HomeMy WebLinkAboutCOUNCIL - AGENDA ITEM - 03/25/2014 - 2015-2016 STRATEGIC PLANDATE:
STAFF:
March 25, 2014
Diane Jones, Deputy City Manager
Mike Beckstead, Chief Financial Officer
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
2015-2016 Strategic Plan.
EXECUTIVE SUMMARY
The purpose of this item is for City Council to review of the final draft of the Strategic Plan, which forms the
foundation for preparation of the 2015-2016 City Budget.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
This is the final review of the updated Strategic Plan before staff and BFO Teams begin their work in earnest to
prepare the recommended 2015 - 2016 City Budget. While initial work on the development of the budget offers
began in March, the majority of the work continues through April. Round 1 reviews by the BFO teams are
scheduled for late April and May.
For this final review, Council is asked to address the following questions:
a. Are there any particular areas within the strategic objectives that are missing or not represented that
should be for 2015-2016?
b. Are the major priorities that need to be addressed over the next two years (2015 - 2016) reflected in the
strategic objectives? Are there any priorities that are missing?
Following Council’s final direction at this work session, 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.
Working with the Budget Lead Team, the City Manager will prepare the 2015-2016 Recommended Budget and
present to Council by September 1. Council work session reviews and budget hearings will be held in September
and October, with Council determining the final budget and appropriations by November 30, 2014.
We appreciate the work that Councilmembers, as well as staff, have provided to formulate and update the City’s
Strategic Plan.
BACKGROUND / DISCUSSION
This will be the final review by City Council of the updated Strategic Plan. Feedback from City Council at the
February 25 retreat was incorporated into this final version of the Plan. The Plan also includes several
clarifications and modifications to enhance the intent and understanding of the strategic objectives.
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.
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
March 25, 2014 Page 2
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.
Following Council’s February 25 retreat and the initial review of the Strategic Plan, the Executive Lead Team and
the Chairs of the BFO Teams carefully reviewed and considered Council’s comments and input. Attachment 3 is
a red-line version that illustrates all of the changes that have been made to the first draft presented to Council on
February 25.
ATTACHMENTS
1. Powerpoint presentation (PDF)
2. Updated Strategic Plan (PDF)
3. Strategic Plan - Redline version (PDF)
1
ATTACHMENT 1
OVERVIEW
2
Big Picture
3
CASCADE OF COUNCIL INFLUENCE
STARTING WITH THE ON-BOARDING PROCESS….
PLANNING
ACTIVITY
PLANNING
ACTIVITY
EXECUTION
ACTIVITY
EXECUTION
ACTIVITY
Strategic Plan
5 Yr. View
BFO
2015/2016
ELECTIONS
On Board
2013 2014 2015 2016
2013 Budget 2014 Budget 2015 2016
BFO Programs & Initiatives BFO Programs & Initiatives
Strategic Plan
Issues Based Strategic Planning
4
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
ENVIRONMENTAL
SCAN
2015/16 CITY STRATEGIC PLAN DRIVEN BY CITIZEN,
COUNCIL AND STAFF INPUT & PRIORITIES
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
How it Worked
Environmental Scan
5
OWNER ACTIVITY
CPIO • Citizen Survey results by mid Jan
• Citizen engagement – non traditional groups
• Boards & Commission meetings
RREESSUULLTTSS
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 prepared
Draft Strategic Plan
ELT & BFO
Chairs
• Detailed review & edits – outcomes & objectives
• Alignment of critical issues to be addressed
• 5 year view
• Identification of horizontal implications
Draft Strategic Plan
ELT LED ISSUES BASED STRATEGIC OBJECTIVES….
STRATEGIC OBJECTIVES CREATE FOCUS FOR THE NEXT 5 YEARS
Guiding Themes
6
• Strategy is intended to reflect priorities over the next 5 years
• Strategy guides decisions on what to fund within the budget
• Partnerships are critical to achieving many Objectives even if they are not
specifically called out in an Objective
• The Community Dashboard Metrics were established in 2013
o Staff recommends retaining these metrics for 2015/2016
• 5 Year Financial review
o General Fund & other major funds healthy
o Service needs outpacing revenue in Transit & Golf
o Funding uncertainty with expiring taxes in Street Maintenance & Natural
Areas
GOAL TODAY….. STRATEGIC OBJECTIVES ALIGNED WITH COUNCIL PRIORITIES
Questions for Council
7
• Presentation by Outcome
o Summarize Outcome goal
o Summarize Community Metrics for the Outcome
o Review of Strategic Objective modifications since Feb 25th
• Questions for Council:
o Are there any particular areas within the strategic objectives that are missing
or not represented that should be for 2015-2016?
o Are the major priorities that need to be addressed over the next two years
(2015-2016) reflected in the strategic objectives? Are there any priorities
that are missing?
GOAL TODAY….. STRATEGIC OBJECTIVES ALIGNED WITH COUNCIL PRIORITIES
OUTCOME
DISCUSSIONS
OUTCOME
DISCUSSIONS
8
Key Strategic Outcome:
Community & Neighborhood Livability
9
INFILL AND
REDEVELOPMENT
Provide a high quality built environment and
support quality, diverse neighborhoods
Provide a high quality built environment and
support quality, diverse neighborhoods
Key Strategic Outcome:
Community & Neighborhood Livability
10
CONNECTING NATURE
AND URBAN SPACES
Provide a high quality built environment and
support quality, diverse neighborhoods
Provide a high quality built environment and
support quality, diverse neighborhoods
Key Strategic Outcome:
Community & Neighborhood Livability
11
AFFORDABLE,
QUALITY HOUSING
Provide a high quality built environment and
support quality, diverse neighborhoods
Provide a high quality built environment and
support quality, diverse neighborhoods
Key Strategic Outcome:
Community & Neighborhood Livability
12
Community Dashboard Outcome Metrics
Provide a high quality built environment and support quality, diverse neighborhoods
Key Strategic Outcome:
Community & Neighborhood Livability
13
STRATEGIC OBJECTIVES
Provide a high quality built environment and support quality, diverse neighborhoods
1.1. Improve access to a broad range of quality housing that is affordable.
1.2. Preserve the significant historical character of the community.
1.3. Direct and guide growth in the community through appropriate planning,
annexation, land use and development review processes.
1.4. Preserve and provide responsible access to nature.
1.5. Preserve and enhance the City’s sense of place.
1.6. Promote health and wellness within the community.
1.7. Leverage and improve collaboration with other human and sustainable
service agencies to address the prevention of homelessness, poverty issues
and other high priority human service needs.
Key Strategic Outcome:
Community & Neighborhood Livability
14
STRATEGIC OBJECTIVES
Provide a high quality built environment and support quality, diverse neighborhoods
1.8. Expand organizational and community knowledge about diversity,
and embrace cultural differences.
1.9. Develop clear goals, strategic definition and description of the City’s social
sustainability role within the community.
1.10. Address neighborhood parking issues.
1.11. Maintain and enhance attractive neighborhoods through City services,
innovative enforcement techniques, and voluntary compliance with City
codes and regulations.
1.12. Foster positive and respectful neighbor relationships and open
communication, as well as provide and support conflict resolution.
Key Strategic Outcome:
Culture & Recreation
15
SUPPORT HEALTHY
LIFESTYLES
Provide diverse cultural
and recreational amenities
Provide diverse cultural
and recreational amenities
Key Strategic Outcome:
Culture & Recreation
16
ENRICH
QUALITY OF LIFE
Provide diverse cultural
and recreational amenities
Provide diverse cultural
and recreational amenities
Key Strategic Outcome:
Culture & Recreation
17
SPECIAL
PLACES
Provide diverse cultural
and recreational amenities
Provide diverse cultural
and recreational amenities
18
Community Dashboard Outcome Metrics
Provide diverse cultural and recreational amenities
Key Strategic Outcome:
Culture & Recreation
19
STRATEGIC OBJECTIVES
2.1. Improve low and moderate income citizen access to, and
participation in, City programs and facilities.
2.2. Develop effective marketing strategies that drive optimal attendance and
revenue.
2.3. Develop effective Operation and Maintenance (O&M) funding
alternatives for subsidized facilities and programs.
2.4. Maintain and enhance the current culture, recreation and parks systems.
2.5. Plan, design and implement citywide park, recreation and trail
improvements.
Provide diverse cultural and recreational amenities
Key Strategic Outcome:
Culture & Recreation
20
STRATEGIC OBJECTIVES
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 responsible access to nature.
Provide diverse cultural and recreational amenities
Key Strategic Outcome:
Culture & Recreation
Key Strategic Outcome:
Economic Health
21
PLACE
MAKING
Promote a healthy, sustainable
economy reflecting community values
Promote a healthy, sustainable
economy reflecting community values
Key Strategic Outcome:
Economic Health
22
ATTRACTIVE, QUALITY
INFRASTRUCTURE
Promote a healthy, sustainable
economy reflecting community values
Promote a healthy, sustainable
economy reflecting community values
Key Strategic Outcome:
Economic Health
23
RETAIN
& EXPAND
Promote a healthy, sustainable
economy reflecting community values
Promote a healthy, sustainable
economy reflecting community values
24
Community Dashboard Outcome Metrics
Promote a healthy, sustainable economy reflecting community values
Key Strategic Outcome:
Economic Health
25
STRATEGIC OBJECTIVES
3.1. Align economic health goals and strategy 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.
Key Strategic Outcome:
Economic Health
Promote a healthy, sustainable economy reflecting community values
26
STRATEGIC OBJECTIVES
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 parking issues identified in the adopted Parking Plan,
including funding, convenient access, and integrated transit and
alternate mode solutions.
3.11. Encourage the development of reliable, ultra high speed internet services
throughout the community.
Key Strategic Outcome:
Economic Health
Promote a healthy, sustainable economy reflecting community values
Key Strategic Outcome:
Environmental Health
27
POUDRE RIVER
RESTORATION
Promote, protect and enhance a
healthy & sustainable environment
Promote, protect and enhance a
healthy & sustainable environment
Key Strategic Outcome:
Environmental Health
28
ALTERNATIVE
ENERGY SOURCES
Promote, protect and enhance a
healthy & sustainable environment
Promote, protect and enhance a
healthy & sustainable environment
Key Strategic Outcome:
Environmental Health
29
APPROPRIATE
ACCESS
Promote, protect and enhance a
healthy & sustainable environment
Promote, protect and enhance a
healthy & sustainable environment
30
Community Dashboard Outcome Metrics
Promote, protect and enhance a healthy & sustainable environment
Key Strategic Outcome:
Environmental Health
31
STRATEGIC OBJECTIVES
4.1. Improve and protect wildlife habitat and the ecosystems of the Poudre
River and other urban streams.
4.2. Achieve environmental goals using the Sustainability Assessment
framework.
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 within the
community and the City organization.
Promote, protect and enhance a healthy & sustainable environment
Key Strategic Outcome:
Environmental Health
32
STRATEGIC OBJECTIVES
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 and monitor 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 biodiversity and habitat.
4.11. Demonstrate progress toward achieving zero waste within the
community and the City organization.
Promote, protect and enhance a healthy & sustainable environment
Key Strategic Outcome:
Environmental Health
Key Strategic Outcome:
Safe Community
33
COMMUNITY
POLICING
Provide a safe place to live,
work, learn and play
Provide a safe place to live,
work, learn and play
Key Strategic Outcome:
Safe Community
34
PREVENTATIVE
INFRASTRUCTURE
Provide a safe place to live,
work, learn and play
Provide a safe place to live,
work, learn and play
Key Strategic Outcome:
Safe Community
35
EDUCATION
& OUTREACH
Provide a safe place to live,
work, learn and play
Provide a safe place to live,
work, learn and play
36
Community Dashboard Outcome Metrics
Provide a safe place to live, work, learn and play
Key Strategic Outcome:
Safe Community
37
STRATEGIC OBJECTIVES
5.1. Provide facilities and training capabilities to support 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.
Provide a safe place to live, work, learn and play
Key Strategic Outcome:
Safe Community
38
STRATEGIC OBJECTIVES
5.5. Develop and implement emergency preparation, response and
recovery plans across the organization in collaboration with other
community efforts.
5.6. Improve safety for all modes of travel including vehicular, pedestrian
and bicycles.
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.
Provide a safe place to live, work, learn and play
Key Strategic Outcome:
Safe Community
39
STRATEGIC OBJECTIVES
5.9. Partner with Poudre Fire Authority to provide fire and emergency
services.
5.10 Provide a high-quality, sustainable water supply that meets or
exceeds all public health standards and supports a healthy and safe
community.
Provide a safe place to live, work, learn and play
Key Strategic Outcome:
Safe Community
Key Strategic Outcome:
Transportation
40
MULTI-MODAL
OPTIONS
Provide for safe & reliable multi-modal
travel to, from, and throughout the city
Provide for safe & reliable multi-modal
travel to, from, and throughout the city
Key Strategic Outcome:
Transportation
41
SAFE, EFFICIENT
DESIGN
Provide for safe & reliable multi-modal
travel to, from, and throughout the city
Provide for safe & reliable multi-modal
travel to, from, and throughout the city
Key Strategic Outcome:
Transportation
42
AESTHETICALLY
PLEASING & FUNCTIONAL
Provide for safe & reliable multi-modal
travel to, from, and throughout the city
Provide for safe & reliable multi-modal
travel to, from, and throughout the city
43
Community Dashboard Outcome Metrics
Provide for safe & reliable multi-modal travel to, from, and throughout the city
Key Strategic Outcome:
Transportation
44
STRATEGIC OBJECTIVES
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. Fill the gaps for all modes of travel and improve the current
transportation infrastructure while enhancing the aesthetic
environment.
