not limited to:
• Planning
• New funding sources
• Demand forecasting
• Partnerships and collaboration (relationships, organizations, intergovernmental
agreements) with agencies such as the North Front Range Metropolitan Planning
Organization, Colorado Department of Transportation, Poudre School District, and
others.
• Citizen input
3
Transportation
PurchasingStrategy trategy#5: Travel Mode Options
We are seeking proposals that limit the rate of increase in motor vehicle traffic and enhance
alternative travel modes for Fort Collins citizens. By providing real travel options, citizens can
choose to rely less on single-occupancy vehicles. Examples include:
• Mass/para transit
• Bicycling
• Walking
• Carpooling
• Car sharing
• Online/telecommuting
• Wheelchair& disability access
PurchasingStrategy trategy#6: Ongoing? Maintenance and Operation
We are seeking offers that address long-term maintenance and operations costs as funding
maintenance becomes more difficult to provide every year. Sellers need to provide information
about all long-term maintenance and support costs with each proposed project.
PurchasingStrategy trategy#7: Sustainability
We are seeking offers that address sustainability and consider the social, financial and
environmental impacts. We encourage proposals that include "green" stewardship in
construction techniques, design features, business operations, etc.
Purchasing Strategy#8: Awareness
Proposals should include elements of outreach, education, and/or public involvement that
enhance citizens' ability to travel safely and reliably when using the City's transportation system.
Further, offers that propose a decrease in service should include efforts to educate citizens of
trade-offs and constraints.
Purchasing Strategy#9: Safety
All offers should include consideration of safety as a core value.
NOTES/PRACTICES/SUPPORTING EVIDENCE
2008 Citizens Survey
2009 Revenue Projections for Transportation
Community Scorecard
Feedback from Council retreat (May 2-3) and boards and commissions
Interviews with City Transportation staff
Police Benchmark Survey (accident statistics)
Annual survey of peer cities' accident rates
2008 Railroad Issues Group (report)
2008 Trash Services Study
4
. • • . •Fort Collins provides for safe and reliable multi-modal travel to,
_
from, • throughout
Primary I Factors
Integrated
Quality Travel
Traffic • Use & Travel • • ' Increase
Surfaces &
Flow TransportationOptions
Infrastructure
Planning
Secondary/ Causal Factors
• Capacity • Maintenance • Planning • Mass/para transit • Outreach &
• Intersection • Capital projects • New funding • Bicycling education
and road . Design standards sources . Walking • Incentives
improvements • Demand • Citizen
connectivity
• Traffic light timing ' System forecasting • Carpooling involvement
• Parking • Partnerships & • Car sharing
• Safety/efficiency• Signs & directions improvements collaboration • Online/
telecommuting
• Routes & zones • Communication
infrastructure • Wheelchair &
disability access
City of High Performing
Fort Collins Government
Request for Results
Tj eam Members
Cathy Blakeman, Team Leader
Chris Banister, Budget Liaison
Beth Sowder, Communications
Mike Herzig
Mark Jackson
Joe Olson
Rita Davis
Josh Birks
Result
High Performing Government: Fort Collins exemplifies an efficient, innovative,
transparent, effective and collaborative City government.
Introduction Summary of Results Map
The High Performing Government Results Team, looking through our citizen and
community lenses, sought information on the services people desire from their
municipal government within the current fiscally constrained limitations. We studied
the results of the 2008 Citizen Survey and Community Scorecard. Wearing our own
citizen "hat" we discussed such basics as fiscal constraints, transparency, internal and
external customer service, partnerships, collaboration, sustainability, and innovation.
These components are described under the headings "Align Results and Resources with
Community Expectations" and "Create Community Connections and Partnerships".
We also looked inward as internal customers. The team researched what makes up a
healthy, efficient and innovative high performing organization. Sources of this research
included The Gallup Organization, Baldrige Award Criteria, writings on best practices of
a variety of public and private sector organizations, the 2009 Q14 (Employee
Engagement) Survey and Community Scorecard. These findings are summarized under
the headings "Promote Progressive and Effective Leadership", "Invest In and Engage
Employees", and "Provide Exceptional Support Services".
1
High Performing Government
Indicators
Indicator 1: Citizen Survey and Community Scorecard
Conduct a biennial survey enabling citizens to prioritize the services they want and
provide feedback on how well the City provides those services. This survey will result in
a better understanding of citizen expectations, priorities and satisfaction, and will track
on-going trends in these areas. An annual Community Scorecard will report key
performance measures evaluating progress toward achieving those expectations.
Indicator 2: Innovation and Efficiency
Requests will focus on maintaining desired levels of service while also looking for
efficiencies and innovation within a fiscally constrained environment. ,Offers that utilize
existing or limited resources to provide the appropriate levels of service are preferred.
The quality of service to the community depends both on the City's ability to be
innovative and efficient and citizens' willingness to pay for services. One way to
measure this is the price of government which is calculated by comparing what citizens
pay for City services against personal income.
Indicator 3: Q14 Employee Engagement Survey
Utilize research-based questions to determine employee engagement. The survey will
be conducted twice a year during the same time frames in order to track ongoing
trends.
Indicator 4: Performance Management Program
Utilize and enhance the City's Performance Management Program to align the City's
mission, vision, values, and goals with performance expectations; rewarding high-
quality performance in innovative ways.
