HomeMy WebLinkAboutCOUNCIL - AGENDA ITEM - 06/25/2013 - CITY COUNCIL WORK PLAN 2013-2015DATE: June 25, 2013
STAFF: Darin Atteberry
Diane Jones
Pre-taped staff presentation: none
WORK SESSION ITEM
FORT COLLINS CITY COUNCIL
SUBJECT FOR DISCUSSION
City Council Work Plan 2013-2015.
EXECUTIVE SUMMARY
At the May 3 and 4 City Council Planning Retreat, City Council reviewed the City’s Strategic Plan,
which included the goals, the strategic objectives, and the key initiatives associated with each of
the seven Key Outcomes.
Councilmembers discussed questions and comments they had within each of the seven Key
Outcomes. Additionally, Councilmembers suggested several ideas for new initiatives to consider
as part of their work plan.
Several sets of information are attached to this Agenda Item Summary. Among them are:
• Staff response to Council’s questions and comments from the retreat
• Initiatives suggested by Council that are or have been incorporated into the current Work
Plan
• Prospective New Initiatives mentioned at the retreat to consider incorporating into the Work
Plan
The purpose of this work session is to solidify the 2013-2015 Council Work Plan, at this point in
time. While the Work Plan can, and will likely be adjusted as other policy issues arise over the
Council’s two-year term, the key initiatives identified at this point in time serve as the Council’s
foundational Work Plan for its term of office (2013-2015).
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
• What changes (additions, deletions or modifications) does Council have to its 2013-2015
Work Plan?
BACKGROUND / DISCUSSION
The Fort Collins City Council met on May 3 and 4, 2013 to conduct its planning retreat for the 2013-
2015 term. City Council, in conjunction with the City Manager and the Service Directors, reviewed
the vision, mission and values that are the foundation of the City’s Strategic Plan. The seven
Outcome Areas and related goals and objectives were adopted by the City Council and serve as the
framework for the organization’s operations, initiatives, and budget. All were adopted by City
Council as part of the 2013-2014 Biennial Budget.
June 25, 2013 Page 2
The 2-year budget is the plan and resource allocation for how the organization accomplishes the
work.
With three newly elected Councilmembers, three continuing Councilmembers and the Mayor, the
May 4 session focused on a review of the existing goals, objectives and key initiatives for each of
the seven Key Outcome Areas.
For each of the seven Key Outcome Areas, Councilmembers identified a number of questions and
comments and suggested some initiatives that might be incorporated into the work plan.
Staff reviewed all of the information and has prepared several documents which are attached to the
Agenda Item Summary. These are the basis for the Work Session discussion.
• Council Comments and Questions and Staff Responses (Attachment 1)
This document lists the questions and comments raised by Council at the retreat (see the Retreat
Report). For each item, staff has provided a response or additional information.
Question: Are there any items for which Council would like additional information,
clarification or would like to further discuss?
• Key Initiatives in Existing Work Plans (Attachment 2)
Several initiatives that Council mentioned at the May Planning Retreat are or can be incorporated
into the existing work plan as adopted in the 2013 and 2014 Budget. This document lists each one
along with comments from staff.
Question: Are there any initiatives that Council would like clarified or would like to discuss
further?
• Prospective New Initiatives (Attachment 3)
Of the initiatives mentioned by Council, several are new, which means that they are not in any
existing offer in the City Budget and likely cannot be fully addressed with existing resources; they
would require new or reprioritized resources including staff capacity and/or additional monetary
resources.
Attachment 3 lists these prospective new initiatives and includes a separate description for each
initiative.
Questions and Direction Sought: Given the information provided, it is suggested that the
discussion focus on the options for any changes to the Work Plan:
(a) Does Council have any Work Plan changes to include at this time?
(b) Does Council want to put any of the initiatives on a list for discussion in conjunction
with the 2014 Budget Adjustment process (September/October)?
June 25, 2013 Page 3
(c) Does Council want to put any of the initiatives on a list to discuss as part of the
2015-2016 BFO Budget process?
Any new initiatives would be noted on the “Poster Board” sheets (see Attachment 6). This would
then constitute City Council’s 2013-2015 Work Plan.
• Long-Range Planning Calendar (Attachment 4)
Staff has expanded the regular 6-Month Planning Calendar into a long-range calendar into the first
quarter of 2015.
The items on the calendar include all of the items that are on the current 6-Month Planning Calendar
(shaded in yellow). Additionally, the calendar includes items for key initiatives or policy matters
that are projected or anticipated to be brought to a Council work session and/or discussion items to
be presented to Council at a regular meeting.
This is a dynamic planning tool and will regularly change over time. It is a tool to show when the
calendar is at or over capacity. It can be an effective tool for the Leadership Planning Team to
manage Council meeting agendas.
Question: Does Council have any comments or questions about the purpose and use of the
long-range planning calendar?
• City Strategic Plan (Attachment 5)
A copy of the updated City Strategic plan is attached. Council had suggested some revisions to a
couple of the objectives which have been included on this revised version (see the shaded items).
• “Poster Board” Sheets (Attachment 6)
At the May Planning Retreat, Poster Boards for each of the seven (7) BFO Key Outcomes were used
for Council’s discussion of key initiatives. The Poster Boards include the City’s Vision, Mission
and Values. And for each Key Outcome, the following are listed:
• Strategic Goal
• Strategic Objectives
• Key Initiatives for 2013-2014
Council had a few changes—moving some key initiatives from one Key Outcome to another and
a couple of additions. These are noted on the “Poster Board” sheets with strikeouts (deleted) and
shaded (additions/items moved).
The final list of key initiatives in each of the Key Outcomes will constitute the Council’s Work Plan.
June 25, 2013 Page 4
ATTACHMENTS
1. Council Questions and Staff Response
2. Key Initiatives in Existing Work Plan
3. Prospective New Initiatives
4. Long-Range Planning Calendar
5. City Strategic Plan
6. “Poster Board” Sheets
Attachment 1
Council Questions and Staff Response
from May 2013 Retreat
Question
Number
Council Questions & Comments Staff Response
1
Do we need to offer incentives given the pace of current
economic growth?
We believe so. However, the use of incentives should be about more than
encouraging economic investment. These tools should be used to influence the
pattern of our community's economic growth, ensuring that growth is consistent
with the community's vision of the future.
2 How do we measure economic health?
The community dashboard focuses on a number of economic health indicators, such
as Unemployment, Job Growth, Lodging Occupancy, Construction Activity, etc.
These are often indirectly influenced by City policy and actions. Operationally, we
measure Economic Health by leverage (private investment per public dollar
invested), target industry job growth, sales tax growth, etc.
3
Need additional information on Key Initiative #1 (support of
targeted industry clusters) What are the targeted industries?
In 2006, the City completed an analysis of the industries in our community that
present the best opportunity for growth or represent a significant portion of our
employment base. In 2010, these industry clusters were formally adopted by
resolution. The clusters include: (1) Clean Energy, (2) Water Innovation, (3)
Bioscience, (4) Technology (Chip Design and Software), and (5) Uniquely Fort Collins
(Beer, Arts & Culture, Local Food, Bikes and Recreational Technology, etc.)
4
How do we support the creative class in our community?
Support Arts Incubator of the Rockies (AIR)?
Initiative #11 – Carnegie Creative Center and Arts Incubator – link strategically with
other communities that are doing similar things – apply best practices and link to
our economic development cluster areas.
Key Outcome: Economic Health
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ATTACHMENT 1
Attachment 1
Council Questions and Staff Response
from May 2013 Retreat
Question
Number
Council Questions & Comments Staff Response
5 Consider a “digital utility” and providing throughout the City
the appropriate digital infrastructure as we think about GigU
and the comcast franchise agreement.
The proposed scope of the Gig.U initiative does include some level of investigation into the
issues and opportunities related to creating a City operated Telecommunications Utility (a
“digital utility”) as one of a number of possible strategies to achieve having next generation
very high speed internet services widely available in the Fort Collins community. A public
telecommunications utility is not the only possible approach to realizing this goal. The 2013
budget includes a $20,000 Economic Health offer to support the project. Additional research
services are available to the City through our partnership with CSU as members of the Gig.U
initiative and a cross departmental staff project team is in place that can support additional
research and community outreach. The project team is developing a work plan for the
project, and will be seeking feedback regarding the appropriate priority and emphasis of
focus for this project.
6
Initiatives/projects should explain how they achieve the key
outcomes
Effort included within BFO Lite improvements, BFO Performance Report Metrics and
overall continuous improvement efforts.
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Attachment 1
Council Questions and Staff Response
from May 2013 Retreat
Question
Number
Council Questions & Comments Staff Response
7
Reexamine Objective “b” (greenhouse gas emissions) and
objective “e” (Energy Policy).
City staff will begin implementing a plan to review community Greenhouse Gas
goals, in close concert with other related planning initiatives (Energy Policy update,
Green Build Roadmap, Road to Zero Waste, etc.) and seeking public input, and will
bring a recommendation on community GHG goal to Council in December 2013.
8
Can we be authentic in our desire to invest in our renewable
energies?
City staff has a responsibility to reflect the values of Council and our community
while also being cognizant of the fiduciary responsibility to manage costs.
Maintaining balance insures a successful implementation.
9
We could incentivize or require compliance…two ways to look
at this.
Not sure of the context here.
10
Need to broaden the concept of Road to Zero Waste beyond
simply eliminating waste.
The Road to Zero Waste project will evaluate four areas: source reduction, recycling,
composting, and waste to energy utilizing a systems approach. Council work session
on Nov 26.
11
Consider sponsoring a conference on “Smart Cities” that
blends what smart cities are or can be doing regarding zero
waste, energy renewables, economic clusters
Net Zero Cities will incorporate "Smart Cities" concepts ‐ being held Oct. 23 & 24,
2013.
12
Hope we’re preparing specific plans for the Poudre River
initiatives.
In addition to existing plans (Poudre River Natural Areas Plan, Trails Master Plan,
Stormwater Master Plan), staff have just embarked on a year‐long master planning
process that brings together Parks, Stormwater, and Natural Areas in the downtown
core area from Shields to Mulberry. The 3 elements of the plan are recreation,
habitat, and floodplain mitigation.
Key Outcome: Environmental Health
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Attachment 1
Council Questions and Staff Response
from May 2013 Retreat
Question
Number
Council Questions & Comments Staff Response
13
Objective “A” – remove “proactively” – the entire objective is
proactive.
"Proactive" has been removed from Objective A on the Strategic Plan.
14 Add a key initiative related to Municipal Court services.
Initiative #13 will be added to Safe Community: "Municipal Court Services". The
action will pertain to decreasing cases not addressed by arraignment.
15
Move Initiative #12 to economic health – should also capture
community gardens and link the economic and social benefit.
Done.
16 Look closely at strategic partnerships.
There are numerous examples in all Service Areas. These are a couple of examples:
Working through Colorado Clean Energy Cluster (CCEC) & Colorado Water
Innovation Cluster (CWIC) to develop strategic partnership. (Sustainability).
Working with the regional water districts to optimize water treatment plant capacity
and share conservation resources. Working with Greeley and North Poudre
Irrigation Co. to increase raw water storage. Working with Larimer County, regional
water providers and volunteer organizations on watershed protection/
rehabilitation. Partnering with the Rocky Mountain Institute on elab. (Utilities).
17
#13/#14 may not be timely – staff should do a survey and test
the appetite of the community.
Survey is underway. Feedback before work session.
18
Where do we see evidence of our planning and building values
– planning for the future and building the plans?
