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Home My WebLink AboutCOUNCIL - AGENDA ITEM - 02/25/2014 - CITY COUNCIL RETREAT AGENDA AND MATERIALSCity Manager’s Office City Hall 300 LaPorte Ave. PO Box 580 Fort Collins, CO 80522 970.221.6505 970.224.6107 - fax fcgov.com FINAL REVISED DETAILED AGENDA City Council Retreat - Strategic Plan Tuesday, February 25, 2014 4:00 pm to 7:00 pm Lincoln Center, Canyon West Room, 417 W. Magnolia 4:00 PM 1. OPENING REMARKS AND REVIEW OF THE AGENDA 4:10 PM 2. ROLE OF THE LEADERSHIP PLANNING TEAM (LPT) 4:20 PM 3. DRAFT STRATEGIC PLAN REVIEW • Review of the Strategic Planning Process and its link to the Budgeting for Outcomes process for 2015-2016 • Review and Discussion of each Outcome a) 4:10 -- 4:30 Community and Neighborhood Livability b) 4:30 -- 4:50 Culture and Recreation c) 4:50 -- 5:10 Economic Health d) 5:10 -- 5:30 Environmental Health 5:30 DINNER BREAK 5:45 PM CONTINUE DRAFT STRATEGIC PLAN REVIEW e) 5:45 – 6:05 Safe Community f) 6:05 – 6:25 Transportation g) 6:25 – 6:45 High Performing Government 6:45 PM 4. SUMMARY AND NEXT STEPS 7:00 PM 5. ADJOURN (TRAVEL BACK TO CITY HALL) City Manager’s Office City Hall 300 LaPorte Ave. PO Box 580 Fort Collins, CO 80522 970.221.6505 970.224.6107 - fax fcgov.com MEMORANDUM DATE: February 19, 2014 TO: Mayor and City Councilmembers FROM: Darin Atteberry, City Manager RE: Preliminary City Strategic Plan – February 25 City Council Retreat Attached is the preliminary draft of the City’s updated Strategic Plan. Council is asked to review and provide input at the February 25 City Council Retreat. BACKGROUND This will be the first review by City Council of the updated Strategic Plan. Feedback from Council at the February 25 retreat will be used to prepare a final draft which is scheduled to be reviewed and finalized at the March 25 Council Work Session. The Strategic Plan replaces the work previously done by the Budgeting for Outcomes (BFO) Teams and presented to City Council as the springboard for developing budget offers—the elements were called Requests for Results (RFRs), Purchasing Strategies and the Purchasing Map. This has been consolidated and streamlined into the Strategic Plan. The Strategic Plan is based on identification and analysis of: (a) organizational inputs—such as emerging trends and issues; financial information; and workforce trends; (b) citizen survey and input information—which included extensive community outreach and the recently completed Citizen Survey; and (c) Council priorities and input. It is also linked to City Plan and the Council adopted master plans. This preliminary draft was developed by the Executive Lead Team and the Chairs of the BFO Teams. While this Strategic Plan focuses on what needs to be accomplished over the next five years, it will be the basis of the City’s budget and operational plan for 2015 and 2016 and will be used to assess and rank budget offers for the 2105-16 BFO budget process. The Strategic Plan is updated for each BFO budget cycle. Page 2 of 2 DIRECTION FROM CITY COUNCIL Two Council reviews of the Strategic Plan are scheduled: February 25/City Council Retreat and March 25/Council Work Session. The goal for the February 25 Council Retreat review is to gather input and clarity from City Council on the issues, themes and objectives addressed in the plan. More specifically, Council is asked to comment on: a. How well do the descriptions for the Outcomes express the goal and focus of each particular outcome? b. For each Outcome, do the Strategic Objectives capture the priorities to be addressed in the next BFO cycle (2015-2016)? Council’s input will be incorporated into the final document for review on March 25. Following Council’s final direction on March 25, the Strategic Plan will be distributed to staff to prepare budget offers and to the BFO Teams to use for their review and recommendations to the City Manager and Budget Lead Team. The City Manager works with the Budget Lead Team to prepare the 2015-2016 Recommended Budget that is presented to City Council in early September. Our staff members and I look forward to the discussion on the 25 th . February 22, 2014 STRATEGIC PLAN DRAFT KICKOFF PACKAGE 1 Draft Strategic Plan Review Council Retreat 22 February 2014 2 Big Picture Cascade of Council Influence Drives Funded Initiatives…. Today’s Focus is on the Strategic Plan Planning Activity Execution Activity Strategic Plan 5 Yr View BFO 2015/2016 2013 Budget 2014 Budget 2015 2016 BFO Programs & Initiatives BFO Programs & Initiatives 2013 2014 2015 2016 Elections On Board 2014 Revision 3 Strategic Plan Timeline First Review with Council – Feb 22nd Final Review with Council – Mar 25th Actions Strategic Plan Launch Citizen Engagement Organizational Data Input ELT & Chair Organizational Input Review ELT & Chair Citizen Engagement Review Core Team Strategic Work ELT & Chair Review Strategic Work Council Review - Strategic Work & Objectives Core Team Updates Strategic Plan ELT & Chair Review Strategic Plan Council Review Strategic Plan OctMar Nov Dec Jan Feb 4 Change in the Process 2015/16 City Strategic Plan Replaces BFO Team Developed Purchasing Strategies used in the 2013/14 BFO Process 2013/14 Process 2015/16 Process Feb & Mar BFO Teams develop Purchasing Strategies (PS) Apr 7th Council reviews PS presented by each BFO Team Apr - Oct BFO Teams and Budget Lead Team use Purchasing Strategies to evaluate & rank budget offers Nov - Feb Executive Team & BFO Chairs develop City-Wide Strategic Plan Feb 22 & Mar 25 Council reviews Strategic Plan presented by ELT Apr - Oct BFO Teams and Budget Lead Team use Strategic Plan to evaluate & rank budget offers Objectives: • Develop a City-Wide Strategic Plan to create focus and prioritization • Executive Team ownership & thinking in developing Strategic Plan • Horizontal linkage across Outcomes by eliminating silo development • Reduce Results Team hours involved in BFO 5 Strategic Plan – Issues Based Strategic Planning 2015/16 City Strategic Plan Driven by Citizen, Council and Staff Input & Priorities Strategic Work & Analysis – Issues Based Process: Strategic Plan (5 Year Horizon): • Implications, Conclusions, Challenges, Advantages, Priorities • Define Issues to be addressed in Strategic Objectives • Outcomes – highest level focus areas • Strategic Objectives – 8-12 per Outcome, helps achieve Outcome • Linkage, Metrics & Targets – tied to Strategic Objectives Citizen Input & Priorities • Citizen Survey • Focus Groups/Outreach • Boards & Commissions • City Plan • Citizen Priorities Council Input & Priorities • Community Concerns • Retreat Priorities Organizational Priorities • Economics & Financials • City Plan & Master Plans • Emerging Trends / Issues • Infrastructure Issues • Workforce trends • Metrics Environmental Scan 6 How it Worked – Environmental Scan Owner Activity CPIO • Citizen Survey results by mid Jan • Citizen engagement – non traditional groups • Boards & Commission meetings Results Top Priorities: • Housing that is Affordable • Transportation – Congestion & Transit City Staff • Internal assessment by department • Documented issues, conclusions & implications Matrix by Outcome of issues & challenges Strategy Core Team • Reviewed all data – developed issues matrix • Confirmed Council Work Plan incorporated • Outcome & Objective draft write-up Draft Strategic Plan ELT & BFO Chairs • Detailed review & edits – outcomes & objectives • Alignment of critical issues to be addressed • 5 year view…..not 25 year view • Identification of horizontal implications Draft Strategic Plan ELT Led Issues Based Strategic Objectives…. Strategic Objectives Create Focus for the Next 5 Years 7 Agenda: • Review by Outcome (What’s missing – themes, issues, focus of the next 5 years) • Summary Narrative • Strategic Objectives • Outcome Metrics – Community Dashboard With a 5 year Focus of the Strategic Plan 1. Does Council Agree with the Outcome Narratives 2. Does Council Agree with the Strategic Objectives 3. Staff recommends continuing with the current Community Dashboard 8 Back-Up 9 Process Influence Process Influence on Programs & Initiatives Reflected by the Size of the Green Arrows On Board & Priorities 2014 Revision Process Strategic Plan – 5 Yr View BFO 2015/2016 2013 Budget 2014 Budget 2015 2016 BFO Programs & Initiatives BFO Programs & Initiatives Planning Activity Execution Activity 2013 2014 2015 2016 Elections 10 Strategic Plan vs. BFO Strategic Plan – 5 Year View Updated prior to BFO • Mission, Vision, Values • Outcomes: • Highest level Key Focus Areas • Broad aim to direct efforts • Broad statement Community impact • Strategic Objectives (SO): • Something to attain or accomplish • Achievement helps realize Outcome • Ideally – specific & measurable • 8-10 SO for each goal • Performance Measures • Metrics tied to Outcomes • Track progress achieving Outcome goal BFO – 2 year Budget Cycle • Initiatives by Outcome • Tactics & actions to achieve SO • Initiatives may support multiple SA • Core Services: • On-going core services • Each core service includes tactics & actions to achieve SO • Linkage & Metrics • Describes how Initiative achieves SO • Metrics tied to Strategic Objectives • Includes targets for each metric s 11 Team Members Call Core Team Members with Questions and Clarifications Core Team: • Diane Jones • Mike Beckstead • Andres Gavaldon • Lawrence Pollack • Terri Runyan • TBD from CPIO ELT & Chairs: • Darin Atteberry • Diane Jones • Mike Beckstead • Kelly DiMartino • Brian Janonis • Bruce Hendee • John Hutto • Karen Cumbo • Tom DiMint • Wendy Williams • Ginny Sawyer – Economic Health • Jon Haukaas - Transportation • Beth Sowder – Culture and Recreation • Carol Webb – High Performing Government • Matt Zoccali – Community and Neighborhood Livability • Lucinda Smith – Environmental Health • Lindsey Ex – Safe Community CPIO Team: • Kelly DiMartino • Tim Allen • Ana Arias • David Young STRATEGIC PLAN Strategic Objectives – version XIV February 12, 2014 1 Table of Contents Page Number I. Introduction 2 II. Summary Matrix of Strategic Objectives 5 1. Strategic Outcome - Community & Neighborhood Livability 7 2. Strategic Outcome – Culture & Recreation 9 3. Strategic Outcome – Economic Health 10 4. Strategic Outcome – Environmental Health 11 5. Strategic Outcome – Safety 13 6. Strategic Outcome – Transportation 14 7. Strategic Outcome – High Performing Government 15 III. Community Dashboard 18 IV. Strategic Financial Plan – 5 year look (to be prepared for March 25 th ) 23 V. Appendix A. Strategic Objectives Definitions & Descriptions 24 B. Strategic Objectives Linkage Across Outcomes 42 C. Glossary of Terms (to be prepared for March 25 th ) 53 Strategic Objectives – version XIV February 12, 2014 2 Introduction The City of Fort Collins is a full-service municipal organization operating under a home rule, Council-Manager form of government. The City is nationally recognized by various organizations and magazines as a best place to live. Sixty miles from Denver, Fort Collins is home to Colorado State University (CSU), with 27,000 students, several large high-tech employers, and leading businesses in the microbrew industry. The community has access to outdoor activities and local cultural amenities, and is renowned for its bike-friendly, small-town feel. Fort Collins has grown from a small agricultural community into a major employment and retail center for Northern Colorado. With a median age of 29 and a median family income of more than $77,700 in 2012, residents are well educated, engaged in their community and passionate about their area amenities. The high quality of life enjoyed by residents, businesses and visitors is a result of the community’s focus on the environment, enthusiasm for health and the outdoors, a strong educational system, extensive park and open space systems, and a flourishing Downtown district. At the same time, 19 percent of the Fort Collins population lives in poverty and housing is considered expensive. Fort Collins has experienced rapid growth over the past 50 years, growing from approximately 25,000 residents in 1960 to 151,330 today. During that time, the City purposefully established a Growth Management Area (GMA) boundary with neighboring communities in order to maintain the local identity and avoid merging communities. Over the past 25 years, the City has acquired open space and conservation easements to create community separator open spaces. It is estimated the City will be fully built out within the GMA by 2030, with approximately 225,000–240,000 residents. The City’s revenue comes from sales and use tax, property tax, fees and grants. Seventy-three percent of the General Fund is supported by sales, use and property tax. The City weathered the most recent economic slowdown with fairly stable revenues, has a healthy fund balance position and has limited debt. As a result, the City received an Aaa rating from Moody’s Investors Service in 2012. Voters have demonstrated willingness to support critical City services by renewing expiring taxes and adding the new Keep Fort Collins Great .85% sales tax in 2010. The City provides a full range of services, including: • Police • Fire Protection through a local Authority • Streets, Transportation & Transit infrastructure • Parks, Recreation, Natural Areas & Cultural facilities • Planning, Engineering & Community services • Sustainability Services – Economic Health, Environmental Services & Social Sustainability • Utilities – Electric, Water, Wastewater & Stormwater Strategic Objectives – version XIV February 12, 2014 3 • Support Services – Leadership, Human Resources, Information Technology, Communication, Financial Services, City Clerk’s Office, Facilities and Fleet Services, as well as Legal and