Indicator 5: Internal Services Scorecard
Utilize the Internal Services Scorecard to track, understand and enhance key work
processes achieving organizational success, quality customer service, sustainability and
continuous improvement.
Indicator 6: Sustainability
Offers that demonstrate a measurable impact on the "Triple Bottom Line" of
environmental, economic and social concepts of sustainability will be preferred.
2
High Performing Government
Purchasing Strategies_ _W _We are looking for offers that.,
1. Emphasize fiscally sound management plans and strategies that
provide outcomes and results citizens want and are designed for long-
term financial sustainability.
o Align Results and Resources with Community Expectations
• Provide systems, services, processes, and partnerships that increase
access, efficiency, transparency and responsiveness in meeting the
needs of our customers while eliminating unnecessary redundancies.
o Align Results and Resources with Community Expectations
o Provide Exceptional Support Services
• Proactively inform and involve citizens and employees through a
variety of channels in order to gauge expectations, convey our services
and engage people in issues that affect them.
o Create Community Connections and Partnerships
o Investln and Engage Employees
4. Maintain and enhance community partnerships and collaborations to
evaluate shared service models and emphasize the City's role in
shaping the future of our community and region.
o Create Community Connections and Partnerships
5. Outline programs and initiatives that are innovative and advance
progressive and effective leadership development throughout the
organization.
o Promote Progressive and Effective Leadership
6. Utilize and enhance the Performance Management program that
includes innovative strategies for rewarding high-quality performance.
a. Promote Progressive and Effective Leadership
b. Invest In and Engage Employees
7. Promote and invest in safety, wellness, equipment and workspace.
a. Invest In and Engage Employees
8. Utilize a shared service model to enhance and better integrate
financial, technical and other services throughout the organization.
a. Provide Exceptional Support Services
3
High Performing Government
9. Focus resources structured upon the "Triple Bottom Line" of
environmental, economic and social concepts of sustainability.
b. All Primary Causal Factors
10. Focus resources on implementing current adopted plans,
policies and programs.
a. Align Results and Resources with Community Expectations
11. Communicate project and plan progress to administrators and
policy makers.
b. Align Results and Resources with Community Expectations
Notes/Practices/Supporting Evidence
The High Performing Government Results team tapped a variety of sources to identify
the components that will ensure Fort Collins, as described by City Council, exemplifies
an efficient, innovative, transparent, effective and collaborative city government. These
sources include:
• 2008 Fort Collins Citizen Survey
• 2008 Community Scorecard
• City of Fort Collins 2009 Q14 Employee Engagement Survey
• 12 - The Elements of Great Managing by Wagner and Harter, Based on The
Gallup Organization Q12
• 2009-2010 Baldrige Award Criteria -
• Good To Great by Jim Collins
Despite a constrained financial environment, we are guided by the fact that our City
vision, mission and values underscore what is expected of every City employee as
he/she goes about serving our community:
• Our Vision: We are passionate about creating a vibrant, world class community
• Our Mission: Exceptional service for an exceptional community
• Our Values: outstanding service, innovation and creativity, respect, integrity,
initiative, collaboration and teamwork, stewardship
4
High Performing Government
Fort Collins • • transparent,
• collaborative city government.
Primary Factors
Align Results Create Promote Provide
Invest In
Resources Community • • Exceptional
& Engage
& Effective Support
Expectations Partnerships Leadership Employees Services
Secondary/1 Causal Factors
• Plan for long term • Proactively seek • Formulate and • Value sustainable work/ • Provide high quality,
financial sustainability feedback from citizens communicate clear life balance responsive systems
vision, direction and and services to meet
• Provide accessible, • Collaborate and partner priorities across all • Provide competitive customer needs
quality services with with others levels of the organization and fair compensation
fairness and equity • Strive to reduce
• Provide opportunities • Demonstrate • Invest in skills, training, redundancies and
• Spend tax dollars for community accountability at all safety and wellness integrate related
wisely involvement levels of the organization
Provide needed processes
• Provide personable, • Inform citizens about • Recognize and reward materials and • Encourage
professional customer City services, policies employees who resources collaboration and
service and direction demonstrate cityvalues
• Empower employees to Partnerships across
• Conduct business •Value continuous be innovative and take Result Areas
transparently improvement and risks when appropriate
learning
v
Attachment 2
Budget Workshop Feedback
May 13, 2009
This Attachment summarizes public comment received by each of the Results Teams during the
Budget Workshop conducted on May 13, 2009. Also included are comments submitted via the
Budget Feedback Form located on fcgov.com. Feedback is presented in the following order:
Results Area Page
1. Economic Health 1
2. Environmental Health 3
3. Neighborhood Livability 6
4. Safe Community 9
5. Cultural and Recreational Opportunities 10
6. Transportation 11
7. High Performing Government 14
8. Budget Input Form Comments 16
1. Economic Health
• Goal setting and benchmarking
o Where are we now? vs. Where do we need to be?
o Example: Increase the city's business base by 5 years
• Develop primary employment base
o Through partnerships i.e.,NCEDC
o Refine focus to concentrate on successful and proven business categories in Fort
Collins
o Work on attracting primary employers
o City has not brought in a large employer (500+jobs) in many years
o What are we missing to attract primary employers?
o Look at the lessons learned from businesses that chose not to locate in Fort
Collins. Why? What were their reasons?
o Cheyenne, WY is attracting good employers; what are we not doing?