6.4. Improve traffic flow for all modes of transporting people, goods and
information to benefit both individuals and the business community.
Provide for safe & reliable multi-modal travel to, from, and throughout the city
Key Strategic Outcome:
Transportation
45
STRATEGIC OBJECTIVES
6.5. 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.
6.6. Support efforts to achieve climate action goals by reducing mobile
emissions and supporting multiple modes of transportation.
6.7 Create and implement planning, engineering and financial strategies
address adequate infrastructure within the northeast area of Fort
Collins.
Provide for safe & reliable multi-modal travel to, from, and throughout the city
Key Strategic Outcome:
Transportation
Key Strategic Outcome:
High Performing Government
46
HIGH QUALITY
EMPLOYEES
Deliver an efficient, innovative, transparent,
effective and collaborative city government
Deliver an efficient, innovative, transparent,
effective and collaborative city government
Key Strategic Outcome:
High Performing Government
47
TECHNOLOGY
INFRASTRUCTURE
Deliver an efficient, innovative, transparent,
effective and collaborative city government
Deliver an efficient, innovative, transparent,
effective and collaborative city government
Key Strategic Outcome:
High Performing Government
48
EFFECTIVE
GOVERNANCE
Deliver an efficient, innovative, transparent,
effective and collaborative city government
Deliver an efficient, innovative, transparent,
effective and collaborative city government
49
Provide for safe & reliable multi-modal travel to, from, and throughout the city
Key Strategic Outcome:
High Performing Government
Community Dashboard Outcome Metrics
50
STRATEGIC OBJECTIVES
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.
Provide for safe & reliable multi-modal travel to, from, and throughout the city
Key Strategic Outcome:
High Performing Government
51
STRATEGIC OBJECTIVES
7.5. Optimize the use of 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.
Provide for safe & reliable multi-modal travel to, from, and throughout the city
Key Strategic Outcome:
High Performing Government
52
STRATEGIC OBJECTIVES
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.
7.13 Continuously improve the City’s governance processes.
Provide for safe & reliable multi-modal travel to, from, and throughout the city
Key Strategic Outcome:
High Performing Government
BACK UP
53
Strategic Plan Process
54
• Source Information used by Staff – previously approved:
o Citizen Engagement & Survey, Council Work Plan, City Plan
and various Master Plans
o Staff developed matrix of issues & challenges by Outcome
• Replaces Prior Year Purchasing Strategies – used to rank Offers:
o Strategy developed by ELT & BFO Chairs – 5 year view
o Strategic Objectives were developed based on issues & challenges
o Horizontal alignment across outcomes
• Similar to the City Manager Recommended Budget:
o Council alters Strategic Objectives as needed to create focus
and guide offer development
o Two reviews scheduled – Feb 25th and March 25th
Strategy Developed using Previously Approved Plans…..
Strategy is Designed to Create Focus over the Next 5 Years….
Strategic Planning Links to
Operational Planning
55
READY… SET… GO!
BFO
2015/2016
2014 Strategic Plan
5 Year Horizon
Citizen Input &
Priorities
Council Input &
Priorities
Organization
Input &
Priorities
Strategic Work
& Analysis
Outcomes
• Highest Level Focus Area
Strategic Objectives (SO)
• Achieve helps realize Outcome
• 8-12 SOs for each Outcome
Metrics tied to SO
• Conclusions
• Implications
• Advantages
• Issues
• Initiatives
• Projects
• Funding
• Metrics
• Linkage
BFO
Operational
& Financial
Planning
Strategic Planning
Change in the Process
56
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
57
Strategic Objectives – version XVII March 13, 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 12
3. Strategic Outcome – Economic Health 15
4. Strategic Outcome – Environmental Health 20
5. Strategic Outcome – Safety 24
6. Strategic Outcome – Transportation 28
7. Strategic Outcome – High Performing Government 31
III. Community Dashboard 37
IV. Strategic Financial Plan – 5-year look (to be prepared for March 25) 42
V. Appendix
A. Strategic Objectives Linkage Across Outcomes 45
B. Glossary of Terms (to be prepared for March 25) 58
ATTACHMENT 2
Strategic Objectives – version XVII March 13, 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 is at or below the poverty line 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:
x Police
x Fire Protection through a local Authority
x Streets, Transportation & Transit infrastructure
x Parks, Recreation, Natural Areas & Cultural facilities
x Planning, Engineering & Community services
x Sustainability Services – Economic Health, Environmental Services & Social
Sustainability
x Utilities – Electric, Water, Wastewater & Stormwater
Strategic Objectives – version XVII March 13, 2014
3
x 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 XVII March 13, 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. The City embraces a wide variety of partnerships (e.g., other
government agencies, non-profits, educational institutions and private entities). These
partnerships are local, regional, national and international. Strong and effective
partnerships are important in achieving our strategic objectives.
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.
City of Fort Collins 2015-2016 Strategic Plan Summary
Mission,
Vision,
Values
Key Strategic
Outcomes
Community Dashboard
Outcome Metrics Strategic Objectives
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
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 of quality housing that is affordable.
1.2. Preserve the significant historical character of the community.
1.3. Direct and guide growth in the community through appropriate planning, annexation, land use and development review processes.
1.4. Preserve and provide responsible access to nature.
1.5. Preserve and enhance the City’s sense of place.
1.6. Promote health and wellness within the community.
1.7. Leverage and improve collaboration with other human and sustainable service agencies, to address the prevention of homelessness, poverty issues and other
high priority human service needs.
1.8. Expand organizational and community knowledge about diversity, and embrace cultural differences.
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
Environmental
Health
Promote, protect
and enhance a
healthy &
sustainable
environment
1. Community Energy Use
2. Outdoor Air Quality Index (AQI) -
Fine Particulate Matter 2.5 microns
(PM 2.5)
3. Outdoor Air Quality Index (AQI) –
Ozone
4. Wastewater Regulation Violations
4.1. Improve and protect wildlife habitat and the ecosystems of the Poudre River and other urban streams.
4.2. Achieve environmental goals using the Sustainability Assessment framework.
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 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 and monitor 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 biodiversity and habitat.
4.11. Demonstrate progress toward achieving zero waste within the community and the City organization.
Safe
Community
Provide a safe
place to live,
work, learn and
play
1. Drinking Water Regulation Violations
2. Number of Total Traffic Crashes
Strategic Objectives – version XVII March 13, 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 environments) 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 XVII March 13, 2014
8
The Community and Neighborhood Livability Outcome focuses on:
x A compact pattern of development within a well-defined community boundary.
x Adequate and safe public facilities, services and infrastructure to serve existing
development and new growth.
x Interconnected neighborhoods and ways to accommodate multiple means of
travel.
x Opportunities for redevelopment, revitalization and growth in targeted areas.
x Cohesive, distinct, vibrant, safe and attractive neighborhoods.
x Vital and appealing transit-oriented activity centers and destinations throughout the
city.
x Quality, accessible and affordable housing options for all household types and
income levels.
x Preservation and enhancement of historic resources.
x Visible and accessible nature in the city with an interconnected system of open
lands.
x Opportunities to lead active and healthy lifestyles.
x Access to healthy, locally grown or produced food.
x Addressing the impact of increasing poverty and homelessness.
Strategic Objectives - Community & Neighborhood Livability
1.1. Improve access to a broad range of quality housing that is affordable.
1.2. Preserve the significant historical character of the community.
1.3. Direct and guide growth in the community through appropriate planning,
annexation, land use and development review processes.
1.4. Preserve and provide responsible access to nature.
1.5. Preserve and enhance the City’s sense of place.
1.6. Promote health and wellness within the community.
1.7. Leverage and improve collaboration with other human and sustainable
service agencies to address the prevention of homelessness, poverty issues
and other high priority human service needs.
1.8. Expand organizational and community knowledge about diversity, and
embrace cultural differences.
1.9. Develop clear goals, strategic definition and description of the City’s social
sustainability role within the community.
1.10. Address neighborhood parking issues.
1.11. Maintain and enhance attractive neighborhoods through City services,
innovative enforcement techniques, and voluntary compliance with City codes
and regulations.
1.12. Foster positive and respectful neighbor relationships and open
communication, as well as provide and support conflict resolution.
Strategic Objectives Definition & Description – Community &
Neighborhood Livability
1.1. Improve access to a broad range of quality housing that is affordable.
Strategic Objectives – version XVII March 13, 2014
9
x Residents identified housing affordability as a high priority during community
outreach sessions and in the 2013 Citizen Survey.
x 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 a broad range of the population. A
market study may be needed to identify the factors and potential ways the
City can mitigate them.
x Focus should be on both creating opportunities for ownership and access to
affordable rental units for all impacted residents. In addition, housing
strategies should consider the needs of a growing homeless population.
1.2. Preserve the significant historical character of the community.
x Fort Collins has several aging neighborhoods.
x The character of many neighborhoods is changing as student housing
expands, higher density development occurs, and the desires of a diverse
population change.
x Focus on programs and aligning 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 planning,
annexation, land use and development review processes.
x 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.
x 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.
x Partnerships are needed with CSU to assess impacts and collaboratively
align efforts.
x Effort is needed to streamline the process, and 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. The process is intended to balance predictability
and flexibility.
1.4. Preserve and provide responsible access to nature.
x 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
perceived as the destination of choice in Northern Colorado for
entertainment and dining, and was once the shopping destination in the
region.
Strategic Objectives – version XVII March 13, 2014
10
x Maintaining the positive and unique character of the community while we
transition from a large town to a small city will require thoughtful and careful
planning and compromise.
x Expand, enhance and protect City open space lands and the trail network.
1.5. Preserve and enhance the City’s sense of place.
x 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
perceived as the destination of choice in Northern Colorado for
entertainment and dining, and was once the shopping destination in the
region.
x 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.
x Enhance Downtown character and lead appropriate redevelopment of
Midtown.
x Focus also on placement of neighborhoods and their proximity to schools,
child care, grocery stores, recreation opportunities and public transportation.
1.6. Promote health and wellness wtihin the community.
x Provide facilities and infrastructure that promote active lifestyles (e.g.,
walking, biking, longboards).
x Support and encourage establishing gardens on unused land while
increasing diversity, raising awareness for health and wellness, and inspiring
and educating youth, adults and seniors to create an economically
sustainable system.
x Promote a community food system that supports a healthy lifestyle in which
food production, processing, distribution and consumption are integrated to
enhance the environmental, economic, social and nutritional health of a
neighborhood.
1.7. Leverage and improve collaboration with other human and sustainable
service agencies to address the prevention of homelessness, poverty
issues and other high priority human service needs.
x Multiple public and private organizations work to address and improve
social, environmental and economic issues within the community and the
region. Overlap exists in select areas and holes exist where issues are not
effectively addressed.
x Collaboration and partnering can improve the overall effectiveness of all
programs through the synergy of joint efforts, eliminating redundancy, and
identifying underserved areas.
1.8. Expand organizational and community knowledge about diversity and
embrace cultural differences.
Strategic Objectives – version XVII March 13, 2014
11
x The community and the City organization are growing increasingly more
diverse in areas of age, ethnicity and culture.
x The City can support efforts to promote more diversity in hiring and public
outreach to acknowledge, reflect and account for changing community
demographics.
x Partner with other community groups, such as CSU, to create education and
awareness programs that can help to celebrate and acknowledge
differences while bringing people together to maintain a strong sense of
community.
1.9. Develop clear goals, strategic definition and description of the City’s
social sustainability role within the community.
x With poverty rates at 19%, a significant portion of the community lives in or
near poverty. Demographic data has gaps, inconsistencies and lacks
organization-wide coordination.
x The City’s procedures and processes do not currently contain fully
developed strategies regarding community members who are marginalized
and/or hard to reach.
x 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 resident subgroups.
1.10. Address neighborhood parking issues.
x Continue developing and implementing a neighborhood parking permit
program to provide residents with on-street parking availability.
x Address impact of Transit Oriented Development (TOD) on adjacent
residents and businesses.
x Increase public access to convenient parking.
x Encourage attractive, pedestrian-friendly urban design.
x Promote transportation choices.
1.11. Maintain and enhance attractive neighborhoods through City services,
innovative enforcement techniques, and voluntary compliance with City
codes and regulations.
x Public education and outreach is foundational to compliance.
x Establish proactive, innovative and effective code enforcement processes.
x Expand and maintain safe parks, protect open spaces, and implement walk
and bike to school programs, like Safe Routes to School.
x Ensure that neighborhoods have safe and well-maintained sidewalks so that
all residents can safely walk or bike to parks, schools and playgrounds.
x 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.
Strategic Objectives – version XVII March 13, 2014
12
x Increase policing in high crime areas, pedestrian walkways and parks, and
implement alternative policing strategies, such as neighborhood watch
groups.
x Develop joint-use agreements that allow community members to use school-
owned recreational facilities. In turn, those community organizations can
offer the use of facilities (e.g., swimming pools) to schools.
1.12. Foster positive and respectful neighbor relationships and open
communication, as well as provide and support conflict resolution.
x Build community by supporting local events, programs, projects and
education opportunities.
x Encourage open communication, community engagement, and the
formation of strong neighborhood ties though inclusivity, respect and
volunteerism.
x Provide tools to resolve conflict, repair harm and strengthen relationships.
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 used 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:
x Ensuring the legacy of Fort Collins’ parks, trails and cultural and recreation
facilities for future generations.
x Being the destination for cultural and recreation experiences in Northern Colorado.
x Providing a wide variety of high quality recreation services and cultural
opportunities.
x Creating an interconnected regional and local trail system, and network of parks
and recreational facilities.
