HomeMy WebLinkAboutCOUNCIL - AGENDA ITEM - 04/10/2012 - CITY COUNCIL REVIEW OF DRAFT RESULT MAPS AND REQUEDATE: April 10, 2012
STAFF: Darin Atteberry, Mike
Beckstead, Lawrence Pollack
Pre-taped staff presentation: none
WORK SESSION ITEM
FORT COLLINS CITY COUNCIL
SUBJECT FOR DISCUSSION
City Council Review of Draft Result Maps and Request for Results Documents as Prepared by the
2012 Result Teams for the 2013-14 Budget.
EXECUTIVE SUMMARY
Council will review the draft Result Maps and Request for Results documents for the 2013-14
Budgeting for Outcomes (BFO) process for the following seven Outcomes:
1. Economic Health
2. Environmental Health
3. Transportation
4. Culture and Recreation
5. Community and Neighborhood Livability.
6. High Performing Government
7. Safe Community
The purpose of the work session is to hear brief presentations from each of the seven Result Teams
and provide feedback to the teams regarding the draft Result Maps and Request for Results (RFRs).
The RFRs will be used by staff to determine to which Outcome their proposed services and
programs (Offers) should be submitted. The Result Teams will then use the RFRs to help develop
their ranking of Offers and which ones they recommend be included in the City Manager’s
Recommended 2013-14 Budget.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. Is Council in agreement with the overall strategy and direction of the Result Teams?
2. Does Council have any suggested changes to the proposed Result Maps and Request for
Results which have been developed by the Result Teams?
BACKGROUND / DISCUSSION
In 2005, the City implemented Budgeting for Outcomes (BFO), a 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 the services and programs provided by their government through taxes, fees, and
charges. While traditional budget models are built around covering costs, BFO shifts the focus from
April 10, 2012 Page 2
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.
In short, 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 the 2013-14 budget
and we have continued to make improvements to the BFO process based on previous budgeting
cycles and feedback that we solicit.
As in the previous budgeting cycles using BFO, the following is a summary of how City staff will
be involved in the process:
• Result Teams comprised of staff and citizens will develop Result Maps and RFRs that
document purchasing strategies for the Outcomes adopted by City Council.
• Departments/Divisions (“Sellers”) will build and submit their budget Offers (budget requests
for services and programs to be “offered”) based upon the purchasing strategies identified
in the RFRs, and identify funding sources that will allow delivery of their proposed Offers.
• Result Teams will review Seller’s Offers and rank them based on their ability to deliver the
desired results. This recommended ranking of Offers will be submitted to the Budget Lead
Team.
• The Budget Lead Team reviews the work of the Result 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 2013-14. Council’s
deliberation process will include several work sessions, as well as public hearings to invite
participation of the community, Boards and Commissions.
2013-14 OUTCOMES
At the February 11, 2012 Council Workshop, Council provided direction that the following seven
Outcomes be used for the 2013-14 budget:
• Economic Health
Fort Collins has a healthy, sustainable economy reflecting community values
• Environmental Health
Fort Collins promotes, protects, and enhances a healthy and sustainable environment.
April 10, 2012 Page 3
• Community and Neighborhood Livability
Fort Collins provides a high quality built environment and supports quality, diverse
neighborhoods
• Safe Community
Fort Collins is a safe place to live, work, learn, and play.
• Culture and Recreation
Fort Collins provides diverse cultural and recreational amenities
• High Performing Government
Fort Collins exemplifies an efficient, innovative, transparent, effective and collaborative City
government.
• Transportation
Fort Collins provides for safe and reliable multi-modal travel to, from, and throughout the
city.
REQUESTS FOR RESULTS
The Result Maps and the Request for Results (RFRs) are the “bridge” between the City's strategic
plans and the services/programs offered to achieve those plans (Results). The Result Maps
graphically depict how the Outcome/Result can be achieved The RFRs are a narrative of the map
and will guide Sellers in the preparation of their Offers. Much like a purchasing Request for
Proposal (RFP) for services, an RFR outlines what kind of Offers the team thinks will produce the
desired Outcome/Result. The RFRs consist of:
• A statement of the Outcome/Result
• Identification of indicators and performance measures that will tell us if we have achieved
the desired Outcome/Result
• Purchasing Strategies that are intended to guide Sellers in preparing the types of Offers the
Result Team wants.
Council will be asked to review the draft Result Maps and Request for Results and provide feedback
or suggestions for changes prior to the Results Teams formally issuing their RFRs to Sellers.
ATTACHMENTS
1. 2012 Results Team Member List
2. Requests for Results (RFRs) and Result Maps
3. Powerpoint presentation
2012 Results Teams for the 2013-14 Budget Updated 19 March 2012
Economic Health
Role Name Department Service Area Status
Team Leader Ginny Sawyer Comm Dev & Neighborhood PPT Services Continuing
Budget Liaison Jessica Ping-Small Finance Financial Services New
Communications Jill Mueggenberg Recreation Comm & Ops Services Continuing - new team & role
Josh Birks Economic Development Sustainability Services Continuing - new team
Bill Whirty Parks Comm & Ops Services New
Dean Cunningham Patrol Police Services New
Timothy Wilder Advance Planning PPT Services New
Citizen McCabe Callahan New
Environmental Health
Role Name Department Service Area Status
Team Leader Lucinda Smith Environmental Sustainability Sustainability Services Continuing - new role
Budget Liaison Barb Brock Natural Areas Comm & Ops Services Continuing
Communications Lori Greening Human Resources Emp & Comm Services New
Craig Hibbard Water Reclamation & Biosolids Utility Services Continuing - new team
Bob Adams Recreation Comm & Ops Services New
Kevin Cronin Patrol Police Services New
Lance Smith Utilities Finance and Budget Utility Services New
Citizen K-Lynn Cameron New
Community and Neighborhood Livability
Role Name Department Service Area Status
Team Leader Matt Zoccali Regulation & Govt Affairs Utility Services Continuing - new team & role
Budget Liaison Janice Saeger Recreation Comm & Ops Services New
Communications Susan Herlihy Cultural Services Comm & Ops Services Continuing - new role
Kurt Clow Patrol Police Services Continuing
Tim Buchanan Parks Comm & Ops Services Continuing
Patty Netherton Municipal Court ELJ Services New
Polly Lauridsen Comm Dev & Neighborhood PPT Services New
Citizen Kristin Kirkpatrick New
Safe Community
Role Name Department Service Area Status
Team Leader Ann Turnquist City Manager's Office ELJ Services Continuing - new team & role
Budget Liaison Tricia Muraguri Office of the Chief Police Services Continuing
Communications Cathy Blakeman Human Resources Emp & Comm Services Continuing - new team
Susie Gordon Environmental Services Sustainability Services Continuing - new team
Mike Trombley Police Services Police Services Continuing - new team
Ron Simms Poudre Fire Authority Poudre Fire Authority New
Daylan Figgs Natural Areas Comm & Ops Services New
Citizen Gary Thomas New
Josh Jones City Manager's Office ELJ Services Temporary role
Culture and Recreation
Role Name Department Service Area Status
Team Leader Beth Sowder Comm Dev & Neighborhood PPT Services Continuing - new team & role
Budget Liaison Dawna Gorkowski Parks Comm & Ops Services Continuing
Communications Rita Davis Police Services Police Services Continuing - new team & role
Wayne Sterler Utilities Services Utility Services Continuing
Craig Foreman Park Planning Comm & Ops Services Continuing
Steve Lukowski Parks Comm & Ops Services Continuing
Marc Virata Engineering PPT Services Continuing - new team
Citizen Carol Ann Hixon New
High Performing Government
Role Name Department Service Area Status
Team Leader Carol Webb Utility Reg & Govt Affairs Utility Services Continuing - new team & role
Budget Liaison Jolene Buxman Finance Financial Services New
Communications Carol Workman Police Information Services Police Services New
Tracy Ochsner Operation Services Comm & Ops Services Continuing - new team
Clint Andrews MIS Comm & Ops Services New
Ginger Purvis L&P Operations Service Utility Services New
1
• Balance
talent/workforce
• Encourage retail
mix/opportunities
• Recruit unique
businesses
• Support target
industry clusters
• Encourage
collaboration and
partnerships
• Balance
talent/workforce
• Encourage retail
mix/opportunities
• Recruit unique
businesses
• Support target
industry clusters
• Encourage
collaboration and
partnerships
• Strengthen business
retention &
expansion
• Foster transparency
• Ensure retail sales
diversity
• Maintain
effective/efficient City
processes
• Encourage
collaboration and
partnerships
• Strengthen business
retention &
expansion
• Foster transparency
• Ensure retail sales
diversity
• Maintain
effective/efficient City
processes
• Encourage
collaboration and
partnerships
• Promote
incubation &
recruitment
• Foster intellectual
property
• Minimize barriers
to business
• Support access to
capital
• Encourage
collaboration and
partnerships
• Promote
Economic Health
Request for Results
Team Members
Chairperson: Ginny Sawyer, Community Development & Neighborhood Services
Budget Liaison: Jessica Ping-Small, Finance
Communications: Jill Mueggenberg, Recreation
Members: Josh Birks, Economic Development
Bill Whirty, Parks
Dean Cunningham, Patrol
Timothy Wilder, Advance Planning
McCabe Callahan, Citizen Participant
Result
Fort Collins has a healthy, sustainable economy reflecting community values.
Introduction/Summary of Results Map
The 2012 Results Team had in-depth discussions regarding what promotes and reflects a healthy
economy. Based on these conversations, the current Results Map and accompanying Request for
Results (RFR) have been simplified in comparison to past years. The Results Map articulates the Team’s
goal to identify foundational elements while allowing for creativity, innovation, and continuance of
effective strategies and programs.
The Team has also worked to align aspects of the Map and RFR to both Plan Fort Collins and the Draft
Economic Strategic Plan. Ideally, the high level alignment concepts will remain while allowing future
budgeting cycles the flexibility to focus on specific needs, trends, and relevant measures.
The map contains four primary factors focusing on diversity, resiliency, opportunity, and place. An
emphasis was placed on the importance of utilizing collaboration and partnerships as a way of doing
business by including “collaboration and partnerships” as a causal factor under each Primary Factor.
Six indicators and their measurements are also contained in the RFR along with nine purchasing
strategies to guide sellers in creating their offers.
Indicators
Indicator 1: Measure job growth in targeted industry clusters.
Measure:
Track the total number of jobs in the five industry clusters.
Target: Increase by 2.5 % annually.
This measure captures local job growth and provides comparison data to national numbers. By
focusing on the industry clusters we can also gauge the effect of City support in these areas. Growth
in new and emerging industries also helps to diversify our economy.
Indicator 2: Maximize retail sales efficiency.
Measures:
Track regional and local sales.
Target: Ensure current sales ratios are maintained.
Track locally earned income spent outside of Fort Collins.
Target: Keep this sales leakage at or below the current level of 17%.
Sales tax is a significant source of revenue for services. By tracking sales both regionally and locally
the City can gauge the economic health of the community and can identify and mitigate where sales
leakage is happening; thereby maximizing sales efficiency and ensuring that we continue to be a net
importer.
Indicator 3: Support efforts to match the local workforce to job needs in the community.
Measure:
Narrow the gap of the resident education level versus the local job educational requirements.
Target: Decrease the gap by 2-3% every 10 years.
As a community it is important to try to balance the job skills needed with the skills of the available
workforce. By tracking and minimizing the gap between these two measures we can support both
employee and employer needs in the community.
Indicator 4: Receive recognition as a quality of place community.
Measure:
Track Citizen Survey response to the question rating overall economic health.
Target: Maintain a “Very Good” or “Good” response rate of 40% or better on the “Overall economic
health of Fort Collins” citizen survey question.
These national and local recognitions speak to both the perceptions and realities within our community
and beyond. By continuing to maintain high citizen survey results related to economic health we can
ensure that City’s efforts are on track. The 40% target is based on 2012 results.
Indicator 5: Enhance the innovation ecosystem.
Measures:
Foster local intellectual property.
Target: Maintain 1 patent per 1,000 residents (U.S. Patent Office).
Monitor the number and dollar value of capital investments in private companies within the
incubation ecosystem.
Target: Increase the dollar value of these capital investments to $20 million by 2014 (Rocky Mountain
Innosphere and CSU companies.)
Fort Collins as a community values innovation and entrepreneurism. These measures help us to ensure
that we are cultivating the intellectual property and leveraging the necessary assets to perpetuate and
enhance this culture and community value. In 2011, the Rocky Mountain Innosphere assisted private
companies within the incubation program with raising $10.0 million in capital investments.
Indicator 6: Expand and strengthen existing business.