The evidence ranges from the policies governing land use and transportation
patterns to specific qualities of individual developments, street and streetscape
projects, and continuous efforts to complete the action steps outlined in CityPlan.
Key Outcome: Safe Community
Key Outcome: Community & Neighborhood Livability
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Attachment 1
Council Questions and Staff Response
from May 2013 Retreat
Question
Number
Council Questions & Comments Staff Response
19
If a decision is make to construct the on‐campus CSU
Stadium, City should play an active role in mitigating
neighborhood impacts and infrastructure issues. Work to
leverage the outcomes.
Staff agrees we need to proactively plan for the likely impact of a new football
stadium in Fort Collins. Discussions are beginning in PDT to propose and facilitate a
Citywide Task Force to analyze and develop plans addressing impacts to
neighborhoods, infrastructure, accessibility, parking, and law enforcement. This will
likely begin in 2014, unless directed to proceed earlier. If so, then work plans and
resources will need to be adjusted.
20
Initiative #11 – Carnegie Creative Center and Arts Incubator –
link strategically with other communities that are doing
similar things – apply best practices and link to our economic
development cluster areas.
Will work with other communities.
21
Objective D – how can this be a regional objective –
cooperative regional opportunities – connect with AIR – add
“Regional” to “D” after world class.
Objective has been revised on the Strategic Plan.
22 Connect breweries in the master trails plan.
Trail improvements to better connect breweries to the trail system are part of the
Trails Master Plan.
23 Allow impact fees to expand paved trails.
In 2013 Council will be presented the option of implementing an impact fee to
expand paved trails.
24 Nature in the City – link with trails and natural areas.
The 2013 work program includes a limited scope project (8 months) to conduct the
Nature in the City study to implement a City Plan policy. The intent of this Policy is
to integrate design elements such as natural groupings of planting areas, water
features, climbing walls and rooftop gardens within public spaces, specifically in
commercial mixed‐use activity centers. An expanded scope is described in
Attachment 3 as a New Key Initiative.
Key Outcome: Culture & Recreation
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Attachment 1
Council Questions and Staff Response
from May 2013 Retreat
Question
Number
Council Questions & Comments Staff Response
25
Concern about limitation of 4 bikes per MAX – staff pointed
out that at the driver's discretion, if the bus is not full,
additional bikes can be loaded onto the bus.
The MAX buses can be modified to provide additional bike capacity inside the bus by
removing seating for passengers. Transfort will assess the demand for bike capacity
inside vehicles once operations commence and make modifications as needed.
26
Hybrid transportation system – beyond multi modal: a)
Helping people get point to point in a variety of ways,
complementary modes; b) Car share/bike share
PDT Service Area is responsible for planning, coordinating, building, operating, and
maintaining the Fort Collins multi‐modal transportation system in order to connect
our community by foot or wheel. The recently formed Mobility Group focuses the
efforts of Traffic Ops, Transfort, and FC Moves, including the bike program, on
addressing those critical links in a collaborative and efficient way.
27
Transfort Alignment – pay attention to connecting low income
housing developments and be mindful of connecting our low
income residents with essential locations (work, shopping, day
care).
Transfort’s service planning incorporates projected changes in land use densities,
activity centers, demographic information and location of essential service sites to
determine how to allocate the available resources to provide the best service
possible. Route alignments and timed transfer enhancements are optimized to best
link transit dependent low‐income passengers to medical facilities, employment
centers, educational sites, social service and governmental centers. Transfort’s
service focuses on productivity, meaning that bus routes focus on areas with higher
ridership potential, as opposed to dispersed coverage, due to limited resources.
Key Outcome: Transportation
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Attachment 1
Council Questions and Staff Response
from May 2013 Retreat
Question
Number
Council Questions & Comments Staff Response
28 What % of “other” funding is going to transit?
KFCG was a voter approved tax increase of .85% (or 8.5 cents on a $10 purchase). 17% of this
additional revenue was allocated to “Other Street and Transportation Needs” (OT).
In 2011 approximately $209,000 was expended for transit purposes (18% of OT): Transfort
Dial‐a‐Ride Night Service @ $33,000; Restoring Transfort Saturday service @ $150,000;
Transfort Operations Marketing @ $21,134; Transfort South Transfer Center Bus Pad
Concrete Improvements @ $5,000.
In 2012 approximately $344,000 was expended for transit purposes (16% of OT): Skyway
Transit Stop and Adjoining Sidewalk Improvements @ $ 150,000; Transfort Dial‐a‐Ride Night
Service @ $29,000; Restoring Transfort Saturday service @ $150,000; and Transfort
Operations Marketing @ $15,000.
In 2013, $157,000 is budgeted for transit purposes (4% of OT): Transfort Operations
Marketing @ $60,000; Transfort Facilities Improvements@ $97,000.
In 2014, $410,188 is budgeted for transit purposes (11% of OT): Transfort Operations
Marketing @ $60,188; MAX Operations @ $350,000.
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Attachment 1
Council Questions and Staff Response
from May 2013 Retreat
Question
Number
Council Questions & Comments Staff Response
29 Cycle ambassador program? Has been implemented.
In April of 2012 FC Bikes and the Bicycle and Pedestrian Education Coalition (BPEC) launched
the Bicycle Ambassador Program. Volunteer Ambassadors are trained and equipped to share
the rules of the road, trail etiquette, route finding, basic bicycle maintenance, and more with
others in the community who are interested in riding. The Ambassadors receive a minimum
of 12 hours of training in everything from helmet fitting to non‐confrontational
communication. They carry maps, bike lights, patch kits, and other bicycle related supplies
which they provide to cyclists in need. Since its inception, the program has grown to include
thirty‐one Ambassadors, including two bilingual volunteers who work to bring services to the
city’s Spanish‐speaking community. The Bicycle Ambassador program was a key element of
the City’s Bicycle Friendly Community application, and has been recognized as one of the
achievements that helped the City obtain its Platinum rating.
30 Bicycle safety town – will move forward.
The construction of a Bike Safety Town was recommended in the City’s Bicycle Safety
Education Plan. A bicycle safety town is a “miniature city,” complete with streets, bike lanes,
and traffic signs for teaching and practicing safe bicycling practices. In 2011, initial research
and public outreach was conducted exploring the possibilities for a Bike Safety Town in Fort
Collins. Due to staff turnover in FC Bikes and Transportation Planning, this project was
temporarily placed on hold with the intention of resuming the planning effort once staff
resources are available. Beginning in 2013, FC Bikes will review the previous Bike Safety
Town research and meet with key internal and external stakeholders to determine a path
forward for the planning, design and implementation of this facility. Staff will actively search
for potential grant funding to support planning and construction activities.
31
Pro Cycle Challenge is a big opportunity and can really affect
our brand – move to Economic Health.
We are actively working to leverage this opportunity to positively affect our brand.
Given this larger focus, this initiative has been moved to Economic Health in the
City's strategic plan.
Page 8 6/20/2013 10:59 AM
Attachment 1
Council Questions and Staff Response
from May 2013 Retreat
Question
Number
Council Questions & Comments Staff Response
32 Council governance is missing. Add Initiative: City Council Leadership and Governance.
33 Incorporate thermal energy with other energies.
Utilities has developed programs related to thermal energy in order to support the
goals of the Climate Action Plan. Looking at thermal energy solutions in the
downtown area.
34 Franchise for/ with Xcel energy.
Staff has previously estimated roughly $500k revenue potential from a Franchise
Agreement vs. the current excise tax. Staff has been asked to document the
operational benefits the City would realize with a Franchise Agrmt vs. current
occupational tax. This will be completed in the first half of 2014.
35
Consider creating a City foundation to support some
outcomes and long‐range budget planning.
New concept and new project that would need to be scoped, prioritized, and
resourced.
High Performing Government
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Attachment 2
Key Initiatives in Existing Work Plan
Item
1. Link our international strategic partners with the International Cleantech Network
Comments: requires alignment of Frienship Cities with Clean energy Initiatives & Colorado Clean Energy Cluster (CCEC)
2. Brewery District Planning
Comments: One of the initiatives to emerge from UniverCity Connections is the concept of a Brewery District. The effort is being led by other
stakeholders, including the Downtown Development Authority, the Downtown Business Association and Visit Fort Collins. Beyond a traditional district
with physical boundaries, this idea is built around four primary components: educational, cultural, environmental and economic. City staff will
engage in Q3 and Q4 with a particular emphasis on social sustainability and neighborhood livability. This effort will be considered during the planning
for the Lincoln Corridor.
3. Modify our clusters: a) Creating class linked with AIR, Innosphere, Clusters for companies like Otterbox, CSU, Woodward
Comments: BFO Offer 6.4 includes funding for exploring new clusters as well as local food production. The recent activities with the Fort Collins Bike
Alliance fall into this category.
4. Digital Infrastructure – Comcast Renewal.
Comments: The needs assessment for the Comcast Franchise Agreement will be conducted this summer and fall. Addressing digital infrastructure and
High Definition (HD) for video service will be a cornerstone of the technical negotiations. Although the Federal Cable Act limits the franchise to video
services, the needs assessment will also help to gauge community interest in having ultra‐high speed data servces available in Fort Collins. This
information will support the Gig. U project where broader conversations about a digital utility or other similar options are being explored.
Key Outcome: Economic Health
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ATTACHMENT 2
Attachment 2
Key Initiatives in Existing Work Plan
5. Subject area planning for Vine/Lemay/Linden/Jefferson area
Comments: The Lincoln Corridor Plan is covered by an existing package offer that combines the Long Range Planning offer to develop the Lincoln
Triangle Strategic Plan and the Lincoln corridor multi‐modal transportation plan. Expanded public outreach efforts are underway. Jefferson Street
Alternatives Analysis was completed last year.
River District Design Guidelines are being done in conjunction with the Historic Old Town Guidelines project. This project will develop comprehensive
and defensible standards and guidelines for review and approval of alterations and new construction occurring within these areas.
Conceptual work for the Vine and Lemay intersection including a grade separation of Lemay at the Burlington Northern Railroad and a new Vine and
Lemay intersection was undertaken several years ago, and is being reviewed again this year. Goals for the remaining work include: updated cost
estimates; phased implementation options; public outreach; and strategic options for funding. This work will be completed concurrently with the
Lincoln Corridor Plan and finished in the first half of 2014.
6. Signcode/billboard full color digital.
Comments: A 2‐year status update will be submitted to Council in December, 2013. The update will summarize the 2011 digital sign regulation
changes, will provide information on the number of pre‐existing digital signs that have been modified to comply, the number of new digital signs
erected since adoption and will provide an analysis of the effectiveness of the regulations. The report will also discuss the recent mall sign proposal
for full‐color. If, after receiving the update, Council directs staff to pursue further code changes, it is anticipated that the work could be done with
existing staffing resources.
7. Define metrics for economic health
Comments: The Economic Health Office (EHO) has seven metrics currently listed on the Community Dashboard. These metrics were developed in
consultation with the Futures Committee.
8. URA Dashboard/Metrics
Comments: URA staff will work to develop dashboard metrics similar to those currently listed under Economic Health
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Attachment 2
Key Initiatives in Existing Work Plan
9. Thermal Energy strategy
Comments: Current thermal energy strategy is focused on a better built environment through green building codes and home efficiency audits.
However, with new, more intense development in the downtown area, another strategy is emerging. District heating options will be evaluated as
part of Block 32 development. Block 32 is the block across Howes from City Hall.
10. Xcel Franchise ‐ assessment of the operational benefits of a franchise agreement
Comments: Staff has previously estimated a roughly $500K revenue potential from a Franchise Agreement vs. the current excise tax. Staff has been
asked to document the operational benefits the City would realize with a Franchise Agrmt. Vs. Current. This will be completed in the first half of 2014.