Strategic Objectives – version XVII March 13, 2014
13
x Continuing our focus on exceptional stewardship and ecologically sound and
sustainable operations.
Strategic Objectives – Culture & Recreation
2.1. Improve low and moderate income citizen access to, and participation in, City
programs and facilities.
2.2. Develop effective marketing strategies that drive optimal attendance and
revenue.
2.3. Develop effective Operation and Maintenance (O&M) funding alternatives for
City subsidized facilities and programs.
2.4. Maintain and enhance the current culture, recreation and parks systems.
2.5. Plan, design and implement citywide park, recreation 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 responsible access to nature.
Strategic Objectives Definition & Description – Culture &
Recreation
2.1. Improve low and moderate income citizen access to, and participation in,
City programs and facilities.
x A significant portion of Fort Collins’ population – 19% in the last census –
lives at or below the poverty line. 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.
x Access to recreation and programs is needed for low income residents who
otherwise cannot afford public or private alternatives.
x The City serves diverse customer needs, expectations, abilities and
interests.
x Provide a high level of customer service, and high quality programs and
facilities.
x Ensure convenient and affordable access and opportunities for all.
2.2. Develop effective marketing strategies that drive optimal attendance and
revenue.
x The City offers hundreds of different cultural and recreation programs. We
need to determine what residents most value and desire, and what
programs should be offered.
x 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.
x Assessing and establishing the appropriate fee structure based on demand,
alternatives and affordability should be included to improve self-sufficiency.
Strategic Objectives – version XVII March 13, 2014
14
2.3. Develop effective Operation and Maintenance (O&M) funding alternatives
for subsidized facilities and programs.
x Recreation currently recovers 72% of direct costs, with the General Fund
and Keep Fort Collins Great (KFCG) providing the balance.
x Funding for parks and recreation decreased during the recent recession as
funding was diverted to more critical services.
x New funding sources will be required to support anticipated parks expenses:
- New parks that come online will require maintenance.
- 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.
x 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.
x 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.
x Priority should be given to maintaining and repairing the existing
infrastructure of parks, recreation centers, trails and cultural facilities.
x Enhancing and expanding existing infrastructure is needed to support a
growing population and demand for these types of services.
x In addition to healthy physical activity, gathering places, and access to
nature, the City should provide innovative and interactive features in cultural,
parks and recreational facilities, where learning and creativity can take place
(e.g., makerspaces and other hands-on learning opportunities).
2.5. Plan, design, and implement citywide park, recreation and trail
improvements.
x Trails have been identified by residents as one of the highest priority
amenities provided by the City.
x Explore alternatives that accelerate the trail system completion, taking into
consideration right-of-way acquisition, easements and other public
infrastructure challenges.
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.
x 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.
Strategic Objectives – version XVII March 13, 2014
15
x 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.
x 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.
x The City promotes, encourages and stimulates cultural development and
participation, recognizing that artistic and cultural opportunities are essential
to a vital and creative community.
x Evaluate role of cable communications and partnerships with local public
access television provider in fostering art and cultural opportunities within
the city.
2.7. Promote a healthy community and responsible access to nature.
x 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.
x 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.
x 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
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” (a decision-making approach intended to preserve and enhance a vibrant
Strategic Objectives – version XVII March 13, 2014
16
community by optimizing its economy, environment and social values). 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:
x Diverse jobs that enable citizens and businesses to thrive.
x A reflection of our unique community in a changing world.
x An innovative and entrepreneurial atmosphere that builds new and creative
industries.
x Strong partnership and collaboration with the private sector, educational
institutions, and other organizations.
x A quality and comprehensive infrastructure that supports business.
x Balancing the built and natural environment.
Strategic Objectives – Economic Health
3.1. Align economic health goals and strategy 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.
Strategic Objectives – version XVII March 13, 2014
17
3.10. Address Downtown parking issues identified in the adopted Parking Plan,
including funding, convenient access, and integrated transit and alternate
mode solutions.
3.11. Encourage the development of reliable and cost-effective ultra high speed
internet services throughout the community.
Strategic Objectives Definition & Description – Economic
Health
3.1. Align economic health goals and strategy across all levels of the
organization and refine and agree upon the economic tools the City
uses.
x 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.
x Develop and articulate economic health policy and goals that are agreed to
by all decision makers.
x Develop and articulate the economic health toolbox including the Urban
Renewal Authority, Tax Increment Financing, etro Districts, etc.
x Use 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.
x Competition for primary employers has increased regionally based on
available land and incentive options.
x Continue to support and develop programs and practices that reinforce a
strong sense of place and desirable local amenities.
x Evaluate and develop policies, programs and tools that support the City’s
Economic Strategy and community values.
3.3. Support workforce development and community amenities initiatives
that meet the needs of primary and innovative employers.
x Primary and secondary employers are increasingly challenged to find and
attract skilled workers in technical and vocational areas of manufacturing
and healthcare sectors.
x Support and encourage programs and policies that promote and develop
training opportunities.
x 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.
Strategic Objectives – version XVII March 13, 2014
18
x 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.
x 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.
x Partnerships should reach out to regional and global partners.
3.5. Sustain high water quality to support the community and water
dependent businesses.
x The city is nationally recognized as the microbrew capital of the country,
and technology manufacturers also have a significant presence. Both of
these are the result of a high quality and reliable water resource.
x 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
x 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.
x Maintain competitive rate structure for utility customers.
x Maintain and improve infrastructure with an eye to future trends.
x
3.7. Support sustainable infill and redevelopment to meet climate action
strategies.
x 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.
x Develop and promote development policies and practices that are consistent
with climate action goals and strategies.
x Develop and promote development policies and practices that bridge the
tensions inherent with infill development.
3.8. Preserve the City’s sense of place.
x 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.
x Maintain the positive and unique community character while we transition
from a large town to a small city through planning and compromise.
x Expand and enhance City open space lands and trail network.
x Enhance Downtown character and influence appropriate redevelopment of
Midtown using appropriate economic health tools.
Strategic Objectives – version XVII March 13, 2014
19
3.9. Provide transparent, predictable and efficient processes for citizens and
business interacting with the City.
x 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 business.
x 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, and integrated transit and
alternate mode solutions.
x Continue to create and maintain a parking system that meets the needs and
expectations of residents, visitors and businesses.
x Identify and address parking issues and impacts as a result of increased
infill and redevelopment patterns within the community.
x Support and enhance the economic vitality of Downtown and other business
districts by managing parking in a way that balances the needs of
businesses, visitors, customers, residents and other parking resources
users.
x Increase public access to convenient parking for all users and abilities.
x Identify a sustainable funding source, including partnerships, to address
identified current and future parking structure needs throughout the
community.
x Provide parking at key locations to maximize effectiveness of integrated
transit, bicycle and pedestrian solutions.
x Design parking structures in a manner that is compatible with their urban
context, yet still meets functional needs.
3.11. Encourage the development of reliable, ultra high speed internet
services throughout the community.
x Broadband services are integral to a community in multiple ways as they
support economic vitality, quality of life and governmental operations.
x The telecommunications industry and service expectations by customers
are both changing, making it prudent for the City to establish a vision and
plan for the role of “next generation” broadband and telecommunication
services in Fort Collins.
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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.
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:
x Conserving resources, including energy and water, and cultivating a healthy
ecosystem.
x Responsible stewardship of open lands and natural areas.
x A comprehensive and connected system of open lands.
x Partnerships with local, regional, state and national affiliates to achieve desired
goals and outcomes.
x Integrating renewable energy and new technologies for the electric grid.
x Improvements in air quality.
x Efforts to meet climate action plan goals and reduce greenhouse gas emissions.
x Solid waste reduction and diversion.
x Healthy watersheds and best practice stormwater management.
x A sustainable water supply while meeting or exceeding standards for stream water
quality, drinking water quality and water reclamation.
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Strategic Objectives – Environmental Health
4.1. Improve and protect wildlife habitat and the ecosystems of the Poudre River
and other urban streams.
4.2. Achieve environmental goals using the Sustainability Assessment framework.
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 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 and monitor 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 biodiversity and habitat.
4.11. Demonstrate progress toward achieving zero waste within the community and
the City organization.
Strategic Objectives Definition & Description –
Environmental Health
4.1. Improve and protect wildlife habitat and the ecosystems of the Poudre
River and other urban streams.
x 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.
x 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.
x A healthy Poudre River supports the Downtown economy.
4.2. Achieve environmental goals using the Sustainability Assessment
framework.
x Develop consistent organizational capability to effectively implement and
use the Sustainability Assessment framework and toolbox for City decisions
while increasing transparency and fostering greater integration across City
departments.
x 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.
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x 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.
x Indoor air quality is typically more than 70% worse than outdoor air; 70% of
Fort Collins buildings have high radon levels.
x 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.
x 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.
x Need building code, green building programs and energy conservation
programs that drive efficiency and conservation, and reduce GHG
emissions.
x Need long-term planning for climate change mitigation and adaptation
strategies.
4.5. Demonstrate progress toward achieving net zero energy within the
community and the City organization.
x 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.
x 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.
x Education, training, regulations and incentives are needed to address and
achieve both net zero energy and zero waste goals.
4.6. Engage citizens in ways to educate and change behavior toward more
sustainable living practices.
x The majority of Fort Collins residents lack awareness and understanding of
sustainable living opportunities at the personal and community level.
x 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.
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4.7. Increase the community’s resiliency and preparedness for changes in
climate, weather and resource availability.
x 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.
x Additional awareness and consideration of future climate impacts need to be
integrated into current and strategic City planning.
x 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 and monitor water quality, and implement appropriate
conservation efforts and long-term water storage capability.
x The watershed acts as a primary water treatment facility, so monitoring and
protecting our watershed is critical.
x The City is nationally recognized as the microbrew capital of the country. In
addition, technology manufacturers have a significant presence. These key
local industries and others rely on a high quality and reliable water resource.
x 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. Water quality monitoring programs within the urban
and lower watersheds support long-term environmental objectives and
support beneficial uses of local waterways.
x 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.
x The Colorado Department of Health is renewing the effluent discharge
permits of the City’s two wastewater facilities. More stringent regulations for
nutrient, metal, temperature and ammonia are anticipated. It is also
anticipated that more stringent state regulations will be implemented in the
next few years.
x Wastewater infrastructure improvements are needed to meet GHG reduction
goals.
x 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 for the City.
4.10. Conserve and restore biodiversity and habitat.
x There are opportunities to enrich the biological diversity and resilience of
City-owned properties, especially Natural Areas.
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x 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.
x The City will continue to acquire land and water for habitat-related purposes.
4.11. Demonstrate progress toward achieving zero waste within the
community and the City organization.
x 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.
x Education, training, regulations and incentives are needed to address and
achieve both net zero energy and zero waste goals.
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:
x A safe, non-threatening city in which to live, work, learn and play.
x A safe community impacts the community’s appeal, viability, productivity and
economic stability.
x Proactive and skilled police and fire services.
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x Safe, reliable and well-designed electric systems and best practice floodplain
management.
x 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 support 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.
5.5. Develop and implement emergency preparation, response and recovery plans
across the organization in collaboration with other community efforts.
5.6. Improve safety for all modes of travel including vehicular, pedestrian and
bicycles.
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.
5.10. Provide a high-quality, sustainable water supply that meets or exceeds all
public health standards and supports a healthy and safe community.
Strategic Objectives Definition & Description – Safe
Community
5.1. Provide facilities and training capabilities to support a high-caliber police
force.
x As the community reaches full build out and a population of approximately
225,000 to 240,000, the type and volume of crimes and community support
will change, requiring additional police resources and skill levels.
x 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.
x Computers and mobile devices improve the effectiveness and efficiency of
various services across the City, and particularly in public safety.
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x The City’s approach is to create the right technology platforms in an
integrated way while minimizing the development of isolated functionality
where possible.
x 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 needs, and increase public safety operational
efficiency.
x 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
should be used to determine the necessary police staffing to sustain the
level of public safety as the City grows.
x 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.
x 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.
x Reliable, efficient electric power is a critical and foundational service for
residents and businesses.
x 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.
x Stormwater master plans exist for all basins within Fort Collins.
Development over the years has caused many of these plans to be
outdated. The software these plans were developed on is out of date and no
longer supported.
x Funding for the needed improvements was deferred and many current
projects are unable to proceed or are asked to fund the necessary
improvements.
x 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.
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x The September 2013 flood was handled professionally by all parts of the
City. However, it identified the need for additional training and role clarity
regarding Citywide emergency response and recovery plans for all hazards
as defined in the City’s Emergency Management Plan.
x Representatives of each involved department need to develop the
appropriate documentation and understanding of how to respond to an
emergency.
x A method needs to be established to keep department knowledge current
and accurate through periodic review and drills.
x Prioritizing employee training opportunities and regular certification audits
will ensure the workforce is prepared to respond to emergencies at any time.
5.6. Improve safety for all modes of travel including vehicular, pedestrian and
bicycles.
x 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.
x 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.
x 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.
x 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.
x Local and regional coordination is essential to a safe community so that all
emergency response teams are aligned.
x Offers should maximize the resources of local, regional and federal
agencies to address safety issues.
x Partnerships should continue to support key enforcement and educational
programs such as animal control, mental health, substance abuse,
detoxification, victim assistance, youth programs, bike safety, county jail and
programs to reduce recidivism.
x Efforts to foster public-private partnerships to address community safety,
and programs that foster a sense of community pride and involvement
should be continued.
x The City could optimize and leverage volunteers as cost-effective staff
resources and public advocates.