Measure:
Track jobs retained and/or created through City assistance to companies within the growth
management area.
Target: Increase the number of jobs created or retained by 5% annually within the City boundary.
Maintaining and increasing local jobs benefits the economic health of our community. By measuring
and tracking jobs within businesses which the City has provided direct assistance we can determine the
impact of these services.
Purchasing Strategies
We are looking for offers that:
1. Enhance opportunities for both businesses and the local workforce.
Primary Factors: Create Diversity and Provide Opportunity
2. Support the innovative and entrepreneurial spirit of Fort Collins.
Primary Factors: Create Diversity and Provide Opportunity
3. Focus on fostering a diverse mix of employment and retail opportunities.
Primary Factors: Ensure Resiliency and Create Diversity
4. Build upon the Quality of Place that exists in Fort Collins.
Primary Factors: Preserve Place
5. Revitalize and strengthen business centers.
Primary Factors: Preserve Place and Provide Opportunity
6. Provide a safe and enjoyable experience in shopping, dining, and retail centers.
Primary Factors: Preserve Place and Ensure Resiliency
7. Demonstrate collaborations and leverage City resources for the benefit of the community.
Primary Factors: Create Diversity, Ensure Resiliency, Provide Opportunity and Preserve Place
8. Ensure timely and thorough policy plan implementation, creation, and updating.
Primary Factors: Ensure Resiliency and Preserve Place
9. Provide transparent, predictable and efficient processes for citizens and businesses interacting with
the City.
Primary Factors: Ensure Resiliency
Rationale for RFR and Primary and Secondary Factors
It is the team’s expectation that offers should align with relevant Council approved plans with emphasis
on Plan Fort Collins and the Draft Economic Strategic Plan.
The process for defining primary factors, secondary/causal factors and indicators involved taking a
broad view of the characteristics and specific elements that make-up and encourage a healthy,
sustainable economy. The Team will accept a wide variety of offers that meet the needs of the
business community, the local workforce, and the residents of the community as a whole.
1
• Water treatment*
• Pollution Prevention*
• Wastewater treatment*
• Stormwater treatment*
• Watershed & floodplain
management*
• Water supply and
conservation*
• Climatic conditions &
adaptation*
• Water treatment*
• Pollution Prevention*
• Wastewater treatment*
• Stormwater treatment*
• Watershed & floodplain
management*
• Water supply and
conservation*
• Climatic conditions &
adaptation*
Primary Factors
Exceptional
Stewardship of
Water Resources
Exceptional
Stewardship of
Water Resources
Secondary/Casual Factors
Excellent Air
Quality
Excellent Air
Quality
Exemplary Land
Conservation &
Stewardship
Exemplary Land
Conservation &
Stewardship
• Open lands*
• Land use*
• Built environment (green
buildings)*
• Healthy & bio-diverse habitat
• Community buffers
• Access & engagement*
• Scenic views
• Natural heritage
• Open lands*
• Land use*
• Built environment (green
buildings)*
• Healthy & bio-diverse habitat
• Community buffers
• Access & engagement*
• Scenic views
• Natural heritage
• Waste generation, recycling &
diversion*
• Greenhouse gas emissions*
Environmental Health
Request for Results
Team Members
Chairperson: Lucinda Smith, Environmental Services
Budget Liaison: Barb Brock, Natural Areas
Communication Liaison: Lori Greening, Human Resources
Members: Craig Hibbard, Utilities Water Reclamation
Bob Adams, Recreation
Kevin Cronin, Patrol
Lance Smith, Utilities Finance and Budget
K-Lynn Cameron, Citizen Participant
Result
Fort Collins promotes, protects, and enhances a healthy and sustainable environment.
Introduction/Summary of Results Map
The Team believes that exceptional stewardship of water resources and air quality, and exemplary land
conservation/stewardship are the fundamental building blocks of a healthy and sustainable environment.
The three Result Map primary factors focus on stewardship of natural resources and are critical
contributors to the Outcome defined by City Council. They contribute not only to improved environmental
quality but also public health and an attractive, well-planned community. Our Result Map identifies
numerous contributing factors which impact the three primary factors. Interactions between factors are
also important. For example, there are direct linkages between air pollution and water quality (e.g. acid
rain) and between land conservation and water quality (impervious pavement carries pollutants).
Exceptional Stewardship of Water Resources
Excellent water resources (including drinking water and surface water) are an essential aspect of
environmental health. 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.”
In Fort Collins, water resources and water quality are highly regulated by the State and Federal
government, therefore performance is extensively measured. Historically, water resources have been
important to the City. For example, City Council passed Resolutions such as Recognizing the Need to
Protect Water Quality, the Water Supply and Demand Management Policy, Drinking Water Quality Policy,
and Approving the Watershed Approach to Stormwater Management. City Council policies also address
sustainable water supply, storm water quality management, and conservation in City Plan. Wise use of
water resources is important to the environmental health of Fort Collins, especially if our conserved water
is put to uses that benefit the environment and Fort Collins community.
Excellent Air Quality
High quality air is critical to the health of the environment, the health of our citizens, and to citizens’
quality of life. City air quality programs play an important role in achieving the City Council’s over-arching
air quality goal to “continually improve air quality”. Local programs (i.e. ozone education and incentives,
idling reduction, radon, wood smoke, Healthy Homes) complement and fill gaps left by federal, state, and
county efforts. The federal health standard for ground level ozone was exceeded on eight days in the Fort
Collins Growth Management Area in 2011. Reducing high ozone is especially important because the 2011
Fort Collins Air Quality Survey finds that 26% of Fort Collins households have a member suffering from a
chronic respiratory ailment, and ozone is a respiratory irritant.
Fort Collins has long been committed to reducing community greenhouse gas emissions as a means of
achieving long-term environmental and economic health as well as mitigating our impact on global
warming gasses. Energy use is a big part of our environmental footprint. Efforts to meet the objectives of
the Fort Collins Climate Action Plan and the Fort Collins Energy Policy will create better air quality and
improve public health, along with providing numerous other benefits.
The reduction of waste benefits the air, water and land. Fort Collins has a goal to divert at least 50% of
waste annually from landfills using a hierarchy of waste management approaches and has reached a
landfill diversion rate of 43% in 2010. By finding additional, more effective ways to “repurpose” or recycle
the community’s discards, Fort Collins helps preserve natural resources (timber, minerals, energy, water)
and reduces greenhouse gas emissions associated with manufacturing new products from virgin materials.
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. The Natural Areas program manages
43 sites and over 34,000 acres. In addition, the City has conserved 5,548 acres through conservation
easements. Natural areas are experiencing ever-increasing use and enjoyment, and they are at risk of
being “loved to death” without careful stewardship.
It is well recognized that land conservation and stewardship strongly contribute to environmental health.
Open lands help retain and filter water, control stormwater run-off, and provide habitat and corridors for
wildlife and plants. Healthy vegetation also acts as a carbon sink, thus reducing the amount of carbon
dioxide in the atmosphere. 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.
Indicators
Indicator 1: The degree to which water quality (including drinking water and surface water)
is maintained and improved.
Measures:
Sustain 100% compliance for key established state and federal regulations and standards
(Goal = achieve 100% compliance annually)
Benchmarked performance of at least four different performance measures for water treatment and
waste water treatment, based on self-assessment and peer review. (e.g., WWA/Qualserve, Global
Reporting Initiative)
Number of technical water quality complaints per thousand customers
(Goal = 5 per 1000 or less)
Footage of high risk water and wastewater pipe replaced or rehabilitated/year
(Goal = at least 2 miles of high risk pipe replaced/yr)
Indicator 2: The degree to which water supply and treated water is conserved.
Measure:
Gallons treated water used per capita per day
(Goal = 140 gal/person/day by 2020)
Indicator 3: The degree to which our outdoor and indoor air quality is improved.
Measures:
Number of days in each Air Quality Index (AQI) category (Goal = 100% “Good” days for all pollutants
measured [8 hour ozone, PM2.5, PM10 and carbon monoxide] for all days measured, which would
ensure compliance with federal air quality standards)
A reduction in greenhouse gas emissions that puts the City on track to meet the City policy objectives
in the Climate Action Plan (3% reduction by 2012, 20% reduction by 2020 and 80% reduction by 2050,
below 2005 baseline) and internal City sustainability goals to reduce emissions 20% below 2005 levels
by 2020
Reduce priority air pollutant emissions (including ozone-forming pollution, fine particles, indoor air
pollutants) by 2% /year over prior year through City programs
Indicator 4: The degree to which we conserve, steward and enhance habitat and
ecosystem health.
Measures:
Percent of Natural Areas acres currently in native vegetation
(Goal = obtain native plant composition of 75%)
Continue acquisition of lands that meet the conservation criteria set forth in Open Space, Yes!, the
Land Conservation and Stewardship Master Plan, and Plan Fort Collins
Indicator 5: The degree to which solid waste is reduced and diverted from landfills
Measures:
Decrease community waste to landfills 5%/year
Increase community waste diversion rate (Goal = 50% diversion or better/year)
Increase per capita recycling and composting volumes by 5% annually
Indicator 6: The degree to which community energy (electricity and natural gas)
consumption is reduced and remaining energy is renewable
Measures:
Annual electricity savings from efficiency and conservation programs
(Goal = Achieve program savings at least 1.5% of community annual electric use, based on 3 year
average)
Percent renewable energy towards compliance with State Renewable Energy Standards (Goal =
achieve State RES for municipal utilities; 6% by 2015, 10% by 2020)
Increase the percent of renewable energy from voluntary subscriptions
Indicator 7: Citizens’ perception of the quality of the environment
Measure:
Improvement in the results of the bi-annual citizen survey as compared to the prior survey results
These indicators and measures were chosen to reflect both high level indications of the quality of the
environment and ways to measure operational progress that contributes to environmental improvement.
Purchasing Strategies
We are looking for offers that:
1. We are seeking offers that:
Demonstrate leadership
Support existing City Council plans and policies relative to the environment
Promote collaboration across organizational boundaries (departments, cities, counties, non-profits,
etc.)
Address multiple Outcomes
Enhance operational excellence and the culture of innovation in the area of environmental practices
Leverage outside funding and resources
Implement Best Management Practices and reduce life cycle costs and negative environmental
impacts
2. Maintain and improve water quality including offers that:
Provide clean and reliable drinking water
Provide safe and effective wastewater treatment that protects the watershed
3. Align water quantity with water storage and conservation policies, including offers that:
Lower residential and business water consumption
Provide alternative water systems to decrease amount of treated water needed
4. Contribute to long-term improvement and maintenance of air quality, including offers that:
Reduce ground level ozone-forming emissions
Reduce emissions from vehicles and heavy equipment
Reduce particulates and improve visibility
Improve indoor air quality
5. Result in a reduction of greenhouse gas (carbon) emissions, including offers that:
Assist businesses and residents to reduce greenhouse gas emissions
Reduce carbon footprint of existing and new buildings and other infrastructure
Move towards net zero carbon emissions from energy, waste, and transportation, etc.
Promote green building practices
6. Conserve and restore habitat and promote biological health and diversity, including offers that:
Improve and maintain open lands with minimal adverse environmental impact,
Identify, conserve and enhance lands that attain adopted policy objectives, that provide multiple
benefits, and that provide natural connective areas of public and private lands
Support habitat enhancements to stormwater detention areas
Increase native, xeric and adaptive vegetation
Provide ecological restoration of streams and the Poudre River
7. Reduce waste and resource consumption, including offers that:
Improve source reduction, re-use, recycling, and lower per capita discards including removing
barriers and increasing choices
Focus on largest waste sector categories (organics, construction and demolition debris, and paper)
and ‘hard to recycle’ materials
Provide outreach that increases public knowledge, awareness of and involvement in waste
reduction and recycling programs
Promote responsible procurement, product stewardship and environmental design
Recognize the waste stream as a energy and economic resource
Reduce toxics going into the landfill or the natural environment
8. Increase energy conservation, efficiency and renewable energy, including offers that:
Provide technical and behavioral solutions
Encourage the installation of new renewable energy sources including 3rd party agreements and
leveraging capital
Address peak demand
Reduce household, commercial and industrial energy use
9. Increase the community’s resiliency and preparedness for changes in climate, weather, and
resources availability, including offers that:
Identify and address community risks and vulnerability from changing climate and weather patterns
We are seeking offers that promote, protect, and enhance a healthy and sustainable environment.
Special consideration will be given to offers that express a proactive approach that contributes to the
environmental health, safety and prosperity of our community. Projects with the flexibility to scale up or
down and that continue to produce results may stand a better chance of being funded. Offers should take
into account the organizational priorities of operational excellence and enhancing the culture of innovation
and should support Council plans and policies, including those listed in the Appendix.