11. Reservoir & Ditch company’s overall City response for working with neighborhoods, understanding governance, etc.
Comments: There are a myriad of concerns regarding the City's interaction with Reservoir & Ditch companies, working with neighborhoods,
governance, etc. Systematic Development of Informed Consent (SDIC) would be a great tool to use to arrive at a solution. Staff will work with the
City Attorney's Office, Office of Sustainability, Utilities, and the CIty Manager's Office to develop policies to guide them in working with irrigation
companies and as representatives on irrigation company boards. These policies will need to be consistent with City Charter and Code requirements as
well as Irrigation Company Bylaws to prevent legal conflicts.
12. Green building practices incentive policy.
Comments: Offer 82.3 focuses on identifying voluntary approaches to incentivize GB above code requirements. Council work session planned on
September 24. Implementation of any recommended incentives not currently funded.
13. Lower natural gas in new building & increase solar use
Comments: Each new City building will be evaluated to determine the best heating and ventilation system with the lowest carbon impact. All new city
building construction will be required to have solar PV. This will be added to the city’s design standards.
Key Outcome: Environmental Health
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Attachment 2
Key Initiatives in Existing Work Plan
14. Shopping bags
Comments: Staff would prefer to work on this in 2014. If requested for 2013, some existing work would have to be postponed without additional
resources.
15. Construction Waste Regulations
Comments: Part of Green Building and Code. Expect Building Services would take lead. Environmental Services play support role. URA should be
involved. Existing regs need increased monitoring & enforcement. Green Building road map may recommend expansion of the regulation for all
development and URA projects. Road to Zero Waste offer currently funds compliance assistance (~$10K). The 2012 I‐code review committee is
underway and Building Services expects to bring the new code to Council for adoption in the Fall.
16. Recycling: a) Weekly Pick up, b) Address the contamination of recycling waste.
Comments: Comments: a) Would appreciate clarification of intent. Does this mean weekly recycling and every other week trash? Topic will be
addressed in Road to Zero Waste planning. Would take at least 6 months to modify Pay As You Throw (PAYT). b) Actual FC recycling contamination is
verified at <8%. What is source of concern? Bigger issue is single stream recycling of glass going to Denver and not being recycled.
17. Waste to Energy
Comments: Concepts will be addressed in Road to Zero Waste (RTZW), no money to implement. Will be coordinating with Utilities.
18. Prescription Drug Disposal Program
Comments:Utilities and Police Services continue to wait for the regulations put forth by the Drug Enforcement Administration (DEA) to be finalized
and take effect. These regulations will allow Police Services to offer a year round effort in the collection of prescription drugs from our citizens. Until
then the DEA will continue the semi‐annual Drug Take Back program in the spring and fall of each year. Police Services is actively monitoring the
progress of these new regulations so that we can offer the year round program. The Controlled Substances Act federally prohibits private entities,
such a pharmacies, to collect any used prescription drugs.
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Attachment 2
Key Initiatives in Existing Work Plan
19. Collaborate in Regional energy master plan.
Comments: Utilities is working with Michael Kirk, director of the Regional Energy Master Plan. At this time, the resources required involve our time.
In the future, there may be some minimal cost for participation.
20. Increased bike enforcement
Comments: Officers enforce bicycle violations when observed and practical to do so. The majority of violations occur in downtown in District 1.
Bicycle violations in 2011 totaled 246; 2012 totaled 261, and 2013‐to‐date is 57. FCPS also responds to specific complaints and when acute issues
arise supervisors shift resources to provide specific enforcement efforts.
21. Municipal Court Services
Comments: Staff proposed that "Municipal Court Services" be added to Safe Community Outcome as Key Initiative #13. Cases addressed in a timely
manner, such as appearing or paying on or before the arraignment (first appearance) date, take far less administrative and judicial time to handle. As
timely appearance or payment rates increase, existing Court personnel is better able to handle case load increases. Court staff continues to test and
implement a number of different strategies to encourage Defendants to address tickets in a timely manner, including notification alternatives as well
as positive and negative consequences. These actions can be included in the current BFO Offer 77.1.
Key Outcome: Safe Community
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Attachment 2
Key Initiatives in Existing Work Plan
22. Perform a 360‐degree Development Process Review from the customer perspective.
Comments: Community Development & Neighborhood Services staff has several initiatives underway in regards to this project. Staff intends to
collect feedback/data on the initiatives throughout 2013 and report back to the Planning & Zoning Board during the 4th quarter. Staff plans to
provide an update to City Council at a work session during the 2nd quarter of 2014. The existing Neighborhood Development Review Liaison, which
was approved by City Council during the 2012 budget process, is leading this effort.
23. Impact Fee Review for infill and redevelopment
Comments: This project is not currently resourced with staff time or funded for external consultants. Project will be added to Financial Services tasks
for 2014 and if additional funding for consultants is required, this will be requested during the 2014 budget revision process.
24. Transit Oriented Development (TOD) vs. Infill and Redevelopment
Comments: TOD is one of several initiatives identified in CityPlan to support redevelopment in the central part of the City rather than additional
sprawl. The Planning and Zoning Board is currently discussing the TOD Overlay Zone and possible issues with parking and compatibility. The item is
scheduled for a follow‐up discussion with the Board on June 14, 2013. It is anticipated that this will be a topic of discussion at the joint City
Council/Planning & Zoning Board discussion scheduled for July 9, 2013.
25. Neighborhood Action Teams for trouble street and houses in upset neighborhood – dealing with parties and riots.
Comments: Neighborhood Enforcement Team (NET) deals with properties and problems that create quality of life and crime issues in our
neighborhoods. A proposal was submitted to fund a storefront and team of officers in Campus West. A current BFO Offer provided 4 officers for this
effort under KFCG and are planned for deployment in July, 2013. An offer providing for 2 officers, a sergeant, and storefront location was submitted
under the General Fund and not funded. A new offer will be submitted for these positions in the next budget cycle to fulfill this element.
26. Sustainable, affordable housing fund/program for our residents.
Comments: 1) Affordable Housing Impact Fee (Foothills Mall)2) Social Sustainability Strategic Plan 3) Competitive Process ‐ allocate funding to
projects 4) Homebuyers Assistance Program ‐ downpayment assistance 5) Continuum of Care/Homeless strategies ‐ new model of delivery 6) Review
and update current development incentives,need to address green building, 7) Possible new Inclusive Housing Ordinance. (See "Prospective New
Initiatives " #15 & #16 in Attachment 3).
Key Outcome: Community & Neighborhood Livability
Page 6 (Master) 6/20/2013 at 11:00 AM
Attachment 2
Key Initiatives in Existing Work Plan
27. Activity Center centrally located in District 3 & 4 (not at Fossil Creek Park)
Comments: The 2013 budget includes an offer to use Recreation reserves for a feasibility study for a southeast recreation/cultural center at Fossil
Creek park. The study is underway and is being expanded to include other sites in south Fort Collins.
28. Hybrid transportation system to provide point to point solutions.
Comments: PDT Service Area is responsible for planning, coordinating, building, operating, and maintaining the Fort Collins multi‐modal
transportation system in order to connect our community by foot or wheel. The recently formed Mobility Group focuses the efforts of Traffic Ops,
Transfort, and FC Moves, including the bike program, on addressing those critical links in a collaborative and efficient way.
29. Increase number of available Transfort vouchers (make it easier for low income residents to have access to Transfort).
Comments:Transfort currently operates a Ride Assistance Program that is designed to give social service agencies the ability to provide temporary
transportation assistance to qualified individuals. It is a short‐term assistance program designed to assist clients in their transportation needs. In 2012
Transfort provided $51,000 in discounted ticket sales to 22 different social service agencies that support low‐income residents of Fort Collins.
Transfort is currently in the process of surveying the participating Ride Assistance agencies to identify what additional assistance can be provided by
Transfort to meet both near‐term and long‐term needs. This summer (2013) Transfort will work closely with the participating Ride Assistance agencies
to address immediate needs as long term program adjustments are developed for Council consideration in 2014.
30. Connect from Mason Line to Senior Center and other locations.
Comments: Proposed changes to future route alignments will provide connections from the MAX Station at Drake with a route going directly to the
main entrance of the Senior Center every 30 minutes. An additional route would also be traveling East/West on Drake Road every 60 minutes to
Centre Avenue just south of the Senior Center. These two routes combined offer improved service to/from the Senior Center when using the MAX.
Key Outcome: Transportation
Key Outcome: Culture & Recreation
Page 7 (Master) 6/20/2013 at 11:00 AM
Attachment 2
Key Initiatives in Existing Work Plan
31. Bicycle Safety: a) Bike Ambassador, b) Safe Routes to School, c) Bike Safety Town
Comments: a) Please refer to the information provided in the "Bicycle Ambassador" Question (#29 in Attachment 1: Council Questions &
Comments).
b) The City’s Safe Routes to School (SRTS) program addresses bicycle and pedestrian education and enforcement to help keep schoolchildren safe on
their journey to and from school each day. FC Moves has a dedicated half‐time SRTS Coordinator responsible for administering grant dollars,
coordinating training, working with schools and resource officers, and training community groups to run their own Safe Routes programs. It is
expected that the City's SRTS program will reach more than 8,000 students this year.
c) Please refer to the information provided in the "Bicycle Safety Town" Question (#30 in Attachment 1: Council Questions & Comments).
32. Pedestrian improvements: signals, sidewalks, enforcement routes
Comments: The City of Fort Collins Pedestrian Plan addresses citywide pedestrian needs using a data‐driven approach. The recently completed
Pedestrian Needs Assessment project provided a complete sidewalk inventory including sidewalk inadequacies, gaps and ADA deficiencies.
The Pedestrian Needs Assessment survey project provides detailed maps, ability to generate rough construction estimates, and create a prioritized
project list for a repair program. Staff has identified approximately 20+ sidewalk projects along with numerous accessible ramp projects for 2013.
Prioritization was given based on missing sidewalks and high volume pedestrian corridors. Construction has begun this spring.
Page 8 (Master) 6/20/2013 at 11:00 AM
Attachment 2
Key Initiatives in Existing Work Plan
33. Develop strategic community partnerships (e.g. UniverCity Connections).
Comments: The City values local and regional partnerships; seeking new opportunities to collaborate is an ongoing effort. The City will continue to
actively engage in efforts such as UniverCity Connections, eonomic clusters, affordable housing, regional transportation options, the USA Pro
Challenge, and many others staff will work with.
34. Councilmember offices in districts.
Comments: Councilmembers to determine who needs an office in their District and then evaluate City facilities to see what might be suitable. Option
1 would be to use a current City facility, Option 2 would be to use a Fire station, and Option 3 would be to look at leasing space. A source of funding
would need to be identified for Option 3.
35. Tying together outcomes, objectives, initiatives, metrics, agenda items and metric feedback.
Comments: This is part of our ongoing continuous improvement process ‐ BFO process improvements, MOR, metrics efforts, etc.
36. Multi‐year financial plan
Comments: Staff resources to support this effort came online May 2013 and this effort has been on Financial Services' project list for 2013. Anticipate
the creation of a framework and structure for review with Council November 2013 with the development of a Long‐Range financial plan in 2014.
37. Community Engagement: a) improve public engagement strategies
Comments: In 2012, staff developed a Public Engagement Strategic Plan to ensure accountability and promote excellence in community engagement.