• BFO Process
o Results map looks good
o BFO process is a good step forward to curbing wasteful spending
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o Public workshops are great
o Measurable results and accountability
o Continue to update the public on the BFO progress
• Climate Action Plan Cons
o May negatively impact Economic Health
o Don't want Fort Collins to become "a Boulder"
• Climate Wise Pros
o Keep doing this program and work on expanding Climate Wise
o Keep working on alternative energy plans
• Good: Fort Collins Economic Development
o Especially with the partnerships already established and the importance of RMI2
• Need to look at Economic Health through a different lens
o Why is the City throwing away $400k into a"black hole" (City paying out energy
credits)
• Be more proactive
o Aggressively pursue "inviting ideas through the door" i.e. establishing
partnerships with venture capitalists such as Rocky Ventures
• City gateways and way-finding
o The city needs Welcome Signage, especially along the main corridors leading into
Fort Collins.
o This would help display the attitude of our community as an attractive gateway
o Partner with Larimer County to improve the attractiveness of Mulberry/gateway
into the city.
• Bury the Mall
o City needs to rethink shopping for the next decade
• Permitting Process
o Need to be more "business friendly" with a better permitting process. Example:
Walmart will not work with Fort Collins anymore and that's why they built the
new supercenter in Timnath.
• Prospect/I-25 rezoning issue not good for the city
• Make historic preservation and the revitalization of North College priorities
• Pleased that the City and Council take into consideration social impacts
o i.e. Analyzing the social impacts of having a Walmart in the city
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• Smart Growth: what is the City doing?
o Pleased with the Old Town growth so far
• -Partnerships with Seniors
o Seniors in need of economic support '
o Idea: major businesses and police could volunteer their time, equipment, etc. to
seniors to have X problem solved
• Mason Corridor= Economic Plus
o Great to bring in businesses,jobs, and sales tax to the city.
• Set priorities to only pay for only bare necessities i.e. police, fire, roads, energy,
water
• Marketing:
o Focus marketing city as a retirement, living, working, tourism destination
o Use the Senior Center as a marketing tool
o Recruit people to retire here
• Keep: Bicycle Library and cultural festivals
• City should look at helping out Swetsville Zoo Park relocate in Fort Collins
2. Environmental Health
General Comments:
- Citizens would like to see more transparency on how funding aligns with policies
o Would like to see the City organize the budget by policy and then show the details
of what was funded.
- Would be helpful as a citizen to see and understand the mandatory vs. discretionary
offers
- Use money on things people will truly utilize
- The City needs to evaluate the top 7 categories and prioritize these before we can
prioritize each individual category and decide on drilling platforms.
- Would it be possible to bank money to fund future ideas and allow for additional
flexibility in funding
- City is missing the boat on economic and environmental issues
o Benchmark with Boulder, Loveland and Longmont
- Climate Wise is a great program
- Local impact and use is the key to making the public happy
- Offers need to ultimately drive direct economic benefit
- Want to see transparency: outcomes—strategies—outcomes/cost
o Want to know the bottom line—what was spent on what?
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o Need to face priorities and determine what needs to be changed and what is
important
- ICMA benchmarking/performance standards process is good
o Allows for introspection on items not scoring well on the community scorecard
- Citizens feel that City is emphasizing environmental health to the detriment of economic
health
o Example is Glade Reservoir: we worry about land to the detriment of water
o Need to weigh triple bottom line and consider the outcomes
Open Lands & Land Use:
- Re-evaluate and redistribute open space money
o It will take a citizen vote
o Distribute to parks, open space, maintenance
o Broaden the definition of how the money is used
- Land use—parking spaces with commercial buildings
o Be more liberal, does it really work as it should?
- Purchasing open space pieces far from the City negates the reason positives associated
with the land; we are off-setting environmental quality of life.
o Rather have land closer to the City
o We should be concerned about Wellington encroachment and not Cheyenne's
encroachment
o Soapstone is good for the county and state but not really for the City
Trash Districting & Recycling:
- Some citizens support trash re-districting and some do not
- City does a good job on residential recycling; needs to improve opportunities on
commercial recycling (this was discussed multiple times)
o Is there a way to elevate commercial recycling through Climate Wise?
- Gallegos is good model to follow
o They allow per tag bagging that equals 1/3 of the cost of other trash haulers
o Need to allow for more incentive to reduce waste
o Feasibility study is a waste of money ($135-150K)
o Do not want the City to be in charge of districting, should be a resident choice
o City should not choose a company
- Voluntary diversion through partnerships in the community?
o Communication, information and education: community at large, students in
particular
o Chamber, DDA, DBA partnerships
o Is there a City coordinator to manage partnerships and follow through
Water Issues:
- More aggressive in water conservation while avoiding reservoir expansion
- Gravel pits cause more water, water fowl, plants, etc.
o Why fill with grass? Why not leave as water?
o Only require '/2 pits to be back filled
o Could be beneficial to natural areas
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We should focus on water supply and conservation therefore the discussion about
reservoirs is important
Irrigation trail development would be good for recreation and air quality
Energy:
- Money is wasted on energy credits
o Making zero difference
o Rate payers burdened with wasteful spending
o Apply money to other goals
- Renewable Energy—City should support the Energy Cluster
- Mason Corridor would improve air quality and emissions; City should support
- We shouldn't worry about the Climatic Conditions, the feds will do that.
- More renewables? Be realistic and cautious about these goals.