Judicial Services Vision, Mission & Values 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 Collaboration & Teamwork - Stewardship ssion The City of Fort Collins is an organization committed to high quality public service and is a nationally recognized leader in the use of leading-edge management practices. As a best practice, the City focuses on data-driven decision-making and continuous improvement. In 2005, the City adopted the Budgeting for Outcomes (BFO) budgeting process to improve transparency and ensure resources are focused on community priorities. Economic, Environmental & Social Factors The City of Fort Collins uses a Sustainability Assessment framework to evaluate the “triple bottom line” implications, benefits and consequences of virtually all municipal decisions. The framework assesses the economic, environmental and social factors of each decision, thereby increasing awareness, and often revealing ways that decisions can mitigate negative impacts and improve overall outcomes. This process ensures one aspect of the triple bottom line does not dominate the decision-making process and mitigates impacts when trade-offs are unavoidable. Economic Factors include the fiscal health of the community, diverse job creation, talent management, and creating an innovative and entrepreneurial atmosphere where businesses that align with community values thrive, thereby fostering a true sense of place. Environmental Factors include water, land and air stewardship; such as watershed and water conservation; Poudre River health and ecosystem protection; and reducing our air emissions and carbon footprint through energy policies, compact development, Strategic Objectives – version XIV February 12, 2014 4 greening the built environment, efficient transportation options, and waste reduction programs. Social Factors include a high quality, safe community with equal access to services; strong, connected neighborhoods; and high quality amenities including cultural, recreational, open space and transportation options. Factors common to all areas include strong partnerships and commitment to a high quality of life and place. Guiding Themes & Principles The City of Fort Collins aspires to provide world-class services to the community while cultivating a world-class organizational culture for its employees. In order to achieve this vision, both internal and external services are data-driven and implemented according to organizational values. The City develops resiliency and sustainability through organization-wide systems and processes that ensure consistent employee work practices and alignment across service areas. Residents can not only expect to receive exceptional service, but also to have the opportunity to engage with decision makers, provide input regarding the way City resources are allocated, and have access to government information in a timely and transparent manner. The City of Fort Collins works to continuously improve seven key outcome areas: Community and Neighborhood Livability, Culture and Recreation, Economic Health, Environmental Health, Safety, Transportation, and High Performing Government. The City budget is divided among these seven areas, and revenue is allocated to support policies and initiatives that drive improvement in outcomes. While each outcome area has unique defining characteristics, City investment in a single objective regularly impacts more than one outcome. The City recognizes that outcome areas are interdependent and interconnected. Appendix B shows the impact each Strategic Objective has across all seven Key Outcomes. 5 City of Fort Collins 2015-2016 Strategic Plan Summary Key Strategic Outcomes Community Dashboard Outcome Metrics Strategic Objectives 1 Community & Neighborhood Livability Provide a high quality built environment and support quality, diverse neighborhoods 1. Housing Opportunity Index 2. Number of Affordable Housing Units Resourced 3. Number of Noise Complaints 4. Response Time to Graffiti Removal 5. Voluntary Code Compliance 1.1. Improve access to a broad range housing that is affordable 1.2. Preserve the historical character of the community 1.3. Direct and guide growth in the community through appropriate land use and development review processes 1.4. Preserve access to nature and the City’s sense of place 1.5. Promote a healthy and resilient local food system 1.6. Leverage and improve collaboration with other human and sustainable service agencies 1.7. Expand organizational and community knowledge about diversity and embrace cultural differences 1.8. Develop clear, strategic definition and description of the City’s social sustainability role within the community 1.9. Address neighborhood parking issues 1.10. Maintain and enhance attractive neighborhoods through City services, innovative enforcement techniques, and voluntary compliance with City codes and regulations 1.11. Foster positive and respectful neighbor relationships and open communication, as well as provide and support conflict resolution 2 Culture & Recreation Provide diverse cultural and recreational amenities 1. GSC - Total Participation 2. Golf Courses - Total Participation 3. Lincoln C. - Total Participation 4. MOD total participation 5. Natural Areas Programs - Cumulative Participation per Capita 6. Paved Trails - Number of Visits 7. Recreation Programs - Total Participation 2.1. Improve low-income citizen access to, and participation in, City programs and facilities 2.2. Develop marketing strategies that drive optimal attendance and revenue 2.3. Develop Operation &Maintenance funding alternatives for partially subsidized facilities and programs 2.4. Maintain and enhance the current culture, recreation and park systems 2.5. Plan, design and implement citywide park and trail improvements 2.6. Develop a clear strategic definition and description of the City’s role in the culture and arts while leveraging partnerships with other community organizations 6 Key Strategic Outcomes Community Dashboard Outcome Metrics Strategic Objectives 4 Environmental Health Promote, protect and enhance a healthy & sustainable environment 1. Community Energy Use 2. Drinking Water Regulation Violations 3. Outdoor Air Quality Index (AQI) - Fine Particulate Matter 2.5 microns (PM 2.5) 4. Outdoor Air Quality Index (AQI) – Ozone 5. Wastewater Regulation Violations 4.1. Improve wildlife habitat and the ecosystems of the Poudre River and other urban streams 4.2. Achieve environmental goals within the Sustainability Assessment Tool 4.3. Implement indoor and outdoor air quality improvement initiatives 4.4. Reduce Green House Gas emissions by creating a built environment focused on green building and mobile emission reductions 4.5. Demonstrate progress towards achieving net zero energy and net zero waste within the community and the City organization 4.6. Engage citizens in ways to educate and change behavior towards more sustainable living practices 4.7. Increase the community’s resiliency and preparedness for changes in climate, weather and resource availability 4.8. Protect water quality, implement appropriate conservation efforts and long-term water storage capability 4.9. Meet or exceed all environmental regulations 4.10. Conserve and restore habitat and land 5 Safe Community Provide a safe place to live, work, learn and play 1. Electric (SAIDI) in Minutes 2. Number of Total Traffic Crashes 3. Part 1 Crimes per Capita Compared to Cities of Similar Size 4. % of Time Fire Contained to Room of Origin 5. % of Time PFA Fire Personnel are on Scene Within 5 Min 45 Seconds 6. % of Time Police Priority 1 Calls Responded to Within 5 Minutes 5.1 Provide facilities and training capabilities to enable a high-caliber police force 5.2. Optimize the use of technology to drive efficiency, productivity and customer service 5.3. Align staffing levels to deliver services that meet community expectations and increase public safety operational efficiency 5.4. Protect life and property with natural, aesthetically pleasing storm water facilities through building codes and development regulations 5.5. Develop and implement emergency response and recovery plans across the organization in collaboration with other community efforts 5.6. Improve motorist, pedestrian and bicyclist safety 5.7. Use data to focus police efforts on reducing crime and disorder within community 5.8. Improve community involvement, education and regional partnerships to make our community safer and stronger 5.9. Partner with Poudre Fire Authority to provide fire and emergency services 6 Transportation Strategic Objectives – version XIV February 12, 2014 7 1. Community and Neighborhood Livability Fort Collins provides a high quality built environment and supports quality, diverse neighborhoods. Fort Collins is a healthy and vibrant community. The City is currently transitioning from a more suburban, large town to a small urban city with a small-town feel. As this transition occurs, our goal is to create a walkable city where people want to live, work, and play. The City is committed to creating a desirable urban environment that recognizes the importance of the form of the environment (e.g., community architecture, historic preservation and pedestrian-oriented environment) while creating a safe, beautiful, and friendly experience for residents and visitors. Development and growth are focused within the community’s designated Growth Management Area to protect sensitive natural resources and the regional landscape, encourage infill and redevelopment, and make the most efficient use of public infrastructure. The City recognizes our existing neighborhoods and actively seeks to preserve and support their vibrancy. As the City grows and redevelops, our vision is an overall average increase in density that fosters efficient land use; supports a mix of housing types integrated with activity centers and diverse businesses; increases the safety and efficiency of public utilities, streets, facilities and services; and accommodates multiple modes of travel (including vehicle, bus, bike, and pedestrian). Alternative transportation modes and access to key health and human services facilities are a priority. The aesthetics of urban form, connectivity and inclusion of nature are used to create an attractive design. Land uses are brought together in a development pattern designed to create a pleasant environment for walking and bicycling, as well as automobile and transit travel. Distinctive, attractive and functional building and streetscape design, thoughtfully preserving valuable historic resources, and incorporating public art are key parts of community livability. A wide variety of housing types (including single-family, duplexes, townhomes, apartments and condos/lofts) are offered so that people from all income levels may have choices for safe, affordable and quality housing in diverse neighborhoods throughout the community. Business diversity across all neighborhoods is also a priority. Community and Neighborhood Livability also addresses challenges related to leading active lifestyles, and the accessibility of health and human services facilities for all demographics of the community. Community and Neighborhood Livability is related to human well-being and wellness, and opportunities for residents to work together, to be self-sufficient, and to live, work and travel within the community. It also supports local food production to improve the availability and accessibility of healthy foods. Strategic Objectives – version XIV February 12, 2014 8 The Community and Neighborhood Livability Outcome focuses on: • A compact pattern of development within a well-defined community boundary. • Adequate and safe public facilities, services and infrastructure to serve existing development and new growth. • Interconnected neighborhoods and ways to accommodate multiple means of travel. • Opportunities for redevelopment, revitalization, and growth in targeted areas. • Cohesive, distinct, vibrant, safe, and attractive neighborhoods. • Vital and appealing transit-oriented activity centers and destinations throughout the city. • Quality, accessible, and affordable housing options for all household types and income levels. • Preservation and enhancement of historic resources. • Visible and accessible nature in the city with an interconnected system of open lands. • Opportunities to lead active and healthy lifestyles. • Access to healthy, locally grown or produced food. • Addressing the impact of increasing poverty and homelessness. Strategic Objectives - Community & Neighborhood Livability 1.1. Improve access to a broad range of housing that is affordable. 1.2. Preserve the historical character of the community. 1.3. Direct and guide growth in the community through appropriate land use and development review processes. 1.4. Preserve access to nature and the City’s sense of place. 1.5. Promote a healthy and resilient local food system. 1.6. Leverage and improve collaboration with other human and sustainable service agencies. 1.7. Expand organizational and community knowledge about diversity, and embrace cultural differences. 1.8. Develop clear, strategic definition and description of the City’s social sustainability role within the community. 1.9. Address neighborhood parking issues. 1.10. Maintain and enhance attractive neighborhoods through City services, innovative enforcement techniques, and voluntary compliance with City codes and regulations. 