HomeMy WebLinkAboutCOUNCIL - AGENDA ITEM - 05/08/2007 - REVIEW THE DRAFT REQUESTS FOR RESULTS FOR THE 2008 DATE: Mays, soon WORK SESSION ITEM
STAFF: Darin Atteberry FORT COLLINS CITY COUNCIL
Mike Freeman
Ann Turnquist
SUBJECT FOR DISCUSSION
Review the Draft Requests for Results for the 2008-09 Budgeting for Outcomes Process.
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?
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 2008-09 Budget.
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 addressing four key questions:
• Determine what results matter most to citizens.
• Determine how much revenue will be available.
• Decide how much to spend to achieve each result.
• Decide how to best deliver the results that citizens expect.
In short, 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
2008-2009, and we have made improvements to the BFO process based on wisdom gained during
our first experience.
In addition,the City's financial condition is considerably different as we enter the 2008-2009 budget
cycle than when the 2006-2007 Budget was developed. In order to sustain existing levels of service,
the City needs approximately 4%to 5% General Fund revenue growth. With major retail projects
scheduled to come online by 2010, sustainable revenue growth in the 3%to 5%range is anticipated
May 8, 2007 Page 2
to be attainable. However,in 2008-2009, General Fund revenues are projected to grow by only 2%
to 2.5%. The City Manager's Recommended Budget will be based on an assumption that General
Fund reserves will be used to bridge the gap in 2008-2009.
While revenue growth and the use of reserves will be used to cover operating expenditures for 2008-
2009, there will not be sufficient revenue growth to "rebuild,"therefore staff expects to present a
budget with few enhancements to current levels of service. Staff will be encouraged to develop
budget offers which continue to seek efficiencies and creatively find new ways to maintain and
maximize existing services.
Following is a brief overview of how City staff will be involved in the BFO process:
• Results Teams will develop Request for Results(RFRs)that document purchasing strategies
for the outcomes adopted by City Council.
• Departments/Divisions ("Sellers") will build and submit budget offers based upon the
purchasing strategies identified in the RFRs, and identify funding sources that will allow
delivery of the 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) is submitted to the Budget
Lead Team.
• The Budget Lead Team reviews the work of the Results Team and works with the City
Manager to develop the City Manager's Recommended Budget which will be presented to
City Council in early September.
Following staff s work on the budget,Council will work during September,October and November
to transform the City Manager's Recommended Budget into its own adopted budget for 2008-09.
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.
2008-2009 OUTCOMES
At the April 20-21, 2007 Council Goal Setting Retreat, Council provided direction that the same
seven outcomes that were adopted by Council for 2006-2007 will be used for 2008-2009. The
general outcomes include the following:
1. Economic Health: Fort Collins has a healthy economy reflecting the values of our unique
community in a changing world.
2. Environmental Health and Water Quality: Fort Collins creates,maintains and promotes
a healthy and sustainable environment with an adequate, high quality water supply.
3. Neighborhood Livability: Fort Collins improves the livability, choices, and affordability
of neighborhoods.
4. Safe Community: Fort Collins is a safe place to live, work, learn and play.
May 8, 2007 Page 3
5. Cultural and Recreational Opportunities: Provide diverse cultural and recreational
opportunities that foster physical and mental well-being.
6. Transportation: Fort Collins improves the safety and ease of traveling to, from and
throughout the city.
7. High Performing Government: Fort Collins is a model for an entrepreneurial,high quality
city government.
REQUESTS FOR RESULTS
The draft Requests for Results(RFRs)have been developed by the staff Result Teams. The purpose
of the RFR is to guide Sellers in the preparation of their offers. Much like an RFP for services, an
RFR outlines what kind of offers the team thinks will produce the desired outcome/result. The RFRs
consist of:
a. A statement of the outcome/result;
b. Identification of up to eight performance indicators that will tell us when we have
achieved the outcome/result;
C. A Result Map which graphically depicts how the outcome/result can be achieved;
and
d. Purchasing strategies ies that are intended to guide Sellers in preparing the types of
offers the Result Team wants.
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
Draft Requests for Results
2oo8-2oog Budgeting for Outcomes
May 8, 2oa7
City of Fort Collins
City of Fort Collins
MEMORANDUM
Date: May 3, 2007
To: Darin Atteberry, City Manager
Budget Lead Team
From: Economic Health Results Team
Re: Draft Request for Results
The Economic Health Results Team reviewed and discussed the work of the 2005 BFO
. team,providing a foundation for the 2007 process. We discussed and incorporated
feedback from the recent City Council retreat, interviewed several local professionals and
reviewed available written reports and documentation. The team identified four factors
(Strategic Economic Leadership; Strong and Effective Partnerships;Balanced Business
Retention, Expansion and Attraction; and Dynamic Business Centers)that will lead us to
sustainable economic health in Fort Collins.
Strategic Economic Leadership is an essential component needed to develop a clear
vision and strategy for the future.
Strong and Effective Partnerships foster opportunities for business growth, industry
cluster development and help to sustain a diverse employment pool.
Balanced Business Retention, Expansion and Attraction is central to the promotion of
economic vitality in our city. Retaining businesses, expanding business and attracting
business are all important.
Dynamic Business Centers are the core retail, cultural, and employment destinations
that reflect the values of our unique community.
The City of Fort Collins is unique,world-class and can sustain economic vibrancy by
implementing the strategies outlined in our Request for Results.
•
1
Economic Health
Request for Results
City of Fort Collins
Team Members
Terri Bryant —Team Lead
Lynn Sanchez — Facilitator
Delynn Coldiron — Budget
Patty Bigner— Communications
Craig Dodd Jeremy Reese
Joe Frank Judi Vos
John Phelan
Result
Economic Health: Fort Collins has a healthy 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 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. By Balancing Business Retention, Expansion and
Attraction, economic 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 the values of our unique
community.
Indicators
Indicator 1: Regularly measure job growth in targeted industry clusters
Measure; Quantitative measure of growth ofjobs in six targeted
industry clusters,
This indicator will be a good measure of success of City efforts to develop
the City's targeted industry clusters. This measure will need to be
measured over several years.
2
Indicator 2: Time that it takes a project to go through the development
review process.
Measure.Average time for processing selected development
applications.
This is one indicator of the success of continual improvement in the
development review process. Overall Development Plan, Preliminary
Development Plan and Minor Amendments will be measured.
Indicator 3: Time that it takes for a building permit application to be
processed.
Measure:Average time for building permit application processing,
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.
Surveying customer satisfaction of selected City economic health services and
programs will help measure performance and guide needed changes to these
programs. This could be done City wide; however, it will be critical for individual
programs to have their own customer surveys.
Indicator 5: Sales tax growth
Measure: Yearly sales tax collections.
A measure of the City's economic health is growth in retail sales, in
particular, growth in "regional" retail. Sales tax generation is a significant
source of revenue to provide needed public facilities and services.
•
3
Indicator 6: Household income compared to cost of living
Measure.Index household income to the cost of living.
The growth of household income is an excellent indicator of the general
level of welfare of citizens in Fort Collins. By indexing housing income to
the cost of living, this indicator illustrates whether the community is
prospering or whether costs of consumer goods and services are rising
more rapidly than wages.
Indicator 7: Retail sales in targeted business centers.
Measure: Retail sales growth in Downtown, Foothills Mall, South
College, North College, and Campus West.