Air Quality:
- Should be doing more for air quality where there is money
- Look at Austin Energy as a model
Climate Action Plan & Climate Task Force:
- Specific funding to implement Climate Action Plan
o Be thoughtful and open with the cost
o Should we share the costs early on?
- Climate Task Force
o Should they reconvene?
o Global temps are lowering according to data
o Need to pay more attention to the data
■ Research available through: science magazines, CO2science.org, Dr.
Gray, research papers
Building Green:
Building "green" concept is good
o Do we need to achieve platinum or gold?
o What is the real ROI?
o We should pay attention to these things.
o LEED designation is overrated and expensive
o City should weigh pros and cons to being LEED Complaint vs. Certified
o City employees should utilize elements that are built into the building
■ Northside Aztlan CC and Police building constantly utilizing the light
even though the building is empty
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3. Neighborhood Livability
What Neighborhood Livability Means to Me:
■ Sense of community.
■ I feel pride about my community/neighborhood.
■ I feel safe in my neighborhood.
Important Secondary Causal Factors:
■ Building standards
o The standards need to be reviewed and updated. The citizen reported reading an
article in the local newspaper that older homes were being remodeled with such
modern amenities that it didn't fit in the neighborhood. The citizen raised the
question of how our building codes are being applied for historic neighborhoods.
o One citizen reported that"light"pollution is an issue and wanted to know how this
matter fits in the neighborhood livability equation. Sodium vapor lights decrease
light pollution and does the City have a plan for implementing sodium vapor street
lights?
o Is the City working on creating building standards where all residential and
commercial buildings will be LEED certified? Green building will be costly upfront
but will save the resident and community money in the future—a sustainable practice.
o Given our standards, is the City working to implement other standards like water
efficient toilets? Is there a way to provide incentives or rebates or leverage vendors
to participate in offering "green" amenities?
o Builders may be working off an old model where they are building 4 & 5 bedroom
homes when research show that families are down to I —3 people. What are the
City's future building development plans given this trend?
o New neighborhoods should include more physical connections by having amenities
closer in proximity i.e., parks, canals, green belts, communal clubhouse or pavilion.
o One citizen reported that newer neighborhoods that have alleys and the garage in the
back of the house present a safety issue. Alleys allow thieves, etc. to hide and go
undetected. [This comment has been forwarded to the Safe Community team.]
o Given the sustainable initiatives around the country, is the City looking to provide
residents with a meter for the inside of their home to measure energy consumption?
This program is offered in several cities in Florida with measurable results and this
program could help individuals and families reduce their carbon footprint and energy
usage. [This comment has been forwarded to the Environmental Health team.]
o One citizen reported that "light"pollution is an issue and wanted to know how this
matter fits in the neighborhood livability equation. Sodium vapor lights decrease
light pollution and does the City have a plan for implementing sodium vapor street
lights? [This comment has been forwarded to the Environmental Health team.]
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■ Attractive public spaces
o City needs to plant more trees along the bike paths especially on the Poudre Trail by
Timberline Road.
o What is the City's plan for the Bark Beetle and the potential high number of infected
trees in the city?
o Attractive public spaces activities must continue and be increased if possible.
■ Collaboration/outreach
o Neighborhood outreach activities must continue to inform and educate the citizens.
These efforts serve as a bridge or partner between citizens and local government.
o The City serves as a catalyst to promote collaboration and outreach activities to help
neighbors get together or to help the HOAs. These efforts assist neighbors to become
more self-sufficient and solve their own problems/issues. For example, for
neighborhood attractiveness issues—the HOA or the neighbors could gather funds for
more trees, flowers, beautification activities. The City could train HOA Boards to
help form the partnership with neighbors so neighbors could help themselves.
■ Occupancy standards
0 3-unrelated rule is important and needs to be enforced. One citizen reported that she
would like to see more educational outreach in the community regarding occupational
standards.
o This factor is less important to several citizens because this ordinance deals with a
few individuals so why not deal with the few individuals directly instead of a city-
wide ordinance that impacts other social issues such as housing prices, neighborhood
conflicts, traffic, etc.
■ Nuisance code compliance
o City needs to enforce noise issues/complaints in a reasonable way.
o Noise should be#1 on the causal factors list.
■ Mix of housing
o Infill development should take priority over expansion in the Urban Growth Area.
■ Conflict resolution
o These efforts change individual behaviors and help neighbors work out their
differences which require less enforcement/regulatory activities. This is a proactive
way to decrease the need for ordinances and regulations.
■ Code compliance
o Very important that the City enforces codes that are on the "books" especially for
neighborhoods that don't have an organized HOA to monitor compliance issues.
Code compliance is good for the city as a whole...keeps the entire city looking i
attractive.
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• Safety issues
o Traffic and pedestrian safety is very important. This factor may not belong in
Neighborhood Livability; however, this issue can't compete in the safety results area.
Specific issues are: kids riding their bicycles safely, traffic calming tools to slow
down traffic, design better flow for traffic and pedestrians; create signs for kids,
monitor gang-related violence, etc. [This comment has been forwarded to the Safe
Community team.]
■ Graffiti-free
o Recommend an ordinance that private landowners/residents must remove graffiti
right away from their private property...require graffiti removal.
■ Community-policing
o Replicate the community policing model in other neighborhoods besides District 1 in
Old Town. This model helps to build relationships between officers and neighbors.