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5.9. Partner with Poudre Fire Authority to provide fire and emergency
services.
x When a fire breaks out, the goal is to contain it within the room of origin. To
enhance public safety, the goal is to increase containment in the room of
origin to 80%.
x Development review services ensure that new construction, redevelopment,
and building are consistent with the International Fire Code.
5.10. Provide a high-quality, sustainable water supply that meets or exceeds
all public health standards and supports a healthy and safe community.
x Colorado Primary Drinking Water Regulations require the City to treat
drinking water to established public health standards. It is anticipated that
more stringent drinking water regulations will be implemented in the next
several years.
x The City must plan for and provide a stable supply of water to the
community while allocating resources for water conservation and demand
management.
x Maintaining and improving the City’s current water supply, water treatment,
and water delivery infrastructure is a high priority for the City.
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 managing and,
where possible, 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 Transfort
Strategic Operating 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.
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A connected community includes:
x 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.
x Multiple modes of safe, affordable, easy and convenient travel.
x A transportation system that provides safe, reliable, convenient and effective
vehicular mobility and access.
x Travel infrastructure that is high quality and recognized as world class by
residents, visitors and peers.
x Capacity and systems for good traffic flow and minimal congestion.
x 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. Fill the gaps for all modes of travel and improve the current transportation
infrastructure while enhancing the aesthetic environment.
6.4. Improve traffic flow for all modes of transporting people, goods and
information to benefit both individuals and the business community.
6.5. 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.
6.6. Support efforts to achieve climate action goals by reducing mobile emissions
and supporting multiple modes of transportation.
6.7. Create and implement planning, engineering and financial strategies to
address adequate infrastructure within the northeast area of Fort Collins.
Strategic Objectives Definition & Description –
Transportation
6.1. Improve safety of all modes of travel.
x There is increased community awareness and concern regarding bicycle
and vehicle collisions with the increase in population and bicycle riders.
x Vehicle accidents have increased 15% in Fort Collins since 2008.
x Appropriate programs, policies, infrastructure improvements (e. g.,
intersection design), 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.
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x Residents identified transportation and enhanced transit as high priorities
during community outreach sessions and in the 2013 Citizen Survey.
x A fully functioning transit system requires a level of service that allows the
rider to move throughout the city in a timely manner, and works seamlessly
with other mutli-modal travel options.
x Service levels will focus on areas of greatest ridership demand and
productivity, in accordance with the transit policies of the Transfort Strategic
Operating Plan and Transportation Master Plan, and should be available at
times that support the work and leisure needs of riders.
x Transit planners will continue exploring opportunities to implement
innovative alternate service delivery methods, such as point-to-point service
and integration with other modal travel options, to meet the community’s
future transit needs and demands.
6.3. Fill the gaps for all modes of travel and improve the current
transportation infrastructure while enhancing the aesthetic environment.
x Street maintenance and our infrastructure of intersections and pedestrian
ways are a high priority for the Fort Collins community.
x The City has a significant number of bridges, culverts and irrigation ditch
crossings that are old and in need of repair and rebuilding.
x Quality infrastructure continues to be a focus, including safe, well-
functioning, high quality streets, bikeways, sidewalks and trails.
6.4. Improve traffic flow for all modes of transporting people, goods and
information to benefit both individuals and the business community.
x The City will leverage intelligent technology to maximize system capacity
and efficiency.
x To increase system efficiency and safety, infrastructure deficiencies must be
remedied.
x 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.
x High quality transportation infrastructure will help retain and attract primary
employers.
6.5. 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.
x Where practical, complete action items identified in the 2011 Transportation
Master Plan.
x Update the Transportation Master Plan to reflect critical changes and
opportunities that have evolved since 2011, including social impacts and
accessibility, and transportation’s role in reducing Green House Gas mobile-
source emissions.
x Continue defining and designing key corridors for transit and vehicle
movement.
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x Maximize linkage between on-street and trail bicycle and pedestrian
connections, including key grade-separated crossings.
x Continue exploring and addressing whole-system mobility issues, impacts,
opportunities, and partnerships including railroad-traffic conflicts and horn
noise, and regional airport connectivity and accessibility.
6.6. Support efforts to achieve climate action goals by reducing mobile
emissions and supporting multiple modes of transportation.
x 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 among modes to maximize
system effectiveness.
Supporting alternate-fuel vehicles in the City fleet and within the
community where practical.
6.7. Create and implement planning, engineering and financial strategies to
address adequate infrastructure within the northeast area of Fort Collins.
x The Northeast quadrant of the City, consisting of areas surrounding East
Mulberry Street, extending north to Douglas Road and west to College
Avenue, is the last major quadrant of the City’s Growth Management Area
that remains largely undeveloped.
x The Structure Plan envisions a wide variety of uses including residential,
commercial, industrial and institutional development.
x The lack of transportation and utility infrastructure limits opportunities for
affordable housing and business development that would meet the same
quality and standards as the rest of the community.
x It should have a sense of place, incorporate sound land use planning, and
be developed with the vision articulated in existing adopted plans.
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
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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 the public, continuously delivers high quality services
to the community, facilitates high performance, and generates trust in and transparency
of City business.
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
residents 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:
x Effective and efficient local governance where all voices in the community are
valued.
x Fiscal sustainability and transparency in the City organization.
x A collaborative and community-based approach to problem solving.
x Core processes that are consistently used across the organization.
x A high quality workforce that strives for continuous improvement in all areas of the
organization.
x A systems approach, driven by data, to effectively solve problems, creatively
pursue opportunities for improvement and develop innovative solutions.
x Promoting a values-driven organizational culture that reinforces ethical behavior,
exercises transparency and maintains the public trust.
x 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.
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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 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.
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.
7.13. Continuously improve the City’s governance process.
Strategic Objectives Definition & Description – High
Performing Government
7.1. Improve organizational capability and effectiveness – professional
development, leadership, change management, strategic thinking, fiscal
literacy, and staff engagement.
x 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.
7.2. Improve core Human Resource systems and develop a total reward
system.
x Compensation programs, position definitions, organizational structure, and
performance management systems all play a significant role in employee
morale and ultimately the culture of the organization.
x Improvements in these systems can andwill drive improvement in the
organizational capability to deliver the outcomes and services of the City
Strategic Plan.
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x Key systems and processes on which to focus include compensation, job
analysis and performance management.
7.3. Align similar jobs and skill sets across the organization to address
succession planning and career progression.
x 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.
x 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.
x The City recognizes the importance of sincerely engaging residents in the
development of policy, programs and services. The City’s Public
Engagement Strategic Plan focuses on fostering an engaged citizenry,
equipping staff to successfully lead public engagement projects, and
ensuring accountability and promoting excellence in community
engagement.
x The city has begun to pursue methods of reaching traditionally hard-to-reach
populations, and has also expanded the use of social media and technology.
x These efforts supplement the more traditional outreach to boards and
commissions, the business community, the environmental community and
general residents, which will continue.
x
7.5. Optimize the use of technology to drive efficiency and productivity, and
to improve services.
x 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.
x 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.
x 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.
x A data warehouse has been developed to house all metric information and
provide easy reporting to various audiences.
x 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.
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35
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.
x Organizational effectiveness can be improved by standardizing select
processes, where the tools, skills, and activities of a process are understood
by all.
x PDCA has been adopted as the continuous improvement methodology to be
used across the organization. The steps, tools and knowledge of how to
implement 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.
x 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.
x 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.
x Data indicates that, while our incidents are less severe, the rate of incidents
leaves significant room for improvement.
x 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.
x 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.
x To achieve organizational sustainability goals, specific attention
Environmentally Specifically city buildings, operations and internal service
areas.
7.10. Implement leading-edge and innovative practices that drive performance
excellence and quality improvements across all Service Areas.
x 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 XVII March 13, 2014
36
x 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.
x The City plays a critical role in influencing local, state and federal policy that
impacts our ability to achieve key outcomes.
x 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.
x 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.
x 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.
7.13. Continuously improve the City’s governance process.
x The City operates on a council-manager form of government that combines
the strong political leadership of elected officials with the strong managerial
experience of an appointment manager or administrator.
x Strong administrative and legal support, as well as ongoing improvements to
processes such as Council onboarding, Board & Commission training,
agenda preparation, and policy development, will enhance Council’s
effectiveness in establishing policy that aligns with desired community results.
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37
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 desired results are not delivered, 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:
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38
2013 Year-End Outcome Summary
Community and Neighborhood Livability
Strategic Objectives – version XVII March 13, 2014
39
Culture and Recreation
Economic Health
Strategic Objectives – version XVII March 13, 2014
40
Environmental Health
Safe Community
Strategic Objectives – version XVII March 13, 2014
41
Transportation
High Performing Government
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Strategic Financial Plan – 5-year look
Five-Line Fund Analysis Process:
As part of the City’s bi-annual Strategic Planning Process, finance staff develops a Five-
Line Review of the major funds across the City. The term Five-Line is used because
the analysis focuses on five distinct elements of each fund – beginning fund balance,
revenue, expenditures, minimum fund balance requirements, and ending fund balance.
The objective of the review is to identify the overall health of the City’s major funds
relative to available revenue and desired expenditures.
The department responsible for a fund reviews past, present, and projected revenues
and expenditures to develop a five-year forecast for how revenues match up with
expenditures, and how it will affect the ending fund balance. Due to the uniqueness of
each fund, various assumptions and adjustments are applied accordingly to get a more
realistic and futuristic view of forecasted fund performance to compare projected fund
balances to minimum fund balance policies.
This analysis of forecasted fund performance is one of the key financial inputs to the
City’s Strategic Planning process. From a high-level view, this analysis can quickly
assess ongoing operations, any expenditure/revenue concerns, or any events that may
be occurring that would impact fund performance in an effort to have any potential
issues with fund balance included in the strategic plan.
Assumptions for years 2014-2018:
Expenses are assumed a 2% inflationary increase each year based on
information available on federal government websites.
Revenue projections vary from fund to fund based on each unique revenue
stream.
Minimum fund balances are set at the following:
o 5% for majority of the funds including Water, Wastewater, and Stormwater
o 8% for Light and Power
o General Fund takes 1/6
th
of the next year’s total operating expenses
List of Funds Analyzed:
General Recreation Transportation Water
Benefits Golf Transit Wastewater
Self Insurance Cultural Services Natural Areas Stormwater
Conservation Trust Museum Light & Power Utilities Customer Service
&Admin
Executive Summary
The majority of the City’s funds are healthy in that expenditure growth is equal to or less
than revenue growth. Sales tax revenue has been growing at a healthy rate of 4-5.5%
over the past three years. Use tax and development review fee revenue has been at an
Strategic Objectives – version XVII March 13, 2014
43
all-time high level. Property tax revenue has been flat for the last three years, but is
anticipated to begin growing at the historic rate of 3-4% a year. As such, modest growth
in revenue of 2-3% is conservatively assumed. It is anticipated expenditures can be
managed within this available revenue while continuing to meet citizen expectations and
current service levels.
Four funds have an increasing service level requirement that cannot be met based on
current revenue forecasts, or have expiring revenue sources that must be managed in
the near term. The Golf and Transit funds demonstrate that revenues cannot support
service requirements. Capital requirements to maintain the City’s Golf assets exceed
the current revenue generated within the Golf Fund. The need for increased Transit
operations is a growing priority within the community. Additional funding will be required
to expand evening and weekend service, and to improve headways. Both the
Transportation Fund and Natural Areas have risks associated with expiring tax rates.
Additional General Fund funding is anticipated as a result of a new intergovernmental
agreement with Poudre Fire Authority and policy changes to the use of Conservation
Trust revenue. Lastly, there are various risks that need to be addressed, such as
renewals of Street Maintenance and Capital ¼-cents in 2015, as well as potential
litigation and settlement of the oil and gas moratorium.
Status of Funds
Healthy Funds:
1. General Fund
x Expenditure growth in line with revenue projections
2. Benefits Fund
x Impact of Health Care reform is uncertain
3. Self Insurance
x Impact of oil and gas litigation is uncertain
4. All Utility Funds (Light & Power, Water, Wastewater, Stormwater, Utilities
CS&A
x Fluctuations in fund balance primarily driven by capital projects
5. Cultural Services, Recreation, and Conservation Trust
Funds to Watch:
1. Golf Fund
x Declining Revenue not keeping up with O & M
x Long-term capital needs cannot be funded from current revenues
x Debt will be paid off in 2018 and 2021 reducing expenses by about
$200K each year
2. Transit Fund
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44
x General Fund accounts for 62% of Transfort’s revenue budget
x At current projections, operating deficit will begin in 2016 and
subsequent years
x MAX’s true operating and revenue dollars are unknown
x Expect increasing demand for more East-West Routes and Sunday
service
x Fixed-route bus replacement and other capital needs is approx.
$5.7M in 2015
3. Transportation Fund
x Expiring ¼-cent sales tax - $7M in annual revenue for streets
maintenance
4. Natural Areas Fund
x County Tax is scheduled to Expire 2018
x Conservation Trust -
5. Museum Fund
x New fund with minimal fund balance. The Museum loses $200k
per year of funding from BOB beginning in 2016; current revenues
are not sufficient to replace the lost revenue.
Other Funding Issues
Police Training?
Funding for a joint Police training facility with Loveland is in the preliminary
stages. Costs for the facility range from $16M to $28M. Annual debt service
requirements are in development.