Retail sales growth statistics are an important indicator 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: Creation of new businesses
Measure: New business starts
New business starts is an excellent measure of entrepreneurial activity.
Purchasing Strategies
• Purchasing Strategy #1 — We are looking for offers that develop and
communicate a long term vision and plan for economic health.
o Please reference the Strategic Economic Leadership causal factor
• Purchasing Strategy # 2 —We are looking for offers that create,
implement, and support City plans and policies related to economic
health.
o Please reference the Strategic Economic Leadership and Dynamic
Business Centers causal factor.
4
• • Purchasing Strategy #3 —We are looking for offers that market Fort
Collins locally, state-wide, and nationally as an attractive, business-
friendly community and as a cultural, tourism, and retail
destination.
o Please reference the Strategic Economic Leadership, Balanced
Business Retention, Expansion and Attraction and Dynamic
Business Centers causal factors.
• Purchasing Strategy # 4—We are looking for offers that support
and create strong local and regional partnerships.
o Please reference the Strong and Effective Partnerships causal
factor.
• Purchasing Strategy #5 —We are looking for offers that support
targeted industry clusters.
o Please reference the Strong and Effective Partnerships and
Balanced Business Retention, Expansion and Attraction causal
factors.
• Purchasing Strategy #6 — We are looking for offers that foster a
business-friendly attitude through efficient, flexible, and accessible
• City staff and processes.
o Please reference the Balanced Business Retention, Expansion
and Attraction causal factor.
• Purchasing Strategy # 7 —We are looking for offers that develop
and communicate business data to provide coordinated and readily
available access to information that new and existing businesses
can utilize to be competitive and thrive.
o Please reference the Balanced Business Retention, Expansion
and Attraction causal factor.
• Purchasing Strategy#8- We are looking for offers that facilitate
intra-departmental collaboration, coordination, and communication.
o Please reference the Balanced Business Retention, Expansion
and Attraction and Strategic Economic Leadership causal
factors:
• Purchasing Strategy#9- We are looking for offers that identify and
implement appropriate incentives for development and
redevelopment.
o Please reference the Dynamic Business Centers and Balanced
• Business Retention, Expansion and Attraction causal factors.
5
• Purchasing Strategy #10 - We are looking for offers that strengthen
our community's dynamic business centers.
o Please reference the Dynamic Business Centers causal factor
Notes/Practices/Supporting Evidence
Experts
o David May and Ann Hutchison (Chamber of Commerce)
o Jeremy Reese, (Sales Tax office)
o Joe Frank (Advance Planning)
o Chip Steiner (Downtown Develop Authority)
o Cameron Gloss (Current Planning)
o Timothy Wilder (Advance Planning)
o Mike Freeman (Economic Advisor)
Documentation
o Economic Action Plan
o City Plan
o Downtown Strategic Plan
o Zucker Report
o Strategic Employment Opportunities: Select Industry Clusters in Fort
Collins (2006)
o Refill Fort Collins Final Report (2006)
o Clean Energy Cluster (Web site)
o UniverCity Connections (Web site)
o Fort Collins Web Site
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* Downtown • South College Corridor
Long-term economic vision * Foothills Mall • Campus West
Implement Economic Action Plan and policies * North College Corridor • Mulberry Corridor
Create, implement and support City * Mason Street Corridor Harmony Corridor
plans and policies related to economic
development 1-25 interchanges with
• Business communications strategy - Hwy.392 - Prospect
• Marketing/branding of the City - Harmony - Mulberry
• Economic forecasting
Strategic Economic Dynamic
Economic Business
Leadership Health Centers
4
Strong and 3 BalancedBusiness
2 Effective Retention,
Partnerships Expansion and
Attraction
Strong local and regional partnerships - CSU, NCEDC, * Targeted outreach for business retention, expansion and attraction
DBA, DDA, URA, Chamber,Airport etc. * Efficient and effective development review
* Support development of industry clusters * Appropriate incentives for development and redevelopment
* Business incubator • Inventory of infill and redevelopment opportunities
• Support UniverCity Connections collaboration • Inventory of vacant land available for development
• Infrastructure investments
• Coordination and communication of business data
• Effective Intra-departmental communcation,coordination and collaboration
Sustain and grow State and Federal employment
Memorandum
To: Darin Atteberry, City Manager
Budget Lead Team
From: Environmental Health and Water Quality Results Team
Date: May 3, 2007
Re: Cover memo for Request for Results
To guide the process of creating a new Request for Results the team utilized the
previously adopted 2006-7 RFR, comments from City Council's April, 2007 retreat,
comments from several outside advisors (staff), and its own experience and judgment.
In particular, the Result was slightly modified to strengthen its relationship to an
• adequate, high quality,water supply. The team felt that this would help the public better
understand why offers for water treatment and supply were being directed to this Result.
The team honed its approach to this RFR by choosing to focus on three primary
environmental health factors: good water resources, good air quality, and exemplary land
conservation and stewardship. The team believes that this "triad"-of water, air, and
land, represents the fundamental infrastructure of a healthy, sustainable environment.
Indicators and measures were carefully considered and developed by the team. While
some indicators and measures are similar to the previous RFR, a few important changes
were made. These include the addition of an indicator and measure related to solid waste
diversion as well as a measure related to green house gas reductions. The green house
gas reduction measure is an aggressive metric—but consistent with City adopted policy.
Additionally, the team added a measure intended to capture the City's progress towards
rehabilitating and restoring land, an important component of creating a healthy,
sustainable environment.
With respect to purchasing strategies, the team added a strategy that solicits offers that
promote the use of renewable energy resources and that are consistent with the City's
Energy Supply policy. The team also included a strategy specifically directed to solid
waste diversion. Finally, the team retained a purchasing strategy directed to offers that,
"promote green businesses,buildings and technologies."
•
8
ENVIRONMENTAL HEALTH and WATER QUALITY
RESULT TEAM
City of Fort Collins Request for Results
Team Members
Leader: Brian Janonis
Members: Kraig Bader, Polly Bennett, Barb Brock, Mike Calhoon, Lawrence Pollack, John Stokes
Communications Team Liaison: Jenny Kidd
Facilitator: Liz Stroh
Result
Environmental Health and Water Quality— Fort Collins creates, maintains and promotes a healthy
and sustainable environment with an adequate, high quality water supply.
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 (acid rain) and 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 diarrhoeal 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"Recognizing the Need to
Protect Water Quality."City Council also approved water resources protection in the adoption of
Revised 4 May 2007 at 11:00pm 9
• 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 the 2003 citizen survey, air quality
received the highest rating score for importance to quality of life. In 2003, "beauty and scenery"
was the 7`" highest attribute people liked most about living in Fort Collins. Air quality relates
strongly to this attribute. Yet, Fort Collins violates the state's guideline visibility standard one out
of every four days, and more citizens (70%) are negatively impacted by visibility impairment than
any other consequence of air pollution. Fort Collins is currently only 9% below the Federal health
standard for ozone, and experienced 49 ozone alert days in 2006. The new ozone monitor in west
Fort Collins recorded the single highest 8-hour ozone reading in the Front Range in 2006. This is
especially important because over one-quarter of Fort Collins households (28%) have a member
suffering from a chronic respiratory ailment and ozone is a respiratory irritant. In 2006, Larimer
County received a "D"grade in the American Lung Association's Annual State of the Air report for
ozone levels.