One citizen reported that in his previous community, the HOA representing his
neighborhood paid a portion of the officer's salary so that officer would be assigned
to patrol that specific neighborhood. Several citizens reported that they like that
police officers park their cars in the neighborhood where they live. Numerous
citizens expressed the desire for officers to increase their patrol of neighborhoods as
they view this as a crime deterrent and an opportunity for the officer(s) to develop
relationships with neighbors. [This comment has been forwarded to the Safe
Community team.]
■ Clean & maintained
o Senior residents may not be in a position to keep their yards or home clean and well-
maintained. City should help the senior with resources and serve as a bridge between
the resident and community resources.
Less Important Secondary Causal Factors:
Historic Preservation
o All the items listed under historic preservation i.e., clean & maintained, graffiti-free,
code compliance, parking, attractive public spaces, planned utility location help to
preserve neighborhoods as they age and over time become historic.
Recommendations for City staff:
■ In conjunction with environmental efforts, reduce air pollution related to traffic
congestion.
■ Provide opportunities for neighbors to get to know one another.
■ Develop a seminar/class for HOAs on the topic of facilitating effective neighborhood
meetings. Many of the HOAs don't know how to run a meeting or run the meeting so
poorly that residents are frustrated with not being able to dialogue with one another about
issues that concern the neighborhood. This could be viewed as a private/public
partnership to support HOAs and neighborhoods.
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■ City can do a better job at marketing educational classes, seminars, informational
opportunities for HOAs, landlords, residents, etc. How many residents know what the
City offers?
■ City develops an ordinance that requires residents to remove graffiti.
■ Increase educational outreach in the community regarding occupancy standards.
■ The City should coordinate senior residents' needs with the non-profit organizations or
handy-man organizations or private companies to take care of the maintenance issue.
Duplicate the "Make a Difference" day by coordinating volunteers from private and
public sector employers to help seniors once a month—all year long with care, clean and
maintenance issues.
■ Increase the number of times police patrol neighborhoods. [This comment has been
forwarded to the Safe Community team.]
■ Staff should implement a tree-planting program that is sustainable and long range for
open spaces along the bike trails.
■ Staff provides citizen education/information regarding the Bark Beetle and the steps to
handle an infected tree.
■ Work with vendors to provide "green" household amenities such as low-water flush
toilets. [This comment has been forwarded to the Environmental Health team.]
■ Staff should provide residents the option of installing a meter inside their home to
measure the energy consumption of the household as a way to reduce the carbon
footprint. [This comment has been forwarded to the Environmental Health team.]
4. Safe Community
Group 1
• More collaboration with County—shared police officers, shared natural areas rangers,
etc.
• More flexibility in use of overall City revenue streams—tap into open space tax,
modification of specific taxes, look at all sources of revenue and consider refocusing
priorities
• Reliable and affordable electric power
• Question: Is the City collaborating enough with other entities such as Excel Energy,
REA, communication providers and others to create sound emergency backup systems?
Group 2
• Supportive of programs promoting driver safety with a point on emphasis on cell phone
usage
• Potential collaboration with PSD on education programming promoting driver safety
• Support for Prevention as top buying priority
• Not enough police officers on the road
• Question: Are there any stimulus funds available to the City to help fund safe
community issues—more police officers? '
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• Supportive of collaboration and partnerships involving social service issues as a
priority—more education to the community about the importance of social service
programs and ways for individuals to get involved
• Question: Have flood control projects fallen in priority? How will BFO effect flood
control projects? Is the City implementing projects such as ones that remove businesses
from the flood plain at the expense of City tax payers?
Group 3
• Positive feeling already about our safe community—if there was one area where City
could improve it's facilitating the lives of the disabled, i.e. motorized wheelchairs in bike
lanes
• Infrastructure, traffic calming, driver behavior are all important to the livability of the
community just as critical as other, more high-profile issues such as gang prevention
• Looking for more education and guidance on scooter driving regulations and other traffic
rules and regulations
• City could do a better job of pulling together neighborhoods for self-policing,
neighborhood watch, type programs
• Need more enforcement-of dismounting bikes and boards in Old Town area
• Question: Can the Police Department partner with Home Owner's Associations to help
fund a police officer whose main duty would be to patrol the HOA area, but still be
available for emergency calls elsewhere?
• Strong support for victim's assistance programs
• Question: Is the City doing the hard work to analyze what work is being done that is
really critical—what are the things the City is doing simply because "we've always done
that" that might not be useful or important anymore? Is that analysis taking place?
Group 4
• General question: Is the City purchasing basics like office supplies and janitorial
supplies efficiently? Eliminating the middle man like Office Depot and going directly to
manufacturers?
5. Cultural and Recreational Opportunities
Summary:
All citizens who participated at the Cultural and Recreational Opportunities table were
very complimentary of the programming, opportunities, affordability, and quality of the
opportunities available. Many participants had individual needs or questions regarding
services they use. This area was encouraged to utilize/increase volunteer hours as a way
to defray costs. Many also understood the challenge to maintain what we already have
and suggested slowing down anything "new"that would be added to the maintenance list.
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There was also a majority interest in serving the needs of youths and seniors, two
populations seen as most at-risk.