Poudre Fire Authority (PFA)
Revision to the intergovernmental agreement (IGA) will require additional funding
to PFA
Escalation adjustment will be applied in years 2015-2018 to avoid large, up front
catch-up costs
Conservation Trust
The return of Conservation Trust funding to building trails will require
approximately $735K in additional General Fund funding
Community push for earlier trail completion
Tax Renewals/Needs
Capital Improvement and Pavement Management ¼-cent taxes due to expire in
2015
Renewal of KFCG at some level
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Appendix A: 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
quality housing that is affordable
3.3
1.2. Preserve the significant historical
character of the community.
3.8
1.3. Direct and guide growth in the
community through appropriate planning,
annexation, 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 and provide responsible access
to nature.
2.4, 2.5, 2.7 3.3, 3.8 4.1, 4.10
1.5 Preserve and enhance the City's sense of
place.
2.4, 2.5 3.3, 3.8
1.6. Promote heatlh and wellness within the
community.
3.3 4.6, 4.7
1.7. Leverage and improve collaboration
with other human and sustainable service
agencies, to address the prevention of
homelessness, poverty issues and other high
priority human service needs.
3.4 4.6 5.8 6.2
1.8. Expand organizational and community
knowledge about diversity, and embrace
cultural differences.
2.6 3.3 5.1, 5.8 7.4
1.9. Develop clear goals, 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
1.10. Address neighborhood parking issues
6.4, 6.5
Alignment of Strategic Objectives with Outcome Areas
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. Maintain and enhance attractive
neighborhoods through City services,
innovative enforcement techniques, and
voluntary compliance with City codes and
regulations
3.8 5.4
1.12. Foster positive and respectful neighbor
relationships and open communication, as
well as provide and support conflict
resolution
5.8
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 and moderate income
citizen access to, and participation in, City
programs and facilities.
5.7, 5.8
2.2. Develop effective marketing strategies
that drive optimal attendance and revenue.
2.3. Develop effective 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
responsible access to nature. 1.4, 1.5 3.3, 3.8 4.1, 4.6, 4.10
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
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, and
integrated transit and alternate mode
solutions.
1.9 6.4, 6.5
3.11. Encourage the development of reliable
and cost-effective ultra high speed internet
services throughout the community.
7.5
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 and protect 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 using the
Sustainability Assessment framework.
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 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 biodiversity and
habitat. 1.4, 1.3 2.4, 2.5, 2.7
4.11. Demonstrate progress toward
achieving zero waste within the community
and the City organization.
3.7 7.5, 7.10
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 safety for all modes of travel
including vehicular, pedestrian and bicycles.
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
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
5.10 Provide a high-quality, sustainable
water supply that meets or exceeds all
public health standards and supports a
healthy and safe community.
4.1, 4.8
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. Fill the gaps for all modes of travel and
improve the current transportation
infrastructure while enhancing the aesthetic
environment.
1.3, 1.4
3.3, 3.6, 3.7, 3.8,
3.10
6.4. 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
6.5. 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
6.6. Support efforts to achieve climate
action goals by reducing mobile emissions
and supporting multiple modes of
transportation.
1.9 2.7 3.7, 3.10 4.4
6.7. Create and implement planning,
engineering and financial strategies to
address adequate infrastructure within the
northeast area of Fort Collins.
1.1, 1.2, 1.3, 1.6,
1.11
3.8
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 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
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
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Glossary of Terms and Acronym Descriptions
BART— Budget Analysis and Reporting Tool Software developed internally by City staff for budgeting and reporting
purposes.
BFO — Budgeting for Outcomes A system driven by goals and performance to provide information that relates budgeting
to planning and outputs/results. Its purpose is to better align the services delivered by the City with the things that are
most important to the community.
BFO Teams Seven cross-departmental teams that participate in the BFO process, articulate goals for each Outcome,
provide direction to departments for developing budget Offers, rank Offers for funding, and evaluate performance of
Offers.
BLT —Budget Leadership Team
City Plan Began in 1995 as a Comprehensive Plan that illustrates how we envision Fort Collins in the next 25 years.
Community Dashboard A quarterly snapshot of the community's progress in attaining key outcomes. The Dashboard
reinforces the City of Fort Collins' steadfast commitment to accountability and continuous improvement. Performance
measurement initiatives are tracked and reported for overall progress toward community goals.
Community Scorecard Annual report to the community that summarizes data regarding the performance of the City
organization and services.
Continuity of Government Emergency management requirement and plans to maintain essential City functions during
emergencies and disasters including governance, telecommunications, health and safety regulation, policing and utility
services.
CPIO — Communications and Public Involvement City department charged with pubic information dissemination,
communications strategies and public engagement in City services.
DART – Days Away Restricted or Transferred
DDA — Downtown Development Authority
ELT — Executive Lead Team
FTE — Full time equivalent
Futures Committee A three-member Council Committee formed to assist City Councilmembers in their decision-making
process. The goal is to position the City in the distant future (30-plus years) for achievable successes, integrating
community desires with known fiscal, social and environmental data.
GEMS — Greenhouse Gas Emissions Management System
GHG – Greenhouse Gas Emissions
GMA — Growth Management Area
GSC — Gardens on Spring Creek
Home Rule Statutory and constitutional provisions which allow municipalities to exercise powers of local self-
government such as the administration and collection of local taxes. (
HR — Human Resources
59
February 24, 2014
ICMA — International City/County Management Association A trade organization for Council-Manager cities; a
clearinghouse for information regarding cities, including the ICMA Center for Performance Excellence Program of
comparative data regarding municipal services.
IGA — Intergovernmental Agreement
ICS — Incident Command System A nationally-used, standardized emergency management organizational structure for
single or multiple incidents which can cross organization or jurisdiction boundaries.
IT — Information Technology
KFCG — Keep Fort Collins Great A ballot measure passed in November 2010 approving a 0.85% increase in the City sales
and use tax rate.
Low to Moderate Income – Households whose incomes are below 95 percent of the median income for the area (AMI), as
determined by HUD, with adjustments for smaller or larger families.
Master Plans Long term vision documents. There are multiple functional master plans in each service area.
MOD — Museum of Discovery
NCEDC — Northern Colorado Economic Development Corporation
O&M — Operations and Maintenance
Outcome Measure The mathematical expression of the effect on customers, clients, the environment, or infrastructure
that reflects the purpose.
PDCA — Plan, Do, Check, Act
PDT— Planning, Development and Transportation One of the largest Service Areas in the City of Fort Collins, PDT
includes the following departments: Community Development and Neighborhood Services, Engineering, Traffic
Operations, Transfort (Transit), Parking Services, Streets, and FC Moves (Transportation Planning).
PFA — Poudre Fire Authority
Place-making – A decision-making approach intended to preserve and enhance a vibrant community by optimizing its
economy, environment and social values.
Plan Fort Collins The City’s comprehensive community planning process that developed City Plan.
Performance Measure Measurements that reflect the service that is being provided and permit objective evaluation of the
service program.
Plan Elements Existing plan elements and other related documents that are incorporated into City Plan.
Poverty Rate – 19% is the poverty rate for Fort Collins from the 2010 US Census. This includes CSU and Front Range
Community College student populations. Data is not collected to eliminate those student populations. Excluding 18-24
year olds in the Fort Collins data reduces the local poverty rate to 10.3%, but that excludes a larger number of people than
just the student populations.
Q14 — Employee Engagement Survey; includes 14 questions asked of all employees twice per year.
Quality Measure The mathematical expression of how well the service, product or activity was delivered, based on
characteristics important to the customers.
RAF— Recordable Accident Frequency
60
February 24, 2014
Result The effect desired for the public, expressed as broad statements (also an outcome).
RFRs — Request for Results Key input to the BFO process; developed by Results Teams to solicit Offers from departments
to provide services to accomplish results that matter to residents.
RMI — Rocky Mountain Innosphere Business incubator supported by City Economic Development Plan.
SAIDI – Electric System Average Interruption Duration Index
SARs — Service Area Requests
Sustainability Assessment Tool A data-driven tool for evaluating the impact of actions on the economy, environment and
society.
SIT — Strategic Issues Team A Management team that includes all members of ELT plus other senior managers and
internal service managers; meets monthly to provide input to ELT and transmit information to other staff.
Strategic Outcomes (Key) A result. The effect that citizens want as a result of government programs and activities (e.g.,
safety is the result or outcome that citizens want from police and fire programs or activities). There are seven key
outcomes that make up the City of Fort Collins strategic planning and budgeting processes.
Strategic Objectives (SO) Fundamental issues the City must address. They give direction for accomplishing the mission,
contain meaningful planning challenges, and result from organizational input analysis.
SP — Strategic Plan 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 2013 Citizen Survey; and (c) Council priorities and input. It is linked to the City Plan and the Council-
adopted master plans.
SPP — Strategic Planning Process
TBL — Triple Bottom Line Triple Bottom Line analysis is a concept intended to take into consideration the social, economic
and environmental aspects of any project, procedure or purchase.
T-BLAM — Triple Bottom Line Analysis Matrix A data-driven tool for evaluating the impact of actions on the economy,
environment and society.
Transportation Master Plan Long-term vision document that defines the long-term multimodal system that Fort Collins
desires in the future, and serves as a comprehensive reference guide regarding transportation issues.
URA — Urban Renewal Authority The Urban Renewal Authority is in place to identify and revitalize areas of the city
deemed blighted and provide a funding mechanism to encourage redevelopment.
Strategic Objectives – version XVII March 13, 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 12
3. Strategic Outcome – Economic Health 15
4. Strategic Outcome – Environmental Health 1920
5. Strategic Outcome – Safety 2324
6. Strategic Outcome – Transportation 2728
7. Strategic Outcome – High Performing Government 3031
III. Community Dashboard 3537
IV. Strategic Financial Plan – 5- year look (to be prepared for March 25
th
) 4042
V. Appendix
A. Strategic Objectives Linkage Across Outcomes 4145
B. Glossary of Terms (to be prepared for March 25
th
) 5258
ATTACHMENT 3
Strategic Objectives – version XVII March 13, 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 povertyis at or below the poverty line 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:
x Police
x Fire Protection through a local Authority
x Streets, Transportation & Transit infrastructure
x Parks, Recreation, Natural Areas & Cultural facilities
x Planning, Engineering & Community services
x Sustainability Services – Economic Health, Environmental Services & Social
Sustainability
x Utilities – Electric, Water, Wastewater & Stormwater
Strategic Objectives – version XVII March 13, 2014
3
x 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 XVII March 13, 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. The City embraces a wide variety of partnerships (e.g., other
government agencies, non-profits, educational institutions, and private entities). These
partnerships are local, regional, national and international. Strong and effective
partnerships are important to thein achievingement of our strategic objectives.
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.
City of Fort Collins 2015-2016 Strategic Plan Summary
Mission,
Vision,
Values
Key Strategic
Outcomes
Community Dashboard
Outcome Metrics Strategic Objectives
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
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 of quality housing that is affordable.
1.2. Preserve the significant historical character of the community.
1.3. Direct and guide growth in the community through appropriate planning, annexation, land use and development review processes.
1.4. Preserve and provide responsible access to nature.
1.5. Preserve and enhance the City’s sense of place.
1.6. Promote health and wellness within the community.
1.7. Leverage and improve collaboration with other human and sustainable service agencies, to address the prevention of homelessness, poverty issues and other
high priority human service needs.
1.8. Expand organizational and community knowledge about diversity, and embrace cultural differences.
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
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 and protect wildlife habitat and the ecosystems of the Poudre River and other urban streams.
4.2. Achieve environmental goals using the Sustainability Assessment framework.
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 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 and monitor 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 biodiversity and habitat.
4.11. Demonstrate progress toward achieving zero waste within the community and the City organization.
Safe
Community
Provide a safe
place to live,
work, learn and
play
Strategic Objectives – version XVII March 13, 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 environments) 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 XVII March 13, 2014
8
The Community and Neighborhood Livability Outcome focuses on:
x A compact pattern of development within a well-defined community boundary.
x Adequate and safe public facilities, services and infrastructure to serve existing
development and new growth.
x Interconnected neighborhoods and ways to accommodate multiple means of
travel.
x Opportunities for redevelopment, revitalization, and growth in targeted areas.
x Cohesive, distinct, vibrant, safe, and attractive neighborhoods.
x Vital and appealing transit-oriented activity centers and destinations throughout the
city.
x Quality, accessible, and affordable housing options for all household types and
income levels.
x Preservation and enhancement of historic resources.
x Visible and accessible nature in the city with an interconnected system of open
lands.
x Opportunities to lead active and healthy lifestyles.
x Access to healthy, locally grown or produced food.
x Addressing the impact of increasing poverty and homelessness.
Strategic Objectives - Community & Neighborhood Livability
1.1. Improve access to a broad range of quality housing that is affordable.
1.2. Preserve the significant historical character of the community.
1.3. Direct and guide growth in the community through appropriate planning,
annexation, land use and development review processes.
1.4. Preserve and protectprovide responsible access to nature.
1.4.1.5. Preserve and enhance and the City’s sense of place.
1.5.1.6. Promote a healthy lifestyle and a resilient local food system.health and
wellness withinfor the community.
1.6.1.7. Leverage and improve collaboration with other human and sustainable
service agencies., to address the prevention of homelessness, poverty issues
and other high priority human service needs.
1.7.1.8. Expand organizational and community knowledge about diversity, and
embrace cultural differences.
1.8.1.9. Develop clear goals, strategic definition and description of the City’s social
sustainability role within the community.
1.9.1.10. Address neighborhood parking issues.
1.10.1.11.Maintain and enhance attractive neighborhoods through City services,
innovative enforcement techniques, and voluntary compliance with City codes
and regulations.
1.11.1.12.Foster positive and respectful neighbor relationships and open
communication, as well as provide and support conflict resolution.