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 City's Local Action
• Plan to Reduce Greenhouse Gas Emissions are critical to local environmental and economic health
as well mitigating the City's 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 the 2003 Citizen
Survey, residents of Fort Collins reported that"proximity to outdoor venues"was the number one
factor related to what they liked most about living in Fort Collins (page 8). In a 2006 Natural
Areas user survey, visitors reported high rates of satisfaction with their Natural Area recreation
experiences.
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.
Indicators
•
Revised 4 May 2007 at 11:OOpm 10
Indicator 1: The degree to which our water resources are maintained and improved
Measure: The level of compliance with key established state and federal regulations
Indicator 2: The degree to which our air quality is maintained and improved
Measure Ir The reduction of high priority pollutants in Fort Collins
Measure 2. A reduction in green house gas emissions that puts the City on track to
meet the 2010 City policy objective of at least 30%below 2010 worst case
projections
Indicator 3: Exemplary Land Conservation and Stewardship
Measure 1;An increase in the 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 the landfill is
maintained and improved
Measure. Solid waste diversion rate
Indicator 5: Citizens' perception of the quality of the environment is maintained and
improved as compared to the 2006 City of Fort Collins Citizen Survey
Measure: Citizen survey;questions to be developed
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.
Purchasing Strategies
Purchasing Strategy #1: We are seeking offers that contribute to long-term
improvement and maintenance of water resources and water quality, which cut
across departmental lines, programs and services. Offers will be favored that promote
Revised 4 May 2007 at 11:OOpm 11
• compliance with state and federal regulations and the City's policy objectives through
innovative programs, incentives, disincentives and service collaboration
• Purchasing Strategy #2: We are seeking offers that contribute to long-term
improvement and maintenance of air quality as well as the reduction of green house
gas emissions and which cut across departmental lines, programs and services. Offers
will be favored that encourage compliance with state and federal environmental
standards and the City's policy objectives through innovative programs, incentives,
disincentives and service collaboration
• Purchasing Strategy #3: We are seeking offers that promote use of renewable
energy resources and that are consistent with the City's Energy Supply policy
• Purchasing Strategy #4: We are seeking offers that
• Conserve, rehabilitate and restore habitat and promote biological health
• Improve and maintain open lands
• Help conserve and link open lands, trails and community separators
• Purchasing trategy #5: We are seeking offers that
• Improve recycling, diversion and reuse
• Provide outreach that increases public knowledge, awareness of and
involvement in environmental issues and programs
• Purchasing Strategy #6: We are seeking offers that promote"green"
businesses, buildings and technologies
Notes/Practices/Supporting Evidence
We are seeking offers that create, maintain and promote a healthy and sustainable environment
with an adequate, high quality water supply, as supported by empirical research, analytical data
and/or proven results. Offers will be rated on their ability to improve environmental health and
water quality. Special consideration will be given to offers that express a proactive rather than
reactive approach and which encourage interdepartmental and/or interagency collaborations and
that contribute to the environmental health, safety and prosperity of our community.
The ability to scale projects, to increase or decrease their scope, will be important. Projects with
the flexibility to scale up or down and continue to produce results may stand a better chance of
being funded.
•
Revised 4 May 2007 at I I:00pm 12
orf Collins creates, maintains and promotes a healthy and uslainable environment
F with an adequate, high quality water supply.
6
Environmental Health
and
Water Quality
Water treatment Open lands
generation * Solid waste dive
* Pollution prevention * Healthy habitat
ouse Gas emissions* Land use Wastewater treatment sources Bu
Stormwater treatment Community separators
use Renewable e
man Recreational environment
ortation Indoor air q
Scenic views
rcial 1 industrial activities
Neighborhood Livability
MEMORANDUM
DATE: May 3, 2007
TO: Darin Atteberry, City Manager
Budget Lead Team
FROM: Neighborhood Livability Results Team
Cameron Gloss, Chair Dave Freismuth
Doreen Kemp, Facilitator Peggy Bowers
Stan Welsch, Budget Tim Buchanan
Becca Henry, Communication Lou Cordova
Felix Lee
RE: Fort Collins improves the livability, choices, and affordability of our neighborhoods.
While creating the Results Map to support this result, the team had lengthy discussions
concerning the definition of"neighborhood livability," and shared anecdotal stories illustrating
each team member's concept of neighborhood livability. Based on this, the team identified six
• primary contributing factors based on importance from our own citizen's perspective and
referencing the 2006 Citizen Survey. You'll notice that our Results Map shows only three
primary contributing factors. The factors: Safety, Amenities, and Transportation make a
neighborhood livable, but are more appropriately deferred to other community-
wide oriented Results Teams.
1. Good neighbor relationships
2. Attractive neighborhoods S. GaR rneye a e-
3. Adequate supply of quality housing —Feels;
According to the Team, the factors listed on the Results Map under each of the above causal
effects work in conjunction with each other to create neighborhood quality. While the Team's
indicators and purchasing strategies cannot possibly encompass all areas, the map is meant to
represent the big picture of an ideal neighborhood. The recent Council comments were also
discussed and one stood out; consider bringing back the Neighborhood Tree Replacement
Program.
1. Good Neighbor Relationships - How do neighbors behave? The most frequent
(2.9%) comment written by 2006 Citizen Survey respondents regarding neighborhoods was
concern with rental homes in neighborhoods and enforcement of rental codes. We feel the
number of Police Service calls and Public Nuisance Notices are indicative of neighbor apathy
towards each other and their neighborhood. We also feel the way to help remedy this concern
is with the carrot not the stick.
•
14
The Neighborhood Livability Results Team aims to encourage compliance and
reduce call/notice numbers per capita; then use this data to identify and improve
neighbor behavior.
2. Attractive Neighborhoods - How do citizens like their neighborhoods? According to
the 2006 Citizen Survey, regardless of where they live, respondents rated their neighborhoods
as"good" or better. However, there are some significant differences between levels of
satisfaction among quadrants of Fort Collins.
Generally, respondents in the eastern quadrants rated their neighborhoods higher than those in
the western quadrants. In particular, respondents residing in the southeast quadrant rated their
neighborhoods much higher than residents in the northwest quadrant. Nearly one-half (48.3%)
of respondents from the southeast quadrant rated their neighborhoods as"very good,"
compared to only about 30% rating their neighborhoods"very good"in the northwest
quadrant.
Overall respondents (82.3%) gave their neighborhoods a "Good"or better rating.
The Neighborhood Livability Results Team aims to maintain or improve this rating.
3. Adequate Supply of Quality Housing - Do neighbors have a good supply of
housing choices? The 2006 Citizen Survey states, "Most community attributes received mean
ratings of good.'Two exceptions were the availability and diversity of job opportunities and
availability of affordable housing. Respondents gave mean ratings of'average'to both of
these items."
The team feels providing ownership opportunities for citizens below 80% AMI (Area Median
Income) will reduce commute times, promote diversity, encourage reinvestment, and build a
"sense of community." (HUD requires 80% or lower AMI to qualify for funding services.)
Mandated by a Council Ordinance, the City must fund a minimum of$133,000 per year for
affordable housing. Furthermore, it is supported by City Plan, "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. Housing that is affordable to
every income will be geographically dispersed throughout the community to avoid
creating over concentration in any neighborhood. Fort Collins will promote development of well-
designed, compatible, high-quality multifamily developments and accessory homes throughout
the community.
Please note City records show that renters are 4x more likely to incur public nuisance notices.
By empowering ownership and stabilizing families, we hope to strengthen and improve the
fundamental building blocks of Fort Collins— neighborhoods.