Relevant Plans and Policies for Environmental Health Results Team Offers
Action Plan for Sustainability (2004)
Air Quality Plan (2011)
Bobcat Ridge Natural Area Management Plan (2005)
Cache la Poudre River Natural Areas Management Plan (2002)
Carbon Monoxide Maintenance Plan (2003, revised 2010)
City Plan (2011)
Climate Action Plan (2008)
Climate Wise Program (2000)
Drainage Basin Master Plan (2004)
Drinking Water Quality Policy (2003)
Energy Policy (2009)
Foothills Natural Areas Management Plan (2007)
Fossil Creek Natural Areas Management Plan (2005)
Land Conservation and Stewardship Master Plan (2004)
Natural Areas Easement Policy (2001)
Natural Areas General Management Guidelines (2001)
Natural Areas Vegetation Management Guidelines (2007)
Natural Areas Wildlife Management Guidelines (2007)
Roadmap for Coordinated and Enhanced Green Building Services (2007)
Soapstone Prairie Natural Area Management Plan (2007)
Strategic Plan for 50% Waste Diversion (2006)
Water Conservation Plan (2009)
Water Supply and Demand Management Policy (2003)
Resolution 95-14: Approving the water shed approach to stormwater management
Resolution 92-14: Framework for Environmental Action
Resolution 2000-128: “Recognizing the Need to Protect Water Quality”
Natural Areas Ballot Issues
1992 – Choices 95 – City ¼ Cent Sales Tax
1995 – Larimer County Help Preserve Open Space (HPOS) Sales Tax 1996-2003
1997 – Building Community Choices (BCC) – City ¼ Cent Sales Tax with a portion going to Natural
Areas
1999 – Larimer County Help Preserve Open Space (HPOS) Sales Tax 2004-2018
2002 – Open Space Yes! – City ¼ Cent Sales Tax for Natural Areas
1
Secondary/Causal Factors
• Capacity
Improvements
• Traffic light
timing
• Parking
• Signs &
directions
• Routes &
zones
• Capacity
Improvements
• Traffic light
timing
• Parking
• Signs &
directions
• Routes &
zones
• Maintenance
• Capital
improvements
• Design
standards
• System
connectivity
• Safety and
efficiency
improvements
• Technology
infrastructure
• Maintenance
• Capital
improvements
• Design
standards
• System
connectivity
• Safety and
efficiency
improvements
• Technology
infrastructure
• Planning
• Funding
sources
• Demand
forecasting
• Partnerships &
collaboration
• Planning
• Funding
sources
• Demand
forecasting
• Partnerships &
collaboration
• Mass/para
transit
Transportation
Request for Results
Team Members
Chairperson: Ken Mannon
Budget Liaison: Delynn Coldiron
Communications: Kim Newcomer
Members: Jon Haukaas
Darren Moritz
Joe Olson
Rick Reider, Citizen Participant
Lisa Voytko
Result
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 that individuals and the business community expect.
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, existing infrastructure must be adequately maintained to protect the
City’s historical investment in transportation.
Historically, Fort Collins residents have identified transportation as a high priority and have consistently
asked for more effort toward transportation. This priority was further underscored by the passage of
the Keep Fort Collins Great tax initiative, which allocates 50% of the new tax revenue to street
maintenance and other transportation efforts. Citizens expect the City to provide better and additional
transportation services.
The City will have many opportunities, as well as challenges, related to transportation that are
associated with new projects. The Mason Corridor Project, the City’s largest transportation capital
project to date, is just one example. Other potential projects include:
- The potential on-campus Colorado State University Football Stadium
- Major changes in employment centers (e.g., Colorado State University Engines and Energy
Conversion Lab expansion)
Offers should address the need for flexibility and responsiveness to adjust to changing circumstances.
Indicators
Indicator 1: Traffic Flow
Measure:
Time traveled on selected routes
Goal: Motor vehicles will travel at an average of three minutes per mile or better.
The average time it takes a motor vehicle to travel on selected primary arterial streets during “peak”
travel times will be measured.
Indicator 2: Roadway System Maintenance
Measure:
Roadway conditions
Goal: Average pavement conditions will be Level of Service B (index rating of 70-85 on 100-point
scale).
Roadway conditions measure efforts and effectiveness of roadway maintenance, which contribute to
the safety and reliability of travel. Roadway conditions will be measured by the average pavement
conditions of Fort Collins roads. Conditions are measured using pavement management software to
determine the pavement condition index (PCI) of the roadway network. PCI is a standard measurement
tool in the industry.
Indicator 3: Safety
Measure:
Number of crashes per vehicle miles traveled and number of fatal injury crashes per vehicle miles
traveled
Goal: Maintain or decrease crashes and fatal injury crashes per vehicle miles traveled.
The overall safety of the transportation system will be measured and evaluated by tracking two
different categories of crashes: all crashes and those that result in a fatal injury. Vehicle miles traveled
is determined using the Highway Performance Measuring System utilized by the Colorado Department
of Transportation. Crash data is obtained from Police Service crash reports.
Indicator 4: Transit Mobility
Measure:
Transit rides per capita
Goal: 28.7 rides per capita (based on ridership projections from full implementation of the Transit
Strategic Plan)
To evaluate viability of travel by transit, change in transit rides per capita (with a focus on riders by
choice) per calendar year will be measured.
Indicator 5: Use of Alternative Modes
Measure:
Mode of travel used for trips
Goal: Increase trips made by bicycle, transit, and walking by 20% (currently at 17.6%)
The North Front Range Metropolitan Planning Organization Household Survey provides data related to
the mode of travel individuals use for trips. The survey is administered every five years in conjunction
with the Regional Transportation Plan update. Specifically, the percent of trips made by bicycle and the
percent of trips made by walking will be used to evaluate use of alternative modes.
Indicator 6: Citizen Satisfaction
Measure:
Community Survey
Goal: Attain or surpass Front Range and national benchmarks.
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. Specifically, citizen satisfaction will be
measured by the following questions on the Citizen Survey:
Street Maintenance
Ease of travel via public transportation
Traffic congestion
Purchasing Strategies
We are looking for offers that:
1. Innovation
Demonstrate innovation and a specific increase in efficiency. We welcome creative, innovative, money-
saving ideas (including enhancement offers) that address increases in efficiency. Innovative offers
should be well thought-out, well researched, and should support operational excellence and continuous
improvement. 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 (e.g., two
departments cooperate and communicate to provide a service at a reduced cost, to eliminate
duplication, improve service, and create efficiency).
Partnerships (internal and communitywide) that create value.
Eliminating duplicative services.
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.
2. Traffic Flow
Improve the traffic flow in Fort Collins for all modes of transporting people, goods, and information
(not just vehicles) to benefit both individuals and the business community. 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 and signs
Traffic congestion
Parking
Awareness of routes and zones (e.g., construction, school, or loading zones)
Public information
3. Quality Infrastructure
Provide safe, well functioning, high quality streets, bikeways, sidewalks, trails, etc., or that improve
other critical infrastructure. The types of topic areas to be addressed include, but are not limited to:
Maintenance (e.g., potholes, snow removal, pavement management, sidewalk improvements,
bridges)
Capital projects (e.g., roadway improvements)
Design standards (sustainability, ongoing maintenance needs, aesthetics, etc.)
System connectivity
Safety/efficiency improvements
Communication infrastructure
Environmental impacts
Americans with Disabilities Act requirements
4. Planning
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
Funding sources (new, leveraged, grants)
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
Linkage between commuter trails and bike lanes
Sustainability
5. Travel Modes
Limit the rate of increase in or reduce the amount of motor vehicle traffic, and enhance alternative
travel modes for Fort Collins citizens. Citizens should be able to choose from a variety of viable travel
options. Examples include:
Mass transit and para-transit
Bus rapid transit (Mason
Corridor)
Bicycling
Walking
Carpooling
Car sharing
Online/telecommuting
Wheelchair and disability access
Awareness programs
6. Maintenance and Operation
Address long-term maintenance and operations costs. Offers should demonstrate fiscal
responsibility by ensuring cost efficiencies, cost sharing, and other innovative approaches.
Sellers need to provide information about all long-term maintenance and support costs with
each proposed project.
7. Sustainability
Address sustainability and consider social (both individual and business needs), financial (cost
effectiveness) and environmental impacts. Proposals should integrate sustainability into
construction techniques, design features, business operations, etc. Specifically, offers should
support Council-adopted sustainability goals as identified in City Plan, the Transportation Master
Plan, the Climate Action Plan, Air Quality Action Plan, and other pertinent plans and policies.
8. Awareness
Include elements of customer service, education, and/or public involvement that enhance
citizens’ ability to travel safely and reliably. When applicable, offers should also include efforts
to raise awareness about individual transportation choices and the impact on the environment.
9. Safety
Include consideration of safety as a core value.
Sources, Reports and Related Major Plans
2010 Citizen Survey
2010 Community Scorecard
Air Quality Plan
Annual survey of peer cities’ accident rates
City Plan and related plans
Climate Action Plan
Interviews with City Transportation Staff
Mason Corridor Plan
Parks and Recreation Policy Plan (trail connectivity)
Police Benchmark Survey (accident statistics)
Transit Strategic Plan
Transportation Master Plan
Traffic Taskforce (internal team addressing traffic congestion)
1
• Offer high quality and
diverse culture and
recreation programs
and opportunities
• Support arts, culture,
and recreation
educational
programming
• Develop arts, culture,
and recreation
partnerships
• Promote visibility of
arts, culture, and
recreation
opportunities
• Offer high quality and
diverse culture and
recreation programs
and opportunities
• Support arts, culture,
and recreation
educational
programming
• Develop arts, culture,
and recreation
partnerships
• Promote visibility of
arts, culture, and
recreation
opportunities
• Provide well-maintained,
attractive, functional, and
safe facilities, lands, parks,
and recreational trails
• Demonstrate environ-
mental sustainability
• Utilize effective and
innovative partnerships
• Adapt to change in
community needs and
interests
• Support an interconnected
and regional and local
system of parks, trails and
open lands.
• Provide well-maintained,
attractive, functional, and
safe facilities, lands, parks,
and recreational trails
• Demonstrate environ-
mental sustainability
• Utilize effective and
innovative partnerships
• Adapt to change in
community needs and
interests
• Support an interconnected
and regional and local
system of parks, trails and
Culture and Recreation
Request for Results
Team Members
Chairperson: Beth Sowder, Community Development & Neighborhood Services
Budget Liaison: Dawna Gorkowski, Parks
Communications Liaison: Rita Davis, Police Services
Members: Craig Foreman, Park Planning
Marc Virata, Engineering
Steve Lukowski, Parks
Wayne Sterler, Utility Services
Carol Ann Hixon, Citizen Participant
Result
Fort Collins provides diverse cultural and recreational amenities
Introduction/Summary of Results Map
The 2012 Result Team reviewed the past Request for Results (RFR) and made changes based on
priorities and adopted plans, placing greater emphasis on operational excellence, customer service, and
innovation. The Results Map reflects the goal to provide quality cultural and recreational opportunities
and highlights the desire for sustainable practices, high-level customer service, and quality facilities for
the community. The map contains four primary factors and associated secondary/causal factors
focusing on customer service; convenient and affordable access/opportunities; quality facilities and
lands; and quality programming. The RFR also contains four indicators and associated measurements
along with eleven purchasing strategies to guide sellers in creating offers.
Cultural and recreational opportunities anchor Fort Collins’ quality of life. Residents consistently rate
these services high on the 2010 Citizen Survey, and 94% of respondents believe the City should put
the same or more emphasis in this area. Strong support was also demonstrated by the passage of the
Keep Fort Collins Great initiative.
The team utilized Plan Fort Collins as the community’s strategic plan for the future of Fort Collins.
Goals from Plan Fort Collins include providing a wide variety of high-quality recreational services and
opportunities, creating an interconnected regional and local trail system, promoting community, and
focusing on enhanced ecologically sound and green practices. Recreational facilities and lands are
essential assets to enhance the quality of life and connect people to place, self, and others.
The principles in Plan Fort Collins that are important to consider include:
CPR-1: The City will promote, encourage and stimulate the growth of cultural development and
participation, recognizing that artistic and cultural opportunities are essential to a vital and
creative community.
CPR-2: The City will employ arts and culture as an economic driver and promote Downtown as a
world-class cultural center and destination.
CPR-3: The City will recognize that cultural education and participation are vital to stimulating a
creative community, encouraging personal development, and promoting social well being.
CPR-4: The City will maintain and provide a variety of high quality recreational opportunities to the
community through an interconnected and diverse network of parks, trails, recreation facilities,
public spaces, and natural areas.
