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HomeMy WebLinkAboutCOUNCIL - AGENDA ITEM - 04/06/2010 - REVIEW THE DRAFT REQUESTS FOR RESULTS FOR THE 2011 DATE: April 6, 2010 WORK SESSION ITEM STAFF: Darin Atteberry FORT COLLINS CITY COUNCIL Mike Freeman Pre-taped staff presentation: none SUBJECT FOR DISCUSSION Review the Draft Requests for Results for the 2011-12 Budgeting for Outcomes EXECUTIVE SUMMARY The purpose of the work session is to'hear brief presentations from three 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 2011-12 Budget. The areas to be reviewed tonight are: 1. Transportation 2. Culture, Parks and Recreation 3. Economic Health 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 within available revenue streams. 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 April 6, 2010 Page 2 BFO puts citizens and their priorities first. It emphasizes accountability,efficiency and innovation. The City of Fort Collins will continue this commitment to BFO for 2011-12,and have continued to make improvements to the BFO process based on previous budgeting cycles and the current economic environment. In addition, the City's financial condition still contains considerable uncertainty as we enter the 2011-12 budget cycle. The financial downturn that began in the fall of 2008 has led to a significant decrease in General Fund Revenue in 2010 as consumer spending continues to be projected relatively flat compared to 2009. Staff should continue to seek efficiencies and be creative in finding new ways to maintain and maximize existing services. 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 Seller's 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 2011-12. Council's deliberation process will include several work sessions, as well as public hearings to invite participation of the community, Boards and Commissions. 2011-12 OUTCOMES At the February 26 and 27, 2010 Council Goal Setting Retreat, Council provided direction that the same seven outcomes that were adopted by Council for 2006-07 will again be used for 2011-12 with the exception of one name change. They are 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. April 6, 2010 Page 3 • Neighborhood Livability Fort Collins fosters and supports a variety of quality neighborhoods. • Safe Community Fort Collins is a safe place to live, work, learn and play. • Cultural, Parks and Recreation Fort Collins provides diverse parks, cultural and recreational amenities. (Recommendation by Results Team) • 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) will be 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 Council will be asked to review the draft Requests for Results and provide feedback or suggestions for changes prior to the Results Teams formally issuing their RFRs to Sellers. ATTACHMENTS 1. Budgeting for Outcomes Draft Requests for Proposals 2. Results Team Member List ATTACHMENT 1 from ,Transportation Fort Collins provides for safe and reliable multl � modal travel to , • throughout Primary Factors Traff ic Surfaces & Land Use & Travel Mode Increase Flow Infrastructure Transportation Options Awareness Quality Travel Integrated • Secondary/ Causal Factors IF • Capacity • Maintenance • Planning • Mass/para transit • Outreach & • Intersection • Capital projects • New funding • Bicycling education and road • Design standards sources • Walking • Incentives improvements • Demand • Citizen • Traffic light timing ' System connectivity forecasting • Carpooling involvement • Parking • Partnerships & • Car sharing • Safety/efficiency• Signs & directions improvements collaboration • Online/ telecommuting • Routes & zones • Communication • Wheelchair & infrastructure disability access F, City of Transportation ort Collins Request for Results Team Members Chairperson : Ken Mannon, Operations Services Budget Liaison : Randy Hensley, Parking Communications Liaison : Kim Newcomer, Communications & Public Involvement Members : Susie Gordon , Natural Resources Jon Haukaas, Master Plan & Floodplain Administration Neal Jaspers, Streets Erika Keeton , Engineering Mike Trombley, Patrol Result Transportation - Improve Transportation : Fort Collins provides for safe and reliable multi - modal travel to, from, and throughout the city Introduction / Summary of Results Map We want offers that support the City's transportation system including quality infrastructure, smooth traffic flow, and multiple travel options contributing 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 transportation investments . For the 2011 -2012 Budget, there likely will be continued decreases in the City's available resources . Historically, Fort Collins residents identify transportation as a high priority and consistently ask for more effort toward transportation . There is an obvious disconnect; citizens expect the City to provide better and additional transportation services, yet we have decreasing resources . Given these circumstances, sellers should present offers that demonstrate innovative ways to increase efficiency and cost-savings . We don 't want the same "status quo minus . " We encourage ideas that actively support the City goals of innovation , sustainability, and customer service . In both the narrative and accompanying financial information , sellers should clearly identify how offers differ from years past. Further, reduction offers should clearly define any decreases in the level of service and the impacts to the community. Offers should not request funding based on departments or divisions . Offers should address specific services that citizens understand , not overarching functions . For example, Parking Services would submit separate offers for : enforcement, garage operations, surface lot operations, administrative/customer