The Neighborhood Livability Results Team aims to increase ownership opportunities
and housing choices.
Notes/Practices/Supporting Evidence
2006 Citizen Survey. City of Fort Collins, 2006.
• City Plan. City of Fort Collins, May 4, 2004.
Priority Affordable Housing Needs and Strategies. City of Fort Collins, July 20, 2004.
Police Service calls and Public Nuisance Notices, City of Fort Collins.
• HUD (U.S. Dept of Housing and Urban Development)
CSU's Neighborhood Quality of Life Surveys. CSU, Spring 2006 and August 2006.
15
NEIGHBORHOOD LIVABILITY
• - Request for Results
City of Fort Collins
Team Members
Cameron Gloss — Chair, Current Planning
Peggy Bowers - Recreation
Tim Buchanan - Forestry
Lou Cordova - Utilities
Dave Freismuth - Police Services
Becca Henry, Communication, Planning
Doreen Kemp, Facilitator, Human Resources
Felix Lee, Neighborhood & Building Services
: Stan Welsch - Budget, Streets
Result
Fort Collins improves the livability, choices, and affordability of our neighborhoods.
Introduction/Summary of Results Map
While creating the Results Map to support this result, the team had lengthy discussions concerning the
•definition of"neighborhood livability,"and shared anecdotal stories illustrating each team member's
concept of neighborhood livability. Based on this, the team identified six primary contributing factors
based on importance from our own citizen's perspective and referencing the 2006 Citizen Survey.
You'll notice that our Results Map shows only three primary contributing factors. The factors: Safety,
Amenities, and Transportation make a neighborhood livable, but are more appropriately
deferred to other Results Teams.
1. Good neighbor relationships 4. Geed amenities
2. Attractive neighborhoods
3. Adequate supply of quality housing 6-.—Fee;;Tsan,
According to the Team, the factors listed on the Results Map under each of the above causal effects
work in conjunction with each other to create neighborhood quality. While the Team's indicators and
purchasing strategies cannot possibly encompass all areas, the map is meant to represent the big
picture of an ideal neighborhood. The recent Council comments were also discussed, and the one
which stood out was to consider bringing back the Neighborhood Tree Replacement Program.
Indicator 1: Residents like their neighborhood.
Measure:Annual Citizen Survey
Source: Communications& Public Involvement
According to the 2006 Citizen Survey, regardless of where they live, respondents rated their
neighborhoods as "good"or better. However, there are some significant differences between levels of
4Vatisfaction among quadrants of Fort Collins.
16
Generally, respondents in the eastern quadrants rated their neighborhoods higher than those in the
western quadrants. In particular, respondents residing in the southeast quadrant rated their
neighborhoods much higher than residents in the northwest quadrant. Nearly one-half(48.3%) of
respondents from the southeast quadrant rated their neighborhoods as"very good,"compared to only
about 30% rating their neighborhoods"very good"in the northwest quadrant.
The most frequent (2.9%) comment written by respondents regarding neighborhoods was concern
with rental homes in neighborhoods and enforcement of rental codes.
Overall respondents (82.3%) gave their neighborhoods a "Good"or better rating. The
Neighborhood Livability Results Team aims to maintain or improve this rating.
Indicator 2: Residents are good neighbors.
Measure: Number of Po/ice Service Calls and Public Nuisance Notices
Source.Neighborhood&Building Services and Po/ice Services
The number of Police Service calls and Public Nuisance Notices are indicative of neighbor apathy
towards each other and their neighborhood.
• Nuisance contacts, weeds, rubbish • Noise/party contacts
• Inoperable vehicles, RVs, snow removal, • Parking conflicts
etc. • Over-Occupancy investigations
The Neighborhood Livability Results Team aims to reduce these numbers per capita and
use this data to identify and improve neighbor behavior.
Indicator 3: Below median income residents can purchase housing.
Measure: Number of units built available to buyers below 80%AMI
Source: Affordable Housing Office
Provide ownership opportunities for citizens below 80% AMI (Area Median Income) in order to reduce
commute times, promote diversity, encourage reinvestment, and build a"sense of community."(HUD
requires 80% or lower AMI to qualify for funding services.)
The 2006 Citizen Survey states, Most community attributes received mean ratings of'good.'Two
exceptions were the availability and diversity of job opportunities and availability of affordable housing.
Respondents gave mean ratings of'average'to both of these items."
Mandated by a Council Ordinance, the City must fund a minimum of$133,000 per year for affordable
housing. Furthermore, it is supported by City Plan, "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. Housing that is affordable to every income will be geographically
dispersed throughout the community to avoid creating over concentration in any neighborhood.
Fort Collins will promote development of well-designed, compatible, high-quality multifamily
developments and accessory homes throughout the community.
It was also noted that City records document renters are 4x more likely to incur public nuisance
notices. By empowering ownership and stabilizing families, this offer strengthens and improves the
fundamental building blocks of Fort Collins - neighborhoods.
The Neighborhood Livability Results Team aims to increase ownership opportunities.
17
Notes/Practices/Supporting Evidence
•• 2006 Citizen Survey. City of Fort Collins, 2006.
• City Plan. City of Fort Collins, May 4, 2004.
• Priority Affordable Housing Needs and Strategies. City of Fort Collins, July 20, 2004.
• Police Service calls and Public Nuisance Notices, City of Fort Collins.
• HUD (U.S. Dept of Housing and Urban Development)
• CSU's Neighborhood Quality of Life Surveys. CSU, Spring 2006 and August 2006.
Purchasing Strategies
1. We are looking for offers encouraging and fostering good neighborhood
relationships. Specifically, offers improving relationships between students,
landlords, renters and homeowners.
o Good Neighbor Relationships
2. We are looking for offers enhancing and maintaining the attractiveness of
neighborhoods.
o Attractive Neighborhood
3. We are looking for offers encouraging voluntary compliance with City codes, in
addition to innovative enforcement efforts.
o Attractive Neighborhood& Good Neighbor Relationships
4. We are looking for offers collaborating with Colorado State University
administration and Associated Students of CSU to improve neighborhood livability.
• o Good Neighbor Relationships
S. We are looking for offers to geographically identify neighborhoods to create a map
to analyze data.
o All Primary Factors
6. We are looking for offers to improve parking management within neighborhoods,
particularly those using voluntary methods in addition to enforcement.
o Attractive Neighborhood, Good Neighbor Relationships
7. We are looking for offers providing and maintaining attractive public spaces within
neighborhoods.
o Attractive Neighborhood
8. We are looking for offers to provide ownership opportunities for citizens below
80% AMI (Area Median Income).
o Adequate Supply of Quality Housing
9. We are looking for offers encouraging partnerships between Poudre School District,
Larimer County &City Departments and facilitate community planning and use of
public facilities for programs to enhance neighborhoods.
o Good Neighbor Relationships
10. We are looking for offers to maintain neighborhood character by ensuring
• compatibility of infill development, redevelopment, and new development as
indicated in "City Plan."
o Attractive Neighborhood&Adequate Supply of Quality Housing
18
The factors
Safely, Amenities,
and Transportation; �
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SustainableDesign
Utility • •
• MEMORANDUM
TO: Darin Atteberry, City Manager
Budget Lead Team
FR: Safe Community Results Team
Team Lead: Jim O'Neill
Facilitator: Suzanne Jarboe-Simpson
Budget Guru: Tricia Davis
Team Members: Tracy Ochsner, Dennis Bode, Rick Bachand,
Jim Broderick, Dean Erickson
Communications Team Liaison: Brent Carmack
RE: Safe Community Results Area
DT: May 3, 2007
The Safe Community Team was asked to develop a Results Area that attracts Budget
Offers which focus on creating and maintaining a safe community for 2008-09.