Comments:
P. Senior Center Expansion needs support
► Maintain playground equipment
► Lincoln Center on-line ticket charge-why? Be more forthcoming on this charge
► Land preservation is important
► Want more hours at the Farm
► Bike library may need support from this area
► Current programs and classes are great
► Current programs are affordable and high quality
► Love the Farm and the Gardens
► Older playground at City Park-update
► Recycling in parks
► Fort Collins lacks fine arts/theatre
► Support local arts
► Lincoln Center needs to draw higher quality acts (popular musicians)
► New West Fest-need higher quality arts/crafts (like Salt Lake City Festival)
► Currently there are great opportunities for families (EPIC, CPP, downtown ice rink, art in
public places)
► Need to create job program for youth with tradable credits-sustainability
► Encourage seniors to apply for scholarship dollars
► Office supplies and purchasing-are there inefficiencies?
► Very important to have programmed and un-programmed opportunities
► Slow down park development-maintain what we have
P. Divert Open Space dollars to park maintenance (refer to ballot)
► Don't change Open Space dollars-buffers are critical
P. Utilize volunteers, week-enders, youth workers, etc
P. Don't build what we can't maintain
► Bike trails-very important-increase trees along trails
► Neighborhood parks important-sustainable item since people don't have to travel far
► Can EPIC be an Enterprise operation? Increase fees but provide more scholarships
. Can detention ponds around town be multi-use?
6. Transportation
Maintenance
• Evaluate replacement of sidewalks—do we need to replace entire sidewalks to fix tiny
cracks?
• Road maintenance is the most important.
• Harmony and College intersection—why are we replacing that right now, when we have
no money? Can we delay that project to save money?
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• Evaluate standards; they may be set too high for pavement management.
• Cut back on street sweeping, it's non-essential.
• 41 thing is maintenance. We have to take care of what we have.
• The bigger priority should be maintenance not the big empty buses.
• Maintenance, maintenance, maintenance
• Current maintenance tax is not enough to cover the costs.
• Let's address maintenance first before capital projects.
Alternative Modes
• You should mention scooters and motorcycles in travel modes.
• Bicycling should be emphasized; it enhances economic development.
• The City has done well with the bike system, keep up the support.
• More attention needs to be paid to pedestrian areas and crosswalks.
• Bike lanes are good.
Transit
• Was the increase in popularity of mass transit due to gas prices? With prices lower,
should it garner the same attention?
• We put a lot of money into transit...why do we fund a service that is mostly used by CSU
students (not the community at large)?
• Transfort serves a lot of under-represented populations: seniors, low income, disabled.
• What is the fiscal case in favor of Transfort? Where is the economic value to the City?
Let the community weigh in.
• There may be a need for buses, but do we need the big buses? Would Dial-A-Ride size
vehicles serve the need?
• Mason Corridor is a waste of money.
• Are all these issues going to affect Mason Corridor funding? Can we get feeder lines into
Mason fast enough to make it successful?
• Concerned with fixed routes—Fort Collins does not need a grid system—we should
completely re-think this idea and consider a network system. We are too dispersed for a
gird to work.
• Transfort needs to focus on community centers (i.e. Wal-Mart).
• Transfort needs to better serve Medical Center of the Rockies.
• If you have to cut, cut in Transfort, we need better ideas to address transit.
• Let the Mason Corridor grow and let the population tell you where you need to add
routes.
• Reduce funding for Transfort.
• Fewer buses, use small buses.
• Marketing is very important for Transfort.
• Mass transit is the most important.
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• Transfort pass pricing is not equitable: those who can purchase passes through employers
pay significantly less than individuals. Individuals may not be able to find work and are
in greater need of that pass, but pay more for it.
Traffic
• There has been a big improvement in signal timing!
• Traffic flow is good.
• Need more traffic enforcement.
I-25 Connections
• Take care of the interstate corridors and interchanges. It supports economic health.
• I-25 /392 should be addressed.
• Transit to Denver is a high priority.
Funding/General
• Everyone has to cut back, and no one likes it. Shouldn't the City do the same, even if we
don't like it?
• Who prioritizes transportation offers? And how can people give input?
• Is transportation getting its fair share of dollar allocation when compared with the other
results?
• Capital Improvement Project list is huge. Transportation needs a dedicated funding
stream to fund them.
• Any additional revenue/tax proposal should not be dedicated to specific programs or
services. We need flexibility to use funds based on the need.
• Why does the City own expensive, large pieces of equipment? Can we use a third party
for equipment instead of having them sit idle? It's a fixed asset that is not being used
much of the time.
• You're doing the best that you can with the resources you have.
• Consider a regional gas tax as a funding solution.
• Big idea: City of Fort Collins Eco Pass—acts as a bus pass, ties into other City services
(i.e. recreation).
• Look for efficiency in the functions of transportation.
Miscellaneous
• Look at big capital projects to determine which are priorities.
• What about a ski bus!?!
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7. High Performing Government
The High Performing Government Results Team identified four (4) major themes from the
public budget workshop as noted below:
1. Given the current economic situation and fiscal constraints, citizens want the City to
focus efforts on appropriate budget cuts while ensuring efficient business models (e.g.
shared services model, partnerships, outsourcing, etc.). Budget decisions and business
models should be transparent and results should be measurable.
2. Citizens want to ensure that core services are given top priority regardless of Result Area,
and want to be involved in prioritizing services and offers.
3. Citizens see value in proper training, competitive compensation, and succession planning
for City employees.