1.11. Foster positive and respectful neighbor relationships and open communication, as well as provide and support conflict resolution. Strategic Objectives – version XIV February 12, 2014 9 2. Culture & Recreation Fort Collins provides diverse cultural and recreational amenities. Foundational to our community’s quality of life, cultural and recreational opportunities are elemental to Fort Collins’ continued success and desirability. Residents consistently place high value on these services and believe the City should continue its strong investment in them. The trail system is heavily utilized and cited as a priority for further connections. Culture & Recreation helps our residents lead enriched and healthy lives, and supports overall community wellness. Parks, trails, and recreational and cultural facilities provide beautiful public spaces that foster physical activity, build community through diverse interactions, and create opportunities for creativity, reflection and leisure. Our quality parks, trails, and recreation and cultural services create a sense of pride among residents and draw visitors and revenue into the City. In many respects, our parks, trails, and recreation and cultural services have defined, and will continue to define, who we are as a community. A focus on Culture, Parks and Recreation includes: • Ensuring the legacy of Fort Collins’ parks, trails and cultural and recreation facilities for future generations. • Being the destination for cultural and recreation experiences in Northern Colorado. • Providing a wide variety of high quality recreation services and cultural opportunities. • Creating an interconnected regional and local trail system, and network of parks and recreational facilities. • Continuing our focus on exceptional stewardship and ecologically sound and sustainable operations. Strategic Objectives – Culture & Recreation 2.1. Improve low income citizen access to, and participation in, City programs and facilities. 2.2. Develop marketing strategies that drive optimal attendance and revenue. 2.3. Develop Operation and Maintenance (O&M) funding alternatives for partially subsidized facilities and programs. 2.4. Maintain and enhance the current culture, recreation and parks systems. 2.5. Plan, design and implement citywide park and trail improvements. 2.6. Develop a clear strategic definition and description of the City’s role in the culture and arts while leveraging partnerships with other community organizations. 2.7. Promote a healthy community and access to nature. Strategic Objectives – version XIV February 12, 2014 10 3. Economic Health Fort Collins promotes a healthy, sustainable economy reflecting community values. The City plays a critical role in shaping the community, creating a sense of place, and providing fiscal stability for the community. Sustainable economic health, maintaining the City’s role as a regional economic center, continuing collaboration with Colorado State University and other regional participants, and supporting cultural amenities are important priorities. A sustainable economy means that residents can find employment and afford to live in the community; that businesses are able and encouraged to start, remain and expand in the community; and that everyone can expect quality City services and sustainable, attractive infrastructure. Economic Health depends on a safe community. Rather than “deal-making,” the City’s approach to Economic Health is one of “place- making.” The City creates an atmosphere where businesses that align with community values thrive, and focuses on retaining, expanding, incubating and, lastly, attracting businesses. Economic development efforts focus on established Targeted Industry Clusters including clean energy, water innovation, bioscience and technology. In addition, the City supports those businesses that exemplify the overall character of the community. Creating a skilled workforce that meets the needs of local employers and creating partnerships with other economic development organizations are important to the City’s efforts. New opportunities and challenges exist related to adequate technological infrastructure to support a knowledge-based economy and employment competition. Numerous prospects are emerging for redevelopment and infill. Priorities include efforts to foster entrepreneurship, grow and attract primary employers, remain a retirement and tourism destination, and support and strengthen existing businesses. The relationship of economic health to environmental stewardship and a well-planned community is recognized in the decisions made and programs proposed. A healthy and resilient economy includes: • Diverse jobs that enable citizens and businesses to thrive. • A reflection of our unique community in a changing world. • An innovative and entrepreneurial atmosphere that builds new and creative industries. • Strong partnership and collaboration with the private sector, educational institutions, and other organizations. • A quality and comprehensive infrastructure that supports business. • Balancing the built and natural environment. Strategic Objectives – version XIV February 12, 2014 11 Strategic Objectives – Economic Health 3.1. Align economic health goals across all levels of the organization and refine and agree upon the economic tools the City uses. 3.2. Improve policies and programs to retain, expand, incubate and attract primary employers where consistent with City goals. 3.3. Support workforce development and community amenities initiatives that meet the needs of primary and innovative employers. 3.4. Improve effectiveness through collaboration with economic-health-oriented regional partners. 3.5. Sustain high water quality to support the community and water-dependent businesses. 3.6. Maintain utility systems and services; infrastructure integrity; and stable, competitive rates. 3.7. Support sustainable infill and redevelopment to meet climate action strategies. 3.8. Preserve the City’s sense of place. 3.9. Provide transparent, predictable and efficient processes for citizens and businesses interacting with the City. 3.10. Address Downtown parking issues identified in the adopted Parking Plan, including funding, convenient access to Downtown, and integrated transit and alternate mode solutions. 4. Environmental Health Fort Collins promotes, protects and enhances a healthy and sustainable environment. For decades, the City of Fort Collins has led the way in innovative and sustainable environmental programs, such as watershed stewardship, water conservation, energy policies, an open lands program, Poudre River restoration, waste reduction programs, air quality and emissions policies, climate action planning and green building standards. The City’s aspirational goal is to be net positive on energy and achieve net zero on waste. A strong focus on environmental health protects human health and bolsters economic health. The City’s Natural Areas Program is a core part of the Fort Collins identity and culture. The program has conserved 40,000 acres since its inception, and continues to conserve land while providing an increased emphasis on stewardship, which includes restoring habitat and maintaining visitor amenities, such as trails. Ongoing land conservation efforts focus on local and community separator areas. Strategic Objectives – version XIV February 12, 2014 12 With regional and global partners, Fort Collins is a leader in implementing policies and programs that engender a more economically efficient, successful, and resilient community, while reducing the impact of climate change in our community. Climate change poses an increasingly real and serious threat to the world at large and to the quality of life we value in Fort Collins. Fort Collins Utilities play a critical role in environmental stewardship by protecting the watershed and exceeding all regulatory standards, while promoting energy and water conservation, efficiency and clean electricity sources. A healthy and sustainable environment includes: • Conserving resources, including energy and water, and cultivating a healthy ecosystem. • Responsible stewardship of open lands and natural areas. • A comprehensive and connected system of open lands. • Partnerships with local, regional, state and national affiliates to achieve desired goals and outcomes. • Integrating renewable energy and new technologies for the electric grid. • Improvements in air quality. • Efforts to meet climate action plan goals and reduce greenhouse gas emissions. • Solid waste reduction and diversion. • Healthy watersheds and best practice stormwater management. • A sustainable water supply while meeting or exceeding standards for stream water quality, drinking water quality and water reclamation. Strategic Objectives – Environmental Health 4.1. Improve wildlife habitat and the ecosystems of the Poudre River and other urban streams. 4.2. Achieve environmental goals within the Sustainability Assessment Tool. 4.3. Implement indoor and outdoor air quality improvement initiatives. 4.4. Reduce Greenhouse Gas (GHG) emissions by creating a built environment focused on green building and mobile emission reductions. 4.5. Demonstrate progress toward achieving net zero energy and zero waste within the community and the City organization. 4.6. Engage citizens in ways to educate and change behavior toward more sustainable living practices. 4.7. Increase the community’s resiliency and preparedness for changes in climate, weather and resource availability. 4.8. Protect water quality, and implement appropriate conservation efforts and long-term water storage capability. 4.9. Meet or exceed all environmental regulations. 4.10. Conserve and restore habitat and land. Strategic Objectives – version XIV February 12, 2014 13 5. Safe Community Fort Collins provides a safe place to live, work, learn and play. The City of Fort Collins strives to be a safe and healthy place to live, work, learn and play. Safety and security are increasingly recognized as important aspects of a sustainable community as they help shape the overall appeal, viability, productivity and economic stability. The use of technology to improve investigative techniques and communication is important. Ensuring that Fort Collins is a safe place to live, work, learn and play is addressed by many services and programs, and the infrastructure provided by the City and its partners. Residents often identify immediate actions from Police Services and Poudre Fire Authority as key contributors to their sense of safety. However, the definition of a safe community is broader than simply police or fire assistance. It also extends to the City-provided utilities, including safe, reliable electric power and stormwater systems that are founded on best management practices and long-term planning. Safeguarding the community’s infrastructure through design and building regulations, as well as inspections, is essential to ensuring a safe community. Key components of community education include prevention and preparedness, regulations and infrastructure investment. The City’s Emergency Management system and many regional, state and federal partners work to minimize and effectively respond to emergency situations. A safe and healthy community includes: • A safe, non-threatening city in which to live, work, learn and play. • A safe community impacts the community’s appeal, viability, productivity and economic stability. • Proactive and skilled police and fire services. • Safe, reliable and well-designed electric systems and best practice floodplain management. • An active emergency management system focused on prevention, preparedness and recovery with key partnerships in place to effectively respond to emergency situations. Strategic Objectives – Safe Community 5.1. Provide facilities and training capabilities to enable a high caliber police force. 5.2. Optimize the use of technology to drive efficiency, productivity and customer service. 5.3. Align staffing levels to deliver services that meet community expectations and needs, and increase public safety operational efficiency. 5.4. Protect life and property with natural, aesthetically pleasing flood mitigation facilities through building codes and development regulations. Strategic Objectives – version XIV February 12, 2014 14 5.5. Develop and implement emergency preparation, response and recovery plans across the organization in collaboration with other community efforts. 5.6. Improve motorist, pedestrian and bicyclist safety, and safety within all other modes of travel. 5.7. Use data to focus police efforts on reducing crime and disorder within the community. 5.8. Improve community involvement, education and regional partnerships to make our community safer and stronger. 5.9. Partner with Poudre Fire Authority to provide fire and emergency services. 6. Transportation Fort Collins provides for safe and reliable multi-modal travel to, from and throughout the City. Transportation planning uses data and analysis to develop and maintain safe and reliable multi-modal travel, to address gaps within the transportation network and to promote walkability throughout the community. Priority will be given to reducing congestion through physical infrastructure improvements and demand reduction. The City’s existing infrastructure will be highly functioning and well maintained. Reshaping streets to encourage safer speeds and promote a mix of modes (walking, bicycling and transit) is a priority. Street design that blends transportation, social and environmental amenities, and provides a variety of benefits will create a sense of place and quality. A transit system that is efficient and productive, and that aligns with the Transit Master Plan is a City priority. Technology will be leveraged to provide innovative sources of information concerning traffic, congestion and transit options. Transportation operations concentrate on reducing congestion, improving air quality and improving safety for all modes of travel. A connected community includes: • Land use and transportation that is fully integrated, both locally and regionally, to create an affordable, accessible, low energy, low impact and efficient transportation system. • Multiple modes of safe, affordable, easy and convenient travel. • A transportation system that provides safe, reliable, convenient and effective vehicular mobility and access. • Travel infrastructure that is high quality and recognized as world class by residents, visitors and peers. • Capacity and systems for good traffic flow and minimal congestion. Strategic Objectives – version XIV February 12, 2014 15 • People who are aware of the impact their travel choices have on the transportation system, the environment and the community. Strategic Objectives - Transportation 6.1. Improve safety of all modes of travel. 