CPR-5: The City will adapt parks and recreation facilities to meet the range of needs of a changing
community.
Indicators
Indicator 1: Deliver exceptional customer service in cultural and recreational programs
that is responsive to customer and community needs and expectations.
Measures:
Demonstrate continuous improvement of the “Good” or “Very Good” responses on the “Culture,
Parks, and Recreation” section of the Citizen Survey (which also supports the “Listening to Citizens”
section of the Citizen Survey consistent with the City’s Strategic Priorities). No specific target was
established because survey results varied significantly by survey question.
Demonstrate continuous improvement in response time to inquiries in Access Fort Collins. In 2011
Culture, Parks, and Recreation’s average response time was 3.35 days. The target response time
for Culture, Parks, and Recreation is the City’s average 2011 response time of 3 days.
Indicator 2: Maintain and provide a variety of high quality recreational facilities and lands.
Measures:
Demonstrate continuous improvement of the “Good” or “Very Good” responses on the “Culture,
Parks, and Recreation” section of the Citizen Survey (which also supports the “Listening to Citizens”
section of the Citizen Survey consistent with the City’s Strategic Priorities). No specific target was
established because survey results varied significantly by survey question.
Demonstrate continuous improvement in response time to inquiries in Access Fort Collins. In 2011
Culture, Parks, and Recreation’s average response time was 3.35 days. The target response time
for Culture, Parks, and Recreation is the City’s average 2011 response time of 3 days.
Indicator 3: Participation in and utilization of cultural and recreational programs and
facilities.
Measures:
Improve the “Good” and “Very Good” ratings in the availability and diversity of recreational
opportunities and arts and cultural activities sections in the Citizen Survey. No specific target was
established because survey results varied significantly by survey question.
Measure the usage of cultural and recreational programs and facilities and set targets.
Measure the percentage of capacity in programs and facilities and set targets.
Measure cultural and recreational economic benefits and set targets.
Indicator 4: Provide sustainable programs and facilities by utilizing public and private
support (i.e. partnerships, volunteers, grants and sponsorships).
Measures:
Measure volunteer hours as a means of offsetting costs and set targets.
Increase non-general fund support to improve self-sufficiency by facility.
Measure requests for discounted or waived fees and set targets.
Measure the number of types of programs offered (specifics yet to be determined by Futures
Committee).
Purchasing Strategies
We are looking for offers that:
1. Maximize efficiencies in the management of expenses and revenues through all available means,
such as internal/external partnerships, grants, sponsorships, volunteers, etc.
2. Serve diverse customer needs, abilities, and interests throughout the community.
3. Provide programs and facilities that contribute to the economic health of Fort Collins through
culture and recreation.
4. Provide programs and facilities that contribute to the social health of Fort Collins through culture
and recreation.
5. Provide programs and facilities that contribute to the environmental health of Fort Collins through
culture and recreation.
6. Demonstrate programming that is diverse, innovative, and improves customer satisfaction.
7. Demonstrate operational excellence, customer service, and innovation.
8. Enhance the community through public art and promote visibility of the arts and culture.
9. Encourage partnerships between educational, cultural, and business institutions to improve
opportunities for learning and expanding the creative industries employment base in the City.
10. Support an interconnected regional and local system of parks, recreational trails, and open lands,
and promote community interaction.
11. Fulfill City mandates and programs which the City has a unique ability to provide.
Sources & Reports
2010 Fort Collins Citizen Survey
2010 Community Scorecard
Notes from 2012 City Council retreat
Related Major Plans
City Plan Fort Collins
City of Fort Collins Strategic Priorities
The Cultural Plan
The Parks and Recreation Policy Plan
The Natural Areas Strategic Plan
The Land Conservation and Stewardship Master Plan
1
• Quality
Design/Building
Standards
• Sustainable/
Attainable Housing
• Integrate a Variety
of Housing Types,
Densities and
Locations
• Ownership
Opportunities
• Quality
Design/Building
Standards
• Sustainable/
Attainable Housing
• Integrate a Variety
of Housing Types,
Densities and
Locations
• Ownership
Opportunities
Primary Factors
Adequate and
Diverse
Supply of
Quality
Housing
Adequate and
Diverse
Supply of
Quality
Housing
Attractive
Neighborhoods
Attractive
Neighborhoods
Good
Neighbor
Relationships
Good
Neighbor
Relationships
Community
Functionality
and Attractive
Design
Community
Functionality
and Attractive
Design
Secondary/Casual Factors
Community and Neighborhood Livability
• Attractive Public
Places
• Clean and Maintained
• Code Compliance
• Graffiti-free
• Historic Preservation
Community and Neighborhood Livability
Request for Results
Team Members
Chairperson: Matt Zoccali, Regulatory and Government Affairs
Budget Liaison: Janice Saeger, Recreation
Communications: Susan Herlihy, Cultural Services
Members: Kurt Clow, Police
Tim Buchanan, Forestry
Patty Netherton, Municipal Court
Polly Lauridsen, Neighborhood Services
Kristin Kirkpatrick, Citizen Participant
Result
Fort Collins provides a high quality built environment and supports quality, diverse neighborhoods.
Introduction/Summary of Results Map
Community is defined as a cohesive, integrated whole, made up of a sum of individual neighborhoods
and developments, commercial and employment activity centers, streets, parks, and public works,
which fosters positive interactions among people.
The four primary factors of Community and Neighborhood Livability (CNL) are Adequate and Diverse
Supply of Attainable and Quality Housing, Attractive Neighborhoods, Good Neighbor Relationships, and
Community Functionality and Attractive Design. These factors are supported by feedback from City
Council, citizen input, discussion with subject matter experts, City Plan Fort Collins, and the 2010
Community Scorecard. The principals of CNL address Fort Collins at two levels: first, at a city-wide
level, and second, at a specific level for each of the type of neighborhoods identified in the City
Structure Map (City Plan Fort Collins). The overall vision for the built environment results in four basic
kinds of components: Neighborhoods, Districts, Edges, and Corridors.
Additional priorities that define CNL include occupancy ordinances, noise levels, multi-modal
connections, conservation of natural habitats and protection of view corridors, homeowner and
neighborhood relations, and historic preservation.
Indicators
Indicator 1: How effectively the City reduces barriers to quality affordable housing while
investing its human services dollars. We will continue to reduce these barriers to affordable
housing with outreach, innovative programs and policies while monitoring how effectively the
affordable housing dollars are leveraged.
Measures:
Number of Homebuyers Assistance loan recipients;
Dollars allocated to align with the City’s Affordable Housing Strategic Plan;
Number of low and moderate income citizens who are served in key areas of service gaps with
available dollars
For residents the City offers: Homebuyer Assistance (HBA) and distributes Federal dollars which fund
over two dozen non-profit agencies providing wide range of needs from credit counseling,
homelessness, low interest loans, and meals. By a Council Ordinance, the City allocates a minimum of
$133,000 per year into the Affordable Housing Program. This is combined with Federal monies (i.e.
Community Development Block Grant, HOME Investment Partnership Program, etc.) to roughly total
over $4M and dispersed throughout the community.
By tracking how well dollars allocated line up with the Affordable Housing Strategic Plan, and the
number of low and moderate income citizens are served with human services dollars, the City can
demonstrate effectiveness in reducing barriers to quality affordable housing, while addressing other
key areas of need.
Indicator 2: Residents like their neighborhood. We support building community through
neighborhood events, education and attractive and well-planned neighborhoods.
Measures:
Number of Graffiti cases reported and number of sites cleaned;
Neighborhood rating at least equal to or greater than regional and national average;
Improve 2010 Community Scorecard response to at least 80% “Good” or “Very Good”;
Maintain 2010 Community Scorecard response trend in “Good” or “Very Good” ratings relating to
availability of affordable and quality housing
According to the 2010 Community Scorecard, respondents who rated their neighborhoods as “Good” or
“Very Good” places to live has declined from 85% in 2006, to 78% in 2010. When compared to the
regional and national averages, the City of Fort Collins compares similarly; a World Class City strives to
exceed regional and national averages. During the same period, the percent of respondents who
answered “Good” or Very Good” to the Availability of Affordable Quality Housing, increased from below
20% in 2006 to above 40% in 2010. All offers should address the trends; continuing the positive
improvements made in areas of availability of quality housing and reversing the downward trend in
seeing neighborhoods as a great place to live.
Indicator 3: Residents are good neighbors. We support on-going enforcement of nuisance
programs and development of positive neighbor relationships.
Measures:
Number of noise complaints and noise violations;
Maintain trend in City performed code compliance abatements;
Maintain/Improve 2010 Community Scorecard 40% level for respondents knowing at least 1-5 of
their neighbors
The City works with community members in an effort to promote and encourage voluntary code
compliances. Punitive measures are rarely enforced. This cooperative effort has resulted in a decreased
number of City-issued citations or abatements. (e.g. The City hires a contractor to correct the violation
and charges the property owner for the work).
Indicator 4: A functional and attractive community enhances quality of life. We support a
community with a look, feel and function that promotes human well-being and satisfaction.
Measures:
Maintain level of good and very good rating at or above 90% of overall satisfaction as a place to
live;
Maintain level of good and very good ratings at or above 85% of overall quality of life found in the
community.
The 2010 Community Scorecard results indicated a strong satisfaction of the quality of life and services
found in the community. When compared to the regional and national averages, the City of Fort Collins
compares similarly or higher; a World-Class City strives to exceed regional and national averages.
Purchasing Strategies
We are looking for offers that:
1. Encourage and foster good neighbor relationships with events and education opportunities for
Homeowners Associations and other neighborhood groups. Encourage open neighborhood
communication and formation of neighborhood groups through inclusivity, respect, and
volunteerism. Bolster customer service by creating tools to strengthen relationships, pride, enhance
information sharing and educate; in particular green practices, covenants and city policies. (Good
Neighbor Relationships)
2. Encourage innovative enforcement efforts and voluntary compliance with City codes and
increase outreach regarding the occupancy ordinance and industrial or residential noise levels
including trains, motorcycles, vehicles, barking dogs, parties, etc. (Attractive Neighborhoods &
Good Neighbor Relationships)
3. Enhance and maintain the attractiveness of neighborhoods, especially with trees and other
sustainable methods. (Attractive Neighborhoods & Good Neighbor Relationships)
4. Preserve the character of neighborhoods; address historic preservation, infill development
compatibility, green building incentives, redevelopment, and new development indicated in City
Plan. (Attractive Neighborhoods & Adequate and Diverse Supply of Quality Housing)
5. Provide, enhance and maintain attractive public spaces like rights of ways, streetscapes and
gateways. Provide public education on issues like graffiti and Bark Beetles. (Attractive
Neighborhoods and Community Functionality and Attractive Design).
6. Encourage collaboration with Front Range Community College, Colorado State University, Associated
Students of CSU and FRCC, faculties, employees, non-traditional families and all other appropriate
entities. (Good Neighbor Relationships)
7. Provide innovative solutions on housing choices and stability as well as homelessness;
collaborate with initiatives like Pathways Past Poverty, Bridges Out of Poverty and
Homeward 2020. (Adequate and Diverse Supply of Quality Housing)
8. Implement strategic support for key identified human services categories of need for low to
moderate income households in our community, such as: meeting safety needs, increasing self-
sufficiency or independence, or strategies which stabilize households or systemically decrease
poverty. (Adequate and Diverse Supply of Quality Housing)
9. Encourage partnerships with private entities and public agencies (e.g. Poudre School District,
Larimer County) for housing and other programs such as historic preservation, yard waste and
recycling. (Good Neighbor Relationships & Adequate and Diverse Supply of Quality Housing)
10. Improve neighborhood parking management through voluntary methods in addition to
enforcement plus provide great customer service. (Attractive Neighborhoods and Good Neighbor
Relationships).
11. Maintain and improve an interconnected system of corridors that provides habitat essential to the
conservation of plants, animals, and their associated ecosystems, while allowing for recreational
opportunities and natural viewsheds. (Community Functionality and Attractive Design)
12. Address sustainability and consider the social, financial and environmental impacts. We encourage
proposals that include customer service and innovation related to programs, services, etc. (All
four Primary Factors).