Efforts to date have focused on improved outreach efforts and technology improvements specific to development review, the launch of IdeaLab, and
utilization of Nextdoor. com. Continuing work is underway to better equip and train staff with public engagement tools. In 2013, priorities are as
follows: better promote and utilize IdeaLab and Nextdoor.com, convene an interdepartmental staff team to support public engagement planning and
implement best practices throughout the organization, and develop new strategies for engaging specific to hard‐to‐reach audiences.
Key Outcome: High Performing Government
Page 9 (Master) 6/20/2013 at 11:00 AM
Attachment 2
Key Initiatives in Existing Work Plan
38. Solidify Fort Collins Brand: a) Strategic partners in community to co‐brand the City of Fort Collins
Comments: The City is partnering with Colorado State University to convene a group of community stakeholders who will explore options for co‐
branding. The intent is to leverage the assets of both the University and the City in existing and new communication mediums.
39. Develop a foundation to fund City initiatives – Fort Collins City Foundation.
Comments: New project. Need to research and evaluate alternatives, structures, funding implications, charter/legislative issues, resource
requirements to assess and implement, etc.
40. Add Initiative: City Council Leadership and Governance.
Comments: Will add to High Performing Government Outcome Initiative #25 entitled "City Council Leadership and Governance." Offer 1.1 City
Council Core Services is funded for 2013 and 2014. The offer enables City Council to provide leadership for all areas of municipal government. There
is no particular start and end date other than the 2013‐2015 term for this seated City Council.
Page 10 (Master) 6/20/2013 at 11:00 AM
Page 1 of 22
Attachment 3
Prospective New Initiatives
The following is a list of initiatives that Council mentioned during the May Council Planning Retreat.
These initiatives are ones that are identified as “new.” This means that the initiatives are not currently in
any work program, there are no existing resources available to devote to the initiative, and the initiative
would require new resources (staff time; consultant time and/or other materials). None of these have been
added to the BFO Outcomes (Poster Board Sheets) as commitments for 2013 or 2014/15.
For the Prospective New Initiatives listed below, attached are brief descriptions for each new initiative.
These may also contain some discussion questions to help clarify if staff has interpreted the initiative
accurately or if the purpose or intent of the initiative is on target with Council’s intent.
For the Council Work Session, staff is suggesting that the discussion focus on this list and determine if
there are any additional work plan items that are to be added to the BFO Key Outcomes as key initiatives
(Attachment 6).
1. MAX BRT: Early Childhood Care Facility Feasibility Analysis
2. Evaluate Availability and Usability of Excess Private Space by Non-Profits
3. Airport Business and Economic Plan (Strategic Plan)
4. Solar Access Ordinance
5. CSU Stadium Task Force
6. Prospect Corridor Plan
7. Campus West Community Policing Team (linked to Four Officers hired with KFCG funds)
8. Urban Agriculture/Community Gardens (to implement portions of City Plan)
9. Key East/West MAX Connections
10. Nature in the City (to integrate and implement design features)
11. Greenhouse Gas Goal Review and Climate Action Plan Update
12. Triple Bottom Line (TBL) Decision Framework and Toolbox
13. City-wide Deconstruction Ordinance and Program
14. Develop Community Information Program for Public Health and Safety
15. Inclusionary Zoning for Affordable Housing Analysis and Ordinance Recommendation
16. Emerging Opportunities Housing Program
Page 2 of 22
PROSPECTIVE NEW INITIATIVE/“OFFER” NAME:
MAX BRT - EARLY CHILDHOOD CARE FACILITY FEASIBILITY ANALYSIS
BACKGROUND/CONTEXT/OFFER SUMMARY:
The City’s Economic Health Strategic Plan (EHSP) contains a strategy to preserve and enhance
Fort Collins quality of place by improving the delivery of high quality early childhood education
and other services to support working families. A feasibility study to evaluate the development,
construction, and operation of a physical – sticks and bricks – facility for providing quality early
childhood education facility adjacent to the MAX BRT will further this strategy. The EHSP calls
for the support of the Social Sustainability Gap Analysis and Strategic Plan underway now. The
Gap Analysis and Strategic Plan are meant to provide a greater understanding of the need within
the community.
The key issues to be addressed by a feasibility plan, include:
Understand the financial underpinnings of a project – market demand, ability/willingness
to pay, number of potential customers, market capture, etc.;
Understand the unique physical attributes of a potential facility – site size requirements,
outdoor play space requirements, accessibility requirements, etc.;
Understand the locational attributes of a potential facility – proximity to transit, parking
and vehicular access requirements, proximity to target market, etc.;
Understand the available funding opportunities for a facility – use of locally controlled
funding sources, availability of state and federal grants, etc.
SCOPE AND TIMEFRAME:
The scope of a feasibility analysis would differ from the completed and on on-going work related
to Early Childhood Education needs in several ways. The scope may include, but is not limited
to, the following items:
A market analysis providing the demand and ability/willingness to pay for service;
Development of a facility program (e.g. building size, classrooms, outdoor play space,
kitchen facilities, etc.) to be used in analyzing available sites;
Development of facility locational requirements to be used in analyzing available sites;
Identification and prioritization of several potential sites for a facility;
Development of a financial pro forma for a potential facility, including a consideration of
the potential funding sources; and
If possible development of a Request for Proposals to solicit a non-profit or private
partner to develop and operate a facility.
COST ESTIMATE: $50,000- $70,000
TIMEFRAME: 6-9 Months
DISCUSSION QUESTIONS:
1. What is City Council’s key objective for providing an Early Childhood Care and
Education facility?
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2. Is the facility intended to meet the needs of the entire market or a specific target group
(e.g., low-income or transit dependent)?
3. Does the City Council anticipate providing long-term assistance to a facility? Or will the
facility need to stand on its own feet, at least operationally?
Page 4 of 22
PROSPECTIVE NEW INITIATIVE/“OFFER” NAME:
EVALUATE AVAILABILITY AND USABILITY OF EXCESS PRIVATE SPACE BY
NON-PROFITS
BACKGROUND/CONTEXT/OFFER SUMMARY:
The City of Fort Collins has a heritage of encouraging incubation of new companies. This has
occurred through a variety of activities, including support for the Rocky Mountain Innosphere
(“RMI”) and the Arts Incubator of the Rockies (“AIR”). A potential enhancement to this activity
and means of supporting existing non-profits is to evaluate the ability for collaboration between
the Non-Profit and For-Profit sectors in our community, especially evaluating a potential model
in Denver where entrepreneurs are paired with non-profits. This evaluation would primarily
focus on the availability and usability of excess private office space. However, a more complete
analysis may evaluate a broad range of collaborative opportunities.
There are two potential options for enhancing the access of non-profits to low costs office space:
(1) developing a tool to connect non-profits with private entities with surplus space; and (2)
evaluate the use of existing surplus City space for subsidized office space available to non-
profits.
OPTION 1:
A simple approach would be to develop an on-line tool for matching up private and non-profit
companies. The tool would allow for private sector companies to list the available office space,
resources, amenities, and cost associated with the space. In essence, this tool would document
the available and willing partners that have office space to sub-lease. The tool could be
developed in partnership with an existing commercial brokerage firm or office space listing
service.
ESTIMATED BUDGET: $20,000 + on-going website hosting costs
OPTION 2:
A broader approach could consider providing a subsidized venue for non-profits to office;
similar to the RMI and AIR approach. This subsidized space could come from surplus space
owned by the City of Fort Collins. There would be a cost associated with tenant finish of the
space and management that could significantly increase the cost of this offer.
ESTIMATED BUDGET: $100,000 to unknown
TIMEFRAME: 6-8 months
DISCUSSION QUESTIONS:
1. Prior to commencing work on a specific approach, other models would be evaluated.
2. As part of the analysis the investigation would consider the success rates of other models
relative to the investment to help inform the value proposition.
Page 5 of 22
PROSPECTIVE NEW INITIATIVE/“OFFER” NAME:
AIRPORT BUSINESS AND ECONOMIC PLAN (STRATEGIC PLAN)
BACKGROUND/CONTEXT/OFFER SUMMARY:
The City of Fort Collins has an intergovernmental agreement with the City of Loveland to jointly
own and operate the regional airport located at I25 and Crossroads in Loveland; the Fort Collins-
Loveland Airport (“FNL”). The vast majority of funds for operating the airport come from
federal grants through the Federal Aviation Administration. A recent study by the State of
Colorado shows the total direct and indirect regional economic benefit created by the airport is
$56 million annually. This offer would evaluate the ability to enhance the regional economic
benefit the airport provides through a Strategic Business and Economic Development Plan
(“Strategic Plan”) including the potential for reinstating commercial passenger carriers.
The Airport is guided by two key documents, the Airport Master Plan (“Master Plan”) which
outlines capital improvement projects and the Airport Business Plan (“Business Plan”) that
addresses more near term strategic and funding issues. The Business Plan was adopted
September 15, 2009. The Fort Collins-Loveland Airport has not previously developed or
implemented a Business Plan. In 1993 and again in 2006/2007, the Federal Aviation
Administration (FAA) and the two municipal owners completed an FAA Master Planning
Project. The goal of the Master Planning Projects was “…prepared to assess and direct
improvements that will likely be necessary to accommodate future aviation needs… a long-term
plan for …potential future facilities.”
The Master Plan did not identify some critical components. The subsequent Business Plan has
identified most of these components, notably:
Business vision and goals;
Funding plans, revenue and expenditure goals;
Economic development principals;
Encourage private investment;
Operational success strategies; and
Opportunities, both short and long-term, for improvement.
(See http://www.fortloveair.com/pdf/Final_BusinessPlan_Sept_15_2009[1].pdf for the full
document)
SCOPE AND TIMEFRAME:
Scope:
A Strategic Plan would pick up where the Business Plan left off by providing a clear set of action
items and tactics to enhance the regional economic impact of the airport and assist the two
owners in leveraging the asset. A broad outline of the scope might include:
a. Review of existing business usage of the airport;
b. Evaluation of the available property adjacent to the airport, for development capacity and
likelihood;
c. Evaluation of business development opportunities adjacent to the airport;
Page 6 of 22
d. Evaluation of economic development opportunities presented by the airport;
e. Development of action items and tactics to enhance the regional economic impact of the
airport;
f. Other similar tasks to develop a holistic Strategic Plan for FNL.
TIMEFRAME: 6-8 months
COST ESTIMATE: $100,000 to $150,000 in consulting fees
DISCUSSION QUESTIONS:
1. What are the main objectives City Council hopes to achieve with an Airport Economic
Development Plan (e.g. increased commercial service, enhanced private travel amenities,
safety enhancements, development of property)
2. How does City Council view the economic development of the Airport? Should the strategy
include a plan for land the Airport owns as wells as adjacent privately controlled property?
Page 7 of 22
PROSPECTIVE NEW INITIATIVE/“OFFER” NAME:
SOLAR ACCESS ORDINANCE
BACKGROUND/CONTEXT/OFFER SUMMARY:
Purpose: Explore a citywide ordinance protecting solar access from neighboring properties
Background: As part of the recent Eastside/Westside Neighborhood Study, City Council
approved amendments for a new “Solar Access Setback” standard for building construction
(Ordinance 033, 2013). The standard indirectly limits the amount of shading that a new home or
addition can cast on a neighboring lot to the north, with a limit on building wall height tied to the
setback of the wall from the lot line.
Context: This offer responds to Council interest in exploring this solar access concept in
residential neighborhoods City-wide. Further study may be warranted.
SCOPE AND TIMEFRAME:
Preliminary Project Outline: The project would require an analysis and assessment of existing
conditions, extensive public engagement, and development and testing of strategies.