6.2. Improve transit availability and grow ridership through extended hours, improved headways, and Sunday service in appropriate activity centers. 6.3. Create long-term funding certainty for street maintenance and the overall transportation system. 6.4. Fill the gaps and improve the current transportation infrastructure while enhancing the aesthetic environment. 6.5. Improve traffic flow for all modes of transporting people, goods and information to benefit both individuals and the business community. 6.6. Create and implement long-term transportation planning to enhance citizens’ mobility, support environmental goals, and help local and regional transportation networks operate at a high level of efficiency. 6.7. Support efforts to achieve climate action goals by reducing mobile emissions and supporting multiple modes of transportation. 7. High Performing Government Fort Collins exemplifies an efficient, innovative, transparent, effective and collaborative city government. A high performing government delivers quality, desired services to its community through sound financial management, transparent and collaborative decision-making, and efficient and effective project management. To achieve these ends, the City of Fort Collins attracts high caliber employees, retains its workforce through development and growth opportunities, and promotes intelligent risk-taking to address increasingly complex challenges. The City’s mission, vision and values are reinforced at every level of the organization and guide its culture. Exceptional customer service that is responsive to the needs of residents and businesses is crucial in every interaction between the City of Fort Collins and the community. The City values community engagement and involvement in the planning and decision- making process, as well as coordination and problem-solving with adjacent municipalities, CSU, school districts, Larimer County, special districts and other organizations. Core processes of Leadership, Strategic Planning, Budgeting, Organizational Development and Human Resources are aligned to develop an organizational municipal culture that listens to and engages citizens, continuously delivers high quality services to the community, facilitates high performance, and generates trust in and transparency of City business. Strategic Objectives – version XIV February 12, 2014 16 A systems approach is applied to creatively, thoughtfully and analytically use economic, environmental and social lenses to meet present needs and plan for the future. Our commitment to a process of continuous improvement -- using data from surveys, performance metrics and operations -- is key to decision-making and pursuing strategic opportunities for improvement. City revenues and expenditures are prioritized and balanced with community values, challenges and opportunities. Citizen involvement and a representative government are cornerstones of a high performing community. Research shows that communities with actively involved citizens derive more satisfaction from open involvement and achieve more results with greater benefit to the community as a whole. Participating communities demonstrate greater acceptance and inclusion of people from different backgrounds, and all forms of discrimination are not tolerated. A high performing government includes: • Effective and efficient local governance where all voices in the community are valued. • Fiscal sustainability and transparency in the City organization. • A collaborative and community-based approach to problem solving. • Core processes that are consistently used across the organization. • A high quality workforce that strives for continuous improvement in all areas of the organization. • A systems approach, driven by data, to effectively solve problems, creatively pursue opportunities for improvement and develop innovative solutions. • Promoting a values-driven organizational culture that reinforces ethical behavior, exercises transparency and maintains the public trust. • Attracting and retaining the best and brightest workforce. Strategic Objectives – High Performing Government 7.1. Improve organizational capability and effectiveness – professional development, leadership, change management, strategic thinking, fiscal literacy and staff engagement. 7.2. Improve core Human Resources systems and develop a total reward system. 7.3. Align similar jobs and skill sets across the organization to address succession planning and career progression. 7.4. Strengthen methods of public engagement and reach all segments of the community. 7.5. Optimize the use of information technology to drive efficiency and productivity, and to improve services. 7.6. Enhance the use of performance metrics to assess results. 7.7. Develop and implement enterprise-wide processes in appropriate areas – “Plan, Do, Check, Act” process improvement tool, safety, strategic planning, council and strategic plan tracking tool, budgeting, project management. 7.8. Assess effectiveness of safety initiatives, develop and implement safety initiatives to achieve safety goals, and continue to focus on employee health and wellness. Strategic Objectives – version XIV February 12, 2014 17 7.9. Improve productivity, efficiency, effectiveness, customer service and citizen satisfaction in all areas of the municipal organization. 7.10. Implement leading-edge and innovative practices that drive performance excellence and quality improvements across all Service Areas. 7.11. Proactively influence policy at other levels of government regulation. 7.12. Promote a values-driven organizational culture that reinforces ethical behavior, exercises transparency and maintains the public trust. Strategic Objectives – version XIV February 12, 2014 18 Community Dashboard Staff developed the City of Fort Collins Community Dashboard in early 2013 based on work with the Futures Committee. The intent of the dashboard is to provide a high level look at the performance of each of the City’s seven key strategic Outcomes. This Dashboard reinforces the City’s steadfast commitment to accountability and continuous improvement. Within the last decade, our organization has undergone transformational change. We've deliberately moved toward an open, data-driven organization focused on results. Through the Community Dashboard and other performance measurement initiatives we are tracking and reporting our progress toward community goals. We will continue our commitment to creating a vibrant, world-class community. Every measure on the dashboard has a target by which performance is evaluated. The Dashboard is updated quarterly and is reviewed by the City’s executive team and department heads. The purpose is to understand the performance of each Outcome and determine where actions are necessary to improve results. Targets are updated annually and are finalized prior to the publishing the first quarter’s results. The City’s strategic plan contains specific strategic objectives to address issues in the community and to continuously improve results within each Outcome. During the 2014 Budgeting for Outcomes (BFO) process, staff will align business level metrics (BFO Metrics) with each of the strategic objectives. The intent of this activity is to clearly display the City’s performance toward achieving each of the strategic objectives. Where performance is not delivering the desired results, management will evaluate the actions necessary to improve performance. Conceptually, the performance of the BFO Metrics reflects the City’s progress toward achieving the strategic objectives. Successfully doing that will have a positive impact on the performance of the Community Dashboard measures, which indicates the performance of each of the key strategic Outcomes. Additional information can be found at www.fcgov.com/performancemeasurement . The following graphics are a summary of 2013 year-end performance: Strategic Objectives – version XIV February 12, 2014 19 2013 Year-End Outcome Summary Note: The graphics below will be updated online to reflect Q4 2013 performance in mid-February, but that will be a few days after these materials are printed for the Council Retreat. The updated graphics will be included in this document for the Council Work Session on March 25 to review the City’s strategic plan Community and Neighborhood Livability Strategic Objectives – version XIV February 12, 2014 20 Culture and Recreation Economic Health Strategic Objectives – version XIV February 12, 2014 21 Environmental Health Safe Community Strategic Objectives – version XIV February 12, 2014 22 Transportation High Performing Government Strategic Objectives – version XIV February 12, 2014 23 Strategic Financial Plan – 5-year look (to be prepared for March 25) Strategic Objectives – version XIV February 12, 2014 24 Appendix A: Strategic Objectives Definition & Description 1. Community & Neighborhood Livability 1.1. Improve access to a broad range of housing that is affordable • Residents identified this as a high priority during community outreach sessions and in the 2013 Citizen Survey. • Tight rental market with vacancy rates of less than 3% is making it difficult for low income residents to live and work within Fort Collins. Several factors contribute to affordability issues for young and low income residents. A market study may be needed to identify the factors and potential ways the City can mitigate them. • Focus should be on both creating opportunities for ownership and access to affordable rental units for both low income and a growing senior population. In addition, housing strategies should consider the needs of a growing homeless population. 1.2. Preserve the historical character of the community • Fort Collins has several aging neighborhoods. • The character of many neighborhoods is changing as student housing expands and higher density development occurs. • Focus on programs and the alignment of fees, codes and standards that preserve the character and sense of community that gives Fort Collins a unique sense of place while allowing appropriate infill development and redevelopment. 1.3. Direct and guide growth in the community through appropriate land use and development review processes • Colorado State University (CSU) is growing significantly and plans $1.5B of construction and an expected student population of 35,000 over the next 10 years. • Fort Collins’ population is expected to grow by 50% over the next 20 years and the City currently has more than $2B of significant construction projects in process. • Partnerships are needed with CSU to assess impacts and collaboratively align efforts. • Effort is needed to align staffing, fees, codes, funding, standards and relationships to effectively manage growth consistent with City plans and goals in areas of sustainability, sense of place, livability and environmental health. 1.4. Preserve access to nature and the City’s sense of place • Fort Collins enjoys a unique appeal based on our open spaces, access to mountains, parks and trail system, high quality school system, and our individual identity separate from neighboring communities. Fort Collins is Strategic Objectives – version XIV February 12, 2014 25 perceived as the destination of choice in Northern Colorado for entertainment and dining and was once the shopping destination in the region. • Maintaining the positive and unique character of the City while we transition from a large town to a small city will require thoughtful and careful planning and compromise. • Expand and enhance City open space lands and trail network. Enhance Downtown character and lead appropriate redevelopment of Midtown. • Focus also on placement of neighborhoods and their proximity to schools, child care, grocery stores, recreation opportunities and public transportation. 1.5. Promote a healthy and resilient local food system • One in seven residents in Larimer County is food insecure and little of the food produced locally is actually consumed locally. • Support and encourage establishing gardens on unused land and space while increasing diversity, raising awareness for health and wellness, and inspiring and educating youth, adults and seniors to create an economically sustainable system. • Promote a community food system in which food production, processing, distribution and consumption are integrated to enhance the environmental, economic, social and nutritional health of a neighborhood. 1.6. Leverage and improve collaboration with other human and sustainable service agencies • Multiple public and private organizations work to address and improve social, environmental and economic issues within both the community and the region. Overlap exists in select areas and holes exist where issues are not effectively addressed. • Collaboration and partnering can improve the overall effectiveness of all programs through eliminating redundancy, the synergy of joined efforts and identifying underserved areas. 