4. Citizens are seeking more access, information and involvement in the budget process.
Additionally, a few other points were identified that didn't fall within the general themes which
are worthy of mention:
• Citizens suggested estimating costs associated with City Council, committees, or special
interests issues/questions, to weigh the cost/benefit. They need to be aware of the costs
in order to decide if it's worth the time and money to do the research.
• A City Ombudsman Position was suggested to hold the City to its own standards. This
person would be accessible to all so that citizens don't have to go through the City
Manager's Office.
• Citizens want to know who's holding the City accountable and suggested forming a third
party Quality Assurance Team.
Group #1:
• Make sure appropriate spending cuts are made. In alignment with current economical
situation. Let people know how the City is doing this.
• This is an opportunity to "cut the fat".
• Government seems to cut things that people want—not the things that aren't used or
wanted. (e.g. Transfort)
• Look for alternative ways to do things more efficiently—business model. Outsourcing
certain services might be a good idea(e.g. park maintenance).
• What does the City need to do and what should we utilize others' to do?
• Reassess open space money & how it's spent.
• Analyze each and every position when we have attrition to see if it's really needed.
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• Fair compensation & training for employees is important.
• Fleet—all owned & maintained by the City? Can it be outsourced?
• Try to find ways to share services with other communities where appropriate.
Group #2:
• First provide estimated cost for issues/questions from City Council, committees or special
interests, so that it can be considered in order to weigh the costibenefit. They need to be
aware of the cost of what they're requesting in order to decide if it's worth the time &
money to do the research.
• Analyze duties to find what's needed and not needed. Do full job analysis of each
position. Is it critical, important, or not?
• Fort Collins government performs pretty well.
• It's a different world now—need to redefine government function given the current
economic situation.
• This is an opportunity to reinvent ourselves.
• How/when do they (the public) see the offers that don't get funded? Not just for 2010-
2011 —also now in 2009.
• Has Council given enough direction for where cuts should happen?
• Look for and identify conflicts between the "silos". Possibly, what's good for one may
not be good for another?
Group #3:
• Focus on accountability within all budgets/offers.
o Use measurable indicators
o Make sure they are linked directly to the outcomes
o They need to be reported back with either success or failure
o Police the effectiveness of all offers
o Are there too many outcomes?
• City needs to cut just like everyone else in current economy.
• Can some cuts wait it out?
• When will the economy stabilize?
• What if it gets worse?
• Need to fall back to priorities.
• Maintain the current fleet—don't replace.
• Need more community involvement to determine the priorities—Community discussion
about & between the 7 Result areas.
• What are we spending and what's the cost of not spending? Need to maintain our capital.
• More efficient work ethics of employees.
• Incentive Performance Program
• Good training needed— succession planning.
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• City Ombudsman Position—to hold the City to its own standards.
o Accessible to all
o So they don't have to go to the CMO
Group 44:
• Good job aligning compensation & benefits with the market.
• Look for cuts in places where we've seen a drop in demand for services (e.g. Advanced
Planning)
• Focus toward high quality by looking at awards criteria (e.g. Baldrige)
• Look at outsourcing where appropriate (e.g. hiring, benefits admin)
• Form a Quality Assurance Team—independent third party
• Outstanding employees—need to have dedicated funding to work strategically—this will
help be more efficient—and not piecemeal.
• Too many guidelines & regulations take away subjective thinking of employees. We
have qualified employees who are not allowed to think.
• Use community connections, collaboration, and shared business processes—opportunities
in the private sector.
• How are allocations to each Result Area determined? By whom?
• Is there a mechanism to move money between the areas if something critical is not
funded in a different area?
8. Feedback Received via Budget Input Form
Name: Joe Rowan
I won't be able to make the budget presentation this evening, but would like to offer a few
observations.
1. As much as we'd like to think the worst is past, the reality is consumer spending and
employment improvements will lag overall economic activity. Therefore, it appears overly
optimistic to project flat revenue growth through the 2-year cycle if that is based upon the FY09
projection. With FY08 and YTD actuals coming in much lower, it seems prudent to forecast a
flatline with the rolling 18-month actuals receipts.
2. Operating increases of 2% seems to establish a deficit mentality. Shouldn't that only apply to
variable cost items such as energy, materials, etc? A base increase appears to suggest all city
expense items will remain in place.
3. Cost-cutting should be reviewed more rigorously to reduce long-term costs that can't be
justified in the short-term. None of us likes the idea of cutting programs and layoffs, but the
concept of BFO emphasizes the need to re-establish priorities and build around needs. As
opportunities allow in the future staff positions can be rehired, but keeping folks around to wait
for better days seems a bit disingenuous to the commitment you have made to BFO.
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4. Disposition of under-utilized assets and cross purposing of programs doesn't seem to get much
airtime. If we've reduced the number of heavy equipment operators, why should the City still
own a fleet of heavy equipment? Real estate generally appreciates, so I'm not as concerned
sitting on unused facilities, but most every other asset depreciates and can be repurchased as
demand dictates. Can the City and County share maintenance facilities, equipment and related
personnel?
5. Outsourcing certain functions to the private sector elicits verbal support, but doesn't go very
deep into organization. Since business has to compete, there can be numerous advantages to the
City in terms of cost and efficiency. Why not allow private enterprise to participate in the BFO
process? If nothing else, the City might find greater justification for maintaining services in
house with hard data as opposed prevailing assumption. The topic of trash indicates momentum
is going towards expansion of City government at the expense of local business.