Sources & Reports
Council Workshop, 2012
2010 Community Scorecard, City of Fort Collins
Affordable Housing Office
City of Fort Collins, Advanced Planning Department
Fort Collins Municipal Code
City of Fort Collins Neighborhood Services Office
Analysis of Impediments to Fair Housing Choice, Draft, Spring 2012
US Department of Housing & Urban Development
Related Major Plans
City Plan Fort Collins, 2010
City of Fort Collins Organizational Strategic Plan, 2011
Affordable Housing Strategic Plan, 2010
Consolidated Housing and Community Development Plan 2010-2014
1
• Provide a range of public
engagement methods
• Provide opportunities for
community involvement
• Communicate effectively
• Promote collaboration
• Support volunteerism
• Inform citizens of city
services, policies plans,
and direction
• Provide a range of public
engagement methods
• Provide opportunities for
community involvement
• Communicate effectively
• Promote collaboration
• Support volunteerism
• Inform citizens of city
services, policies plans,
and direction
• Transparent and accountable
• Maintain public trust
• Fiscal strength
• Support elected officials
• Outstanding customer service
• Promote civility, inclusion & diversity
• Value continuous improvement and
innovation
• Provide exceptional support services
• Forge partnerships to create
opportunities
• Safeguard community assets
• Transparent and accountable
• Maintain public trust
• Fiscal strength
• Support elected officials
• Outstanding customer service
• Promote civility, inclusion & diversity
• Value continuous improvement and
innovation
• Provide exceptional support services
• Forge partnerships to create
opportunities
• Safeguard community assets
• Create a culture of innovation
• Embrace organizational core values
• Cultivate diverse, effective
leadership
• Foster knowledge transfer
• Promote succession planning
• Value sustainable work/life balance
• Invest in professional and personal
development
• Provide competitive, fair
compensation
• Invest in employee health and safety
• Create a culture of innovation
• Embrace organizational core values
• Cultivate diverse, effective
Updated 4/5/2012 Page 1 of 6
High Performing Government
Request for Results
Team Members
Chairperson: Carol Webb, Utility Services
Budget Liaison: Jolene Buxman, Financial Services
Communications Liaison: Carol Workman, Police Services
Members: Tracy Ochsner, Operation Services
Ginger Purvis, Light and Power Operations Services
Lindsay Ex, Community Development & Neighborhood Services
Clint Andrews, Information Technology
Stacy Baumgarn, Citizen Participant
Result
Fort Collins exemplifies an efficient, innovative, transparent, effective and collaborative city government
Introduction/Summary of Results Map
The High Performing Government Results Team focused on aligning the Request for Results Map with
Plan Fort Collins and the 2012-2014 Organizational Strategic Plan. To determine performance
measures and targets, we reviewed the 2010 Citizen Survey, the Q14 Employee Survey, and the
Community Scorecard. Various strengths and opportunities for improvement, highlighted within the
2011 Rocky Mountain Performance Excellence Feedback Report, are woven throughout the indicators
and associated measures and targets to provide a systematic approach to continuous improvement.
We approached the Request for Results both as employees and as citizens keeping in mind our
responsibility to the public and the trust they place in our hands. We focused on fiscal strength,
transparency in our business practices and collaboration and partnerships.
Human Resources provided insights on employee engagement and innovation. They provided a report
by BlessingWhite on how employee engagement is the responsibility of the entire workforce. We also
reviewed the 2010 HR Strategic Planning and Performance Measurement document. The team saw
importance in recognizing diversity in our community and organization and reviewed the 2004 Diversity
Plan.
We discussed the Internal Support Services Survey as it directly relates to the delivery of exceptional
support services. Furthermore our team felt it was necessary to discuss and mention the importance of
supporting our elected officials and how collaboration and partnerships are critical to our organizations
success.
Indicators
Indicator 1: Citizens are engaged [listened to, informed and involved] in local
government. Inform and engage all citizens utilizing innovative and diverse engagement
methods designed to be timely, inclusive, accessible and incorporate world-class
technology.
Updated 4/5/2012 Page 2 of 6
Measures:
1. Citizen Survey: Ratings of City Government
The job the City does at informing citizens
The job the City does at welcoming citizen involvement
The job the City does at listening to citizens
Target: 70% or greater very good or good ratings and above or much above national and front
range comparisons
2. Participation in Boards and Commissions
Vacancy rates for Boards and Commissions
Number of applications for open positions
Target 1: Boards and Commissions vacancies filled within 3 months
Target 2: At least two applications for every vacant position
3. Citizen Volunteers and volunteer hours
Target: Increase over current 75 Full Time Equivalents (FTE’s) volunteer hours
Indicator 2: The City provides exceptional customer service to an exceptional community
Measures:
1. Access Fort Collins Requests
Target: Median resolution time of 2.5 business days for cases with a maximum of 10 business day
resolution time.
2. Utilities Customer Survey
A company you can trust
Overall quality of customer service
Target: 80% or better “A” or “B” ratings
3. Citizen Survey: Ratings of City Government
The overall quality of City Services
The job City employees do making you feel valued as a customer
Target: 70% or greater good or very good ratings and above or much above national and front
range comparisons.
Indicator 3: The City balances desired service levels against changing costs and revenues
and promotes a diverse revenue stream.
Measures:
1. City Bond Credit Rating - A bond credit rating is an indicator of the City’s overall financial strength,
the amount of debt, the fund balance reserves, and the confidence in the City’s revenue stream.
Target: A City Bond Credit Rating equal to Standard & Poor’s AAA Credit Rating for Municipal
Bonds.
2. Citizens Survey – Ratings of City Government
The job the City is doing at providing efficient operation of programs and services
Target: 70% or greater good or very good ratings and above or much above national and front
range comparisons.
Updated 4/5/2012 Page 3 of 6
Indicator 4: The City attracts, engages and retains a high quality creative workforce with
a diverse set of skills.
Measures:
1. Employee Survey (Q14) – Employee engagement
Question 3 – I believe my opinions are valued
Question 5 – I have a trusted friend in the City in whom I can confide
Question 6 – I have the materials, equipment and information to do my job
Question 7 – I get a chance to do what I do best, almost every day in my job
Question 11 – Within the last six months, the City has provided me opportunities to learn and
grow
Target: 75% or greater somewhat agree or strongly agree ratings
2. Citizen Survey - City Employee Ratings:
Courtesy
Knowledge
Overall impression
Making you feel valued
Promptness
Target: 70% or greater good or very good ratings and above or much above national and front
range comparisons.
Indicator 5: Succession planning and knowledge management practices, where
appropriate, are embedded in the organization.
Measures:
1. Promotional rates
Percentage of positions posted internally versus externally
Percentage of internal vs. external hires
Target - 50% of identified positions are initially advertised internal to the organization.
Indicator 6: Leadership is effective when it drives employee engagement and facilitates outstanding
performance.
Measures:
1. Employee Survey (Q14) - Leadership
Question 1 – I know what my supervisor needs from me
Question 2 – My supervisor, or someone in the City, cares about me
Question 3 – I believe my opinions are valued
Question 4 – I believe my supervisor, or someone at work, is committed to my career
development
Question 8 - My work team is recognized for their efforts
Question 12 - I can see a clear link between my job and the city’s vision and mission
Target: 75% or greater somewhat agree or strongly agree ratings
2. Leadership Assessment
Target: 75% or greater rating on individual 360 leadership assessments
Updated 4/5/2012 Page 4 of 6
Indicator 7: A safe and well workforce is essential to achieving operational excellence.
Measures:
1. OSHA Recordable Accident Frequency (RAF) rate
Target: Equal to or better than the industry benchmark
2. Employee Well Days wellness program participation
Number of employees who participate in the Well Days program
Average number of Well Days earned per program participant
Average annual health claim cost for employees participating in the Well Days Incentive
Program vs. employees not participating in Well Days
Target 1: At least 70% of employees participating in Well Days
Target 2: At least 2.5 average Well Days earned per program participant
Indicator 8: Effective, efficient, innovative internal services facilitate world-class
outcomes.
Measure:
1. Internal Services Survey
Overall quality of the support service provided
Overall timeliness of the support service provided
The overall performance of the support service provided
Target: 75% or greater good or excellent ratings and above benchmark comparison
Purchasing Strategies
We are looking for offers that:
1. Align with the City’s organizational strategic plan, support the key strategic priorities of operational
excellence and a culture of innovation, and contribute to achieving key strategic plan measures and
targets.
Effective Local Governance
Engaged and Innovative Workforce
Active and Engaged Community
2. Incorporate the “Triple Bottom Line” of environmental, economic and social concepts of
sustainability and provide appropriate services at sustainable levels.
Effective Local Governance
Engaged and Innovative Workforce
Active and Engaged Community
3. Leverage outside funding and resources, are self-sustaining or implement a cost recovery model.
Effective Local Governance
4. Foster engagement, equity and diversity across Boards, Commissions and other volunteer
endeavors.
Active and Engaged Community
5. Develop and enhance key partnerships that are mutually beneficial, provide opportunities for
innovation, maximize efficiency and support a learning community. Such partnerships may include
educational institutions, public and private organizations and adjacent local governments.
Updated 4/5/2012 Page 5 of 6
Active and Engaged Community
Effective Local Governance
6. Provide long-term solutions to address challenges and opportunities related to fiscal sustainability –
balancing revenues, expenditures, risk (liability), and community expectations, specifically
addressing diversification of the revenue base and building long-term financial strength.
Effective Local Governance
7. Establish and enhance a culture of outstanding customer service while delivering services that are
responsive to customer needs.
Effective Local Governance
8. Provide opportunities to promote civility, inclusion and diversity within our government and in the
community.
Effective Local Governance
Engaged and Innovative Workforce
Active and Engaged Community
9. Improve the ultimate customer experience, e.g., proactive solutions, response times, reliability and
accessibility.
Effective Local Governance
Engaged and Innovative Workforce
10. Build leadership capacity in the organization, improve leadership effectiveness and communication
skills and support leadership development.
Engaged and Innovative Workforce
Effective Local Governance
11. Reward high performance and encourage performance improvement in creative and innovative
ways.
Engaged and Innovative Workforce
12. Promote and invest in employee health and safety.
Engaged and Innovative Workforce
13. Provide productive workspaces for employees to think creatively and including alternative and
flexible workplace options.
Engaged and Innovative Workforce
Effective Local Governance
14. Provide and support learning and training opportunities that invest in the workforce to achieve
desired organizational outcomes and assist employees in career development.
Engaged and Innovative Workforce
15. Support and maintain systems to track and report on key organizational measures and outcomes
Effective Local Governance
Sources, Reports and Related Major Plans
The High Performing Government Results team reviewed a variety of sources to identify the
components that will ensure Fort Collins, as described by City Council, exemplifies an efficient,
Updated 4/5/2012 Page 6 of 6
innovative, transparent, effective and collaborative city government. These sources, as indicated in the
introduction, include:
Citizen Survey
Community Scorecard
Internal Support Services Survey
Human Rights Resolution
Community Scorecard
Diversity Plan
2011 Rocky Mountain Performance Excellence (RMPEx/aka CPEx) Feedback Report
Council Workshop Notes, 2012
Major City plans that relate to the High Performance Government area include:
Plan Fort Collins
The 2012-2014 HPG/Organizational Strategic Plan
The team also invited representatives from Human Resources, Community and Public Involvement, and
the Performance Excellence Program Manager to share their insights on related topics. In addition, the
team consulted with Risk Management, Finance, and Wellness staff to determine appropriate measures
and targets for the key indicators.
We are guided by the fact that our City Vision, Mission and Values underscore what is expected of
every City employee as he/she goes about serving our community:
Our Vision: We are passionate about creating a vibrant, world class community
Our Mission: Exceptional service for an exceptional community
Our Values: Outstanding service, innovation and creativity, respect, integrity, initiative,
collaboration and teamwork, stewardship
1
• Multi-purpose
design elements in
public infrastructure
• Sage design and
inspection
• Well-lit buildings,
streets, parking lots
• Well-maintained
facilities and streets
• Flood control
structures
• Clean, well-kept
non-residential
areas
• Safety oriented
utility system
design
• Multi-purpose
design elements in
public infrastructure
• Sage design and
inspection
• Well-lit buildings,
streets, parking lots
• Well-maintained
facilities and streets
• Flood control
structures
• Clean, well-kept
non-residential
areas
• Safety oriented
utility system
design
• Innovative
technology
• Utilize volunteer
• Collaboration with
local, state and
federal entities,
• Victim assistance
• Contract services:
mental health,
animal control,
human services
• Community
problem solving
• Regional
initiatives, Public-
private
partnerships
• Innovative
technology
• Utilize volunteer
• Collaboration with
local, state and
federal entities,
• Victim assistance
• Contract services:
Safe Community
Request for Results
Team Members
Chairperson: Ann Turnquist, City Manager’s Office
Budget Liaison: Tricia Muraguri, Police Services
Communications: Cathy Blakeman, Human Resources
Members: Mike Trombley, Police Services
Susie Gordon, Environmental Services
Ron Simms, Poudre Fire Authority
Daylan Figgs, Natural Areas
Gary Thomas, Citizen Participant
Josh Jones, Intern City Manager’s Office
Result
Fort Collins provides a safe place to live, work, learn and play
Introduction/Summary of Results Map
Ensuring that Fort Collins is a safe place to live, work, learn and play can be addressed by many
services and programs provided by the City and collaborative partners such as the Poudre Fire
Authority. Many of these actions are envisioned in City Plan’s Safety and Wellness Section.