• As part of the 2006-07 Budget Process, the Safer Community Team drafted a statement
defining the intended Outcome as"No matter where you go or what you do, you should
feel safe, day or night."
As part of the current charge, the Team reviewed that Outcome and decided to make a
change. The Proposed Outcome Statement for Safe Community for 2008-09 is "Fort
Collins is a safe place to live, work, learn and play."The Team feels that this statement
more clearly encompasses the activities our community is known for, and reinforces that
it is our desire to be a safe community for all of these activities.
Team members reviewed and confirmed the elements they feel contribute to a Safe
Community. Those elements, in priority order, are:
Prevention
Responsiveness
Planning and Preparedness
Community Involvement and Partnerships
The Team identified examples of actions or outcomes under each of these four elements.
These examples provide guidance to the organization about the kinds of funding
proposals this team is looking for. Those examples are listed on the attached Safe
Community Results Map. While all of the examples are important, several are
highlighted in `white"to denote a slightly elevated level of importance in the drive
• towards a Safe Community.
20
Some of the services which contribute to a Safe Community include:
Fire Prevention and Response
Police Services
Emergency Medical Services
Assistance to Those in Need
Utilities (Storm Water and Electric Power)
Building Inspections
Disaster Preparedness and Response
Planning, Design and Inspection
Construction and Maintenance of Infrastructure
Reinforcement of Responsible Driver Behavior
We appreciate the opportunity to collectively participate on this Team. We look forward
to reviewing and making recommendations to the Budget Lead Team for those Offers we
feel will help move Fort Collins closer to being a"safe place to live,work, learn and
play.,,
21
• SAFE COMMUNITY
Request for Results
May 2007
Team Members
Team Leader: Jim O'Neill
Facilitator: Suzanne Jarboe-Simpson
Budget Guru: Tricia Davis
Team Members: Tracy Ochsner, Dennis Bode, Rick Bachand, Jim Broderick, Dean
Erickson
Communications Team Liaison: Brent Carmack
Result
Safe Community
Fort Collins is a safe place to live, work, learn and play.
• Introduction/Summary of Results Map
What makes Fort Collins a Safe Community?
Immediate actions from Police and Fire are the first services that come to mind.
We know that 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, we believe that the definition of a safe
community is broader than simply police or fire assistance. It also 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 discussed the elements that contribute to a safe
community, and grouped them using an affinity process. These factor groupings
were then prioritized. The factor groupings, in priority order, are:
Prevention
Responsiveness
• Planning and Preparedness
Community Involvement and Partnerships
22
Indicators
Indicator 1: Citizen Perception of Safety
Measure: Not currently measured
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 within
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 Index
Measure: Uniform Crime Reports: Part I Crimes per 1,000
Uniform Crime Reports: Part II Crimes per 1,000
Data Source: Uniform Crime Reports (UCR) Colorado Bureau of
Investigation, Crime in Colorado
The UCR numbers are readily available and are tracked by many communities.
This data is traditionally used for trend and comparison analysis. Since no single
performance indicator can stand alone as the measure of community safety, it is
intended that this non-survey data be used to balance and cross check the
survey data collected under Indicator 1.
23
...__.. .....
• 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, 17ood control,
Are 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/n emergency situations
d) Provide flexible, cost efficient, responses to developing community
safety issues before they become significant problems
• Purchasing Strategy #3
We are looking for offers that encourage and support P/anninp 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, utll/ty outages and significant
community events
b) Leverage the use of State and Federal Funding by regional
agencies(FEMA, Homeland Security, etc.)
c) Reliable electric power and adequate flood management
d) Aid in business disaster preparedness and recovery
e) Promote strategic problem solving
•
24
• 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's assistance
c) Reduce recidivism ofjuvenile 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
f) Encourage PublicPrivate partnerships to address community safety
issues
Purchasing Strategy #5
We are looking for offers to provide:
a) Community Survey on the perception of safety.
Some similarity to the surveys conducted in 1988, 1995 and 1997. The
proposed survey would include opportunities for respondents to provide self
reporting information (i.e, victimization, driving behavior), as well as survey
information concerning fear of crime, disorder, traffic safety, etc. The target
audience for this survey would include residents, business owners/managers,
juveniles and others
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
25
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• MEMORANDUM
DATE: May 3, 2007
TO: Darin Atteberry, City Manager
Budget Lead Team
FROM: Cultural and Recreational Opportunities Results Team
RE: Request for Result
The Cultural and Recreation Opportunities Results Team is pleased to submit the
attached Request for Results (RFR) draft document as we move forward with the
Budgeting for Outcomes process.
The Team has used the charge delivered by City Council, to "provide diverse
• cultural and recreational opportunities that foster physical and mental
wellbeing," as its guiding principal. To translate that charge into a Request for
Results we have assumed the role of representing our fellow citizens as we draft
an RFR that reflects community needs and expectations. Our discussions
benefited from citizen feedback data provided by various City programs and
citizen evaluations included in the 2006 Citizen Survey. The team also met with
managers from the service area prior to drafting the results map, purchasing
strategies and measurements.
The philosophy that has evolved in Team discussions is reflected well in the
Results Map that accompanies the RFR. We want to ensure all populations are
served with quality programs in quality facilities. We have taken to heart City
Council's preference that youth, and at-risk youth in particular, will be
adequately served.
We believe our purchasing strategies will be effective in yielding the cultural and
recreational programs that are expected by the citizens of Fort Collins.
The Team looks forward to evaluating and ranking offers to meet the goals of the
• RFR and the important role our budget process plays in building an exceptional
community.
27
6aCultural and Recreational Opportunities Results Team
City of Fort Collins Request for Results
Team Members
Mark Radtke, Chair(CMO)
Ginny Sawyer, Facilitator (Neighborhood Services)
Ellen Switzer,Budget(Utilities)
Susan Herlihy, Communication (Lincoln Center)
Kevin Gertig(Utilities)
Jim Colbum (Neighborhood Services)
Dawna Gorkowski(CPRE)
Linda Moore(Museum)
Debbie Daugaard (Streets)
Result
The City Council provided the Cultural and Recreational Opportunities Result Team with the
following desired result and clarifying statement:
Provide diverse cultural and recreational opportunities
that foster physical and mental well-being.
Introduction/Summary of Results Map
The Team held thoughtful discussions to develop a Request for Results(RFR) that will result in
the purchase of services to fulfill the cultural and recreational budget outcome designated by
City Council. The Team discussed issues with both staff and community members in designing
this RFR and benefited from City Council comments and suggestions. The Results Map paints a
picture of the Team's goals for providing cultural and recreational opportunities to the citizens
of Fort Collins. The Map reveals the Team's desire for quality programming and facilities that
meet community needs and standards.The Team identified three contributing primary factors
and listed secondary factors related to each.Five indicators and their associated measurements
are contained in the RFR along with eight purchasing strategies to guide sellers in creating their
offers.
DRAFT
Page 1
5/4/2007
28
• 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 2006 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.
• Maintain or improve "Good" and "Very Good" parks, trails and open space ratings
• on the Citizen Survey.