Estimated Timeframe:
15 months (Q4 2013 thru Q4 2014)
Estimated Personnel Requirements:
.6 FTE for project management and staff work, a staff technical team comprised of relevant
departments to review progress and provide input, public information staff to assist with public
outreach and event facilitation. Specialized consulting services should be used for graphics and
architectural expertise.
COST ESTIMATE: $50,000 to $100,000
Costs may include up to $40,000 or so for an architectural consultant to assist with graphics and
concept development, depending on the goal and scope.
If adequate internal staff resources are not available (which depends on overall project
implementation) additional consulting resources would be needed to conduct a larger share of the
project work, up to $100,000.
DISCUSSION QUESTIONS:
1. A full solar access ordinance measures specific degree/amount of direct shading on
neighboring property, house etc. Application of Ord. 033 only adjusts side wall height of
proposed expansion/addition of building on south property – to indirectly reduce solar access
impacts. Staff believes it would be important to understand applicability of a similar
ordinance to varying contexts throughout the city. For example, different zoning districts,
and different eras of subdividing and building, might have different implications. Also, it
might be important to distinguish existing established neighborhoods versus newly
developing ones.
2. The objective might need clarification, i.e. whether the objective is to protect a certain degree
or amount of solar access, e.g., for gardens, windows, or rooftop solar equipment; whether to
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account for varying lot shapes, sizes, and slopes; or whether to simply to add the general
degree of protection provided by the E/W ordinance.
Page 9 of 22
PROSPECTIVE NEW INITIATIVE/“OFFER” NAME:
CSU STADIUM TASK FORCE
BACKGROUND/CONTEXT/OFFER SUMMARY:
Purpose: This effort coordinates City of Fort Collins neighborhood services, transportation
infrastructure, parking services, traffic operations, transit and law enforcement planning in
anticipation of a new CSU football stadium located on the Main Campus. The intent is to
proactively identify needed resources, infrastructure, and strategies to address, minimize and
mitigate community impacts during game days and special events. This information will inform
conversations and negotiations with CSU as they plan their construction and operations.
SCOPE:
A Task Force/Planning Group of representatives from various City services and departments will
be convened to coordinate analysis of various impacts associated with an on-campus stadium,
and develop recommended operations and mitigation strategies if the new facility is built. Issues
to consider include but are not limited to:
Infrastructure: identify improvements needed to Prospect Road and surrounding roads to
handle capacity pressures of anticipated game day traffic (auto, pedestrian, bicycle, and
transit) within a constrained arterial footprint. Note: this effort could be done in conjunction
with the proposed Prospect Corridor Transportation Plan.
Traffic Operations: identify operational issues related to special event traffic flow, and
develop recommended strategies to get people in, out, and around the stadium influence area.
Neighborhood Relations: identify potential issues and mitigation strategies related to game
day and special events problems such as crowds, spillover parking, access, noise, etc.
Special Event Transit Service: identify opportunities and strategies for game day/special
event transit service
Law Enforcement: Identify issues, strategies and resources needed for dealing with pressures
of game day/special events such as crowd control and safety
Parking: Identify potential game day/special event parking opportunities and challenges
(remote and near the stadium), and develop proposals for special event parking agreements
TIME FRAME: Mid 2014 thru 2015
COST ESTIMATE: $250,000 placeholder request in anticipation of any consultant assistance
identified during the Task Force efforts. Technical assistance may be necessary for preliminary
engineering design, game day traffic operations planning, etc.
STAFF REQUIREMENTS:
Unknown at this time, but would include a Project Manager/Coordinator as well as ongoing
participation by representatives from several City Departments.
DISCUSSION QUESTIONS:
1. What is the appropriate scope of City work in advance of a decision by CSU to move
forward with the stadium?
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PROSPECTIVE NEW INITIATIVE/“OFFER” NAME:
PROSPECT CORRIDOR PLAN, PHASES I & II
BACKGROUND/CONTEXT/OFFER SUMMARY:
This offer will develop two transportation corridor plans for Prospect Road (Western Segment
and Eastern Segment) from I-25 to Overland Trail. Phase one of the planning effort will
encompass Prospect Road from Overland Trail to College Avenue. Phase two will encompass
Prospect Road from College Avenue to I-25. The study will address the variety of adjacent uses,
sensitive environmental areas, and constrained right-of-way, through street design that includes
multi-modal enhancements with minimal impacts to properties and residences.
SCOPE:
Prospect Road is an Enhanced Travel Corridor from I-25 to the MAX corridor. Colorado State
University has designated this corridor as a primary gateway from I-25 to the main
campus. West of College Avenue, the character of the street changes considerably. As CSU
continues to grow, as well as to develop plans for a new on-campus stadium, it will become
increasingly necessary to plan for infrastructure appropriate to the changing context of the area.
The Prospect Road Corridor Master Plan(s) will identify strategies for improvements to Prospect
Road leading to a functional, safe, and identifiable roadway for pedestrian, bicycles, buses, and
cars.
Note: This project can be done in conjunction with the CSU Stadium Task Force project
described in another New Initiative offer.
TIMEFRAME:
Phase I: 2014
Phase II: 2015
COST ESTIMATE: (Very preliminary estimate)
Phase I: $200,000
Phase II: $200,000
DISCUSSION QUESTIONS:
1. What are the proper parameters of Phase I & II study areas? Is College to Overland Trail
appropriate or should Phase I address Lemay to Taft Road?
2. What is the appropriate scope of City work in advance of a decision by CSU to move
forward with the stadium?
Page 11 of 22
PROSPECTIVE NEW INITIATIVE/“OFFER” NAME:
CAMPUS WEST COMMUNITY POLICING TEAM
BACKGROUND/CONTEXT/OFFER SUMMARY:
Police Services is interested in creating a team of officers working out of a substation in the
Campus West Area. Campus West is a hot spot for neighborhood complaints, party calls, traffic
issues and minor criminal activity such as thefts from automobiles and bicycle thefts. The team
would be structured similar to our District 1 (Downtown) Unit that focuses resources on key
times when there is more activity in the area and has the ability to work on longer-term problem
solving efforts. In addition, with the Police Headquarters on the east side of town, having a
substation on the west side would increase the public access to department services. It may be
possible to partner with Neighborhood Services/Code Enforcement or some off-campus
University services to create a strong team to address issues in that area. In order to affect these
types of problems Police Services would like to staff this team with six police officers and one
sergeant. The addition of at least one civilian records technician would enable this facility to
maintain consistent hours of operation in a “storefront” location allowing for regular public
access.
In the 2013-2014 budget process Police Services submitted two BFO Offers to start building this
team. Offer 83.3 proposed hiring two officers and one sergeant from the General Fund. Offer
133.6 proposed adding the other four officers with KFCG funds. It was proposed that the funding
for the substation and civilian support staff would follow in the 2015-2016 budget cycle. The
KFCG offer funding four officers was funded, but the General Fund offer was not. The approved
officers are currently completing their training. While we will be able to add these officers to
shifts and increase the staffing assigned to the Campus West area at certain times, we are unable
to implement the community policing team that is envisioned.
SCOPE AND TIMEFRAME:
It takes 12-18 months to hire and train a new police officer after funding is approved. If the
remaining funding for this initiative is approved in the 2015-2016 budget, this team will be fully
functional by fall 2016.
COST ESTIMATE:
One sergeant and two police officers including equipment is estimated at $429,583 for the first
year. A civilian records technician and the annual cost of a substation is estimated at $150,000
not including the one-time costs that would be required to modify and equip a suitable location.
DISCUSSION QUESTIONS:
1. Police Services is interested in knowing the Council interested in pursuing this initiative.
2. Is there support for creating a police substation in the Campus West area?
Page 12 of 22
PROSPECTIVE NEW INITIATIVE/“OFFER” NAME:
URBAN AGRICULTURE
BACKGROUND/CONTEXT/OFFER SUMMARY:
City Plan contains principles and policy statements in support of urban agriculture in three of the
seven key issue chapters. Partnerships internal and external to the City are working to implement
these policy and principle statements. For example, the Social Sustainability Department and the
Gardens on Spring Creek are implementing the Community Gardens Outreach Program (Offer
236.1) to promote access to community gardens in low-income neighborhoods. The Planning
Department is coordinating with numerous entities to ensure the Land Use Code and City Codes
are not acting as a barrier to implementing urban agriculture in the City. Beginning in May of
2013, representatives from the private sector, public sector, and academic sector have come
together to identify how to strategically implement City Plan through the development of a Local
Food Cluster, sponsored by the City’s Economic Health Department. Each of these efforts is
critical to implement the urban agriculture portions of City Plan.
Recently an Urban Agriculture Cluster has begun forming. Various efforts are beginning to
evolve which will clarify the future of urban agriculture. This will likely create additional
budget offers in the future.
SCOPE AND TIMEFRAME:
Through the Economic Health Budget there is some funding for Cluster Development which
could be directed toward the Urban Agriculture effort but this is a rapidly emerging area of
community interest. Some of the key issues relate to:
Business model analysis
Business education for farmers
Analysis of distribution
Coordination with local grocers
Meeting with local CSAs (Community Supported Agriculture)
Community Gardens
Land availability potential through the Natural Areas Department and others
Winter gardens
Promotion and marketing
Working with low income populations- workforce development and service to low
income populations
In-city animal practices
Healthy habits
Policy Development
Work is already being done in many of these areas but it has not been in an overall coordinated
manner. In order to be successful this proposal would begin the coordination effort of pulling
together the many disparate efforts to develop a coordinated approach to Urban Agriculture. A
consultant would be brought on for this effort to help in the overall development of the effort.
The expectation is that this would result in recommendations during the BFO process
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COST ESTIMATE: $45,000 - $55,000 [Consultant Services are estimated to be $20,000 of this
amount]
TIMEFRAME: 3-6 Months
DISCUSSION QUESTIONS:
1. What are the key considerations that staff should take into account in developing overall
policies for urban agriculture?
Page 14 of 22
PROSPECTIVE NEW INITIATIVE/“OFFER” NAME:
KEY EAST-WEST MAX CONNECTIONS (ENHANCED MAX-RELATED SERVICE)
BACKGROUND/CONTEXT/OFFER SUMMARY:
This offer proposes the implementation of critical east/west elements of the adopted Transfort
Strategic Operating Plan (TSOP) to complement the Bus Rapid Transit (BRT) service MAX. The
timing of implementation will correspond with MAX, which is planned to begin service in May
2014. Priority east/west connections include 30-minute frequencies on three (3) of the major
east/west arterial streets in the city – Drake, Horsetooth and Harmony. Currently, both Drake and
Horsetooth only have limited service between Taft Hill Rd and Stover Street and Harmony Road
only has hour frequencies. Higher frequencies on MAX’s feeder routes will make MAX and the
overall system perform better.
SCOPE:
New Service on East and West Drake Road
1. 30-minute frequency on Drake Road between Taft Hill Road and the King Soopers shopping
center just east of Timberline Road. Connects into the MAX BRT service at the Drake and
Swallow Stations. Serves single and multi-family land uses, the CSU Veterinary Campus,
several commercial centers along Drake Road and MAX riders east/west connection needs
on Drake Road. Service is estimated to generate 112,816 annual rides.
New Service on East and West Horsetooth Road
2. 30-minute frequency on Horsetooth Road between the Spring Canyon Park and the
intersection of Ziegler and Horsetooth Roads. Connects to the MAX BRT service at the
Horsetooth and Swallow Stations. Serves the Spring Canyon Community Park, single and
multi-family land uses, Foothills Mall, Collindale Golf Course, Fort Collins High School,
various commercial centers along Horsetooth Road and MAX riders east/west connection
needs on Horsetooth Road. Service is estimated to generate 112,048 annual rides.