Residents often identify immediate actions from Police and Fire as key parts of their sense of safety. In
addition, citizens who are pleased with the quality of the interactions they have with Police and Fire
every day have an enhanced sense of security. If they trust the fairness and competence of police and
fire staff, they 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.
The definition of a safe community is broader than simply police or fire assistance. It also extends to
the City-provided utilities including a safe and reliable electric power system and a state-of-the-art
stormwater system which minimizes the risk of flooding. City Plan also envisions a built environment
which is designed with safety in mind (see also City Plan Policy LIV 12.1)
The Safe Community Team will evaluate offers based on how well they address one or more of the
following factors. These factors are ranked, in priority order:
1) Prevention
2) Responsiveness
3) Planning, Preparedness and Recovery
4) Community Involvement and Partnerships
5) Infrastructure and Design
All offers should address a Safe Community, Operational Excellence and a Culture of Innovation.
Indicators
Indicator 1: Incidents of Serious Crime
Measures:
Decrease Part I Violent Crimes Per 1,000 Residents
Decrease Part I Property Crimes Per 1,000 Residents
Improve Average Response Time to Priority I Calls for Service
These measures are used to compare Fort Collins with data provided by other cities and counties.
Indicator 2: Incidents Due to Fire and Other Emergency Situations
Measures:
Decrease Number of Fires
Decrease Average Response Time
Decrease Fire Extension Beyond Room of Origin
Increase Cardiac Arrest Survival
These measures support the Poudre Fire Authority strategic plan and are considered to be indicators of
fire service effectiveness. Where possible, these indicators should be benchmarked to other
jurisdictions. Incidents include deaths, injuries, and direct/indirect losses which are related to a variety
of emergency situations.
Indicator 3: Level of Emergency Preparedness
Measures:
Increase LETA 911 Participation - % of City residents registered
Increase FEMA Community Rating System Rating to 3,500 points (Stormwater)
Increase number of participants in disaster/emergency preparedness programs and activities
These measures show two aspects of the general level of emergency preparedness in Fort Collins. The
Larimer Emergency Telephone Authority (LETA) system, or reverse 911, quickly apprises registered
residents of emergency situations. The FEMA Community Rating System (CRS) figure is a reflection of
the effectiveness of our community’s floodplain management. The National Flood Insurance Program's
(NFIP) CRS is a voluntary incentive program that recognizes and encourages community floodplain
management activities that exceed the minimum NFIP requirements. A prepared community can
sustain the impact from a disaster better than those which are not prepared.
Indicator 4: Traffic and Mobility Safety
Measures:
Increase Rate of Voluntary Speed Compliance
Decrease number of collisions by type (auto, bike, pedestrian)
Safety on the roads, trails and sidewalks is important to community members and visitors alike. This
indicator will help show the effectiveness of measures designed to promote responsible driving and
bicycling.
Indicator 5: Citizen Perception of Safety
Measures:
Increase % of residents who feel safe in the community overall
Increase % of residents who feel safe in downtown Fort Collins during the day
Increase % of residents who feel safe in downtown Fort Collins at night
Increase % of residents who feel safe in their neighborhood
The results will provide a collective picture of the attitudes, behaviors and experiences of the
respondents relative to safety in Fort Collins. These measures also indicate residents’ perception of
safety in the downtown area and other areas, which is a key focus of safety design activities such as
alley-way improvements.
Indicator 6: Reliability and Safety of Electric Infrastructure
Measures:
Improve Average System Availability Index (ASAI)
Improve Customer Average Interruption Duration Index (CAIDI)
Improve System Average Interruption Frequency Index (SAIFI)
These measures provide the percentage of time electric service is available, the average outage
duration that any given customer would experience, and the units of interruptions per customer over
the course of a year. In general, these three measures depict the overall reliability of our electric
infrastructure.
Purchasing Strategies
1. Education and Outreach Actions that Promote Community Safety
We are looking for offers that encourage and support Prevention, and are proactive, not just
responsive to safety concerns. Specifically offers for/that:
Provide programs that promote responsible driving and bicycling
Prevention programs to reduce crime
Fire prevention and education programs
Provide programs for youth involvement
Provide programs which address visible signs of disorder
2. Response to Safety Issues
We are looking for offers that encourage and support Responsiveness to collisions, crimes, fires,
emergency medical services (EMS) and utility emergencies. Specifically offers for/that:
Provide for well-equipped, timely, trained, caring response teams
Promote coordination and response by appropriate agencies
Provide for prompt restoration of services and infrastructure in emergency situations
Address community safety issues before they become significant problems
3. Disaster Resistant Community
We are looking for offers that encourage and support Planning, Preparedness and Recovery,
implementing planning and preparations to become a disaster resistant/resilient community.
Specifically offers for/that:
Enable appropriate staging of plans, personnel and equipment to deal with natural disasters,
extreme weather, utility outages and significant community events
Leverage the use of State and Federal Funding by regional agencies
Lead community disaster preparedness and aid in recovery
4. Community and Partner Involvement
We are looking for offers that encourage and support deliberate Community Involvement and
Partnerships that make our community safer and stronger. Specifically offers for/that:
Maximize the resources of local, regional and federal agencies to address safety issues
Provide for victim assistance
Reduce recidivism of juvenile offenders (repeat offenders)
Increase citizen accountability, awareness and involvement in public safety
Improve community safety and human assistance in the areas of animal control, detoxification,
mental health, and substance abuse by leveraging contract resources
Foster public-private partnerships to address community safety issues
Build a sense of community pride and involvement
Leverage community volunteers as cost effective staff resources and citizen advocates
Adapt emerging technologies which improve the ability of citizens to be engaged in response to
emergencies (e.g. Smartphone apps for citizen responders, LETA 911 notification system)
5. Safety in the Built Environment
We are looking for offers that encourage and support promoting safety through Infrastructure and
Design and provide a sense of security and safety in public and private spaces. Specifically offers
for/that:
Provide a safe built environment including well-lit buildings, streets, parking lots, safe design and
inspection of facilities, clean well kept non-residential areas, and visible presence of safety
personnel.
Ensure reliable, efficient electric power
Provide adequate flood management
Focus on enhancing safety in the downtown areas through safety conscious design
Compliance with local safety code requirements
Sources, Reports and Related Major Plans
Poudre Fire Authority Strategic Plan
PFA Annual Report
Stormwater Master Plan
City Plan
Community Scorecard
Staff interviews with subject matter experts
Benchmark Cities Survey
FBI Uniform Crime Report
Futures Committee Data Inventory
1
1
2013-14 Budgeting for Outcomes
Results Map and Request for
Results (RFR) Review
April 10th
2012
Council Work Session
2
Economic Health
Fort Collins has a healthy, sustainable economy reflecting
community values.
Environmental Health
Fort Collins promotes, protects, and enhances a healthy and
sustainable environment.
Transportation
Fort Collins provides for safe and reliable multi-modal travel
to, from, and throughout the city.
Fort Collins provides diverse cultural and recreational
amenities.
Culture and Recreation
2013-14 BFO Outcomes
ATTACHMENT 3
2
3
High Performing Government
Fort Collins exemplifies an efficient, innovative, transparent,
effective and collaborative city government.
Fort Collins provides a safe place to live, work, learn, and
play.
Safe Community
Fort Collins provides a high quality built environment and
supports quality, diverse neighborhoods.
Community and Neighborhood Livability
2013-14 BFO Outcomes
4
Ginny Sawyer, Chairperson Community Development &
Neighborhood Services
Jessica Ping-Small Finance
Jill Mueggenberg Recreation
Josh Birks Economic Development
Bill Whirty Parks
Dean Cunningham Police Services
Timothy Wilder Advance Planning
McCabe Callahan Citizen
Economic Health
Fort Collins has a healthy, sustainable economy reflecting
community values.
3
5
• Balance
talent/workforce
• Encourage retail
mix/opportunities
• Recruit unique
businesses
• Support target
industry clusters
• Encourage
collaboration and
partnerships
• Balance
talent/workforce
• Encourage retail
mix/opportunities
• Recruit unique
businesses
• Support target
industry clusters
• Encourage
collaboration and
partnerships
• Strengthen business
retention &
expansion
• Foster transparency
• Ensure retail sales
diversity
• Maintain
effective/efficient City
processes
• Encourage
collaboration and
partnerships
• Strengthen business
retention &
expansion
• Foster transparency
• Ensure retail sales
diversity
• Maintain
effective/efficient City
processes
• Encourage
collaboration and
partnerships
• Promote
incubation &
recruitment
• Foster intellectual
property
• Minimize barriers
to business
• Support access to
capital
• Encourage
collaboration and
partnerships
4
7
Lucinda Smith, Chairperson Environmental Sustainability
Barb Brock Natural Areas
Lori Greening Human Resources
Craig Hibbard Water Reclamation
Bob Adams Recreation
Kevin Cronin Patrol
Lance Smith Utilities Finance and Budget
K-Lynn Cameron Citizen
Environmental Health
Fort Collins promotes, protects, and enhances a healthy and
sustainable environment.
8
• Water treatment*
• Pollution Prevention*
• Wastewater treatment*
• Stormwater treatment*
• Watershed & floodplain
management*
• Water supply and
conservation*
• Climatic conditions &
adaptation*
• Water treatment*
• Pollution Prevention*
• Wastewater treatment*
• Stormwater treatment*
• Watershed & floodplain
management*
• Water supply and
conservation*
• Climatic conditions &
adaptation*
Primary Factors
Exceptional
Stewardship of
Water Resources
Exceptional
Stewardship of
Water Resources
Secondary/Casual Factors
Excellent Air
Quality
Excellent Air
Quality
Exemplary Land
Conservation &
Stewardship
Exemplary Land
Conservation &
Stewardship
• Open lands*
• Land use*
• Built environment (green
buildings)*
• Healthy & bio-diverse habitat
• Community buffers
• Access & engagement*
• Scenic views
5
9
• Overall Changes:
– Reviewed and edited the Result Map/RFR to
reflect current conditions & add focus on the
stewardship of natural resources
• Result Map Changes:
– Changed “Good Water Resources” to
“Exceptional Stewardship of Water Resources”
– Changed “Good Air Quality” to “Excellent Air
Quality”
Environmental Health
10
• Indicator Changes:
– Split the water indicator into two
• #1 = focus on water quality (protection & treatment)
• #2 = focus on water quantity (conservation)
– Clarified that air quality addresses both outdoor
and indoor
– Added an indicator on energy consumption and
renewables
– Added more specific measures to most indicators
Environmental Health
6
11
• Purchasing Strategy Changes:
– Combined all generic statements into one strategy
– Added specific bullet points under each strategy
– Split the water strategy into quality and quantity
– Created a new purchasing strategy focusing on
greenhouse gas reduction
– Added a new strategy for energy conservation,
efficiency and renewables
– Added a strategy to increase community resiliency
& preparedness for changing climate/weather
patterns
Environmental Health
12
Ken Mannon, Chairperson Operation Services
Delynn Coldiron Community Development &
Neighborhood Services
Kim Newcomer Communication & Public
Involvement
Jon Haukaas Water Systems Engineering
Joe Olson Traffic
Lisa Voytko Water Production
Darren Moritz Streets
Rick Reider Citizen
Transportation
Fort Collins provides for safe and reliable multi-modal travel
to, from, and throughout the city.
7
13
Secondary/Causal Factors
• Capacity
Improvements
• Traffic light
timing
• Parking
• Signs &
directions
• Routes &
zones
• Capacity
Improvements
• Traffic light
timing
• Parking
• Signs &
directions
• Routes &
zones
• Maintenance
• Capital
improvements
• Design
standards
• System
connectivity
• Safety and
efficiency
improvements
• Technology
infrastructure
• Maintenance
• Capital
improvements
• Design
standards
• System
connectivity
• Safety and
efficiency
improvements
• Technology
infrastructure
• Planning
• Funding
sources
• Demand
forecasting
• Partnerships &
collaboration
• Planning
• Funding
sources
• Demand
forecasting
• Partnerships &
collaboration
• Mass/para
8
15
• Acknowledgement of major changes
(established and potential)
– Mason Corridor
– Colorado State University Stadium
• Continued focus on efficiency and
innovation
– Responsibility of delivering on Keep Fort
Collins Great commitments
Transportation
16
Beth Sowder, Chairperson Community Development &
Neighborhood Services
Dawna Gorkowski Parks
Rita Davis Police Services
Wayne Sterler Utility Services
Craig Foreman Park Planning
Steve Lukowski Parks
Marc Virata Engineering
Carol Ann Hixon Citizen
Fort Collins provides diverse cultural and recreational
amenities.