Strategic Objectives Definition & Description – Community &
Neighborhood Livability
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Strategic Objectives – version XVII March 13, 2014
9
1.1. Improve access to a broad range of quality housing that is affordable.
x Residents identified housing affordabilihousing affordability as a high priority
during community outreach sessions and in the 2013 Citizen Survey.
x 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 for a
broad range of the population. A market study may be needed to identify the
factors and potential ways the City can mitigate them.
x Focus should be on both creating opportunities for ownership and access to
affordable rental units for both low income and a growing seniorall impacted
residentscitizens population. In addition, housing strategies should consider
the needs of a growing homeless population.
1.2. Preserve the significant historical character of the community.
x Fort Collins has several aging neighborhoods.
x The character of many neighborhoods is changing as student housing
expands, and higher density development occurs, and the changing desires
of a diverse population change.
x Focus on programs and the aligningment 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 planning,
annexation, land use and development review processes.
x 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.
x 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.
x Partnerships are needed with CSU to assess impacts and collaboratively
align efforts.
x Effort is needed to streamline the process, and 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. The process is intended to balance predictability
and flexibility.
1.4. Preserve and protectvide responsible access to nature. and the City’s
sense of place
x 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
perceived as the destination of choice in Northern Colorado for
Strategic Objectives – version XVII March 13, 2014
10
entertainment and dining, and was once the shopping destination in the
region.
x Maintaining the positive and unique character of the City community while
we transition from a large town to a small city will require thoughtful and
careful planning and compromise.
x Expand, and enhance and protect City open space lands and the trail
network.
x Enhance Downtown character and lead appropriate redevelopment of
Midtown.
x Focus also on placement of neighborhoods and their proximity to schools,
child care, grocery stores, recreation opportunities and public transportation.
1.5. Preserve and enhance the City’s sense of place.
x 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
perceived as the destination of choice in Northern Colorado for
entertainment and dining, and was once the shopping destination in the
region.
x 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.
x 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.
x
1.5.1.6. Promote health and wellness wtihinfor the community.a healthy
lifestyle and a resilient local food system
x Provide facilities and infrastructure that promote active lifestyles (e.g.,
walking, biking, longboards).
x One in seven residents in Larimer County is food insecure and little of the
food produced locally is actually consumed locally.
x 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.
x Promote a community food system that supports a healthy lifestyle in which
food production, processing, distribution and consumption are integrated to
enhance the environmental, economic, social and nutritional health of a
neighborhood.
1.6.1.7. Leverage and improve collaboration with other human and
sustainable service agencies, to address the prevention of
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homelessness, poverty issues and other high priority human service
needs.
x 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.
x Collaboration and partnering can improve the overall effectiveness of all
programs through the synergy of joined joint efforts, eliminating redundancy,
the synergy of joined efforts and identifying underserved areas.
1.7.1.8. Expand organizational and community knowledge about diversity
and embrace cultural differences.
x The community and the City organization are growing increasingly more
diverse in areas of age, ethnicity and culture.
x The City can support efforts to promote more diversity in hiring and citizen
public outreach to acknowledge, reflect and account for changing
community demographics.
x Partner with other community groups, such as CSU, to create Eeducation
and awareness programs can that can help to celebrate and acknowledge
the differences while bringing people together to maintain a strong sense of
community.
1.8.1.9. Develop clear goals, strategic definition and description of the City’s
social sustainability role within the community.
x With poverty rates at 19%, a significant portion of the community lives in or
near poverty. Demographic data has gaps and inconsistency
inconsistencies and lacks overall organization-wide coordination.
x The City’s procedures and processes do not currently contain fully
developed strategies regarding community members who are marginalized
and/or hard to reach.
x 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 resident subgroups.
1.9. Address neighborhood parking issues.
1.10. Avoid construction of awkward, unattractive onsite parking that could
compromise historic buildings.
x Continue developingment and implementingation of a neighborhood parking
permit program to provide residents with on-street parking availability.
x Address impact of Transit Oriented Development (TOD) on adjacent
residents and businesses.
x
x Increase public access to convenient parking.
x Consider limiting parking (Maximum Limits) to:
Ensure that parking facilities will be used more efficiently
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12
Encourage better urban design with streetscapes uninterrupted by
parking lots and driveways
Improve the urban environment by preserving open space and limiting
impervious surfaces
x Encourage attractive, pedestrian-friendly urban design.
x Promote transportation choices.
1.10.1.11.Maintain and enhance attractive neighborhoods through City
services, innovative enforcement techniques, and voluntary compliance
with City codes and regulations.
x Public education and outreach is foundational to compliance.
x Establish proactive, innovative, and effective code enforcement processes.
x Expand and maintain safe parks, protect open spaces, and implement walk
and bike to school programs, like Safe Routes to School.
x 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.
x 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.
x Increase policing in high crime areas, pedestrian walkways and parks, and
implement alternative policing strategies, such as neighborhood watch
groups.
x Develop joint-use agreements that allow community members to use school-
owned recreational facilities. In turn, those communities community
organizations can offer the use of facilities (e.g., swimming pools) to
schools.
1.11.1.12.Foster positive and respectful neighbor relationships and open
communication, as well as provide and support conflict resolution.
x Build community by supporting local events, programs, projects and
education opportunities.
x Encourage open communication, community engagement, and the
formation of strong neighborhood ties though inclusivity, respect and
volunteerism.
x Provide tools to resolve conflict, repair harm and strengthen relationships.
x
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
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Strategic Objectives – version XVII March 13, 2014
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place high value on these services and believe the City should continue its strong
investment in them. The trail system is heavily utilized used 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 Ccity.
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:
x Ensuring the legacy of Fort Collins’ parks, trails and cultural and recreation
facilities for future generations.
x Being the destination for cultural and recreation experiences in Northern Colorado.
x Providing a wide variety of high quality recreation services and cultural
opportunities.
x Creating an interconnected regional and local trail system, and network of parks
and recreational facilities.
x Continuing our focus on exceptional stewardship and ecologically sound and
sustainable operations.
Strategic Objectives – Culture & Recreation
2.1. Improve low and moderate income citizen access to, and participation in, City
programs and facilities.
2.2. Develop effective marketing strategies that drive optimal attendance and
revenue.
2.3. Develop effective Operation and Maintenance (O&M) funding alternatives for
City 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, recreation 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 responsible access to nature.
Strategic Objectives Definition & Description – Culture &
Recreation
2.1. Improve low and moderate -income citizen access to, and participation
in, City programs and facilities.
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Strategic Objectives – version XVII March 13, 2014
14
x A significant portion of Fort Collins’ population – 19% in the last census –
lives in povertyat or below the poverty line. 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.
x Need for a consistent AMI based understanding of low to moderate income
households.
x Providing aAccess to recreation and programs is needed for low income
residents is needed to provide opportunities for access to those who
otherwise cannot afford public or private alternatives.
x The City serves diverse customer needs, expectations, abilities and
interests.
x Provide a high level of customer service, and high quality programs and
facilities.
x Ensure convenient and affordable access and opportunities for all.
2.2. Develop effective marketing strategies that drive optimal attendance and
revenue.
x The City offers hundreds of different culturale and recreation programs. We
need to determine what residents most value and desire, and what
programs should be offered.
x 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.
x Assessing and establishing the appropriate fee structure based on demand,
alternatives and affordability should be included to improve self-sufficiency.
2.3. Develop effective Operation and Maintenance (O&M) funding alternatives
for partially subsidized facilities and programs.
x Recreation currently recovers 72% of direct costs, with the gGeneral fFund
and Keep Fort Collins Great (KFCG) providing the balance.
x Funding for parks and recreation was decreased during the recent recession
as funding was diverted to more critical services.
x New funding sources will be required to support anticipated parks expenses:
- New parks that come online will require maintenance.
- 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.
x A stable and predictable funding stream is needed that adequately supports
existing and current programs and facilities, as well as ongoing
maintenance.
x Programs to improve efficiency and productivity in a resource-constrained
environment should also be explored.
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2.4. Maintain and enhance the current Culture, Recreation and Parks
systems.
x 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
cCity.
x Priority should be given to maintaining and repairing the existing
infrastructure of parks, recreation centers, trails and cultural facilities.
x Enhancing and expanding existing infrastructure is needed to support a
growing population and demand for these types of services.
x The City should provide innovative, interactive and learning programs and
parks.In addition to healthy physical activity, gathering places, and access to
nature, the City should provide innovative and interactive features in
culturale, parks and recreational facilities, where learning and creativity can
take place (e.g., makerspaces and other hands-on learning opportunities).
We must also leverage regional partnerships to ensure effective
connections.
x Park and recreation facilities should incorporate innovative space making in
the design and collaborative partnerships such as PSD.
2.5. Plan, design, and implement citywide park, recreation and trail
improvements.
x 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.
x Explore alternatives that accelerate the trail system completion, taking into
consideration right- of- way acquisition, easements, and other public
infrastructure challenges.
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.
x 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.
x 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.
x 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.
x The City promotes, encourages and stimulates cultural development and
participation, recognizing that artistic and cultural opportunities are essential
to a vital and creative community.
x Evaluate role of use of cable communications and partnerships with local
public access television provider in promoting and providingfostering art and
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16
cultural opportunities within the Ccity.(Kelly D to rewrite – public access
network/FCPAN)
2.7. Promote a healthy community and responsible access to nature.
x 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.
x Maintaining the positive and unique character of the cCity while we transition
from a large town to a small city will require thoughtful and careful planning
and compromise.
x 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
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.” (a decision- making approach intended to preserve and enhance a vibrant
community by optimizing its economy, environment, and social values). Need to define
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.
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17
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:
x Diverse jobs that enable citizens and businesses to thrive.
x A reflection of our unique community in a changing world.
x An innovative and entrepreneurial atmosphere that builds new and creative
industries.
x Strong partnership and collaboration with the private sector, educational
institutions, and other organizations.
x A quality and comprehensive infrastructure that supports business.
x Balancing the built and natural environment.
Strategic Objectives – Economic Health
3.1. Align economic health goals and strategy 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.
3.10.3.11. Develop and implement solutions to address train noise within the
City.Encourage the development of reliable and cost-effective, ultra high
speed internet services throughout the community.
Strategic Objectives – version XVII March 13, 2014
18
Strategic Objectives Definition & Description – Economic
Health
3.1. Align economic health goals and strategy across all levels of the
organization and refine and agree upon the economic tools the City
uses.
x 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.
x Develop and articulate economic health policy and goals that are agreed to
by all decision makers.
x Develop and articulate the economic health toolbox including; the Urban
Renewal Authority, Tax Increment Financing, URA, TIF, Metro Districts,
etc.
x Utilize Use 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.
x Competition for primary employers has increased regionally based on
available lands and incentive options.
x Continue to support and develop programs and practices that reinforce a
strong sense of place and desirable local amenities.
x Evaluate and develop policies, programs and toolskits that support the
City’s Economic Strategy and community values.
3.3. Support workforce development &and community amenities initiatives
that meet the needs of primary and innovative employers.
x Primary and secondary employers are increasingly challenged to find and
attract skilled workers in technical and vocational areas of manufacturing
and healthcare sectors.
x Support and encourage programs and policies that promote and develop
training opportunities.
x 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.
x 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.
Strategic Objectives – version XVII March 13, 2014
19
x 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.
x Partnerships should reach out to regional and global partners.
3.5. Sustain high water quality to support the community and water
dependent businesses.
x The cCity is nationally recognized as the microbrew capital of the country,
and technology manufacturers also have a significant presence. Both of
these are the result of a high quality and reliable water resource.
x 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
x 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.
x Maintain competitive rate structure for utility customers.
Maintain and improve infrastructure with an eye to future trends.
x
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3.7. Support sustainable infill and redevelopment to meet climate action
strategies.
x 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.
x Develop and promote development policies and practices that are consistent
with climate action goals and strategies.
x Develop and promote development policies and practices that bridge the
tensions inherent with infill development.
3.8. Preserve the City’s sense of place.
x 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.
x Maintain the positive and unique community character while we transition
from a large town to a small city through planning and compromise.
x Expand and enhance City open space lands and trail network.
x Enhance Downtown character and influence appropriate redevelopment of
Midtown using appropriate economic health tools.
3.9. Provide transparent, predictable and efficient processes for citizens and
business interacting with the City.
x 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.
x Maintain and improve systematic processes to encourage business
retention, expansion and creation.
3.10. Address dDowntown parking issues identified in the adopted Parking
Plan, including funding, convenient access to Downtown, and integrated
transit and alternate mode solutions.
x Continue to create and maintain a parking system that meets the needs and
expectations of residents, visitors, and businesses.
x Identify and address parking issues and impacts as a result of increased
infill and redevelopment patterns within the community.
x Support and enhance the economic vitality of Downtown and other business
districts by managing parking in a way that balances the competing needs of
businesses, visitors, customers, residents and other parking resources
users.
x Increase public access to convenient parking for all users and abilities.
x 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.
x Increase public access to convenient parking.
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21
x Identify a sustainable funding source, including partnerships, to address
identified current and future parking structure needs throughout the
community.
x Provide parking at key locations to maximize effectiveness of integrated
transit, bicycle, and pedestrian modal solutions.
x Provide parking at key locations to maximize effectiveness of integrated
transit and alternate mode solutions.
x Design parking structures in a manner that is compatible with their urban
context, yet still meets functional needs.
x Encourage the development of reliable, ultra high speed internet
services throughout the community.Develop and implement solutions to
address train noise within the City.