1.7. Expand organizational and community knowledge about diversity and embrace cultural differences • The community and the City organization are growing increasingly more diverse in areas of age, ethnicity and culture. • The City can support efforts to promote more diversity in hiring and citizen outreach to acknowledge, reflect and account for changing community demographics. • Education and awareness programs can help to celebrate and acknowledge the differences while bringing people together to maintain a strong sense of community. 1.8. Develop clear, strategic definition and description of the City’s social sustainability role within the community Strategic Objectives – version XIV February 12, 2014 26 • With poverty rates at 19%, a significant portion of the community lives in or near poverty. Demographic data has gaps and inconsistency and lacks overall organization-wide coordination. • The City’s procedures and processes do not currently contain fully developed strategies regarding community members who are marginalized and/or hard to reach. • Systematic approaches are needed to determine the appropriate municipal role and investments in addressing poverty and community sustainability. Metrics are needed to measure effectiveness in providing customer service to different citizen subgroups. 1.9. Address neighborhood parking issues • Avoid construction of awkward, unattractive onsite parking that could compromise historic buildings. • Increase public access to convenient parking. • Consider limiting parking (Maximum Limits) to:  Ensure that parking facilities will be used more efficiently  Encourage better urban design with streetscapes uninterrupted by parking lots and driveways  Improve the urban environment by preserving open space and limiting impervious surfaces • Encourage attractive, pedestrian-friendly urban design. • Promote transportation choices. 1.10. Maintain and enhance attractive neighborhoods through City services, innovative enforcement techniques, and voluntary compliance with City codes and regulations • Public education and outreach is foundational to compliance. • Establish proactive, innovative, and effective code enforcement processes. • Expand and maintain safe parks, protect open spaces and implement walk and bike to school programs, like Safe Routes to School. • Ensure that neighborhoods have safe and well-maintained sidewalks so that kids and all residents can safely walk or bike to parks, schools and playgrounds. • Partner with public health, law enforcement, planners and civic groups to improve neighborhood safety, clean up litter and graffiti, and prevent vandalism so neighborhoods are and feel safe and clean for the enjoyment of all. • Increase policing in high crime areas, pedestrian walkways and parks, and implement alternative policing strategies, such as neighborhood watch groups. • Develop joint-use agreements that allow community members to use school- owned recreational facilities. In turn, communities can offer facilities (e.g., swimming pools) to schools. Strategic Objectives – version XIV February 12, 2014 27 1.11. Foster positive and respectful neighbor relationships and open communication, as well as provide and support conflict resolution • Build community by supporting local events, programs, projects and education opportunities. • Encourage open communication, community engagement, and the formation of strong neighborhood ties though inclusivity, respect and volunteerism. • Provide tools to resolve conflict, repair harm and strengthen relationships. 2. Culture & Recreation 2.1. Improve low-income citizen access to, and participation in, City programs and facilities • A significant portion of Fort Collins’ population – 19% in the last census – lives in poverty. Recreation programs and facilities have fees that are potentially prohibitive to low income families who have the least ability find alternatives within the private sector. • Providing access to recreation and programs for low income residents is needed to provide opportunities for access to those who otherwise cannot afford public or private alternatives. • The City serves diverse customer needs, expectations, abilities and interests. • Provide a high level of customer service and high quality programs and facilities. • Ensure convenient and affordable access and opportunities for all. 2.2. Develop marketing strategies that drive optimal attendance and revenue • The City offers hundreds of different culture and recreation programs. We need to determine what residents most value and desire, and what programs should be offered. • A clear understanding of recreational program trends and resident needs, including a prioritization of all programs, may be appropriate to ensure the most valued programs are provided within a limited budget. • Assessing and establishing the appropriate fee structure based on demand, alternatives and affordability should be included to improve self-sufficiency. 2.3. Develop Operation and Maintenance (O&M) funding alternatives for partially subsidized facilities and programs • Recreation currently recovers 72% of direct costs, with the general fund and Keep Fort Collins Great (KFCG) providing the balance. • Funding for parks and recreation was decreased during the recent recession as funding was diverted to more critical services. • New funding sources will be required to support anticipated parks expenses: - New parks that come online will require maintenance. Strategic Objectives – version XIV February 12, 2014 28 - Median renovations increase the cost of median maintenance. - Current stock of 40,000 trees is increasing each year with the added cost of pruning on a 10-year cycle. - Golf infrastructure requires significant capital investment that cannot be funded with green fees. • A stable and predictable funding stream is needed that adequately supports existing and current programs and facilities, as well as ongoing maintenance. • Programs to improve efficiency and productivity in a resource-constrained environment should also be explored. 2.4. Maintain and enhance the current Culture, Recreation and Parks systems • The City provides multiple venues for culture and recreation through various facilities, programs and infrastructure. The City trail system was identified in the recent Citizen Survey as one of the highest priority amenities within the City. • Priority should be given to maintaining and repairing the existing infrastructure of parks, recreation centers, trails and cultural facilities. • Enhancing and expanding existing infrastructure is needed to support a growing population and demand for these types of services. • The City should provide innovative, interactive and learning programs and parks. • We must also leverage regional partnerships to ensure effective connections. 2.5. Plan, design, and implement citywide park and trail improvements • Trails have been identified by residents as one of the highest priority amenities provided by the City. At current funding levels, trail build-out will take approximately 22 years to complete. • Explore alternatives that accelerate the trail system completion. 2.6. Develop a clear strategic definition and description of the City’s role in the culture and arts while leveraging partnerships with other community organizations • With the Lincoln Center, Gardens on Spring Creek, and Museum of Discovery, the City provides programs and services to the community beyond traditional parks and recreation centers. • A clear strategic direction is needed to the guide the growth and expansion of these amenities, and to deliver resources in a thoughtful, deliberate, planned approach. • In addition to providing high quality and diverse cultural programs and opportunities, the City also supports the visual and performing arts and promotes the visibility of arts and culture in the community. • The City promotes, encourages and stimulates cultural development and participation, recognizing that artistic and cultural opportunities are essential to a vital and creative community. Strategic Objectives – version XIV February 12, 2014 29 2.7. Promote a healthy community and access to nature • Fort Collins enjoys a unique appeal based on our open spaces, access to mountains, parks and trail system, high quality school system, and an individual identity separate from neighboring communities. Fort Collins is perceived as the destination of choice in Northern Colorado for entertainment and dining, and was once the shopping destination in the region. • Maintaining the positive and unique character of the City while we transition from a large town to a small city will require thoughtful and careful planning and compromise. • Expanding and enhancing City open space lands and the trail network will increase access to nature, as will maintaining the City’s urban forest and promoting community gardens and local food production. 3. Economic Health 3.1. Align economic health goals across all levels of the organization and refine and agree upon the economic tools the City uses • Consistency and a common understanding of the Economic Health goals and objectives is needed to ensure efforts are focused on those projects and programs that support these goals and objectives. • Develop and articulate economic health policy and goals that are agreed to by all decision makers. • Utilize economic health policy and goals to guide the direction of programs and initiatives. 3.2. Improve policies and programs to retain, expand, incubate, and attract primary employers where consistent with City goals • Competition for primary employers has increased regionally based on available lands and incentive options. • Continue to support and develop programs and practices that reinforce a strong sense of place and desirable local amenities. • Evaluate and develop policies, programs and tool kits that support the City’s Economic Strategy and community values. 3.3. Support workforce development & community amenities initiatives that meet the needs of primary and innovative employers • Primary and secondary employers are increasingly challenged to find and attract skilled workers in technical and vocational areas of manufacturing and healthcare sectors. • Support and encourage programs and policies that promote and develop training opportunities. Strategic Objectives – version XIV February 12, 2014 30 • Support and encourage programs and policies that foster partnerships with regional and state workforce development organizations. 3.4. Improve effectiveness through collaboration with economic health oriented regional partners • The region enjoys the efforts of multiple organizations working to improve economic conditions within the region including CSU, Rocky Mountain Innosphere (RMI), Northern Colorado Economic Development Corporation (NCEDC), and various cluster organizations. • Develop and implement a unified strategy to define the roles, overlap, synergy and approach to improve the overall effectiveness of the various programs and initiatives deployed by all groups. 3.5. Sustain high water quality to support the community and water dependent businesses • The City is nationally recognized as the microbrew capital of the country, and technology manufactures also have a significant presence. Both of these are the result of a high quality and reliable water resource. • Maintain and develop initiatives and programs to protect watersheds and resources to ensure long-term water availability at competitive rates. 3.6. Maintain utility systems and services, infrastructure integrity, and stable competitive rates • The City’s low energy costs and high reliability, due to the underground system, provides an advantage in attracting and retaining energy-intensive industries. Maintaining this cost advantage is important to retaining existing primary employers within the city. • Maintain competitive rate structure for utility customers. • Maintain and improve infrastructure with an eye to future trends. 3.7. Support sustainable infill and redevelopment to meet climate action strategies • Build out within the City’s growth boundaries is expected over the next 20- 30 years. Growth will be denser and taller than historical norms and additional infrastructure will be needed to support remaining open field development. • Develop and promote development policies and practices that are consistent with climate action goals and strategies. • Develop and promote development policies and practices that bridge the tensions inherent with infill development. 3.8. Preserve the City’s sense of place • Fort Collins enjoys a unique appeal based on our open spaces, access to recreation, parks and trail system, and quality school system. Fort Collins is a destination of choice in Northern Colorado for entertainment and festivals. Strategic Objectives – version XIV February 12, 2014 31 • Maintain the positive and unique community character while we transition from a large town to a small city through planning and compromise. • Expand and enhance City open space lands and trail network. • Enhance Downtown character and influence appropriate redevelopment of Midtown. 3.9. Provide transparent, predictable and efficient processes for citizens and business interacting with the City • Fort Collins touches businesses from start to finish. Being efficient and clear to those navigating our processes helps build stronger relationships and enhances our reputation as a place to do businesses. • Maintain and improve systematic processes to encourage business retention, expansion and creation. 