service, maintenance, etc . Further, offers should not only address the overall goal of safe, reliable, multi - modal travel but also contribute to accomplishing Council priorities . Updated 4/ 1 /2010 Page 1 of 4 Indicators Indicator 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 recent years; these allow us to benchmark new survey information against perceptions citizens have expressed about the reliability of mobility and other transportation concerns . Indicator 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 . Indicator 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 . Indicator 4 : Use of Alternative Modes Measure: Number of trips by bicyclists and pedestrians, which otherwise would have been made by motor vehicle. Indicator 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 ) Indicator 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 Purchasina Strateav # 1 : Innovation We are looking for offers that demonstrate innovation and a specific increase in efficiency, not simply 11status quo minus . " We welcome creative, innovative, money-saving ideas that address increases in efficiency . Examples include : • Service " pairing " that leverages and/or combines functions across and within the organization . • Efforts to "de-silo " departments and result areas to capitalize on limited resources . • Partnerships ( internal and community-wide) that create value . • Eliminating duplicative services . Updated 4/ 1 /2010 Page 2 of 4 • Changing the way we operate to be more nimble and responsive to citizen needs and concerns . • Focusing on providing high -quality customer service and "value-added " initiatives . • Moving away from "the way we've always done it" when appropriate . Purchasing Strategy # 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 : Ouality 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 Purchasing Strategy #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 . We are also seeking offers that implement Council -adopted strategic plans such as the Transportation Master Plan , the Transit Strategic Plan, and others . 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, Colorado State University, Front Range Community College, and others . • Citizen input Purchasing Strategy # 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 Carpooling • Bus rapid transit ( Mason Car sharing Corridor) Online/telecommuting • Bicycling Wheelchair & disability access • Walking Updated 4/ 1 /2010 Page 3 of 4 Purchasing Strateav # 6 : Onaoina 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 . Purchasing Strategy # 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 . Offers should support Council -adopted greenhouse gas reduction goals as identified in the Climate Action Plan . Purchasing Strategy # 8 : Customer Service and Awareness Proposals should include elements of customer service, education , and/or public involvement that enhance citizens' ability to travel safely and reliably . Offers that propose a decrease in service should include efforts to educate citizens of trade-offs and constraints . Purchasina Strateav # 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 2009 Community Scorecard Feedback from Council retreat Police Benchmark Survey (accident statistics) City Council Work Session addressing Traffic Safety ( Feb . 9, 2010) Annual survey of peer cities' accident rates Transportation Master Plan Transit Strategic Plan City Plan and related plans 2010-2011 Budget Public Feedback Updated 4/ 1 /2010 Page 4 of 4 • Culture , Parks Recreation Fort Collins provides diverse parks , cultural and recreational amenities . Primary Factors Responsive Convenient to Customers Affordable Access & Lands Secondary/ Causal Factors • 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 pp technology and marketing convenient locations citywide • Utilize effective and innovative • Offer programmed opportunities • Maintain a variety of operating partnerships for all ages and abilities hours • Keep pace with community • Provide opportunities for needs drop - in , self- guided , and non - programmed use FCity of Culture, Parks and Recreation 6rt Collins Request for Results Team Members Chairperson : Ginny Sawyer, Community Development & Neighborhood Budget Liaison : Dawna Gorkowski, CPRE Administration Communications Liaison : Michelle Provaznik, Forestry & Horticulture Members : Craig Foreman , Park Planning JoAnne Sizemore, Police Information Services Marc Virata , Development Review Engineering Steve Lukowski , Parks Wayne Sterler, Electric Field Services Result Culture, Parks and Recreation - Fort Collins provides diverse parks, cultural , and recreational amenities Introduction / Summary of Results Map The 2010 Result Team spent time reviewing the past RFR and made some sight changes based on perceived priorities . Greater emphasis has been placed on innovation , customer service, and sustainability principals throughout the document. The Results Map articulates the Team 's goal to provide quality parks, cultural and recreational opportunities for the Fort Collins community . The map highlights the Team 's desire for sustainable practices, high - level customer service, and quality 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 . Indicator Two : Customer satisfaction with facilities and lands . Measures : ■ Maintain or improve "Good " and "Very Good " recreation facilities ratings on the Citizen Survey. Updated 4/ 1 /2010 Pagel of 3 ■ 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 . Measures : ■ 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 : Utilize the Colorado Performance Measurement Tracking System ( referred to as ICMA) and other comparable measurement tools already in place for trending data and strategic planning . Measure : ■ As utilized by department . This data will be tracked by department 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 . Purchasing Strategies We encourage offers that support the three primary factors; • Responsive to Customers • Convenient & Affordable Access • Quality Facilities and Lands The Team would also like to encourage sellers to highlight, in bullet form , their top innovations and sustainability efforts ( up to10), if applicable . Sellers should also compile a list of partnerships they Updated 4/ 1 /2010 Page 2 of 3 utilize . This list should not be included in the offer but available upon request by the Team or Council . Please note if the benefit or strength of partnerships have declined as the economy has struggled . 