3.11.
x Broadband services are integral to a community in multiple ways as they
support economic vitality, quality of life and governmental operations.
x The telecommunications industry and service expectations by customers
are both changing, making it prudent for the City to establish a vision and
plan for the role of “next generation” broadband and telecommunication
services in Fort Collins.
x Kelly D to provide descriptive bullets
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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.
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:
x Conserving resources, including energy and water, and cultivating a healthy
ecosystem.
x Responsible stewardship of open lands and natural areas.
x A comprehensive and connected system of open lands.
x Partnerships with local, regional, state and national affiliates to achieve desired
goals and outcomes.
x Integrating renewable energy and new technologies for the electric grid.
x Improvements in air quality.
x Efforts to meet climate action plan goals and reduce greenhouse gas emissions.
x Solid waste reduction and diversion.
x Healthy watersheds and best practice stormwater management.
x A sustainable water supply while meeting or exceeding standards for stream water
quality, drinking water quality and water reclamation.
Strategic Objectives – version XVII March 13, 2014
23
Strategic Objectives – Environmental Health
4.1. Improve and protect wildlife habitat and the ecosystems of the Poudre River
and other urban streams.
4.2. Achieve environmental goals within using the Sustainability Assessment
Toolframework.
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 and monitor 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 biodiversity and habitat and land.
4.11. Demonstrate progress toward achieving zero waste within the community and
the City organization.
4.10.
Strategic Objectives Definition & Description –
Environmental Health
4.1. Improve and protect wildlife habitat and the ecosystems of the Poudre
River and other urban streams.
x 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.
x 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.
x TThe Poudre River is an economic driver for multiple entities across the
lifeblood of Northern Colorado’s economy; efforts to improve the
environment will be enhanced by strategies that also address economic
needs. A healthy Poudre River supports the Downtown economy.
4.2. Achieve environmental goals within using the Sustainability Assessment
Toolframework.
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x Develop consistent organizational capability to effectively implement and
utilize use the Sustainability Assessment Fframework and Ttoolbox for City
decisions while increasing transparency and fostering greater integration
across City departments.
x Create a decision framework that identifies social, environmental and
economic decision implications and optimizes Ooutcomes.
4.3. Implement indoor and outdoor air quality improvement initiatives.
x 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.
x Indoor air quality is typically more than 70% worse than outdoor air; 70% of
Fort Collins buildings have high radon levels.
x 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.
x 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.
x Need building code, green building programs and energy conservation
programs that drive efficiency and conservation, and reduce GHG
emissions.
x 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.
x 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.
x 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.
x 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.
x Education, training, regulations and incentives are needed to address and
achieve both net zero energy and net zero waste goals.
Strategic Objectives – version XVII March 13, 2014
25
4.6. Engage citizens in ways to educate and change behavior towards more
sustainable living practices.
x 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.
x 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.
x 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.
x Additional awareness and consideration of future climate impacts need to be
integrated into current and strategic Ccity planning.
x 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 and monitor water quality, and implement appropriate
conservation efforts and long-term water storage capability.
x The watershed acts as a primary water treatment facility, so monitoring and
protecting our watershed is critical.
x The City is nationally recognized as the microbrew capital of the country. In
addition, technology manufacturers have a significant presence. These key
local industries and others rely on a high quality and reliable water resource.
x 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.
x Water quality monitoring programs within the urban and lower watersheds
support long-term environmental objectives and support beneficial uses of
local waterways.
x 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.
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x The Colorado Department of Health is renewing the effluent discharge
permits of the City’s two wastewater facilities. More stringent regulations for
nutrient, metal, temperature and ammonia are anticipated. It is also
anticipated that more stringent state regulations will be implemented in the
next few years.
x WasteWwater infrastructure improvements are needed to meet GHG
reduction goals.
x 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 for the City.
4.10. Conserve and restore biodiversity and habitat. and land
x There are opportunities to enrich the biological diversity and resilience of
City-owned properties, especially Natural Areas.
x 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.
x The City will continue to acquire land and water for habitat-related purposes.
4.11. Demonstrate progress towards achieving zero waste within the
community and the City organization.
x 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.
x Education, training, regulations and incentives are needed to address and
achieve both net zero energy and net zero waste goals.
x
x
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
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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:
x A safe, non-threatening city in which to live, work, learn and play.
x A safe community impacts the community’s appeal, viability, productivity and
economic stability.
x Proactive and skilled police and fire services.
x Safe, reliable and well-designed electric systems and best practice floodplain
management.
x 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 support 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.
5.5. Develop and implement emergency preparation, response and recovery plans
across the organization in collaboration with other community efforts.
5.6. ImImprove safety for all modes of travel including vehicular, pedestrian and
bicyclesprove 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.
5.9.5.10. Provide a high-quality, sustainable water supply that meets or exceeds all
public health standards and supports a healthy and safe community. MNB to
add—about sustainable water
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Strategic Objectives Definition & Description – Safe
Community
5.1. Provide facilities and training capabilities to enable support a high-
caliber police force.
x As the community reaches full build out and a population of approximately
225,000 to 240,000, the type and volume of crimes and community support
will change, requiring additional police resources and skill levels.
x 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.
x Computers and mobile devices improve the effectiveness and efficiency of
various services across the City, and particularly in public safety.
x The City’s approach is to create the right technology platforms in an
integrated way while minimizing the development of isolated functionality
where possible.
x 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 needs,; and increase public safety operational
efficiency.
x 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
should be used to determine the necessary police staffing should be used to
sustain the level of public safety as the City grows.
x 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.
x 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.
x Reliable, efficient electric power is a critical and foundational service for
residents and businesses.
x 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.
Strategic Objectives – version XVII March 13, 2014
29
5.4. Protect life and property with natural, aesthetically pleasing flood
mitigation facilities through building codes and development
regulations.
x Stormwater master plans exist for all basins within Fort Collins.
Development over the years has caused many of these plans to be less
than currentoutdated. The software these plans were developed on is out of
date and no longer supported.
x Funding for the needed improvements was deferred and many current
projects are unable to proceed or are asked to fund the necessary
improvements.
x 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.
x The September 2013 flood was handled professionally by all parts of the
City. However, it was identified the need for that additional training and role
clarity is needed regarding Citywide emergency response and recovery
plans is needed. (Address for all hazards as defined in the City’s
Emergency Management Plan.)
x Representatives of each involved department need to develop the
appropriate documentation and understanding of how to respond to an
emergency.
x A method needs to be established to keep department knowledge current
and accurate through periodic review and drills on a periodic basis.
x Prioritizing employee training opportunities and regular certification audits
will ensure the workforce is prepared to respond to emergencies at any time.
5.6. Improve safety for all modes of travel including motoristvehicular,
pedestrian and bicyclesist safety.; and safety within all other modes of
travel
x The number of bicycle and vehicle collisions has increased with the increase
in population and bicycle riders.
x 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.
x 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.
Strategic Objectives – version XVII March 13, 2014
30
5.7. Use data to focus police efforts on reducing crime and disorder within
the community.
x 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.
x 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.
x Local and regional coordination is essential to a safe community so that all
emergency response teams are aligned.
x Offers should maximize the resources of local, regional and federal
agencies to address safety issues.
x Partnerships should continue to support key enforcement and educational
programs such as animal control, mental health, substance abuse,
detoxification, victim assistance, youth programs, bike safety, county jail and
programs to reduce recidivism.
x Efforts to foster public-private partnerships to address community safety,
and programs that foster a sense of community pride and involvement
should be continued.
x The City could optimize and leverage volunteers as cost-effective staff
resources and citizen public advocates.
5.9. Partner with Poudre Fire Authority to provide fire and emergency
services.
x When a fire breaks out, the goal is to contain it within the room of origin. To
enhance citizen public safety, the goal is to increase containment in the
room of origin to 80%.
x Development review services ensure that new construction, redevelopment,
and building are consistent with the International Fire Code.
5.10. Provide a high-quality, sustainable water supply that meets or exceeds
all public health standards and supports a healthy and safe community.
MNB to add—sustainable water
Colorado Primary Drinking Water Regulations require the City to treat
drinking water to established public health standards. It is anticipated that
more stringent drinking water regulations will be implemented in the next
several years.
x
The City must plan for and provide a stable supply of water to the
community while allocating resources for water conservation and demand
management.
x
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31
x Maintaining and improving the City’s current water supply, water treatment,
and water delivery infrastructure is a high priority for the City.
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 managing , and,
where possible, 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
Transfort Strategic Operating 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:
x 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.
x Multiple modes of safe, affordable, easy and convenient travel.
x A transportation system that provides safe, reliable, convenient and effective
vehicular mobility and access.
x Travel infrastructure that is high quality and recognized as world class by
residents, visitors and peers.
x Capacity and systems for good traffic flow and minimal congestion.
x 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.
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6.3. Create long-term funding certainty for street maintenance and the overall
transportation system.
6.4.6.3. Fill the gaps for all modes of travel and improve the current transportation
infrastructure while enhancing the aesthetic environment.
6.5.6.4. Improve traffic flow for all modes of transporting people, goods and
information to benefit both individuals and the business community.
6.6.6.5. 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.
6.6. Support efforts to achieve climate action goals by reducing mobile emissions
and supporting multiple modes of transportation.
6.7. Airport – Develop strategy to grow Fort Collins-Loveland airport into
something????
6.7. Create and implement planning, engineering and financial a strategiesy to
address adequate infrastructure within to the northeast area of Fort Collins.
Strategic Objectives Definition & Description –
Transportation
6.1. Improve safety of all modes of travel.
x There is increased cCommunity awareness and concern regarding bicycle
and vehicle collisions with the increase in population and bicycle riders.
x The number of bicycle and vehicle collisions has increased with the increase
in population and bicycle riders.
x Vehicle accidents have increased 15% in Fort Collins since 2008.
x Appropriate programs, policies, infrastructure improvements (e. g.,
intersection design), 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.
x Residents identified transportation and enhanced transit as high priorities
during community outreach sessions and in the 2013 Citizen Survey.
x A fully functioning transit system requires a level of service that allows the
rider to move throughout the city in a timely manner, and works seamlessly
with other mutli-modal travel options.
x Service levels will focus on areas of greatest ridership demand and
productivity, in accordance with the transit policies of the Transfort Strategic
Operating Plan and Transportation Master Plan, and should be available at
times that support the work and leisure needs of riders.
x Transit planners will continue exploring opportunities to implement
innovative alternate service delivery methods, such as point-to-point service
and integration with other modal travel options, to meet the community’s
future transit needs and demands.
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33
x 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.
x 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
x Currently, the majority of street maintenance is funding by two sunsetting
taxes – the ¼-cent street maintenance tax and 33% of KFCG.
x Street maintenance is a core service of the City and a high priority to
residents.
x A stable, consistent funding source is needed to provide long-term stability
for the street maintenance program.
x 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.
6.4.6.3. Fill the gaps for all modes of travel and improve the current
transportation infrastructure while enhancing the aesthetic environment.
x Street maintenance and our infrastructure of intersections and pedestrian
ways are a high priority to for the Fort Collins community.
x The City has a significant number of bridges, culverts and irrigation ditch
crossings that are old and in need of repair and rebuilding.
x Quality infrastructure continues to be a focus, including safe, well-
functioning, high quality streets, bikeways, sidewalks and trails.
6.5.6.4. Improve traffic flow for all modes of transporting people, goods and
information to benefit both individuals and the business community.
x The City will leverage intelligent technology to maximize system capacity
and efficiency.
x To increase system efficiency and safety, infrastructure deficiencies must be
remedied.
x 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.
x High quality transportation infrastructure will help retain and attract primary
employers.
6.6.6.5. 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.
x Where practical, complete action items identified in the 2004 2011
Transportation Master Plan.
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34
x Update the Transportation Master Plan to reflect critical changes and
opportunities that have evolved since 2011, including social impacts and
accessibility, and transportation’s role in reducing Green House Gas mobile-
source emissions.
x Update Transportation Master Plan to reflect critical changes and
opportunities that have evolved since 2004.
x Continue defining and designing key corridors for transit and vehicle
movement.
x Maximize linkage between on-street and trail bicycle and pedestrian
connections, including key grade-separated crossings.
x Continue exploring and addressing whole-system mobility issues, impacts,
opportunities, and partnerships including railroad-–traffic conflicts and horn
noise, and regional airport connectivity and accessibility.
6.7.6.6. Support efforts to achieve climate action goals by reducing mobile
emissions and supporting multiple modes of transportation.
x 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 among modes to
maximize system effectiveness.
Supporting alternate-fuel vehicles in the City fleet and within the
community where practical.
6.7. Create and implement planning, engineering and financial strategies to
address adequate infrastructure within the northeast area of Fort Collins.
Exploring demand management strategies to lessen auto dependency.
6.8.Airport – Develop strategy to grow Fort Collins-Loveland airport into something????
Create and implement planning, engineering and financial a strategiesy to address adequate
infrastructure within to the northeast area of Fort Collins
x The Northeast quadrant of the City, consisting of areas surrounding East
Mulberry Street, extending north to Dougblas Road and west to College
Ave.nue, is the last major quadrant of the City’s Growth Management Area
that remains largely undeveloped.
x The Structure Plan envisions a wide variety of uses including residential,
commercial, industrial, and institutional development.
x The lack of transportation and utility infrastructure limits opportunities for
affordable housing and business development that would meet the same
quality and standards as the rest of the community.
x It should have a sense of place, incorporate sound land use planning, and
be developed with the vision articulated in existing adopted plans.
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35
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 citizensthe public, continuously delivers high quality
services to the community, facilitates high performance, and generates trust in and
transparency of City business.