3.10. Address downtown parking issues identified in the adopted Parking Plan, including funding, convenient access to Downtown, and integrated transit and alternate mode solutions. • Creating and maintaining a parking system that meets the needs and expectations of both visitors and businesses will continue to be a challenge as growth occurs. • Increase public access to convenient parking. • Identify a sustainable funding source, including partnerships, to address identified current and future parking structure needs throughout the community. • Provide parking at key locations to maximize effectiveness of integrated transit and alternate mode solutions. • Design parking structures in a manner that is compatible with their urban context, yet still meets functional needs. 4. Environmental Health 4.1. Improve wildlife habitat and the ecosystems of the Poudre River and other urban streams • The Poudre River has multiple and, at times, competing demands from various users. It is also a natural amenity and ecosystem to be carefully nurtured and maintained. • Given multiple stresses on the ecology of the Poudre River, there will be a need for local and regional investments if river health is to be maintained and/or improved. • The Poudre River is the lifeblood of Northern Colorado’s economy; efforts to improve the environment will be enhanced by strategies that also address economic needs. Strategic Objectives – version XIV February 12, 2014 32 4.2. Achieve environmental goals within the Sustainability Assessment Tool • Develop consistent organizational capability to effectively implement and utilize the Sustainability Assessment Framework and Toolbox for City decisions while increasing transparency and fostering greater integration across City departments. • Create a decision framework that identifies social, environmental and economic decision implications and optimizes Outcomes. 4.3. Implement indoor and outdoor air quality improvement initiatives • Fort Collins’ ground-level summertime ozone levels continue to be among the highest along the Front Range. Surveys indicate 21-32% of Fort Collins households have a member suffering from respiratory disease. Oil and gas exploration continues to increase in the region, causing an increase in air pollutant emissions. • Indoor air quality is typically more than 70% worse than outdoor air; 70% of Fort Collins buildings have high radon levels. • Strategies, programs and requirements that improve indoor and outdoor air quality are needed. 4.4. Reduce Greenhouse Gas (GHG) emissions by creating a built environment focused on green building and mobile emission reductions • Forty-one percent of US energy consumed in 2011 was by residential and commercial buildings. Energy efficiency and conservation is the most cost- effective approach to reduce building-related consumption and GHG emissions. • Need building code, green building programs and energy conservation programs that drive efficiency and conservation, and reduce GHG emissions. • Need long-term planning for climate change mitigation and adaptation strategies. 4.5. Demonstrate progress towards achieving net zero energy and zero waste within the community and the City organization • Fort Collins currently diverts about 58% of our waste stream, yet the tons of waste to the landfill increased from 2011 to 2012. The landfill currently has approximately 15 years of remaining life, with an estimated replacement cost of $80M or more. • Existing buildings are responsible for more than 80% of the community electricity and natural gas use, account for two-thirds of Fort Collins’ GHG emissions, and cost around $150M per year to operate. Significant opportunities exist through efficiency and conservation -- the most cost- effective approach -- to reduce impacts. • Fundamental shifts away from coal-based electricity and fossil fuel use toward increased renewable energy will be needed to meet community GHG and energy goals. Strategic Objectives – version XIV February 12, 2014 33 • Education, training, regulations and incentives are needed to address and achieve both net zero energy and net zero waste goals. 4.6. Engage citizens in ways to educate and change behavior towards more sustainable living practices • The majority of Fort Collins residents lack awareness and understanding of the impacts of climate change, and of sustainable living opportunities at the personal and community level. • Locally relevant and understandable messaging and education about environmental issues and opportunities is needed to engage the community, including parts of the community that normally do not get involved, and to support a shift in behavior and daily practices on the part of the broader community. 4.7. Increase the community’s resiliency and preparedness for changes in climate, weather and resource availability • Extreme events will continue to impact Fort Collins residents, infrastructure and resources. A multi-pronged approach to increase awareness and integrate planning efforts is necessary to address negative economic impacts, resource constraints, business continuity and public health and safety, and to improve the overall response and resilience of this community. • Additional awareness and consideration of future climate impacts need to be integrated into current and strategic city planning. • Ongoing monitoring of climate science and evolving climate modeling will be necessary and will assist in future course corrections and additional strategy identification. 4.8. Protect water quality, and implement appropriate conservation efforts and long-term water storage capability • The watershed acts as a primary water treatment facility, so monitoring and protecting our watershed is critical. • The City is nationally recognized as the microbrew capital of the country. In addition, technology manufactures have a significant presence. These key local industries and others rely on a high quality and reliable water resource. • While the City’s water consumption per capita has declined approximately 25% over the past 10 years, anticipating additional stress on water resources means additional conservation measures, education and programs are needed. • Initiatives and programs are needed to balance water supply and demand in the face of a changing climate and increasing population, ensuring it is available long into the future and during times of drought. 4.9. Meet or exceed all environmental regulations • The Colorado Department of Health is renewing the effluent discharge permits of the City’s two wastewater facilities. More stringent regulations for Strategic Objectives – version XIV February 12, 2014 34 nutrient, metal, temperature and ammonia are anticipated. It is also anticipated that more stringent state regulations will be implemented in the next few years. • Water infrastructure improvements are needed to meet GHG reduction goals. • Maintaining and improving the City’s current infrastructure of water facilities and pipes, combined with a commitment to always exceed all water and wastewater regulations, is a high priority to the City. 4.10. Conserve and restore habitat and land • There are opportunities to enrich the biological diversity and resilience of City-owned properties, especially Natural Areas. • Investments can continue to be made in restoration and rehabilitation efforts that lead to a richer biota that is characterized by native plants and animals. • The City will continue to acquire land and water for habitat-related purposes. 5. Safe Community 5.1. Provide facilities and training capabilities to enable a high-caliber police force • As the community reaches full build out and a population of approximately 225,000, the type and volume of crimes and community support will change, requiring additional police resources and skill levels. • While keeping current with innovative and best practices, Police Services will focus on training staff in methods and practices consistent with the needs and issues within the community. 5.2. Optimize the use of technology to drive efficiency, productivity, and customer service • Computers and mobile devices improve the effectiveness and efficiency of various services across the City, and particularly in public safety. • The City’s approach is to create the right technology platforms in an integrated way while minimizing the development of isolated functionality where possible. • Technology often comes with an added cost, so the City will balance this cost with the benefits in a way that prevents the use of technology for the sake of technology, and instead creates real, tangible benefits to the organization and community. 5.3. Align staffing levels to deliver services that meet community expectations and need; and increase public safety operational efficiency • The majority of residents surveyed (81%) are satisfied with the City’s level of effort in public safety and emergency response. A data-driven methodology Strategic Objectives – version XIV February 12, 2014 35 to determine the necessary police staffing should be used to sustain the level of public safety as the City grows. • Using timely and accurate data, Police Services will deploy resources to identify, prevent and address crime trends and quality-of-life issues in the City. • The City will continue to provide a safe built environment including well-lit buildings, streets and parking lots; safe design and inspection of facilities; clean, well-kept non-residential areas; and visible presence of safety personnel. • Reliable, efficient electric power is a critical and foundational service for residents and businesses. • Police Services will respond to emergency calls for service (priority one) within five minutes 75% of the time, and Poudre Fire Authority (PFA) will respond within 5 minutes 45 seconds at least 90% of the time. 5.4. Protect life and property with natural, aesthetically pleasing flood mitigation facilities through building codes and development regulations • Stormwater master plans exist for all basins within Fort Collins. Development over the years has caused many of these plans to be less than current. The software these plans were developed on is out of date and no longer supported. • Funding for the needed improvements was deferred and many current projects are unable to proceed or are asked to fund the necessary improvements. • The stormwater master plans, planning tools and funding requirements should be reviewed and updated. Funding alternatives should be identified and a plan should be developed to create funding to implement necessary regional improvements. 5.5. Develop and implement emergency preparation, response and recovery plans across the organization in collaboration with other community efforts • The September 2013 flood was handled professionally by all parts of the City. However, it was identified that a Citywide emergency response and recovery plan is needed. • Representatives of each involved department need to develop the appropriate documentation and understanding of how to respond to an emergency. • A method needs to be established to keep department knowledge current and accurate through review and drills on a periodic basis. • Prioritizing employee training opportunities and regular certification audits will ensure the workforce is prepared to respond to emergencies at any time. Strategic Objectives – version XIV February 12, 2014 36 5.6. Improve motorist, pedestrian and bicyclist safety; and safety within all other modes of travel • The number of bicycle and vehicle collisions has increased with the increase in population and bicycle riders. • Safe travel is desired for all residents, and the City will work to decrease total traffic crashes to stated quarterly targets. When crashes occur, the City will identify specific causal factors that can be addressed in the built environment to reduce future accidents. • Appropriate programs, policies, infrastructure improvements, and educational resources are needed to reduce traffic accidents and bike/vehicle accidents, as well as to promote responsible driving and bicycling. 5.7. Use data to focus police efforts on reducing crime and disorder within the community • Using timely and accurate data, Police Services will deploy resources to identify, prevent and address crime trends and quality-of-life issues in the city. • Additionally, they will enforce the existing laws in a professional and compassionate manner to address community problems. 5.8. Improve community involvement, education and regional partnerships to make our community safer and stronger • Local and regional coordination is essential to a safe community so that all emergency response teams are aligned. • Offers should maximize the resources of local, regional and federal agencies to address safety issues. • Partnerships should continue to support key enforcement and educational programs such as animal control, mental health, substance abuse, detoxification, victim assistance, youth programs and programs to reduce recidivism. • Efforts to foster public-private partnerships to address community safety, and programs that foster a sense of community pride and involvement should be continued. • The City could optimize and leverage volunteers as cost-effective staff resources and citizen advocates. 5.9. Partner with Poudre Fire Authority to provide fire and emergency services • When a fire breaks out, the goal is to contain it within the room of origin. To enhance citizen safety, the goal is to increase containment in the room of origin to 80%. • Development review services ensure that new construction, redevelopment, and building are consistent with the International Fire Code. Strategic Objectives – version XIV February 12, 2014 37 6. Transportation 6.1. Improve safety of all modes of travel • The number of bicycle and vehicle collisions has increased with the increase in population and bicycle riders. • Vehicle accidents have increased 15% in Fort Collins since 2008. • Appropriate programs, policies, infrastructure improvements, and educational resources are needed to reduce traffic accidents and bike/vehicle accidents. 