1. Maximize efforts to manage expenses and revenues through all available means, such as grants, sponsorships, volunteers, etc. 2. Serve diverse customer needs (age, income, gender, ethnicity, and abilities) including providing positive alternatives for youth and children . 3 . Provide programs and facilities that contribute to the economic, social, and environmental health of Fort Collins through art, culture, recreation and partnerships. 4. Maintain current cultural and recreational facilities, parks, trails and lands to assure the sustainability of these capital investments while utilizing conservation and "green energy" practices where appropriate. 5 . Offer diverse programming that is both cost effective and maintains or improves customer satisfaction . 6 . Demonstrate one or more of the following : sustainability, innovation, quality customer service in each offer. 7 . Identify programs for which the City has a mandate or unique ability to provide. Notes/ Practices/ Supporting Evidence Rationale for RFR and Primary and Secondary Factors It is the team 's expectation that offers should align with relevant Council approved plans such as the Cultural Plan , the Parks and Recreation Policy Plan and the Natural Areas Strategic Plan . 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 . Updated 4/ 1 /2010 Page 3 of 3 Economic Health ' Fort Collins has a healthy, sustainable - reflecting the i values . - community in a changing world Primary Factors Strategic Strong & Business Business Dynamic Economic Effective Retention & Incubation & Business Leadership Partnerships Expansion Attraction Centers Secondary/ Causal Factors • Vision • Regional perspective • Targeted outreach • Development ready • Target priority areas • Commitment at • Support existing marketing and branding sites and vacant land • Redevelopment top levels partnerships • Service-oriented • Market community as • Attractive gateways and • y Cultivate new Responsive to economy government innovation center wayfinding p • Bias to action partnerships • Capital and financing • Regulations and • Attractive streetscapes fees that support and pedestrian areas • Data driven decisions • Support for local • Strategic initiatives, redevelopment • Parking • Communication businesses incentives and financial • Affordable housing g • Multi -modal options • Community input • Foster transparency • Strategic initiatives, • Nearby jobs and housing • Commitment to • Partnerships with • Specialized facilities incentives and financial • Anchor tenants support equipment su innovation educational institutions and pp Support targeted • Focus on triple bottom • World Class customer • Business information • Capital and financing business clusters line (environment, service • Affordable housing • Business information • Financial support finances, social) • Infrastructure • Historic preservation • Support buy local initiatives investments • Marketing City of Fort Collins Economic Health Request for Results Team Members Chairperson : Joe Frank, Advance Planning Budget Liaison : Delynn Coldiron , Community Development & Neighborhood Communications Liaison : Ann Turnquist, City Manager's Office Members : Rick Bachand , Natural Resources Steve Catanach , Light and Power Operations Susan Herlihy, Cultural Services Craig Hibbard , Water Reclamation & Biosolids Dave Pearson , Investigations Result Economic Health - Fort Collins has a healthy, sustainable economy reflecting the values of our unique community in a changing world Introduction / Summary of Results Map 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: A verage time to process selected 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 . 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 . Updated : 4/ 1 /2010 Page 1 of 4 Indicator 4 : Customer satisfaction with the City's economic health services and programs Measure: Surveys of customer satisfaction of City services Customer satisfaction surveys of the City's economic health services and programs will help measure performance and guide modifications to these programs . Indicator S : Retail sales growth and sales tax revenues Measure: Total sales tax revenue, including the percentage share of regional retail sales (clothing, electronics, household furnishings) tax gro wth Growth in retail sales and tax revenues—particularly regional retail sales, are primary measures of the City's financial health and the community's economic health . Sales tax is a significant source of revenue for public facilities and services . Indicator 6 : Index of household income relative to cost of living Measure: Index household income relative 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 dynamic business centers in Fort Collins Measure: Retail sales, job growth and net new business starts in Downtown, Foothills Mall, Mid-town Commercial Corridor, North College, Mason Corridor 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 So Business creation and expansion Measure: Net new sales tax licenses by industry classification New business starts are an excellent measure of entrepreneurial activity . Purchasing Strategies • Purchasing Strategy # 1— We are looking for creative and bold offers that improve economic health, customer service and efficiency. o Causal factors: Strategic Economic Leadership, Strong and Effective Partnerships, and Business Retention and Expansion • Purchasing Strategy # 2— We are looking for offers that are sustainable and focus on the Triple Bottom Line (environment, financial, social ) . o Causal factor. Strategic Economic Leadership • Purchasing Strategy # 3— We are looking for offers that create and implement plans and policies, which provide measurable economic, environmental and social improvements . 