Increase Frequency on East and West Harmony Road
3. Enhanced frequency on Harmony Road from 60 minute to 30 minute between Front Range
Community College and Lady Moon Drive. Connects into the MAX BRT service at the
Harmony Station and at the South Transit Center. Serves the Harmony Libraries (at Front
Range Community College and Front Range Village), Front Range Community College,
College America, Poudre Valley Hospital Harmony Campus, Preston Middle School, Fossil
Ridge High School, various commercial and industrial centers along Harmony Road and
MAX riders east/west connection needs on Harmony Road. Service is estimated to generate
69,208 annual rides.
SCHEDULE: 2014 (commensurate with opening of MAX service)
COST ESTIMATE: $636,825 per year
DISCUSSION QUESTIONS:
1. What is the appropriate source of funding for this service (assuming this ongoing
supplemental service)? General Funds, KFCG Other Transportation, et al.
Page 15 of 22
PROSPECTIVE NEW INITIATIVE/“OFFER” NAME:
NATURE IN THE CITY STRATEGIC PLAN
BACKGROUND/CONTEXT/OFFER SUMMARY:
The 2013 work program for Planning Services (funded Offer 40.1) included a limited scope (8
months) to conduct the Nature in the City study, based on direction from City Plan Policy LIV
14.1. The intent of this Policy is to integrate design elements such as natural groupings of
planting areas, water features, climbing walls, and rooftop gardens within public spaces.
An expanded scope has been prepared to develop a Nature in the City Strategic Plan; this plan
will facilitate a connected system of public and private lands, weaving together the natural
elements throughout our City. As our community develops, especially with higher densities, the
potential for losing these special features is threatened unless we take action to ensure they are
preserved. The intent of this plan is to develop a triple bottom line approach to preserve,
enhance, and add to those natural areas within our community that are so important to creating
our sense of place and to provide elements of nature within the City. A second phase of this
project may be added next year to address the impact of and incorporate the network of ditches
in the community.
This offer is enhanced by extensive partnerships, both internally through a multi-disciplinary
staff team (Planning, Natural Areas, Utilities, Sustainability, Parks, GIS) and externally through
the involvement of Colorado State University.
SCOPE:
The expanded proposal assesses our existing Nature in the City assets and gaps, identifies
opportunities for integrating new landscape features into public spaces, develops a strategic plan for
how to build upon our assets and bridge the nature gaps, and initiates plan implementation.
PERSONNEL:
Planning would lead the Nature in the City Project with an interdisciplinary team composed of
the Natural Areas, Parks, Utilities and Sustainability Departments. An Environmental Planning
Technician would be hired to lead the field data collection.
Consultants from Colorado State University would be contracted to provide the data collection
for the ecological components of the project. Private consultants would be hired to design and
implement the pilot project, e.g., a detention pond retrofit to include native species plantings and
diverse habitat opportunities instead of a bluegrass lawn.
TIMEFRAME: 18 Months (July 2013 to December 2014)
COST ESTIMATE: $120,000
DISCUSSION QUESTIONS:
1. Is the expanded scope appropriate given the current development activity or is the limited scope
project more appropriate at this time?
Page 16 of 22
PROSPECTIVE NEW INITIATIVE/“OFFER” NAME:
GREENHOUSE GAS GOAL REVIEW AND CLIMATE ACTION PLAN UPDATE
BACKGROUND/CONTEXT/OFFER SUMMARY:
In 2008, City Council adopted the carbon reduction goals for the Fort Collins community and a
Climate Action Plan (CAP) that provides a strong framework for making progress towards the
goals. Timing is optimal to review and update the community’s greenhouse house gas (GHG)
goals in 2013 because the Energy Board will be discussing energy policy goals in 2013.
Resources are available to begin the GHG goal review through the Sustainability Plan initiative,
supplemented by Utilities resources to support the Energy Policy update. Although the CAP is
scheduled to be updated in 2015/2016 according to the 2011 City Plan, it would be beneficial to
update it now for several reasons:
The state of scientific knowledge and discourse has advanced significantly since 2008,
increasing the urgency to take action now.
New opportunities have emerged since 2008, including advancements in energy
technologies, vehicle electrification opportunities, changes in the price of energy solutions,
new waste reduction strategies, etc. that warrant a fresh look at reduction strategies.
The 2008 CAP is considered an “interim strategic plan towards the 2020 goal”. It does not
contain a complete suite of strategies to achieve the adopted 2020 goal; it only identifies
strategies to achieve up to 88% of the reductions needed to meet the 2020 goal.
The City’s carbon accounting system has evolved significantly since the CAP was adopted.
SCOPE AND TIMEFRAME:
A review of the greenhouse gas goals should be conducted in close concert with the Energy
Policy update (2013), Green Building roadmap update (2013) and Road to Zero Waste planning
(2013). The GHG goal update will begin in the summer 2013 with the CAP update to be
completed by early to mid-2014. This timing would allow priority CAP strategies to be
considered in the 2015/2016 BFO process.
COST ESTIMATE:
$60,000 with $50,000-$55,000 anticipated for a consultant and the additional to support public
engagement on the draft goals and plan. A limited amount of funding is already available in the
Sustainability Plan process to support GHG goal analysis in 2013. This funding will be used to
identify best practices in carbon mitigation strategies, opportunities relevant to Fort Collins, and
to assess pathways towards alternative carbon or sector-specific goals.
Additional funding of $60,000 is requested to complete the GHG goal analysis and to update the
CAP. The additional funding would be used for consultant assistance on further best practice
research including new areas such as net zero city, food, community engagement, integration
with climate adaption strategies, etc. that incorporate a systems-thinking approach, update of
emissions forecasts, triple bottom line analyses of strategies to aid in strategy prioritization, and
assistance with public engagement.
DISCUSSION QUESTIONS:
1. Does Council want the GHG goal discussion to have some underlying analysis about
pathways to achievement?
Page 17 of 22
PROSPECTIVE NEW INITIATIVE/“OFFER” NAME:
TRIPLE BOTTOM LINE (TBL) DECISION FRAMEWORK & TOOLBOX
BACKGROUND/CONTEXT/OFFER SUMMARY:
City Council has increasingly asked for more analysis of the Triple Bottom Line (TBL) as it
makes decisions regarding the community. This has been increasingly important in economic
health and in many other City matters.
The City of Fort Collins has determined that no single Triple Bottom Line (TBL) decision
support tool will meet all needs across the organization for evaluating the sustainability benefits
and tradeoffs associated with organization-wide decision-making. Instead, key staff has decided
the best course is to develop an overarching TBL Decision Framework to guide development of
organization-wide policies, plans, strategies, and projects, and to create a toolbox of TBL tools.
The toolbox would consist of various existing TBL tools designed for specific applications that
have been evaluated and selected for use by the City.
A TBL Decision Framework is needed to assist in clarifying the City’s policy development
process by assessing positive and negative effects of development. The overall aim of the TBL
Decision Framework is to facilitate progress towards the City’s major sustainability goals. It
should reveal synergies (win-wins) among the TBL spheres of economy, environment, and social
sustainability. In some circumstances it might exemplify clear tensions between different
objectives and highlight the tradeoffs. It should support active decision-making and engagement
with the often complex issues faced by the organization. The framework will help encourage
early collaboration and integration across departments and should address a range of policy
priorities, (e.g. climate change impact assessments, poverty impact assessments, etc.). Another
desired feature for the TBL Decision Framework is that it be scalable so that it can be used for
relatively simple proposals (e.g., developing a green-purchasing policy) and for complex
proposals (e.g., major new infrastructure project). It should also be easy to update or change the
Framework (and associated tools) as necessary.
SCOPE AND TIMEFRAME:
The development of the TBL Decision Framework and the TBL Toolbox will require input from
multiple City departments to refine the vision, determine and prioritize applications for the
framework and tools, and to provide feedback throughout the design phase. An overall
framework design would likely include a first step that provides a multi-dimensional scan across
all 3 bottom lines that helps identify when a more detailed analysis is needed for any 1 or more
dimensions (e.g., a carbon emissions assessment is warranted). This multi-dimensional scan is
the basis for informed decision making, which can be supported by the key detailed analyses
(using TBL tools). Any intermediate analysis steps would be determined during design of the
Framework. Another task associated with this offer includes conducting research to identify the
available TBL tools that exist and an evaluation of each to determine if they meet City needs for
TBL decision-making. Some examples of tools that may be evaluated include the Portland State
University TBL Tool, City of Eugene TBL Analysis Tool, AccountAbility, Life Cycle Analysis,
and EcoBudget.
Page 18 of 22
COST ESTIMATE: It is likely the TBL tool will be evolved over time beginning with an initial
tool which is this offer and then be refined as it is tested in active operations.
ESTIMATED BUDGET: $20,000 (Consultant Services)
TIMEFRAME: 3-6 Months
DISCUSSION QUESTIONS:
1. What are the key considerations that would make a triple bottom line tool and toolbox really
effective in enabling Council to make informed decisions?
Page 19 of 22
PROSPECTIVE NEW INITIATIVE/“OFFER” NAME:
CITY-WIDE DECONSTRUCTION PROGRAM
BACKGROUND/CONTEXT/OFFER SUMMARY:
As the City’s open spaces available to new development are reduced, more redevelopment will
occur that will require the removal of existing buildings and structures. To reach the City’s goals
of diverting new or old construction waste from the landfill, deconstruction is a viable option.
Deconstruction can be defined as the systematic removal of a building’s components for the
purpose of re-use with some materials recycled, rather than demolition where the components are
damaged to an extent that re-use is no longer possible, although some recycling may occur. With
this offer staff will convene a committee of stakeholders who will identify key questions to be
addressed such as; is the local infrastructure capable of accepting all deconstruction materials;
what level of deconstruction is appropriate for infill, alteration, or addition projects; what are the
associated costs with deconstruction; and what could be the unintended results of a
deconstruction ordinance? With the appropriate questions identified a consultant will be brought
on to help staff formulate a proposal, establish regulations, assist with outreach and training
needs.
SCOPE: Confirm goal, scope and public engagement plan, conduct analysis and assessment of
existing conditions, develop strategies, conduct public outreach, and implementation, including
code changes and training.
PERSONNEL:
The bulk of this project would be completed through outside consulting services. It is estimated
that .25 FTE would be required of an existing staff person to oversee the project. As well there
would be a staff technical team including all interested departments to review progress and
provide input and assistance with public outreach, event facilitation and other project support.
Availability of internal staff is contingent on development demand.
Key Stakeholders include homeowners and interested citizens, City Boards and Commissions,
environmental interests, development and real estate interests, design professionals, contractors,
and vendors who manage construction waste.
TIMEFRAME: 10 months (January 2014 to fourth quarter 2014).
COST ESTIMATE: $55,000
DISCUSSION QUESTIONS:
1. Can the City’s goals for mitigating environmental impact, encouraging infill development,
and increasing the affordability of housing be reconciled in a Deconstruction Program?
Page 20 of 22
PROSPECTIVE NEW INITIATIVE/“OFFER” NAME:
DEVELOP COMMUNITY INFORMATION PROGRAM FOR PUBLIC HEALTH AND
SAFETY
BACKGROUND/CONTEXT/OFFER SUMMARY:
Purpose: Staff is seeking more information on Council’s intent for this offer. It is assumed that
this offer would include outreach information on what to do in varying health and safety
circumstances ranging from what to do to prepare for wild fire to emergency weather
information to where to find resources on healthy lifestyles. However, staff wants to ensure that
Council’s intent is understood.