6. Pushing more functions into the private sector expands your revenue source since greater
activity begets greater consumption of supplies, materials and capital purchases. City purchases
are exempt from the resulting sales and use taxes,private enterprise is not.
7. Keep pushing economic development and resist political temptations to elevate the 'it's good
for the planet' agenda over sound principal. LEED certification of facilities is an excellent
example of paying far more than any recognizable value since the piece of paper itself is what is
purchased rather than quantifiable savings.
Thanks for your consideration!
Joe
Name: David May
Keep focusing on economic development. Funding NCEDC, RMII and staff dedicated to
Economic Development need to be a priority. The City needs to be paying a lot of attention to
the income streams flowing into the community from primary employers.
Outsourcing should be pushed even more – provide opportunities for business to bid on
all services. Stop buying some much equipment! Wouldn't it be better to rent some of it or at
least cooperatively buy the equipment with other local government entities?
Look at cutting staffing in areas related to community planning and development. Local
government can't justify keeping those areas staffed up with so little development taking place.
Don't unnecessarily raise fees on businesses. It makes us let competitive relative to nearby
communities for business investments.
The early report from the City budgeters is that they expect sales and use tax revenues to be flat.
They should revisit that assumption because revenues will probably decline.
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Because of declining revenues, the assumption about expenses increasing 2% should also be
reconsidered and adjusted downward to 0% or even decreased.
Implementation of the City's Climate Action Plan has the potential to be a big economy and job-
killer for our community. Proceed carefully. Instead, put more resources into economic
development programs.
To counter the loss of sales tax revenue have Mike Freeman and his team develop a marketing
strategy and market directly working with entities like Bayer Properties and Downtown to entice
retailers to Fort Collins.
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ATTACHMENT 3
2010-11 Budgeting for Outcomes Results Teams
Economic Health
Role Name Department Service Area Status
Team Leader Joe Frank Advance Planning Community Services Continuing-new role
Budget Liaison Delynn Coldiron Neighbhood& Building Community Services Continuing
Communications Holli Keyser Streets Community Services New
Craig Dodd Office of the Chief Police Services Continuing
Rick Bachand Natural Resources Community Services Continuing-new team
Steve Catanach L&P Operations Utility Services New
Ann Turnquist CMO Executive New
Environmental Health
Role Name Department/Service Area Status
Team Leader Kevin Gertig Utility Water Reources Utility Services Continuing-new team and new role
Budget Liaison Barb Brock Natural Resources Community Services Continuing
Communications Kraig Bader Utility Standards Engineering Utility Services Continuing
Lawrence Pollack Finance Financial Services Continuing
Mike Calhoon Parks Community Services Continuing
Carol Webb Utility Reg&Govt Affairs Utility Services New
Rosemarie Russo Natural Resources Community Services New
Jill Walusis Recreation Community Services New
Safe Community
Role Name Department/Service Area Status
Team Leader Jim O'Neill Finance Financial Services Continuing
Budget Liaison Tricia Muraguri Office of the Chief Police Services Continuing
Communications Brent Carmack Cultural Services Community Services Continuing
Jim Broderick Patrol Police Services Continuing
Tracy Ochsner Operation Services Internal Services Continuing
Suzanne Jarboe-Simpson MIS Internal Services Continuing-new role
Matt Zoccali Environmental Regulatory Utility Services New
Greg Yeager Office of the Chief Police Services New
Neighborhood Livability
Role Name Department/Service Area Status
Team Leader Dave Freismuth Patrol Police Services Continuing-new role
Budget Liaison Stan Welsch Streets Community Services Continuing
Communications Becca Henry Advance Planning Community Services Continuing
Tim Buchanan Parks Community Services Continuing
Felix Lee Neighbhood& Building Community Services Continuing
Doreen Kemp HR Internal Services Continuing-new role
Rich Brewbaker Traffic Community Services New
John Litel Recreation Community Services New
Transportation
Role Name Department/Service Area Status
Team Leader Ken Mannon Operation Services Internal Services Continuing
Budget Liaison Randy Hensley Parking Community Services Continuing
Communications Kim Newcomer CPIO Internal Services Continuing
Susie Gordon Natural Resources Community Services Continuing
Timothy Wilder Advance Planning Community Services Continuing
Helen Migchelbrink Engineering Community Services New
Mike Trombley Patrol Police Services New
Neal Jaspers Streets Community Services New
Cultural and Recreational Opportunities
Role Name Department/Service Area Status
Team Leader Ginny Sawyer Neighbhood& Building Community Services Continuing-new role
Budget Liaison Dawna Gorkowski Parks Community Services Continuing-new role
Communications Susan Herlihy Cultural Services Community Services Continuing
Peggy Bowers Recreation Community Services Continuing-new team
Christina Vincent Advance Planning Community Services New
Wayne Sterler Electric Field Services Utility Services New
John Pfeiffenberger Recreation Community Services New
Tammy Arnold Natural Resources Community Services New
High Performing Government
Role Name Department/Service Area Status
Team Leader Cathy Blakeman HR Internal Services Continuing-new role
Budget Liaison Chris Banister MIS Internal Services New
Communications Beth Sowder Neighbhood&Building Community Services Continuing-new role
Mike Herzig Engineering Community Services Continuing
Mark Jackson Transportation Group Community Services Continuing-new team
Joe Olson Traffic Community Services New
Rita Davis Office of the Chief Police Services New
Josh Birks Economic Development Financial Services New