6.2. Improve transit availability and grow ridership through extended hours, improved headways, and Sunday service in appropriate activity centers • Residents identified transportation and enhanced transit as high priorities during community outreach sessions and in the 2013 Citizen Survey. • A fully functioning transit system requires a level of service that allows the rider to move across the city in a timely manner and without concern for the transit schedule. • Service levels should cover the City geographically and should be available at times that support the work and leisure needs of riders. 6.3. Create long-term funding certainty for street maintenance and the overall transportation system • Currently, the majority of street maintenance is funding by two sunsetting taxes – the ¼-cent street maintenance tax and 33% of KFCG. • Street maintenance is a core service of the City and a high priority to residents. • A stable, consistent funding source is needed to provide long-term stability for the street maintenance program. • There is no ongoing, predictable funding source for needed transportation capital improvements. A ten-year, project-specific ¼-cent sales tax is not sustainable, and does not allow for flexibility when opportunities present themselves. A consistent funding source is necessary to plan and execute critical infrastructure needs. 6.4. Fill the gaps and improve the current transportation infrastructure while enhancing the aesthetic environment • Street maintenance and our infrastructure of intersections and pedestrian ways are a high priority to the Fort Collins community. • The City has a significant number of bridges, culverts and irrigation ditch crossings that are old and in need of repair and rebuilding. • Quality infrastructure continues to be a focus, including safe, well- functioning, high quality streets, bikeways, sidewalks and trails. 6.5. Improve traffic flow for all modes of transporting people, goods and information to benefit both individuals and the business community Strategic Objectives – version XIV February 12, 2014 38 • The City will leverage intelligent technology to maximize system capacity and efficiency. • To increase system efficiency and safety, infrastructure deficiencies must be remedied. • City transportation systems are designed to provide accessibility to employment, education and health care by offering a variety of effective transportation choices beyond automobile use. • High quality transportation infrastructure will help retain and attract primary employers. 6.6. Create and implement long-term transportation planning to enhance citizens mobility, support environmental goals, and help local and regional transportation networks operate at a high level of efficiency • Where practical, complete action items identified in 2004 Transportation Master Plan. • Update Transportation Master Plan to reflect critical changes and opportunities that have evolved since 2004. • Continue defining and designing key corridors for transit and vehicle movement. • Maximize linkage between on-street and trail bicycle and pedestrian connections, including key grade-separated crossings. 6.7. Support efforts to achieve climate action goals by reducing mobile emissions and supporting multiple modes of transportation • Lessen single-occupant vehicle use to reduce mobile emissions by:  Increasing transit service opportunities to lessen mobile emissions  Supporting bicycle and pedestrian infrastructure improvements to ensure usable and efficient modal choices.  Working to ensure linkage and connectivity between modes to maximize system effectiveness.  Supporting alternate-fuel vehicles in the City fleet and within the community where practical.  Exploring demand management strategies to lessen auto dependency. 7. High Performing Government 7.1. Improve organizational capability and effectiveness – professional development, leadership, change management, strategic thinking, fiscal literacy, and staff engagement • Delivering services to Fort Collins residents occurs because of the capability and competency of staff. Providing opportunities to improve individual skills, knowledge and leadership through professional development programs will improve the organization’s capacity and capability to deliver the outcomes and services of the City Strategic Plan. Strategic Objectives – version XIV February 12, 2014 39 7.2. Improve core Human Resource systems and develop a total reward system • Compensation programs, position definitions, organizational structure, and performance management systems all play a significant role in the attitude of staff and ultimately the culture of the organization. • Improvements in these systems can/will drive improvement in the organizational capability to deliver the outcomes and services of the City Strategic Plan. • Key systems and processes on which to focus include compensation, job analysis and performance management. 7.3. Align similar jobs and skillsets across the organization to address succession planning and career progression • Similar positions across the City have evolved in isolation and independence. Staff lacks an understanding of upward opportunities, career progression is difficult to identify, and similar positions have different skill requirements and organizational levels. • An assessment of like positions across the organization to develop standard position expectations, skill set requirements, and progression opportunities will develop a stronger, more capable workforce. 7.4. Strengthen methods of public engagement and reach all segments of the community • The city has begun to pursue methods of reaching traditionally hard-to-reach populations, including youth, seniors, Hispanic and low income residents. • These efforts supplement the more traditional outreach to boards and commissions, the business community, the environmental community and general residents, which will continue. 7.5. Optimize the use of information technology to drive efficiency and productivity, and to improve services • The organization is becoming increasingly reliant on technology. IT budgets continue to grow at a rate higher than revenue and other expenditures. Technology provides the opportunity to improve productivity and customer service. • IT resources should be focused on those areas that drive the greatest improvement in customer satisfaction and operational productivity. 7.6. Enhance the use of performance metrics to assess results • Significant progress has been made in defining appropriate metrics to track progress and success in achieving the City’s Strategic Outcomes, objectives and departmental goals. • A data warehouse has been developed to house all metric information and provide easy reporting to various audiences. Strategic Objectives – version XIV February 12, 2014 40 • Further work is needed to weed through existing metrics, and to ensure the right metrics are in place, and that various leaders review and act on the information provided by the metrics 7.7. Develop and implement enterprise wide processes in appropriate areas – “Plan, Do, Check, Act” (PDCA) process improvement tool, safety, strategic planning, council and strategic plan tracking tool, budgeting, project management • Organizational effectiveness can be improved by standardizing select processes, where the tools, skills, and activities of a process are understood by all. • PDCA has been adopted as the continuous improvement methodology to be used across the organization. The steps, tools and knowledge of how to do PDCA need to be defined, training needs to occur, and leaders need to understand their role in helping staff operationalize PDCA methodology in a consistent manner across the organization. • Other processes that should be consistent across the enterprise need to be identified, agreed upon and then institutionalized across the organization. 7.8. Assess effectiveness of safety initiatives, develop and implement safety initiatives to achieve safety goals, and continue to focus on employee health and wellness • The City’s Recordable Accident Frequency (RAF) and Days Away Restricted or Transferred (DART) rates are significantly higher than the average municipal organization and private organizations. The average cost per claim is much lower than both of the norms. However, the DART rate indicates a substantial cost in lost or restricted time. • Data indicates that, while our incidents are less severe, the rate of incidents leaves significant room for improvement. • More prescriptive measures are needed to quickly change the organizational culture and sensitivity to creating safe work practices and a safe work environment. 7.9. Improve productivity, efficiency, effectiveness, customer service and citizen satisfaction in all areas of the municipal organization • Exceptional service is driven by an efficient, effective, and productive government. Through operational excellence initiatives that focus on these qualities of public service, the City will continue to develop and implement effective processes and systems with a strong focus on continual improvement. 7.10. Implement leading-edge and innovative practices that drive performance excellence and quality improvements across all Service Areas. • The organization lacks a systematic process for encouraging, evaluating, and implementing innovative and leading-edge ideas. In addition, the concept of “intelligent risk-taking” has not been clearly defined. Strategic Objectives – version XIV February 12, 2014 41 • An organization-wide system should be developed and deployed to fund, pilot and implement innovative ideas, and to provide training to encourage intelligent risk-taking. 7.11. Proactively influence policy at other levels of government regulation • The City plays a critical role in influencing local, state, and federal policy that impacts our ability to achieve key outcomes. • Through the legislative policy agenda and participation in legislative and regulatory stakeholder groups, the City will proactively, rather than reactively, influence policy outcomes. 7.12. Promote a values-driven organizational culture that reinforces ethical behavior, exercises transparency and maintains the public trust • The organization places a strong value on maintaining the public trust and has articulated high expectations regarding ethical behavior. However, there is not a systematic process for reporting unethical behavior and ethics violations for City employees. • An organization-wide ethics program to clarify expectations regarding specific behaviors will further embed our organization’s core values into the culture and reinforce accountability. Strategic Objectives – version XIV February 12, 2014 42 Appendix B: Strategic Objectives Linkage Across Outcomes Indicates primary outcome area Indicates other applicable outcome areas Strategic Objective Community and Neighborhood Livability Culture and Recreation Economic Health Environmental Health Safe Community Transportation High Performing Government 1.1. Improve access to a broad range of housing that is affordable 3.3 1.2. Preserve the historical character of the community 3.8 1.3. Direct and guide growth in the community through appropriate land use and development review processes 2.4, 2.5 3.1, 3.2, 3.7, 3.8, 3.10 4.4, 4.7, 4.10 5.3, 5.4 6.4, 6.5, 6.6 1.4. Preserve access to nature and the City’s sense of place 2.4, 2.5, 2.7 3.3, 3.8 4.1, 4.10 1.5. Promote a healthy and resilient local food system 3.3 4.6, 4.7 1.6. Leverage and improve collaboration with other human and sustainable service agencies 3.4 4.6 5.8 6.2 1.7. Expand organizational and community knowledge about diversity, and embrace cultural differences 2.6 3.3 5.1, 5.8 7.4 1.8. Develop clear, strategic definition and description of the City’s social sustainability role within the community 3.1, 3.3 5.8 7.4, 7.7, 7.10 1.9. Address neighborhood parking issues 6.4, 6.5 1.10. Maintain and enhance attractive neighborhoods through City services, innovative enforcement techniques, and voluntary compliance with City codes and regulations 3.8 5.4 Alignment of Strategic Objectives with Outcome Areas 43 Indicates primary outcome area Indicates other applicable outcome areas Strategic Objective Community and Neighborhood Livability Culture and Recreation Economic Health Environmental Health Safe Community Transportation High Performing Government Alignment of Strategic Objectives with Outcome Areas 1.11. Foster positive and respectful neighbor relationships and open communication, as well as provide and support conflict resolution 5.8 44 Indicates primary outcome area Indicates other applicable outcome areas Strategic Objective Community and Neighborhood Livability Culture and Recreation Economic Health Environmental Health Safe Community Transportation High Performing Government Alignment of Strategic Objectives with Outcome Areas 2.1. Improve low-income citizen access to, and participation in, City programs and facilities 5.7, 5.8 2.2. Develop marketing strategies that drive optimal attendance and revenue 2.3. Develop Operation and Maintenance (O&M) funding alternatives for partially subsidized facilities and programs 7.1 2.4. Maintain and enhance the current Culture, Recreation and Parks system 1.4 3.3, 3.8 4.1, 4.6, 4.10 5.4, 5.7, 5.8 6.1, 6.5, 6.7 2.5. Plan, design and implement citywide park and trail improvements 1.4 3.3, 3.8 4.1, 4.10 5.4, 5.7, 5.8 6.1, 6.5, 6.7 2.6. Develop a clear strategic definition and description of the City’s role in the culture and arts while leveraging partnerships with other community organizations 3.3, 3.4, 3.8 2.7. Promote a healthy community and access to nature. 