Culture and Recreation
9
17
• Offer high quality and
diverse culture and
recreation programs
and opportunities
• Support arts, culture,
and recreation
educational
programming
• Develop arts, culture,
and recreation
partnerships
• Promote visibility of
arts, culture, and
recreation
opportunities
• Offer high quality and
diverse culture and
recreation programs
and opportunities
• Support arts, culture,
and recreation
educational
programming
• Develop arts, culture,
and recreation
partnerships
• Promote visibility of
arts, culture, and
recreation
opportunities
• Provide well-maintained,
attractive, functional, and
safe facilities, lands, parks,
and recreational trails
• Demonstrate environ-
mental sustainability
• Utilize effective and
innovative partnerships
• Adapt to change in
community needs and
interests
• Support an interconnected
and regional and local
system of parks, trails and
open lands.
• Provide well-maintained,
attractive, functional, and
safe facilities, lands, parks,
and recreational trails
• Demonstrate environ-
mental sustainability
• Utilize effective and
innovative partnerships
• Adapt to change in
community needs and
interests
• Support an interconnected
and regional and local
10
19
• Indicator Changes:
– Indicators 1 & 2 were changed to encourage
continuous improvement of customer service
and responsiveness
– Indicators 3 & 4 were changed to improve
measures, identify targets, and encourage
more specific and useful data
– Indicator 5 was removed because the ICMA
performance measure currently lacks
consistency (Colorado versus national)
Culture and Recreation
20
• Purchasing Strategy Changes:
– Focused on Plan Fort Collins’ principles and
policies to ensure that offers reflect the
priorities of the community
– Streamlined the purchasing strategies with
more concise language
– Emphasized the goals of the City’s
Organizational Strategic Plan
Culture and Recreation
11
21
Matt Zoccali, Chairperson Regulatory & Government Affairs
Janice Saeger Recreation
Susan Herlihy Cultural Services
Kurt Clow Police Services
Tim Buchanan Parks
Patty Netherton Municipal Court
Polly Lauridsen Community Development &
Neighborhood Services
Kristin Kirkpatrick Citizen
Fort Collins provides a high quality built environment and
supports quality, diverse neighborhoods.
Community and Neighborhood Livability
22
• Quality
Design/Building
Standards
• Sustainable/
Attainable Housing
• Integrate a Variety
of Housing Types,
Densities and
Locations
• Ownership
Opportunities
• Quality
Design/Building
Standards
• Sustainable/
Attainable Housing
• Integrate a Variety
of Housing Types,
Densities and
Locations
• Ownership
Opportunities
Primary Factors
Adequate and
Diverse
Supply of
Quality
Housing
Adequate and
Diverse
Supply of
Quality
Housing
Attractive
Neighborhoods
Attractive
Neighborhoods
Good
Neighbor
Relationships
Good
Neighbor
Relationships
Community
Functionality
12
23
Definition: Community is defined as a
cohesive, integrated whole, made up of a
sum of individual neighborhoods and
developments, commercial and employment
activity centers, streets, parks, and public
works, which fosters positive interactions
among people.
Community and
Neighborhood Livability
24
• Results Map Changes:
–4th Factor Added: Community Functionality &
Design
– Secondary Factors were added to address:
• Integrated and Diverse Housing Types, Densities
and Location (Special Needs, Students, etc)
• Prioritized Infill and Target Redevelopment
• Unique Gateways and Coordinated Edges
• Multi-Modal Connections
• Mixed Use Community Centers
Community and
Neighborhood Livability
13
25
• Indicator Changes: Revised to Align
with Plan Fort Collins
– Indicator 1: Included Human Services
What makes a good Affordable Housing measure?
• Net gain/loss: not able to track with certainty
• Resourcing/Allocation of funds may prove
better measure (align w/ Affordable Housing
Strategic Plan)
– Indicator 2: Graffiti abatement measure added
– Indicator 4: Related to new 4th Primary Factor
Community and
Neighborhood Livability
26
• Purchasing Strategy Changes:
– #5 “gateways” added
– #8 strategic support for key identified
human services
– #11 nature “visible and accessible”,
connectedness and the conservation of
natural ecosystems
Community and
Neighborhood Livability
14
27
Carol Webb, Chairperson Regulatory & Government Affairs
Jolene Buxman Finance
Carol Workman Police Services
Tracy Ochsner Operation Services
Clint Andrews Information Technology
Ginger Purvis Light and Power
Lindsay Ex Community Development &
Neighborhood Services
Stacy Baumgarn Citizen
High Performing Government
Fort Collins exemplifies an efficient, innovative, transparent,
effective and collaborative city government.
28
• Provide a range of public
engagement methods
• Provide opportunities for
community involvement
• Communicate effectively
• Promote collaboration
• Support volunteerism
• Inform citizens of city
services, policies plans,
and direction
• Provide a range of public
engagement methods
• Provide opportunities for
community involvement
• Communicate effectively
• Promote collaboration
• Support volunteerism
• Inform citizens of city
services, policies plans,
and direction
• Transparent and accountable
• Maintain public trust
• Fiscal strength
• Support elected officials
• Outstanding customer service
• Promote civility, inclusion & diversity
• Value continuous improvement and
innovation
• Provide exceptional support services
• Forge partnerships to create
opportunities
• Safeguard community assets
• Transparent and accountable
• Maintain public trust
• Fiscal strength
• Support elected officials
• Outstanding customer service
• Promote civility, inclusion & diversity
• Value continuous improvement and
innovation
• Provide exceptional support services
• Forge partnerships to create
opportunities
• Safeguard community assets
• Create a culture of innovation
15
29
• Aligned Results Map with:
– Plan Fort Collins
– Organizational Strategic Plan
• Primary Factor Changes
– Significant changes to all Primary Factors
• Secondary Factor Changes
– Incorporated Plan Fort Collins policies &
principles and the Organizational Strategic
Plan Objectives
– Focused on critical factors related to an
effective local government
High Performing Government
30
• Re-evaluated Indicators
– Asked ourselves, “We know we have achieved
it when…”
– Developed statements regarding elements
critical to success
• Purchasing Strategies:
– Would like to attract offers that integrate key
elements of Plan Fort Collins & Organizational
Strategic Plan
• Innovation, ultimate customer experience,
operational excellence, financial strength,
sustainability
High Performing Government
16
31
• Performance Measures/Targets:
– Key measures that may be influenced by
multiple offers
– Focused on results vs. activities and those
measures that have established benchmarks
– Utilized Citizen and Customer Surveys
– Consulted subject matter experts
High Performing Government
32
Ann Turnquist, Chairperson City Manager's Office
Tricia Muraguri Police Services
Cathy Blakeman Human Resources
Susie Gordon Environmental Services
Mike Trombley Police Services
Ron Simms Poudre Fire Authority
Daylan Figgs Natural Areas
Josh Jones City Manager's Office
Gary Thomas Citizen
Fort Collins provides a safe place to live, work, learn,
and play.
Safe Community
17
33
• Multi-purpose
design elements in
public infrastructure
• Sage design and
inspection
• Well-lit buildings,
streets, parking lots
• Well-maintained
facilities and streets
• Flood control
structures
• Clean, well-kept
non-residential
areas
• Safety oriented
utility system
design
• Multi-purpose
design elements in
public infrastructure
• Sage design and
inspection
• Well-lit buildings,
streets, parking lots
• Well-maintained
facilities and streets
• Flood control
structures
• Clean, well-kept
non-residential
areas
• Safety oriented
utility system
design
• Innovative
technology
• Utilize volunteer
• Collaboration with
local, state and
federal entities,
• Victim assistance
• Contract services:
mental health,
animal control,
human services
• Community
problem solving
• Regional
initiatives, Public-
private
partnerships
• Innovative
technology
• Utilize volunteer
• Collaboration with
local, state and
federal entities,
• Victim assistance
18
35
• Purchasing Strategies Realigned
with Primary Factors
– Resiliency and Leveraging of New
Technologies were Added to the
Purchasing Strategies
– Focus on volunteers
• Indicators and Measures Updated
– Stronger Focus on Outcome Measures
– Significant Input From Citizen Team
Member
Safe Community
• Contract services:
mental health,
animal control,
human services
• Community
problem solving
• Regional
initiatives, Public-
private
partnerships
• Highly trained emer-
gency personnel
• Effective comm-
unications systems
• Reliable electric
power
• Appropriate equip-
ment & technology
• Response/recovery
to natural disaster &
outages events
• Strategic problem
solving
• Pre-incident plans
• Strong relationships
with funding
partners
• Highly trained emer-
gency personnel
• Effective comm-
unications systems
• Reliable electric
power
• Appropriate equip-
ment & technology
• Response/recovery
to natural disaster &
outages events
• Strategic problem
solving
• Pre-incident plans
• Strong relationships
with funding
partners
Secondary/Casual Factors
• Restored
community
services in
emergencies
• Timely response
• Professional well-
equipped, caring
responders
• Flexible responses
to community
safety issues
• Coordination
among agencies
• Response by
appropriate agency
• Innovative
approaches
• Restored
community
services in
emergencies
• Timely response
• Professional well-
equipped, caring
responders
• Flexible responses
to community
safety issues
• Coordination
among agencies
• Response by
appropriate agency
• Innovative
approaches
• Visible presence
of safety
personnel
• Roadway
behavior and
traffic safety
• Youth
involvement
programs
• Data collection &
trend analysis
• Prevention and
education
Programs
• Graffiti/
vandalism
abatement
• Visible presence
of safety
personnel
• Roadway
behavior and
traffic safety
• Youth
involvement
programs
• Data collection &
trend analysis
• Prevention and
education
Programs
• Graffiti/
vandalism
abatement
Primary Factors
Prevention Prevention Responsiveness Responsiveness
Planning
Preparedness
and Recovery
Planning
Preparedness
and Recovery
Community
Involvement
and
Partnerships
Community
Involvement
and
Partnerships
Infrastructure
and Design
Infrastructure
and Design
Safe Community
Fort Collins provides a safe place to live, work, learn,
and play.
34
• Aligned with City Plan Principals
– Added “Infrastructure and Design” as a
New Primary Factor
• Met with new Police Chief, Poudre
Fire Authority Chief, and Utilities
Executive Director
Safe Community
• Embrace organizational core values
• Cultivate diverse, effective
leadership
• Foster knowledge transfer
• Promote succession planning
• Value sustainable work/life balance
• Invest in professional and personal
development
• Provide competitive, fair
compensation
• Invest in employee health and safety
• Create a culture of innovation
• Embrace organizational core values
• Cultivate diverse, effective
leadership
• Foster knowledge transfer
• Promote succession planning
• Value sustainable work/life balance
• Invest in professional and personal
development
• Provide competitive, fair
compensation
• Invest in employee health and safety
Primary Factors
Active and
Engaged
Community
Active and
Engaged
Community
Effective
Local
Governance
Effective
Local
Governance
Engaged and
Innovative
Workforce
Engaged and
Innovative
Workforce
Secondary/Causal Factors
High Performing Government
Fort Collins exemplifies an efficient, innovative, transparent,
effective and collaborative city government.
and Attractive
Design
Community
Functionality
and Attractive
Design
Secondary/Casual Factors
Community and Neighborhood Livability
• Attractive Public
Places
• Clean and Maintained
• Code Compliance
• Graffiti-free
• Historic Preservation
• Parking
• Attractive Public
Places
• Clean and Maintained
• Code Compliance
• Graffiti-free
• Historic Preservation
• Parking
• Collaboration/
Outreach
• Occupancy
Standards
• Reasonable Noise
Levels
• Informal
Networks/HOAs
• Conflict Resolution
• Inclusive and
Diverse Neighbors
• Collaboration/
Outreach
• Occupancy
Standards
• Reasonable Noise
Levels
• Informal
Networks/HOAs
• Conflict Resolution
• Inclusive and
Diverse Neighbors
• Economic, Social, and
Environmental
Sustainability
• Efficient Supply of
Infrastructure and Services
• Prioritized Infill and
Targeted Redevelopment
• Unique Gateways
• Coordinated Edges and
Growth Management Areas
• Multi-Modal Connections
• Mixed-Use Community
Centers
• Economic, Social, and
Environmental
Sustainability
• Efficient Supply of
Infrastructure and Services
• Prioritized Infill and
Targeted Redevelopment
• Unique Gateways
• Coordinated Edges and
Growth Management Areas
• Multi-Modal Connections
• Mixed-Use Community
Centers
Fort Collins provides a high quality built environment and
supports quality, diverse neighborhoods.