Background: In 2012 Council approved an enhancement (Offer 223.1) for the Office of
Emergency Management (OEM). The primary intent of this offer was to increase staffing to
better respond to the ever growing responsibilities of the Office of Emergency Management.
OEM provides a platform for community emergencies of a wide range but does not provide
information for public health and safety outside the range of emergency preparedness, response,
mitigation, and recovery.
A new offer could possibly expand the City’s abilities to provide public health and safety
information across its various platforms including the City’s Internet site, OEM’s web site, social
media and PFA’s web site. There are possible opportunities for partnerships with The Health
District of Northern Larimer County, University of Colorado Health, or other health care
providers. However, more information regarding Council’s intent is required to explore options.
Context: This offer responds to Council’s desire to explore new ways to deliver public health
and safety information across the various platforms available. Further conversations with
Council on the intent of this offer are necessary to define desired outcomes, timelines,
responsibilities and budget.
SCOPE AND TIMEFRAME:
Further information is needed from Council to determine the specific scope and timeline of the
offer.
COST ESTIMATE:
The determination of cost is dependent on the scope of Council’s intended project.
DISCUSSION QUESTIONS:
1. The primary question for Council is what is their intent of this offer?
2. What outcomes do Council desire from the offer?
3. Are there similar projects in other communities that can be investigated as a resource for
preparing this offer?
Page 21 of 22
PROSPECTIVE NEW INITIATIVE/“OFFER” NAME:
INCLUSIONARY ZONING FOR AFFORDABLE HOUSING ANALYSIS AND
ORDINANCE RECOMMENDATION
BACKGROUND/CONTEXT/OFFER SUMMARY:
City Council has identified affordable housing funding as a priority for the next two years. As
part of that goal, negotiations involving the mall redevelopment included conversations about the
mall developer complying with any inclusionary housing ordinances put in place within a
specific time frame after their development had been approved. The Affordable Housing
Strategic Plan prioritizes rental affordable housing but does state that “for sale” affordable
housing should be considered too.
A study on the effectiveness and feasibility of adding inclusionary zoning ordinances for the
purpose of increasing the available housing inventory in the City of Fort Collins would assist in
determining if this is the best strategy to pursue.
SCOPE AND TIMEFRAME:
The analysis of the benefits and potential barriers of an inclusionary zoning ordinance will
require input from multiple City departments to refine the appropriate use of such zoning and its
likely effect on current housing development projects and the development community.
Additionally, several City boards and commissions would also be informed and asked for input.
Public outreach would be required too. Economic conditions would need to be measured and
assessed for an informed decision to be made in whether the City is well suited to this type of
regulations.
Consultants would be advising on: advisability of adding inclusionary zoning ordinances;
proposed ordinance language; set benchmarking standards for ordinances implementation; and
conduct public outreach.
COST ESTIMATE: It is likely this project could be done in phases with decision items
necessitating additional inquiry.
ESTIMATED BUDGET: $60,000
TIMEFRAME: 6 to 12 months
This project would likely involve several phases and take one year to be completed.
DISCUSSION QUESTIONS:
1. What market conditions support using inclusionary zoning to promote the development of
affordable housing?
2. Do the market conditions present and projected in Fort Collins match those ideal conditions?
Page 22 of 22
PROSPECTIVE NEW INITIATIVE/“OFFER” NAME:
EMERGING OPPORTUNITIES HOUSING PROGRAM
BACKGROUND/CONTEXT/OFFER SUMMARY:
City Council has requested a “sustainable, affordable housing fund/program for our residents”.
Currently the City provides $325,047 through the BFO process to fund affordable housing
projects/programs to supplement the federal CDBG and HOME funds. These General Fund dollars
often provide funding for projects that either cannot be funded with federal dollars or add a
substantial burden or costs to projects because of federal regulations. In addition, the current funding
is available only by application through the semi-annual Competitive Process. The timing of that
process can limit when funds are available or lead to missing an important housing opportunity.
This proposal is to fund a housing program that would make funds available to housing opportunities
that arise throughout the year. The funds would supplement our existing process and provide
opportunities that might otherwise be missed. The primary focus would be on the four goals
identified in the City’s Affordable Housing Strategic Plan:
1.) Increase the inventory of affordable rental housing units
2.) Preserve existing affordable housing units
3.) Increase housing and facilities for people with special needs
4.) Provide financial assistance for first-time homebuyers
SCOPE AND TIMEFRAME:
The design and development of the Emerging Opportunities Housing Program would involve input
from City Council, Affordable Housing Board, the CDBG Commission and a committee that would
be established for this purpose. Researching best practices from other communities would need to be
completed. The program would have to be designed to determine how/when funding decisions for
proposals would take place, what the proposals would look like and which staff member(s) would be
involved.
COST ESTIMATE:
Helping meet the community needs for affordable housing requires a meaningful amount of money
to establish the fund. In the 2013 Spring Competitive Process, there were requests in the
housing/public facility category for nearly $2,350,000. Less than $750,000 in CDBG funding was
available. In the Fall 2012 Competitive Process, the housing/public facility requests were over
$2,000,000, with $1,670,000 in available funds ($750,000 in CDBG funds were reprogrammed from
a previous year’s project that could not be completed). This year there is about $1,000,000 available
for the fall cycle from HOME and the Affordable Housing Fund. The offer’s estimated budget
includes 15% for administrative costs.
ESTIMATED BUDGET: $575,000
TIMEFRAME: 3-6 Months
DISCUSSION QUESTIONS:
1. Who would be involved in making the funding decisions?
2. What types of programs/projects would be funded? What is the funding source?
2013‐15 Long Range
Planning Calendar
YEAR QTR WORK SESSION DATE REGULAR MEETING DATE
Foothills Mall Redevelopment 4/23/2013 Foothills Mall Redevelopment 5/7/2013
Urban Agriculture 5/14/2013 Oil & Gas Regulations
Improvements to the Development Review Process 5/28/2013 Reappropriation 4/16/2013
Oil & Gas Regulations 6/25/2013
Regional Water Update 6/25/2013
Council Retreat Follow‐up 6/25/2013
River District and Old Town Design Standards
Regional Transit Study
Capital Expansion Fees Revisions Ordinance 7/9/2013 Urban Agriculture 7/2/2013
Board and Commission Periodic Review 7/9/2013 Harmony Road Enhanced Travel Corridor Master Plan 7/2/2013
Planning and Zoning Board Joint Work Session 7/9/2013 Electric Vehicle Charging Stations 7/2/2013
Updates to Exterior Property Maintenance Codes 7/23/2013 Natural Areas Office Building at Nix Farm 7/2/2013
Climate Action Plan 7/23/2013 Annual Land Use Code Update 7/2/2013
Lincoln Triangle Strategic Plan & Lincoln Blvd Plan 7/23 7/23/2013 Electric Vehicle Charging Fees 7/2/2013
URA Policy Changes – Energy Efficiency & Waste Reduction 7/30/2013 Watershed IGA 7/2/2013
Smoking in Public Places Ordinance 8/13/2013 Neighborhood Parking Permit Program 7/16/2013
Amendment 64 Retail Marijuana 8/13/2013 CDBG Spring Competitive Process 7/16/2013
Board and Commission Structure Review 8/13/2013 Fort Collins‐Loveland Water District Agreement 7/16/2013
Historic Preservation Process Improvements 8/27/2013 URA Storefront Improvement Program 7/18/2013
Poudre Valley Fire Protection Board Joint Meeting 8/27/2013 URA Public Financing Polices 7/30/2013
Energy Conservation On‐Bill Financing First Year Review 8/27/2013 Capital Expansion Fees Revision Ordinance 8/20/2013
Commercial Water Allotments 8/27/2013 Midtown Plan 9/3/2013
TOU Rate Behavior Study 8/27/2013 Electric Construction Standards 9/3/2013
Utilities Building Update 8/27/2013 Colorado Water Conservation Board Regulation Updates 9/17/2013
Planning for Next Community Capital Program (BOB II) 9/10/2013
Social Sustainability Gap Analysis & Strat Plan Update 9/10/2013
URA Policy Changes – Energy Efficiency & Waste Reduction
Budget Revisions 2014 9/10/2013 North College Improvements – PH III
Green Building Roadmap Update 9/24/2013 FC Walks and the Sidewalk Improvement Program
Foothills Mall Nuisance Code Update – Fugitive Dust
Community Dashboard/BFO Metrics Report Update to Capital Expansion Fees Including Possible New Fee
for Paved Trails
Collective Bargaining FOP
2
0
1
3
2 QTR
3 QTR
Revised June 18, 2013 Highlighted = Currently Scheduled on 6‐Month Planning Calendar
ATTACHMENT 4
2013‐15 Long Range
Planning Calendar
Possible New Fee for Paved Trails
Southeast Recreation and Art Center Study
Midtown Corridor College Ave Blvd Transportation Study
GigU Feasibility Study
Energy Policy and Greenhouse Gas Goal Review
Sustainability Community Plan
Dr. Tony Frank, CSU Update 10/8/2013 2013 Clean Up Ordinance 10/1/2013
Poudre River Master Plan 10/8/2013 Utility Bond Ordinance 10/1/2013
2012 Building Code Review 10/22/2013 Utility Rate & Fee Ordinances 10/15/2013
Road to Zero Waste Plan 11/26/2013 Annual Appropriation Ordinance 2014 10/15/2013
Revenue Diversification & Long Term Financial Planning Update 11/26/2013
Annual Appropriation Ordinances / Resolutions 2014 (GID,
DDA, PFA, URA) 10/15/2013
Lincoln Corridor Plan 11/26/2013 Utility Rate & Fee Ordinances 11/5/2013
Energy Policy and Greenhouse Gas Goal Review 12/10/2013 Adoption of 2012 Building Codes 12/3/2013
Planning for Next Community Capital Program (BOB II) 12/10/2013 Road to Zero Waste Plan 12/17/2013
Utility Bills & Conservation Programs Review 12/10/2013
Water/WW Rate & PIF Adjustments and Water Resource
Development Fee
Fee Alternatives Review ‐ Covering Possible Transportation, Parks
Maint., Parking, &Transit Fee Water Allotments for Commercial Accounts
Bicycle Plan Update Collective Bargaining FOP
Green Street/Street Reshaping Demonstration Project
Master Planning and Redevelopment of Block 32 for City
Facilities
Police Firing Range & Driving Track Design of Community Gateway Features on I‐25
FortZed GigU Feasibility Study
Affordable Housing Fee per Mall Agreement Foothills Mall
Long Range Financial Plan Urban Agriculture
4 QTR
2
0
1
3
Revised June 18, 2013 Highlighted = Currently Scheduled on 6‐Month Planning Calendar
2013‐15 Long Range
Planning Calendar
YEAR QTR WORK SESSION DATE REGULAR MEETING DATE
Median Renovations Social Sustainability Gap Analysis & Strategic Plan Update
River District and Old Town Design Standards Sustainability Community Plan
KFCG Annual Report Drought Response Update
Southeast Community Park Design
Comcast Franchise Renewal ‐ Needs Assessment & Performance
Review
River District and Old Town Design Standards
Reappropriation
Nature in the City Plan Median Renovations
Midtown Corridor College Ave Blvd Transportation Study Nature in the City Plan
Bicycle Plan Update Midtown Corridor College Ave Blvd Transportation Study
BFO process for 2015‐16 Budget (2 work sesssion)
Larimer County Urban Area Street Standards Update 2014 Clean Up Ordinance
BFO process for 2015‐16 Budget (2 work sesssion) Nature in the City Plan
Paved Trail Master Plan and Trail Improvements
Midtown Corridor College Ave Blvd Transportation Study
Bicycle Plan Update
Adoption of the 2015‐16 Budget and 2015 Annual
Appropriation Ordinance
Annual Appropriation Ordinances / Resolutions 2015 (GID,
DDA, PFA, URA)
1 QTR
3 QTR
4 QTR
2
0
1
4
2 QTR
Revised June 18, 2013 Highlighted = Currently Scheduled on 6‐Month Planning Calendar
2013‐15 Long Range
Planning Calendar
YEAR QTR WORK SESSION DATE REGULAR MEETING DATE
KFCG Annual Report Larimer County Urban Area Street Standards Update
Comcast Franchise Agreement
Reappropriation
BFO Revision Process & Revise Revenue
Police Firing Range & Driving Track
2015 Clean Up Ordinance
Annual Appropriation Ordinance 2015
Annual Appropriation Ordinances / Resolutions 2015 (GID,
DDA, PFA, URA)
2
0
1
5
1 QTR
3 QTR
4 QTR
2 QTR
Revised June 18, 2013 Highlighted = Currently Scheduled on 6‐Month Planning Calendar
Vision
To provide
world-class
municipal
services
through
operational
excellence
and a culture
of innovation
Mission
Exceptional
Service
for an
exceptional
community
Values
Outstanding
Service
Innovation &
Creativity
Respect
Integrity
Initiative
Collaboratio
n &
Teamwork
Stewardship
6/18/2013
Key
Outcom
1
Communi
Neighborh
Livabili
2
Culture
Recreati
3
Econom
Health
4
Environm
Health
5
High
Perform
Governm
6
Safe
Commun
7
Transport
mes
St
ity &
hood
ity
Provid
envir
Strategic Goal
Provide a high quality built environment and
support quality, diverse neighborhoods.