The 2006 Citizen Survey has provided a benchmark to measure customer satisfaction with
cultural and recreational facilities, and with open space 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 recreation and cultural
programs and facilities.
• Maintain or increase adult and senior registrations and usage of City recreation and
cultural programs and facilities.
• Maintain or improve"Good" and "Very Good" availability and diversity in
activities ratings on the Citizen Survey.
Recreation programming has the ability to track and report registrations by age demographics.
By capturing this usage data we ensure that our community needs are met as demographics
• DRAFT
Page 2
5/4/2007
29
change. 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. Leveraging City and outside support for current and future internal
benchmarking
Measure:
• Measure and benchmark non-general fund support(user fees, grants, volunteer
hours, etc) as a percentage of total budget.
This indicator and associated measures maintain a focus on the "true cost' of providing cultural
and recreational opportunities. By annually measuring general fund support of programs we
can track trends and compare the trend to any change in customer satisfaction or usage.
Indicator Five:Maintain affordable options in cultural and recreation programming
Measure:
• Track the number of cultural and recreation customers using reduced fee
registrations.
Reduced fee registrations are ultimately general fund support.By tracking these numbers we
can maintain a range of affordability and acceptable support levels.
Purchasing Strategies
We are looking for offers that...
1. Serve diverse customer needs(age,income,gender,ethnicity, and abilities)
including providing positive alternatives for at-risk youth.
o Responsive to Customers
o Convenient&Affordable Access
o Quality Facilities and Lands
2. Maintain current cultural and recreational facilities and properties to assure the long
term life of these prior capital investments.
o Quality Facilities and Lands
DRAFT
Page 3
5/4/2007
30
3. 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
4. Provide programs and facilities that contribute to Fort Collins as a dynamic and
distinctive center for arts, culture,recreation, and education.
o Responsive to Customers
o Convenient&Affordable Access
o Quality Facilities and Lands
5. Continue programs that have a proven track record of success and customer
satisfaction.
o Responsive to Customers
o Convenient &Affordable Access
o Quality Facilities and Lands
6. Identify funding strategies for future operating and maintenance costs in any new
capital development.
o Quality Facilities and Lands
7. Leverage the City's funds through technology,partnerships,volunteers, grants,user
fee revenues, and other multipliers.
• o Responsive to Customers
o Convenient&Affordable Access
o Quality Facilities and Lands
8. Demonstrate creativity,innovation, and leadership. High risk/high reward offers are
welcome.
o Responsive to Customers
o Convenient &Affordable Access
o Quality Facilities and Lands
Notes/Practices/Supporting Evidence
Rationale of Primary and Secondary Factors
The process for defining primary factors, casual factors and indicators involved taking a broad
view of the types of programs and facilities that would meet the needs of the community.
Diversity, cost effectiveness, quality, accessibility, and innovation are among the factors
identified to fulfill the outcome.The Team will accept a wide variety of programming that
• DRAFT
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5/4/2007
31
meets the needs of all ages and abilities, and added consideration will be given to programming
that meets the needs of youth-in particular at-risk youth. The prioritization of the primary
factors could be described as people, programming, and places. The Team is looking for quality
programming to serve the needs of citizens in first class facilities.
Responsive to Customers
Citizens expect cultural and recreational opportunities that meet their interests and are of high-
quality.
* Serve diverse customer needs:to meet needs of diverse users (age, ability, income,etc.)
* Provide effective programming: to foster physical and mental well-being
• Commit to innovative programming and practices:to remain on top of trends and
technologies to best serve our community
• Maintain quality staffing: to provide the foundation of providing high-quality
opportunities
Utilize effective technology: to improve efficiency and increase customer convenience
Offer structured and unstructured cultural and recreational opportunities: to meet
diverse needs and interests
Convenient and Affordable Access
Citizens want cultural,recreational, and educational opportunities that are accessible and
affordable.
* Maintain a variety of operating hours and locales:for ease of access and to meet
diverse schedules and interests
• Seek alternative funding to subsidize costs: to maintain affordability and financial
feasibility
• Offer fee based and free cultural and recreational opportunities:to meet a variety of
needs and interests
• Continue scholarship programs:to increase program reach and availability
Quality Facilities and Lands
Cultural and recreational opportunities are dependent on the availability of quality facilities
and lands.
* Keep facilities and lands well maintained,attractive,functional, and safe: so citizens
receive value for their dollar and to defray costly maintenance in the future
* Demonstrate financial sustainability: to ensure funding for future operating and
maintenance costs
Grow with the community:to ensure facilities and land are planned in a way that will
meet future needs
Utilize effective partnerships:to leverage tax dollars as efficiently and effectively as
possible
* Star bullets represent highest priority secondary factors
DRAFT
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32
Cultural and Recreational
Opportunities I
* Serve diverse customer needs * Financial sustainability
* Innovative programming & practices *Well maintained, attractive,
Quality staffing functional & safe
Utilize effective technology Grow with community
Effective programming Effective partnerships
Structured & unstructured opportunities
........... ......................... :
* Fee-based & free opportunities
* Opportunities well located
Variety of operating hours & locales
Alternative funding to subsidize costs
Scholarship program
city�Fort Collins
* a
Memorandum
To: Darin Atteberry, City Manager
Budget Lead Team
From: Transportation Results Team
Date: May 3, 2007
Re: Transportation Results Team Request for Results
Please see attached for the Request for Results (RFR) for the Council determined outcome, "Improve
Transportation: Fort Collins improves the safety and ease of traveling to, from, and throughout the city."
To assure safety and ease of travel, the City must assure good mobility and safety. In this RFR, safety
refers to the condition of our transportation infrastructure,not driver behavior or enforcement.
Specifically, the RFR identifies five major elements that contribute to improved transportation:
• Smooth, predictable traffic flow
• Quality roads and infrastructure
• • Integrated land use and transportation
• Travel mode options
• Increased awareness
Determining the elements above and their causal factors outlined in the RFR was largely based on 2006
citizen survey input and Council Retreat feedback. Traffic concerns are a top priority in Fort Collins and
remain a chief concern of citizens according to the 2006 Citizen Survey. Plus, with recent changes to the
City's transit system, Transfort and Dial-a-Ride services have garnered increased interest from the general
public as is evident by the multiple newspaper articles and editorials addressing the topic. Council also
identified Transfort and Dial-a-Ride as important elements of improving transportation. Additionally,the
extreme winter storms of 2006 have increased the public's awareness of road maintenance and repair, a
major contributing factor to infrastructure safety and mobility. Finally, at the Council Retreat, Council
identified funding as a challenge to improving the safety and ease of travel in the Fort Collins area. This
RFR specifically recognizes the issue by encouraging proposals that bring new funding sources as a
component of the overall project.
Furthermore, extensive discussions with representatives from the Transportation Group helped refine
obtainable, realistic indicators that truly measure progress toward the end result, "Improved
Transportation." Some of these indicators will also provide data that can be used to compare our progress
with peer cities.
•
35
TRANSPORTATION TEAM
Request for Results
City of Fort Collins
Team Members
Roger Buffington, Susie Gordon, Randy Hensley, Cory Christensen, Timothy Wilder, Mark Jackson
Team Leader: Ken Marmon
Facilitator: Lori Clements-Grote
Communications: Kim Newcomer
Result
Improve Transportation: Fort Collins improves the safety and ease of traveling to, from, and
throughout the city.