Community and Neighborhood Livability
system of parks, trails and
open lands.
• Demonstrate
effective and
innovative
financial
sustainability
• Offer fee-based
and free
programs
• Provide
opportunities in
convenient
locations citywide
• Provide a variety
of operating
hours
• Demonstrate
effective and
innovative
financial
sustainability
• Offer fee-based
and free
programs
• Provide
opportunities in
convenient
locations citywide
• Provide a variety
of operating
hours
• Serve diverse customer
needs and expectations
• Provide innovative and
effective programming
and practices
• Maintain/enhance
quality staffing
• Utilize efficient and
innovative technologies
and communication
strategies
• Offer programmed and
non-programmed
opportunities
• Serve diverse customer
needs and expectations
• Provide innovative and
effective programming
and practices
• Maintain/enhance
quality staffing
• Utilize efficient and
innovative technologies
and communication
strategies
• Offer programmed and
non-programmed
opportunities
Primary Factors
Customer
Service
Customer
Service
Secondary/Causal Factors
Convenient
&
Affordable
Convenient
&
Affordable
Quality
Facilities &
Lands
Quality
Facilities &
Lands
Culture & Recreation
Fort Collins provides diverse cultural and recreational
amenities.
Quality
Programming
Quality
Programming
18
• Map Changes:
– Added 4th Primary Factor: “Quality
Programming”
– Added Secondary Causal Factors related to
“Quality Programming”
– Causal Factors remained substantively the
same with edits for clarification and alignment
with Plan Fort Collins and the City’s
Organizational Strategic Plan
Culture and Recreation
transit
• Bicycling
• Walking
• Carpooling
• Car sharing
• Online/
telecommuting
• Wheelchair &
disability
access
• Mass/para
transit
• Bicycling
• Walking
• Carpooling
• Car sharing
• Online/
telecommuting
• Wheelchair &
disability
access
• Outreach &
education
• Incentives
• Citizen
involvement
• Environmental
impact
• Outreach &
education
• Incentives
• Citizen
involvement
• Environmental
impact
Primary Factors
Traffic
Flow
Traffic
Flow
Quality Travel
Surfaces &
Infrastructure
Quality Travel
Surfaces &
Infrastructure
Integrated
Land Use &
Transportation
Planning
Integrated
Land Use &
Transportation
Planning
Mobility /
Travel
Mode
Options
Mobility /
Travel
Mode
Options
Citizen
Awareness
Citizen
Awareness
Transportation
Fort Collins provides for safe and reliable multi-modal travel
to, from, and throughout the city.
14
• Increased focus on environmental
impacts
• Refinement of indicators
– More specific
– Aligned with master plans and Organizational
Strategic Plan
– Addition of goals
Transportation
• Natural heritage
• Open lands*
• Land use*
• Built environment (green
buildings)*
• Healthy & bio-diverse habitat
• Community buffers
• Access & engagement*
• Scenic views
• Natural heritage
• Waste generation, recycling &
diversion*
• Greenhouse gas emissions*
• Renewable energy*
• Mobile sources*
• Energy use & conservation
• Transportation*
• Indoor air quality
• Commercial/industrial
activities
• Waste generation, recycling &
diversion*
• Greenhouse gas emissions*
• Renewable energy*
• Mobile sources*
• Energy use & conservation
• Transportation*
• Indoor air quality
• Commercial/industrial
activities
Environmental Health
Fort Collins promotes, protects, and enhances a healthy and
sustainable environment.
Note: Secondary factors that influence multiple Primary Factors are designated with an asterisk (*)
• Promote
incubation &
recruitment
• Foster intellectual
property
• Minimize barriers
to business
• Support access to
capital
• Encourage
collaboration and
partnerships
• Promote housing
affordability
• Support community
values
• Champion local
businesses
• Ensure access/usability of
business centers
• Provide safety
• Protect local aesthetics
• Encourage collaboration
and partnerships
• Promote housing
affordability
• Support community
values
• Champion local
businesses
• Ensure access/usability of
business centers
• Provide safety
• Protect local aesthetics
• Encourage collaboration
and partnerships
Primary Factors
Create
Diversity
Create
Diversity
Ensure
Resiliency
Ensure
Resiliency
Provide
Opportunity
Provide
Opportunity
Preserve
Place
Preserve
Place
Economic Health
Fort Collins has a healthy, sustainable economy reflecting
community values.
Secondary/Causal Factors
6
• Simplified Focus Aligned with Plan
Fort Collins and the Economic Health
Strategic Plan
– Diversity: Retail mix, workforce, industry clusters
– Resiliency: Retention, retail sales, efficiency
– Opportunity: Incubation, recruitment, minimize
barriers
– Place: Safety, aesthetics, community values
– Overall & ongoing desire for collaboration and
innovation
Economic Health
mental health,
animal control,
human services
• Community
problem solving
• Regional
initiatives, Public-
private
partnerships
• Highly trained emer-
gency personnel
• Effective comm-
unications systems
• Reliable electric
power
• Appropriate equip-
ment & technology
• Response/recovery
to natural disaster &
outages events
• Strategic problem
solving
• Pre-incident plans
• Strong relationships
with funding
partners
• Highly trained emer-
gency personnel
• Effective comm-
unications systems
• Reliable electric
power
• Appropriate equip-
ment & technology
• Response/recovery
to natural disaster &
outages events
• Strategic problem
solving
• Pre-incident plans
• Strong relationships
with funding
partners
Secondary/Casual Factors
• Restored
community
services in
emergencies
• Timely response
• Professional well-
equipped, caring
responders
• Flexible responses
to community
safety issues
• Coordination
among agencies
• Response by
appropriate agency
• Innovative
approaches
• Restored
community
services in
emergencies
• Timely response
• Professional well-
equipped, caring
responders
• Flexible responses
to community
safety issues
• Coordination
among agencies
• Response by
appropriate agency
• Innovative
approaches
• Visible presence
of safety
personnel
• Roadway
behavior and
traffic safety
• Youth
involvement
programs
• Data collection &
trend analysis
• Prevention and
education
Programs
• Graffiti/
vandalism
abatement
• Visible presence
of safety
personnel
• Roadway
behavior and
traffic safety
• Youth
involvement
programs
• Data collection &
trend analysis
• Prevention and
education
Programs
• Graffiti/
vandalism
abatement
Primary Factors
Prevention Prevention Responsiveness Responsiveness
Planning
Preparedness
and Recovery
Planning
Preparedness
and Recovery
Community
Involvement
and
Partnerships
Community
Involvement
and
Partnerships
Infrastructure
and Design
Infrastructure
and Design
Safe Community
Fort Collins provides a safe place to live, work, learn,
and play.
leadership
• Foster knowledge transfer
• Promote succession planning
• Value sustainable work/life balance
• Invest in professional and personal
development
• Provide competitive, fair
compensation
• Invest in employee health and safety
Primary Factors
Active and
Engaged
Community
Active and
Engaged
Community
Effective
Local
Governance
Effective
Local
Governance
Engaged and
Innovative
Workforce
Engaged and
Innovative
Workforce
Secondary/Causal Factors
High Performing Government
Fort Collins exemplifies an efficient, innovative, transparent,
effective and collaborative city government.
• Parking
• Attractive Public
Places
• Clean and Maintained
• Code Compliance
• Graffiti-free
• Historic Preservation
• Parking
• Collaboration/
Outreach
• Occupancy
Standards
• Reasonable Noise
Levels
• Informal
Networks/HOAs
• Conflict Resolution
• Inclusive and
Diverse Neighbors
• Collaboration/
Outreach
• Occupancy
Standards
• Reasonable Noise
Levels
• Informal
Networks/HOAs
• Conflict Resolution
• Inclusive and
Diverse Neighbors
• Economic, Social, and
Environmental
Sustainability
• Efficient Supply of
Infrastructure and Services
• Prioritized Infill and
Targeted Redevelopment
• Unique Gateways
• Coordinated Edges and
Growth Management Areas
• Multi-Modal Connections
• Mixed-Use Community
Centers
• Economic, Social, and
Environmental
Sustainability
• Efficient Supply of
Infrastructure and Services
• Prioritized Infill and
Targeted Redevelopment
• Unique Gateways
• Coordinated Edges and
Growth Management Areas
• Multi-Modal Connections
• Mixed-Use Community
Centers
Fort Collins provides a high quality built environment and
supports quality, diverse neighborhoods.
Community and Neighborhood Livability
open lands.
• Demonstrate
effective and
innovative
financial
sustainability
• Offer fee-based
and free
programs
• Provide
opportunities in
convenient
locations citywide
• Provide a variety
of operating
hours
• Demonstrate
effective and
innovative
financial
sustainability
• Offer fee-based
and free
programs
• Provide
opportunities in
convenient
locations citywide
• Provide a variety
of operating
hours
• Serve diverse customer
needs and expectations
• Provide innovative and
effective programming
and practices
• Maintain/enhance
quality staffing
• Utilize efficient and
innovative technologies
and communication
strategies
• Offer programmed and
non-programmed
opportunities
• Serve diverse customer
needs and expectations
• Provide innovative and
effective programming
and practices
• Maintain/enhance
quality staffing
• Utilize efficient and
innovative technologies
and communication
strategies
• Offer programmed and
non-programmed
opportunities
Primary Factors
Customer
Service
Customer
Service
Secondary/Causal Factors
Convenient
&
Affordable
Convenient
&
Affordable
Quality
Facilities &
Lands
Quality
Facilities &
Lands
Culture & Recreation
Fort Collins provides diverse cultural and recreational
amenities.
Quality
Programming
Quality
Programming
• Bicycling
• Walking
• Carpooling
• Car sharing
• Online/
telecommuting
• Wheelchair &
disability
access
• Mass/para
transit
• Bicycling
• Walking
• Carpooling
• Car sharing
• Online/
telecommuting
• Wheelchair &
disability
access
• Outreach &
education
• Incentives
• Citizen
involvement
• Environmental
impact
• Outreach &
education
• Incentives
• Citizen
involvement
• Environmental
impact
Primary Factors
Traffic
Flow
Traffic
Flow
Quality Travel
Surfaces &
Infrastructure
Quality Travel
Surfaces &
Infrastructure
Integrated
Land Use &
Transportation
Planning
Integrated
Land Use &
Transportation
Planning
Mobility /
Travel
Mode
Options
Mobility /
Travel
Mode
Options
Citizen
Awareness
Citizen
Awareness
Transportation
Fort Collins provides for safe and reliable multi-modal travel
to, from, and throughout the city.
• Renewable energy*
• Mobile sources*
• Energy use & conservation
• Transportation*
• Indoor air quality
• Commercial/industrial
activities
• Waste generation, recycling &
diversion*
• Greenhouse gas emissions*
• Renewable energy*
• Mobile sources*
• Energy use & conservation
• Transportation*
• Indoor air quality
• Commercial/industrial
activities
Environmental Health
Fort Collins promotes, protects, and enhances a healthy and
sustainable environment.
Note: Secondary factors that influence multiple Primary Factors are designated with an asterisk (*)
incubation &
recruitment
• Foster intellectual
property
• Minimize barriers
to business
• Support access to
capital
• Encourage
collaboration and
partnerships
• Promote housing
affordability
• Support community
values
• Champion local
businesses
• Ensure access/usability of
business centers
• Provide safety
• Protect local aesthetics
• Encourage collaboration
and partnerships
• Promote housing
affordability
• Support community
values
• Champion local
businesses
• Ensure access/usability of
business centers
• Provide safety
• Protect local aesthetics
• Encourage collaboration
and partnerships
Primary Factors
Create
Diversity
Create
Diversity
Ensure
Resiliency
Ensure
Resiliency
Provide
Opportunity
Provide
Opportunity
Preserve
Place
Preserve
Place
Economic Health
Fort Collins has a healthy, sustainable economy reflecting
community values.
Secondary/Causal Factors
ATTACHMENT 2
Lindsay Ex Comm Dev & Neighborhood PPT Services New
Citizen Stacy Baumgarn New
Transportation
Role Name Department Service Area Status
Team Leader Ken Mannon Operation Services Comm & Ops Services Continuing
Budget Liaison Delynn Coldiron Comm Dev & Neighborhood PPT Services Continuing
Communications Kim Newcomer CPIO Emp & Comm Services Continuing
Jon Haukaas Water Systems Engineering Utility Services Continuing
Joe Olson Traffic PPT Services Continuing - new team
Lisa Voytko Utility Water Production Utility Services Continuing - new team
Darren Moritz Streets PPT Services New
Citizen Rick Reider New
ATTACHMENT 1