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 Updated : 4/ 1 /2010 Page 2 of 4 • 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 leverage, 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 could include Northern Colorado Economic Development Corporation, Rocky Mountain Innovation Initiative, Downtown Development Authority, Downtown Business Association, North Fort Collins Business Association, Colorado State University, Front Range Community College and other educational institutions, Fort Collins Chamber, Platte River Power Authority, Be Local, FortZed, arts and culture groups, UniverCity Connections, and others. o Causal factor.• Strong and Effective Partnerships, and Business Retention and Expansion • 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 community's dynamic business centers. Priority areas include Downtown, Foothills Mall, North College Corridor, Mid -town Commercial Corridor, Mason Corridor, Mountain Vista, Campus West, and I - 25 Corridor. 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 and visitors. 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 : 2010 - 2011 -- 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 . 2011 - 2012—City Chief Financial Officer and Northern Colorado Business Report . Updated : 4/ 1 /2010 Page 3 of 4 Documentation : Citizen Survey ( 2008), Community Scorecard (2008, 2009), 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 and 2010 Work Plans, Economic Action Plan, and the Northern Colorado Bioscience Plan , Urban Renewal Authority and Clean Energy websites . Updated : 4/ 1 /2010 Page 4 of 4 ATTACHMENT 2 2011 =12 Budget Results Teams Updated 15 March 2010 Economic Health Role Name Department Service Area Status Team Leader Joe Frank Advance Planning Community Services Continuing Budget Liaison Delynn Coldiron Comm Dev & Neighborhood Community Services Continuing Communications Ann Turnquist City Manager's Office Executive Continuing - new role Rick Bachand Natural Resources Community Services Continuing Steve Catanach Light & Power Operations Utility Services Continuing Susan Herlihy Cultural Services Community Services Continuing - new team Craig Hibbard Water Reclamation & Biosolids Utility Services New Dave Pearson Investigations Police Services New Environmental Health Role Name Department Service Area Status Team Leader Kevin Gertig Utility Water Production Utility Services Continuing Budget Liaison Barb Brock Natural Resources Community Services Continuing Communications Kraig Bader Utility Standards Engineering Utility Services Continuing Lawrence Pollack Finance Financial Services Continuing Carol Webb Utility Reg & Govt Affairs Utility Services Continuing Jill Walusis Recreation Community Services Continuing Christina Vincent Economic Development/URA Financial Services Continuing - new team Lucinda Smith Natural Resources 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 Matt Zoccali Regulation & Govt Affairs Utility Services Continuing Jim Broderick Patrol Police Services Continuing Tracy Ochsner Operation Services Internal Services Continuing Suzanne Jarboe-Simpson MIS Internal Services Continuing Greg Yeager Office of the Chief Police Services Continuing Lisa Voytko Utility Water Production Utility Services New Neighborhood Livability Role Name Department Service Area Status Team Leader Dave Freismuth Patrol Police Services Continuing Budget Liaison Stan Welsch Streets Community Services Continuing Communications Becca Henry Advance Planning Community Services Continuing Tim Buchanan Parks Community Services Continuing John Litel Recreation Community Services Continuing Kurt Clow Patrol Police 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 Mike Trombley Patrol Police Services Continuing Neal Jaspers Streets Community Services Continuing John Haukaas Master Plan & Floodplain Admin Utility Services New Erika Keeton Engineering Community Services New Culture, Parks and Recreation Role Name Department Service Area Status Team Leader Ginny Sawyer Comm Dev & Neighborhood Community Services Continuing Budget Liaison Dawna Gorkowski CPRE Administration Community Services Continuing Communications Michelle Provaznik Parks Community Services New Wayne Sterler Electric Field Services Utility Services Continuing JoAnne Sizemore Police Information Services Police Services New Craig Foreman Park Planning & Development Community Services New Marc Virata Comm Dev & Neighborhood Community Services New Steve Lukowski Parks Community Services New High Performing Government Role Name Department Service Area Status Team Leader Cathy Blakeman Human Resources Internal Services Continuing Budget Liaison Chris Banister MIS Internal Services Continuing Communications Beth Sowder Comm Dev & Neighborhood Community Services Continuing Joe Olson Traffic Community Services Continuing Rita Davis Office of the Chief Police Services Continuing Josh Birks Economic Development Financial Services Continuing Jerry Schiager Office of the Chief Police Services New Steve Strickland Operation Services Internal Services New