Introduction/Summary of Results Map
Quality transportation is intrinsic to citizens'definition of"quality of life." To continually improve the
safety and ease of travel in the Fort Collins area, the City must address traffic, infrastructure,
planning, travel mode options, and communication. All of these factors contribute to good mobility.
Like most urban communities, traffic congestion occurs in Fort Collins and citizens cite it as an issue
that needs to be improved (see 2006 Citizen Survey results). Travel outside the city, including on I-
25, is increasingly difficult and the State's funding sources are limited. Along with longer trip lengths,
and therefore less time for recreation and family, poor traffic flow increases citizens'frustration and
creates unsafe conditions.
Fort Collins has a well-designed surface street system that strives to provide good infrastructure for
drivers, bicyclists, pedestrians and transit riders,which is key to improving safety and ease of travel.
The winter storms of 2006 have had an adverse effect on the condition and safety of roads. This
RFR recognizes the significance of maintenance as a high priority. This results map includes safety
factors as they relate to infrastructure; budget offers that concentrate on driver behavior and
enforcement are addressed in other result areas.
The community's normally clement weather conditions during a substantial part of the year allow
people to engage in a variety of ways to travel to work and other destinations. Along with an
appreciation of healthy and outdoor activities, Fort Collins residents value clean air and the ability to
choose alternative transportation modes. Recent changes to transit services have elevated the
importance of providing and educating residents about travel mode options.
36
• Indicators
Indicator 1: Citizen Satisfaction
Measure: Community Survey
There are several qualitative parameters that are implied in the desire for"ease 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 ease of mobility and other transportation concerns.
Indicator 2: Mobility
Measure: Time traveled on selected routes and delay times at key intersections.
To evaluate ease of travel by automobile, 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 automobile mobility/ease of travel.
Indicator 3: Transit Mobility
• Measure: Transit ridership and timeliness.
To evaluate ease 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: Roadway System Maintenance
Measure: Roadway conditions
Roadway conditions measure efforts and effectiveness of roadway maintenance which contribute to
the safety and ease 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 5: Outside funding sources.
Measure:Amount of dollars from non-City sources.
• Successful acquisition of outside funding sources for improving transportation will be measured.
37
Purchasing Strategies
Purchasing Strategy#1: Contribute to 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 improve travel time and decrease travel delays by addressing the following
factors including, but not limited to:
• Increased roadway capacity
• Intersection improvements
• Signalization
• Parking
• Signs &directions
• Routes&zones (e.g., construction, school, or loading zones)
Purchasing Strategy#2: Support 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 physical or telecommunication infrastructure. Proposal should ultimately improve roadway
safety and overall conditions and may address the following:
• 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#3: Integrate Land Use and Transportation Planning.
We are seeking proposals that encourage transportation-driven 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
• Collaborative politics (relationships, organizations, Intergovernmental Agreements) policy-
this includes, but is not limited to, agencies such as the North Front Range Metropolitan
Planning Organization, Colorado Department of Transportation, Poudre School District, and
other local governments.
• Citizen input
38
• Purchasing Strategy#4: Provide Travel Mode Options.
We are seeking proposals that limit the rate of increase in traffic volume 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
• Bikeways
• Pedestrian systems
• Carpool
• Carsharing
• Online/telecommuting
Purchasing Strategy#5: Increase Awareness
We are seeking proposals for improving outreach and education, thereby increasing citizens' ability
to travel safely and easily on the City's transportation system. Areas of consideration include, but are
not limited to:
• Outreach and education
• Appropriate incentives
Notes/Practices/Supporting Evidence
• 2006 City of Fort Collins Citizen Survey
City Council Retreat
Feedback from City Boards and Commissions
Requests for road maintenance
Local news articles and editorials addressing transit
Interviews with City Transportation staff
•
39
A -FYy;
*Capacity
*Intersection Improvements *Outreach & Education
*Signalization Incentives
Parking `
..............
Signs & Directions
Routes & "Zones"
Traffic Increase
Flow Improve Awareness
Quality "Roads" & Transportation Travel Mode
Infrastructure Integrated Land Use Options
& Transportation
*Maintenance Planning
*Capital Projects *Mass/Para Transit
Design Standards *Planning Bikeways
System Connectivity *New Funding Sources Pedestrian Systems
Safety/Efficiency Improvements Demand Forecasting Carpool
Communication Infrastructure Politics (Relationships, Carsharing
Organizations, Policy, IGAs) Online/Telecommutin
g �
Citizen Input : ..................................
..........................................
Driver Behavior, Enforcement, and Accident Response will be addressed by the Safe Communities Results Team
• MEMORANDUM
Date: May 3, 2007
To: Darin Atteberry, City Manager
Budget Lead Team
From: High Performing Government Results Team
Re: Request for Results
Attached please find the detailed Request for Results (RFR) for the High Performing
Government area. Our team tapped a variety of sources to identify the components that will
ensure Fort Collins is, as described by City Council, a model for an entrepreneurial, high
quality city government.
First and foremost, team members approached this task from the perspective of our
community and its citizens. What do people want most from their municipal government?
We studied the results of the 2006 Citizen Survey and -wearing our own citizen"hats"-
discussed such basics as fiscal responsibility, transparency, and personal and professional
• service provision. These components are described under the headings "Focus on the Results
the Community Wants" and"Create Active Community Connections."
Secondly, the team looked inward by reviewing research on what it is that makes up a
healthy, 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, and the 2006 City Employee Survey. These findings are
summarized under the headings"Promote Progressive and Effective Leadership,""Invest in
and Engage Employees" and "Provide Exceptional Support Technology, Information and
Services."
Given the many facets of a high quality city government it was quite a challenge to
summarize our findings in one concise document. Fortunately, we are helped 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
• Mission: Exceptional service for an exceptional community
• Our Values: outstanding service, innovation and creativity, respect, integrity,
initiative, collaboration and teamwork, stewardship
We thank you for the opportunity to meet with you in person to discuss these and many other
• concepts for a High Performing Government and to hear your thoughts on this important
result.
41
High Performing Government
Request for Results
City of Fort Collins
Team Members
Tess Heffernan, Team Leader
Beth Sowder, Facilitator
Sandy Aragon, Budget Liaison
John Armstrong, Communications
Cathy Blakeman
Dan Coldiron
Hal Dean
Mike Herzig
Tom Rock
Result
High Performing Government: Fort Collins is a model for an entrepreneurial,
high quality city government.
Introduction/Summary of Results Map
The High Performing Government Results Team approached this task from the
perspective of our community and its citizens. What do people want most from
their municipal government? We studied the results of the 2006 Citizen Survey
and — wearing our own citizen "hats"— discussed such basics as fiscal
responsibility, transparency, and personal and professional service provision.
These components are described under the headings"Focus on the Results the
Community Wants" and "Create Active Community Connections".
The team also looked inward by reviewing research on just what it is that makes
up a healthy, 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, and the 2006 City Employee
Survey. These findings are summarized under the headings "Promote
Progressive and Effective Leadership", "Invest in and Engage Employees", and
"Provide Exceptional Support Technology, Information and Services".
Although each of the points within each causal area are viewed as a priority, the
ones indicated with a "star" are viewed as the absolute top priorities and, in
some cases, encompass the other desired results.
42
Indicators
Indicator 1: Citizen Survey
Conduct an annual 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.
Indicator 2: Price of Government Measure; Taxes + fees + charges
Persona/income
"The quality we have depends on what we're willing to pay for."