Strategic Objectives
A. Develop innovative enforcement efforts & voluntary compliance with City codes
B. Provide, enhance & maintain attractive public spaces
C. Preserve the character of neighborhoods & enhance/maintain the attractiveness of
neighborhoods
D. Encourage partnerships with private entities and public agencies for housing, & other
programs
E. Improve neighborhood parking management
2013–2014 Key Initiatives
1. Nature in the City Plan
2. Median Renovations
3. Neighborhood Parking
Permit Program
4. Low Income, Senior and
Disabled Rebate Programs
5. Social Sustainability Gap Analysis
6. Sustainability Community Plan
7. Community Garden
Outreach Program
8. Police Campus West
District Staffing
9. Neighborhood Street
Tree Replacement
10. Neighborhood Traffic Mitigation
11. Updates to Exterior Property
Maintenance Codes
12. Urban Agriculture (to EconH)
13. West Central Neighborhood
Plan Update
14. Eastside/Westside
Neighborhood Plans Update
KEY OUTCOME ATTACHMENT 6
Strategic Goal
Provide diverse cultural and
recreational amenities.
Strategic Objectives
A. Provide exceptional programs and facilities that contribute to the
health & cultural vibrancy of the community
B. Provide outstanding customer service & operational excellence
C. Provide programs that are diverse, innovative and tailored to our unique community
D. Maintain and enhance a world class regional, interconnected system of parks,
trails & open lands
E. Promote the arts and make Fort Collins the cultural destination in northern Colorado
2013–2014 Key Initiatives
1. Senior Center Expansion
2. Southeast Recreation and Art
Center Study
3. Foothills (Mall)
Recreation Center
4. Disc Golf Course Improvements
at Edora Park
5. Natural Areas Office Building at
Nix Farm
6. Poudre School District After-
Hours Program
7. The Great Lawn at the
Gardens on Spring Creek
8. Southeast Community
Park Design
9. Paved Trail Master Plan and
Trail Improvements
10. Possible New Fee for
Paved Trails
11. Carnegie Creative
Center-Arts Incubator
12. EPIC Pool Water/Air
Quality Improvements
Building Codes
KEY OUTCOME
Strategic Goal
Promote a healthy, sustainable economy
reflecting community values.
Strategic Objectives
A. Enhance opportunities for both businesses & local workforce
B. Foster a diverse mix of employment & retail opportunities
C. Focus and invest in downtown area, river district, Lincoln Triangle and Midtown Corridor
D. Ensure adequate staff to provide timely review of development opportunities
E. Revitalize and strengthen business centers
2013–2014 Key Initiatives
1. Support of Targeted
Industry Clusters
2. Business Appreciation Program
3. Foothills Mall Redevelopment
4. Woodward
5. Storefront Improvement Program
6. Midtown Corridor College
Avenue Boulevard Transportation
Study
7. Lincoln Triangle Strategic Plan &
Lincoln Boulevard Plan
8. Downtown Holiday Lighting &
Flower Program
9. Midtown & Mason Corridor
Urban Design Plan
10. Economic Health Partnerships
(Existing & Potential Agreements)
11. GigU Feasibility Study
12. Enhanced Business
Retention Program
13. Shop Fort Collins
14. Improvements to the
Development Review Process
15. Improvements to Historic
Preservation Process
16. River District and Old Town
Design Standards
17. Adoption of 2012 Building
Codes
18. Urban Agriculture
19. Pro Bicycle Challenge
KEY OUTCOME
Strategic Goal
Promote, protect and enhance a
healthy & sustainable environment.
Strategic Objectives
A. Maintain and improve air and water quality
B. Reduce greenhouse gas emission to by 20% below 2005 & by 2020 and 80% by 2050
C. Conserve & restore natural habitat & promote biological health & diversity
D. Reduce waste and resource consumption
E. Increase energy conservation, efficiency & renewable energy
F. Align water quantity with storage and conservation policies
2013–2014 Key Initiatives
KEY OUTCOME
1. Climate Adaptation Planning
2. Poudre River Restoration
and Rehabilitation
3. Poudre River Ecosystem
Response Model
4. Poudre River Instream Flows
5. Feasibility Study with CSU for Dual
Water System Design
6. Integrated Recycling Facility and
Other Recycling Programs
7. Fort Collins Solar Program, Small
Scale Solar Incentives Program,
and Community Solar Garden
8. Downtown Poudre River
Recreation, Habitat and
Stormwater Improvements
9. Oil and Gas Standards and
Regulations
10. Road to Zero Waste plan
11. Green Building Roadmap Update
12. Energy Policy and Greenhouse
Gas Goal Review
13. Brewery Waste Carbon
Source Study
14. FortZED Special Projects
15. One Stop Shop (web portal) for
City Sustainability Initiatives
16. Electric Vehicle Charging Stations
Strategic Goal
Deliver an efficient, innovative, transparent,
effective and collaborative city government.
Strategic Objectives
A. Improve leadership capability and increase leadership effectiveness
B. Improve organizational fiscal literacy, financial management & fiscal strength
C. Implement a systematic approach to identify, organize, & communicate performance measures
D. Attract, engage and retain a high quality, creative workforce with a diverse set of skills
E. Promote and invest in employee health and safety
F. Develop and foster key community partnerships
G. Establish a culture of exceptional customer service and deliver services that exceed community expectations.
2013–2014 Key Initiatives
1. Leadership Development Programs
2. Performance Management Improvement
3. Employee Recruitment / On-boarding
Enhancements
4. Monthly Operating Report (MOR) &
Financial Report
5. Revenue Diversification
6. Community Dashboard and a BFO
Metrics Report
7. Improve our Safety Culture and
Work Practices
8. Sustainable Purchasing Program
9. Sustainability Strategic Plan (City
Organization)
10. Sales Tax Software
11. Comcast Franchise Renewal
12. Collective Bargaining Agreement w/
Fraternal Order of Police
13. Planning for Next Community Capital
Program (BOB II)
14. Funding Analysis Tied to ¼-Cent Renewal
for Street Maintenance
15. Utilities Knowledge Transfer/
Succession Planning
16. Master Planning and Redevelopment of
Block 32 for City Facilities
17. Information Technology VoIP
Implementation
18. Enterprise Wireless Access
19. Performance Excellence:
Timberline Application
20. World Class Defined Across the City
21. Brand Management/Excellent
Public Presentations
22. Manager/Supervisor 360 Assessments
23. Risk Assessments
24. Green Vehicle Purchasing
25. City Council Leadership and Governance
KEY OUTCOME
Strategic Goal
Provide a safe place to live, work,
learn and play.
Strategic Objectives
A. Proactively Support prevention and community safety
through education and outreach initiatives
B. Improve response to collisions, crimes, fires, utility emergencies and medical services
C. Improve the safety and reliability of the City’s built environment
D. Support community wide planning, preparedness and recovery from community disasters
2013–2014 Key Initiatives
1. Poudre Fire Authority (PFA)
Electronic Data Management
2. Emergency Medical Services
(EMS) iPhone Application
3. Complete Advanced Meter
Installations
4. Customer Web Portal and
Demand Response Program
Deployment
5. Data-driven Policing
6. Police Accreditation
7. Natural Areas Ranger Program
8. West Vine Stormwater Outfall
Channel Construction & Forney
Detention Pond Land Acquisition
9. Harmony Flood Mitigation
Feasibility & Preliminary Design
10. Northeast College Corridor
Outfall Phase 1 Construction
11. River District/Jefferson
Street: Design of Stormwater
Improvements
12. Drought Response
13. Municipal Court Services
KEY OUTCOME
Strategic Goal
Provide for safe and reliable multi-modal
travel to, from and throughout the City.
Strategic Objectives
A. Provide safe, well-functioning, high quality streets, bikeways,
sidewalks, trails & infrastructure
B. Provide long-term transportation planning to enhance citizen mobility and improve traffic flow
C. Limit the rate of increase or reduce vehicle traffic and enhance alternative travel modes
D. Address long-term maintenance & operations cost of transportation infrastructure
E. Enhance the sustainability of the physical assets as well as the operations of
transportation systems
2013–2014 Key Initiatives
1. North College Improvements-
Phase III
2. Timberline Road Improvements –
Drake Road to Prospect
3. Max Construction
4. Transfort Service Realignment
5. Max Operations
6. Bicycle Plan Update
7. Pro Cycling Challenge(to EconH)
8. FC Bikes to Platinum
9. City Bridge Repair and
Replacement Program
10. Traffic Signal Controller
Replacement
11. Design of Community Gateway
Features on I-25
12. Mulberry Bridge Design:
Urban Enhancements
13. Lemay & Vine: Review
Design Concept
14. Green Street/Street Reshaping
Demonstration Project
15. Regional Transit Study
16. Implementation of FC Walks
and The Sidewalk Improvement
Program
KEY OUTCOME
quality,
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de a high quality
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values
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an efficient, inn
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1.1. D
1.2. P
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2.1 M
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Collins 20
Develop innovative
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capability and incre
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atic approach to ide
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Strategic
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river district, Linco
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entify, organize, &
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mer service and de
mmunity safety thr
crimes, fires, utility
e City's built enviro
eparedness and reco
uality streets, bikew
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rations cost of tran
cal assets as well a
c Plan Su
Objectives
mpliance with City
ntain the attractiven
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te to the health & c
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nation in northern
workforce
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020 and 80% by 20
health & diversity
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ummary
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ness of neighborho
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cultural vibrancy o
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Colorado
town corridor
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050
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set of skills
exceed community
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medical services
unity disasters
ails & infrastructur
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ravel modes
ucture
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ms
f the community
nds
s
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ves
e
w
tems
Strate
egic Initiativees
ATTACHMENT 5