1.4, 1.5 3.3, 3.8 4.1, 4.6, 4.10 45 Indicates primary outcome area Indicates other applicable outcome areas Strategic Objective Community and Neighborhood Livability Culture and Recreation Economic Health Environmental Health Safe Community Transportation High Performing Government Alignment of Strategic Objectives with Outcome Areas 3.1. Align economic health goals across all levels of the organization and refine and agree upon the economic tools the City uses 4.2, 4.4 7.7 3.2. Improve policies and programs to retain, expand, incubate, and attract primary employers where consistent with City goals 7.11, 7.12 3.3. Support workforce development and community amenities initiatives that meet the needs of primary and innovative employers 3.4. Improve effectiveness through collaboration with economic health oriented regional partners 3.5. Sustain high water quality to support the community and water dependent businesses 4.1, 4.8 5.9 3.6. Maintain utility systems and services; infrastructure integrity; and stable, competitive rates 4.7, 4.8, 4.9 5.4, 5.5 3.7. Support sustainable infill and redevelopment to meet climate action strategies 1.3, 1.4 4.4 6.4, 6.5, 6.6 3.8. Preserve the City’s sense of place 1.3, 1.4, 1.10 2.4, 2.5, 2.7 4.1, 4.4, 4.7, 4.10 5.3, 5.4, 5.5, 5.6, 5.8 6.1, 6.3, 6.4, 6.6, 6.7 3.9. Provide transparent, predictable and efficient processes for citizens and businesses interacting with the City 7.4, 7.5, 7.9, 7.12 46 Indicates primary outcome area Indicates other applicable outcome areas Strategic Objective Community and Neighborhood Livability Culture and Recreation Economic Health Environmental Health Safe Community Transportation High Performing Government Alignment of Strategic Objectives with Outcome Areas 3.10. Address Downtown parking issues identified in the adopted Parking Plan, including funding, convenient access to Downtown, and integrated transit and alternate mode solutions. 1.9 6.4, 6.5 47 Indicates primary outcome area Indicates other applicable outcome areas Strategic Objective Community and Neighborhood Livability Culture and Recreation Economic Health Environmental Health Safe Community Transportation High Performing Government Alignment of Strategic Objectives with Outcome Areas 4.1. Improve wildlife habitat and the ecosystems of the Poudre River and other urban streams 1.4 2.7 3.5, 3.8 4.2. Achieve environmental goals within the Sustainability Assessment Tool 7.7 4.3. Implement indoor and outdoor air quality improvement initiatives 1.4 2.7 3.3, 3.7 6.2, 6.5, 6.6, 6.7 4.4. Reduce Greenhouse Gas (GHG) emissions by creating a built environment focused on green building and mobile emission reductions 1.3, 1.9, 1.10 3.2, 3.7 6.2, 6.5, 6.6, 6.7 4.5. Demonstrate progress toward achieving net zero energy and net zero waste within the community and the City organization 3.7 7.5, 7.10 4.6. Engage citizens in ways to educate and change behavior towards more sustainable living practices 1.4, 1.5 2.7 6.2, 6.5, 6.7 7.4 4.7. Increase the community’s resiliency and preparedness for changes in climate, weather and resource availability 1.3, 1.5 3.2, 3.3, 3.5, 3.6, 3.7 5.4, 5.5, 5.9 6.7 7.7 4.8. Protect water quality, implement appropriate conservation efforts and long- term water storage capability 3.5 5.5, 5.9 4.9. Meet or exceed all environmental regulations 3.5 5.4, 5.5 7.6, 7.11 4.10. Conserve and restore habitat and land 1.4, 1.3 2.4, 2.5, 2.7 48 Indicates primary outcome area Indicates other applicable outcome areas Strategic Objective Community and Neighborhood Livability Culture and Recreation Economic Health Environmental Health Safe Community Transportation High Performing Government Alignment of Strategic Objectives with Outcome Areas 5.1. Provide facilities and training capabilities to enable a high-caliber police force 7.1 5.2. Optimize the use of technology to drive efficiency, productivity and customer service 4.5 7.5, 7.9 5.3. Align staffing levels to deliver services that meet community expectations and needs, and increase public safety operational efficiency 1.10, 1.11 3.2, 3.3, 3.8 7.4, 7.6 5.4. Protect life and property with natural, aesthetically pleasing flood mitigation facilities through building codes and development regulations 1.3 3.7, 3.8 4.7, 4.10 5.5. Develop and implement emergency preparation, response and recovery plans across the organization in collaboration with other community efforts 3.3, 3.5, 3.6 4.7 7.1, 7.7 5.6. Improve motorist, pedestrian and bicyclist safety, and safety within all other modes of travel 2.7 3.3, 3.8 6.1, 6.7 5.7. Use data to focus police efforts on reducing crime and disorder within community 7.5, 7.6 5.8. Improve community involvement, education and regional partnerships to make our community safer and stronger 1.6, 1.11 7.4, 7.11 5.9. Partner with Poudre Fire Authority to provide fire and emergency services 1.1 3.2, 3.3 4.7 49 Indicates primary outcome area Indicates other applicable outcome areas Strategic Objective Community and Neighborhood Livability Culture and Recreation Economic Health Environmental Health Safe Community Transportation High Performing Government Alignment of Strategic Objectives with Outcome Areas 6.1. Improve safety of all modes of travel 5.6 6.2. Improve transit availability and grow ridership through extended hours, improved headways, and Sunday service in appropriate activity centers 2.7 3.2, 3.3, 3.10 4.3, 4.4, 4.6 7.5, 7.6, 7.9, 7.10 6.3. Create long-term funding certainty for street maintenance and the overall transportation system 1.3, 1.4 7.7, 7.11 6.4. Fill the gaps and improve the current built out transportation infrastructure while enhancing the aesthetic environment 1.3, 1.4 3.3, 3.6, 3.7, 3.8, 3.10 6.5. Improve traffic flow for all modes of transporting people, goods and information to benefit both individuals and the business community 1.4, 1.9 3.3, 3.6, 3.10 4.4 5.6 6.6. Create and implement long-term transportation planning to enhance citizens mobility, support environmental goals, and help local and regional transportation networks operate at a high level of efficiency 1.3, 1.4 3.3, 3.8, 3.10 4.4 6.7. Support efforts to achieve climate action goals through reduction of mobile emissions and supporting multiple modes of transportation 1.9 2.7 3.7, 3.10 4.4 50 Indicates primary outcome area Indicates other applicable outcome areas Strategic Objective Community and Neighborhood Livability Culture and Recreation Economic Health Environmental Health Safe Community Transportation High Performing Government Alignment of Strategic Objectives with Outcome Areas 7.1. Improve organizational capability and effectiveness – professional development, leadership, change management, strategic thinking, fiscal literacy and staff engagement 7.2. Improve core Human Resources systems and develop a total reward system 7.3. Align similar jobs and skillsets across the organization to address succession planning and career progression 7.4. Strengthen methods of public engagement and reach all segments of the community 1.6, 1.10 2.1 3.3, 3.8, 3.9 4.5, 4.6 5.3, 5.8 6.6, 6.7 7.5. Optimize the use of information technology to drive efficiency and productivity, and to improve services 3.3, 3.9 4.5 5.2, 5.7 6.2 7.6. Enhance the use of performance metrics to assess results 2.2, 2.6 3.2 4.3, 4.4, 4.5, 4.8, 4.9 5.3, 5.7 6.2, 6.6, 6.7 7.7. Develop and implement enterprise wide processes in appropriate areas – "Plan, Do, Check, Act" process improvement tool, safety, strategic planning, council and strategic plan tracking tool, budgeting, project management 2.3 3.1, 3.2, 3.9 4.2 5.5 6.6, 6.6 7.8. Assess effectiveness of safety initiatives, develop and implement safety initiatives to achieve safety goals, and continue to focus on employee health and wellness 2.7 51 Indicates primary outcome area Indicates other applicable outcome areas Strategic Objective Community and Neighborhood Livability Culture and Recreation Economic Health Environmental Health Safe Community Transportation High Performing Government Alignment of Strategic Objectives with Outcome Areas 7.9. Improve productivity, efficiency, effectiveness, customer service and citizen satisfaction in all areas of the municipal organization 2.4 3.9 5.2, 5.3, 5.7, 5.8 6.2, 6.5, 6.6 7.10. Implement leading-edge and innovative practices that drive performance excellence and quality improvements across all Service Areas 1.8, 1.10 2.5 3.2, 3.4 4.2, 4.5 5.1, 5.2, 5.7 6.6, 6.7 7.11. Proactively influence policy at other levels of government regulation 3.4 4.9 6.3 7.12. Promote a values-driven organizational culture that reinforces ethical behavior, exercises transparency and maintains the public trust. 3.2, 3.9 52 Provide for safe & reliable multi- modal travel to, from, and throughout the city 1. Lane Miles of Roadway Pavement Improved 2. Transfort Fixed Route Passengers per Revenue Hour 3. Transfort Fixed Route Ridership 6.1. Improve safety of all modes of travel 6.2. Improve transit availability and grow ridership through extended hours, improved headways, and Sunday service in appropriate activity centers 6.3. Create long-term funding certainty for street maintenance and the overall transportation system 6.4. Fill the gaps and improve the current built out transportation infrastructure while enhancing the aesthetic environment 6.5. Improve traffic flow for all modes of transporting people, goods and information to benefit both individuals and the business community 6.6. Create and implement long-term transportation planning to enhance citizens mobility, support environmental goals, and help local and regional transportation networks operate at a high level of efficiency 6.7. Support efforts to achieve climate action goals by reducing mobile emissions and supporting multiple modes of transportation 7 High Performing Government Deliver an efficient, innovative, transparent, effective and collaborative city government 1. Accuracy of Budgeted Expenses 2. Actual Revenue Compared to Budget 3. Average Response Time of Cases Submitted to Access Fort Collins 4. City Employee Safety - Days Away Restricted or Transferred (DART) Rate YTD 5. City Employee Safety - Recordable Accident Frequency (RAF) Rate YTD 6. City Employee Turnover Rate 7.1. Improve organizational capability and effectiveness – professional development, leadership, change management, strategic thinking, fiscal literacy and staff engagement 7.2. Improve core Human Resources systems and develop a total reward system 7.3. Align similar jobs and skillsets across the organization to address succession planning and career progression 7.4. Strengthen methods of public engagement and reach all segments of the community 7.5. Optimize the use of information technology to drive efficiency and productivity, and to improve services 7.6. Enhance the use of performance metrics to assess results 7.7. Develop and implement enterprise wide processes in appropriate areas – “Plan, Do, Check, Act” process improvement tool, safety, strategic planning, council and strategic plan tracking tool, budgeting, project management 7.8. Achieve safety goals through effective assessment and implementation of safety initiatives, and continue focus on employee health and wellness. 7.9. Improve productivity, efficiency, effectiveness, customer service and citizen satisfaction in all areas of the municipal organization 7.10. Implement leading-edge and innovative practices that drive performance excellence and quality improvements across all Service Areas 7.11. Proactively influence policy at other levels of government regulation 7.12. Promote a values-driven organizational culture that reinforces ethical behavior, exercises transparency and maintains the public trust Vision To provide world-class municipal services through operational excellence and a culture of innovation Values Outstanding Service Innovation & Creativity Respect Integrity Initiative Collaboratio n & Teamwork Stewardship Mission Exceptional Service for an exceptional community 2.7. Promote a healthy community and access to nature 3 Economic Health Promote a healthy, sustainable economy reflecting community values 1. Commercial Vacancy Rates 2. Local Unemployment Rate 3. Lodging Occupancy Rates 4. Net Percent Change in Local Jobs 5. New Commercial Permit Dollar Volume per Capita 6. New Residential Permit Unit Volume 3.1. Align economic health goals across all levels of the organization and refine and agree upon the economic tools the City uses 3.2. Improve policies and programs to retain, expand, incubate, and attract primary employers where consistent with City goals 3.3. Support workforce development initiatives that meet the needs of primary and innovative employers 3.4. Improve effectiveness through collaboration with economic health oriented regional partners 3.5. Sustain high quality water to support the community and water dependent businesses 3.6. Maintain utility systems and services, infrastructure integrity, and stable competitive rates 3.7. Support sustainable infill and redevelopment to meet climate action strategies 3.8. Preserve the City’s sense of place 3.9. Provide transparent, predictable and efficient processes for citizens and businesses interacting with the City 3.10. Address downtown parking issues Mission Exceptional Service for an exceptional community Values Outstanding Service Innovation & Creativity Respect Integrity Initiative Collaboratio n & Teamwork Stewardship Vision To provide world-class municipal services through operational excellence and a culture of innovation