The price of government will be tracked over time and analyzed in conjunction
with the various Budgeting For Outcomes indicators. Any changes in the
price of government will be compared to the organization's performance
as measured by the indicators. Citizens can use the price of government
and the various indicators as they assess whether they are satisfied with
• both the amount they are paying for government services and the value
that they receive for their investment.
Indicator 3: Employee Engagement Survey
Utilize research-based questions to gauge employee engagement; conduct the
survey multiple times each year during the same time frames in order to
track ongoing trends.
Indicator 4: Performance Management Program
By the end of 2008, establish and implement a Performance Management
Program for the purposes of aligning the City's mission, vision, values, and goals
with performance expectations and rewarding high-quality performance.
Indicator 5: Internal Services Scorecard
By the end of 2008, establish and implement an Internal Services Scorecard for
• the purpose of tracking, understanding and improving key work processes and
achieving organizational success, sustainability and continuous improvement.
43
Purchasing Strategies
We are looking for offers that.
• Dedicate resources to performance measurement and support a
shift to a data-driven organization.
o Focus on Results the Community Wants
• Emphasize financial management plans and strategies that focus
on outcomes and results that citizens want and are designed for
long-term financial stability.
o Focus on Results the Community Wants
• Provide systems, services and processes that increase access,
efficiency and responsiveness in meeting the needs of our
customers while eliminating unnecessary redundancies.
o Focus on Results the Community Wants
o Provide Exceptional Support Technology, Information and Services
• Proactively inform and involve citizens through a variety of
channels in order to gauge expectations, convey our services and
engage people in issues that affect them.
o Create Active Community Connections
• Maintain and enhance community partnerships and
collaborations, and emphasize the City's role in shaping the
future of our community and region
o Create Active Community Connections
• Outline programs and initiatives that advance progressive and
effective leadership throughout the organization.
o Promote Progressive and Effective Leadership
• Provide a comprehensive Performance Management program
that includes innovative strategies for rewarding high-quality
performance.
o Promote Progressive and Effective Leadership
o Invest in and Engage Employees
• Proactively inform employees through a variety of channels in
order to gauge expectations, convey our internal services and
involve employees in issues that affect them.
o Invest in and Engage Employees
44
• • Promote and invest in safety, wellness, equipment and
workspace.
o Invest in and Engage Employees
• Focus on affordable and, where possible, customized internal
service functions that are based on a business partnership model.
o Provide Exceptional Support Technology, Information and Services
• Enhance and better integrate financial and accounting services
throughout the organization, including parameters and
procedures for equipment/asset purchase and replacement.
o Provide Exceptional Support Technology, Information and Services
Notes/Practices/Supporting Evidence
The High Performing Government Results team tapped a variety of sources to
identify the components that will ensure Fort Collins is, as described by City
Council, a model for an entrepreneurial, high quality city government. These
sources include:
• 2006 Fort Collins Citizen Survey
• • City of Fort Collins 2006 Employee Survey
• The Gallup Organization
• 2007 Baldrige Award Criteria
• "W.O.R.L.D C.L.A.S.S. as an acronym" article
• Rulon Stacy, Poudre Valley Health System, presentation to Executive Lead
Team, November 2006
• Marcus Buckingham presentation, April 2006
• The High Performance Model from Employee Engagement and
Commitment
• Walt Disney World "Chain of Excellence"
• Employee Engagement conference overview
• Good To Great by Jim Collins
Given the many facets of a high quality city government it was quite a challenge
to summarize our findings in one concise document. Fortunately, we are guided
by the fact that our City 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
•
45
v Planning for long term financial stability
Accessible,quality services provided with ,
fairness and equity ,
•Tax dollars are spent wisely
•Personable,professional attention
•High expectations set;we are a model for
other communities
err
rr
Tj� r
the High
_ Performing
it
Government
Feedback from citizens
proactively sought and *High quality systems exist to
responded to meet customer needs;services
*Collaboration with other *City Council and supervisors throughout the are timely,efficient, responsive
*Sustainable balance between work and and flexible
organizations seen as vital to organization formulate and communicate clear personal life expected and encouraged *Continually striving to reduce
our success vision,direction,and priorities •Competitive and fair compensation redundancies and integrate
People have many ways and *Leaders and all employees accountable to, •Investment in skills,training,safety and related business processes
opportunities to become rewarded for,and actively demonstrate our wellness involved values Innovation valued and
Access to needed materials, resources rewarded
Citizens feel informed about Continuous improvement and learning are and work space Systems and services allow
what services we offer and why expected •Employees empowered to make decisions one input to produce multiple
Decisions are timely and competent in the best interest of customers and the outputs
•Employee contributions valued and recognized ; : organization
....................... .......................................
ATTACHMENT 2
Results Team Members
2008-09 Bud etin for Outcomes
Service Area
Economic Health
Team Leader Terri Bryant Utilities
Facilitator Lynn Sanchez Human Resources
Budget Liaison Delynn Coldiron Neighborhood and Bldg. Services
Communications Patty Bigner Utilities
Craig Dodd Police
Joe Frank Planning, Devel. and Trans . Srvs.
John Phelan Utilities
Jeremy Reese Finance
Judi Vos Natural Resources
Environmental Health
Team Leader Brian Janonis Utilities
Facilitator Liz Stroh MIS
Budget Liaison Barb Brock Natural Resources
Communications Jenny Kidd Neighborhood and Bldg. Services
Kraig Baider Utilities
Polly Bennett Engineering
Mike Calhoon Parks
Lawrence Pollack Finance
John Stokes Natural Resources
Safer Community
Team Leader Jim O'Neill Finance
Facilitator Suzanne Jarboe-Simpson MIS
Budget Liaison Tricia Davis Police
Communications Brent Carmack Museum
Rick Bachand Natural Resources
Dennis Bode Utilities
Jim Broderick Police
Dean Erickson Transfort
Tracy Ochsner Operations Services
-Neighborhood Quali
Team Leader Cameron Gloss Planning
Facilitator Doreen Kemp Human Resources
Budget Liaison Stan Welsch Streets
Communications Becca HenryEngineering
Peggy Bowers Recreation
Tim Buchanan Forestry
Lou Cordova Utilities
Dave Freismuth Police
Felix Lee I Neighborhood and Bldg. Services
ATTACHMENT 2
-Transportation
Team Leader Ken Mannon Operation Services
Facilitator Lori Clements-Grote Utilities
Budget Liaison Randy Hensley Transportation
Communications Kim Newcomer CPIO
Roger Buffington Utilities
Susie Gordon Natural Resource
Mark Jackson Transportation
Cory Christianson Police
Timothy Wilder Planning
Cultural Recreational and Educational
Team Leader Mark Radtke City Manager's Office
Facilitator Ginny Sawyer Neighborhood and Bldg. Services
Budget Liaison Ellen Switzer Utilities
Communications Susan Herlihy Lincoln Center
Jim Colbum Neighborhood and Bldg. Services
Kevin Gertig Utilities
Dawna Gorkowski CORR
Linda Moore Museum
Debbie Dau aard Streets
High Performing Government
Team Leader Tess Heffernan City Manager's Office
Facilitator Beth Sowder Neighborhood and Bldg. Services
Budget Liaison Sandy Aragon Traffic Operations
Communications John Armstrong Natural Resources
Cathy Blakeman HR
Dan Coldiron GIS
Hal Dean Police
Mike Herzig Engineering
Tom Rock Utilities
March 21, 2007
U.•BF0/08-09/Results Teams/Results Team Members 08-09.doc