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
residents 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:
x Effective and efficient local governance where all voices in the community are
valued.
x Fiscal sustainability and transparency in the City organization.
x A collaborative and community-based approach to problem solving.
x Core processes that are consistently used across the organization.
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x A high quality workforce that strives for continuous improvement in all areas of the
organization.
x A systems approach, driven by data, to effectively solve problems, creatively
pursue opportunities for improvement and develop innovative solutions.
x Promoting a values-driven organizational culture that reinforces ethical behavior,
exercises transparency and maintains the public trust.
x 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.
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.
7.12. Develop and implement a process for Council that addresses on-boarding,
strategic planning, teamwork, and feedback.
7.13. Continuously improve the City’s governance process.
Strategic Objectives Definition & Description – High
Performing Government
7.1. Improve organizational capability and effectiveness – professional
development, leadership, change management, strategic thinking, fiscal
literacy, and staff engagement.
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x 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.
x
7.2. Improve core Human Resource systems and develop a total reward
system.
x Compensation programs, position definitions, organizational structure, and
performance management systems all play a significant role in the attitude
of staffemployee morale and ultimately the culture of the organization.
x Improvements in these systems can and/will drive improvement in the
organizational capability to deliver the outcomes and services of the City
Strategic Plan.
x Key systems and processes on which to focus include compensation, job
analysis and performance management.
7.3. Align similar jobs and skill sets across the organization to address
succession planning and career progression.
x 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.
x 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.
x The City recognizes the importance of sincerely engaging residents in the
development of policy, programs and services. The City’s Public
Engagement Strategic Plan focuses on fostering an engaged citizenry,
equipping staff to successfully lead public engagement projects, and
ensuring accountability and promoting excellence in community
engagement.
x The city has begun to pursue methods of reaching traditionally hard-to-reach
populations, and has also expanded the use of social media and
technology., including youth, seniors, Hispanic and low income residents.
x These efforts supplement the more traditional outreach to boards and
commissions, the business community, the environmental community and
general residents, which will continue.
x KD to provide additional information
7.5. Optimize the use of information technology to drive efficiency and
productivity, and to improve services.
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38
x 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.
x 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.
x 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.
x A data warehouse has been developed to house all metric information and
provide easy reporting to various audiences.
x 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.
x Organizational effectiveness can be improved by standardizing select
processes, where the tools, skills, and activities of a process are understood
by all.
x PDCA has been adopted as the continuous improvement methodology to be
used across the organization. The steps, tools and knowledge of how to do
implement 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.
x 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.
x 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.
x Data indicates that, while our incidents are less severe, the rate of incidents
leaves significant room for improvement.
x More prescriptive measures are needed to quickly change the organizational
culture and sensitivity to creating safe work practices and a safe work
environment.
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39
7.9. Improve productivity, efficiency, effectiveness, customer service and
citizen satisfaction in all areas of the municipal organization.
x 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.
x To achieve organizational sustainability goals, specific attention
Environmentally Specifically city buildings, operations and internal service
areas
7.10. Implement leading-edge and innovative practices that drive performance
excellence and quality improvements across all Service Areas.
x 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.
x 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.
x The City plays a critical role in influencing local, state, and federal policy that
impacts our ability to achieve key outcomes.
x 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.
x 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.
x 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.
7.13. Continuously improve the City’s governance process.
x Develop and implement a process for Council that addresses on-boarding,
strategic planning, teamwork, and feedback.
x The City operates on a council-manager form of government that combines
the strong political leadership of elected officials with the strong managerial
experience of an appointment manager or administrator.
x Strong administrative and legal support, as well as ongoing improvements to
processes such as Council onboarding, Board & Commission training,
Comment [AR1]: More info needed
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agenda preparation, and policy development, will enhance Council’s
effectiveness in establishing policy that aligns with desired community results.
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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 oOutcomes.
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
Ooutcome 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 oOutcome. 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 desired results are not delivered,ing 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 oOutcomes.
Additional information can be found at www.fcgov.com/performancemeasurement .
The following graphics are a summary of 2013 year-end performance:
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42
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
Comment [AR2]: No longer relevant?
Strategic Objectives – version XVII March 13, 2014
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Culture and Recreation
Economic Health
Strategic Objectives – version XVII March 13, 2014
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Environmental Health
Safe Community
Strategic Objectives – version XVII March 13, 2014
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Transportation
High Performing Government
Strategic Objectives – version XVII March 13, 2014
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Strategic Financial Plan – 5-year look (to be prepared
for March 25)
Five-Line Fund Analysis Process:
As part of the City’s bi-annual Strategic Planning Process, finance staff develops a Five-Line Review of
the major funds across the City. The term Five-Line is used because the analysis focuses on five distinct
elements of each fund – beginning fund balance, revenue, expenditures, minimum fund balance
requirements, and ending fund balance. The objective of the review is to identify the overall health of
the City’s major funds relative to available revenue and desired expenditures.
The department responsible for a fund reviews past, present, and projected revenues and expenditures
to develop a five-year forecast for how revenues match up with expenditures, and how it will affect the
ending fund balance. Due to the uniqueness of each fund, various assumptions and adjustments are
applied accordingly to get a more realistic and futuristic view of forecasted fund performance to
compare projected fund balances to minimum fund balance policies.
This analysis of forecasted fund performance is one of the key financial inputs to the City’s Strategic
Planning process. From a high-level view, this analysis can quickly assess ongoing operations, any
expenditure/revenue concerns, or any events that may be occurring that would impact fund
performance in an effort to have any potential issues with fund balance included in the strategic plan.
Assumptions for years 2014-2018:
Expenses are assumed a 2% inflationary increase each year based on information available on
federal government websites.
Revenue projections vary from fund to fund based on each unique revenue stream.
Minimum fund balances are set at the following:
o 5% for majority of the funds including Water, Wastewater, and Stormwater
o 8% for Light and Power
o General Fund takes 1/6th of the next year’s total operating expenses
List of Funds Analyzed:
General Recreation Transportation Water
Benefits Golf Transit Wastewater
Self Insurance Cultural Services Natural Areas Stormwater
Conservation Trust Museum Light & Power Utilities Customer Service &
Admin
Executive Summary
Strategic Objectives – version XVII March 13, 2014
47
The majority of the City’s funds are healthy in that expenditure growth is equal to or less than revenue
growth. Sales tax revenue has been growing at a healthy rate of 4-5.5% over the past three years. Use
tax and development review fee revenue has been at an all-time high level. Property tax revenue has
been flat for the last three years, but is anticipated to begin growing at the historic rate of 3-4% a year.
As such, modest growth in revenue of 2-3% is conservatively assumed. It is anticipated expenditures can
be managed within this available revenue while continuing to meet citizen expectations and current
service levels.
Four funds have an increasing service level requirement that cannot be met based on current revenue
forecasts, or have expiring revenue sources that must be managed in the near term. The Golf and
Transit funds demonstrate that revenues cannot support service requirements. Capital requirements to
maintain the City’s Golf assets exceed the current revenue generated within the Golf Fund. The need
for increased Transit operations is a growing priority within the community. Additional funding will be
required to expand evening and weekend service, and to improve headways. Both the Transportation
Fund and Natural Areas have risks associated with expiring tax rates. Additional General Fund funding is
anticipated as a result of a new intergovernmental agreement with Poudre Fire Authority and policy
changes to the use of Conservation Trust revenue. Lastly, there are various risks that need to be
addressed, such as renewals of Street Maintenance and Capital ¼-cents in 2015, as well as potential
litigation and settlement of the oil and gas moratorium.
Status of Funds
Healthy Funds:
1. General Fund
x Expenditure growth in line with revenue projections
2. Benefits Fund
x Impact of Health Care reform is uncertain
3. Self Insurance
x Impact of oil and gas litigation is uncertain
4. All Utility Funds (Light & Power, Water, Wastewater, Stormwater, Utilities CS&A
x Fluctuations in fund balance primarily driven by capital projects
5. Cultural Services, Recreation, and Conservation Trust
Funds to Watch:
1. Golf Fund
x Declining Revenue not keeping up with O & M
x Long-term capital needs cannot be funded from current revenues
x Debt will be paid off in 2018 and 2021 reducing expenses by about $200K each
year
2. Transit Fund
x General Fund accounts for 62% of Transfort’s revenue budget
Strategic Objectives – version XVII March 13, 2014
48
x At current projections, operating deficit will begin in 2016 and subsequent years
x MAX’s true operating and revenue dollars are unknown
x Expect increasing demand for more East-West Routes and Sunday service
x Fixed-route bus replacement and other capital needs is approx. $5.7M in 2015
3. Transportation Fund
x Expiring ¼-cent sales tax - $7M in annual revenue for streets maintenance
4. Natural Areas Fund
x County Tax is scheduled to Expire 2018
x Conservation Trust -
5. Museum Fund
x New fund with minimal fund balance. The Museum loses $200k per year of
funding from BOB beginning in 2016; current revenues are not sufficient to
replace the lost revenue.
Other Funding Issues
Police Training?
Funding for a joint Police training facility with Loveland is in the preliminary stages. Costs for the
facility range from $16M to $28M. Annual debt service requirements are in development.
Poudre Fire Authority (PFA)
Revision to the intergovernmental agreement (IGA) will require additional funding to PFA
Escalation adjustment will be applied in years 2015-2018 to avoid large, up front catch-up costs
Conservation Trust
The return of Conservation Trust funding to building trails will require approximately $735K in
additional General Fund funding
Community push for earlier trail completion
Tax Renewals/Needs
Capital Improvement and Pavement Management ¼-cent taxes due to expire in 2015
Renewal of KFCG at some level
Comment [AR3]: Missing content?
Comment [AR4]:
Strategic Objectives – version XVII March 13, 2014
49
Appendix A: 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
quality housing that is affordable
3.3
1.2. Preserve the significant historical
character of the community.
3.8
1.3. Direct and guide growth in the
community through appropriate planning,
annexation, 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 and provide responsible access
to nature.
2.4, 2.5, 2.7 3.3, 3.8 4.1, 4.10
1.5 Preserve and enhance the City's sense of
place.
2.4, 2.5 3.3, 3.8
1.6. Promote heatlh and wellness within the
community.
3.3 4.6, 4.7
1.7. Leverage and improve collaboration
with other human and sustainable service
agencies, to address the prevention of
homelessness, poverty issues and other high
priority human service needs.
3.4 4.6 5.8 6.2
1.8. Expand organizational and community
knowledge about diversity, and embrace
cultural differences.
2.6 3.3 5.1, 5.8 7.4
1.9. Develop clear goals, 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
1.10. Address neighborhood parking issues
6.4, 6.5
Alignment of Strategic Objectives with Outcome Areas
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. Maintain and enhance attractive
neighborhoods through City services,
innovative enforcement techniques, and
voluntary compliance with City codes and
regulations
3.8 5.4
1.12. Foster positive and respectful neighbor
relationships and open communication, as
well as provide and support conflict
resolution
5.8
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 and moderate income
citizen access to, and participation in, City
programs and facilities.
5.7, 5.8
2.2. Develop effective marketing strategies
that drive optimal attendance and revenue.
2.3. Develop effective 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
responsible access to nature. 1.4, 1.5 3.3, 3.8 4.1, 4.6, 4.10
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
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, and
integrated transit and alternate mode
solutions.
1.9 6.4, 6.5
3.11. Encourage the development of
reliable, ultra high speed internet services
throughout the community.
7.5
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 and protect 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 using the
Sustainability Assessment framework.
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 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 biodiversity and
habitat. 1.4, 1.3 2.4, 2.5, 2.7
4.11. Demonstrate progress toward
achieving zero waste within the community
and the City organization.
3.7 7.5, 7.10
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 safety for all modes of travel
including vehicular, pedestrian and bicycles.
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
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
5.10 Provide a high-quality, sustainable
water supply that meets or exceeds all
public health standards and supports a
healthy and safe community.
4.1, 4.8
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. Fill the gaps for all modes of travel and
improve the current transportation
infrastructure while enhancing the aesthetic
environment.
1.3, 1.4
3.3, 3.6, 3.7, 3.8,
3.10
6.4. 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
6.5. 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
6.6. Support efforts to achieve climate
action goals by reducing mobile emissions
and supporting multiple modes of
transportation.
1.9 2.7 3.7, 3.10 4.4
6.7. Create and implement planning,
engineering and financial strategies to
address adequate infrastructure within the
northeast area of Fort Collins.
1.1, 1.2, 1.3, 1.6,
1.11
3.8
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 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
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
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February 24, 2014
Glossary of Terms and Acronym Descriptions- DRAFT
BART— Budget Analysis and Reporting Tool Software developed internally by City staff for budgeting and reporting
purposes.
BFO — Budgeting for Outcomes A system driven by goals and performance, to provide information that relates budgeting
to planning and outputs/results. Its purpose is to better align the services delivered by the City with the things that are
most important to the community.
BFO Teams One of sSeven cross-departmental teams that participate in the BFO process,; articulate goals for each
Outcome, provide direction to departments for developing budget Offers, and rank Offers for funding,; and evaluate
performance of Offers.
BLT —Budget Leadership Team
City Plan Began in 1995 as a Comprehensive Plan that illustrates how we envision Fort Collins in the next 25 years.
Community Dashboard A quarterly snapshot of the community's progress in attaining key outcomes. The Dashboard
reinforces the City of Fort Collins' steadfast commitment to accountability and continuous improvement. Performance
measurement initiatives are tracked and reported for overall progress toward community goals.
Community Scorecard Annual report to the community which that summarizes data regarding the performance of the
City organization and services.
Continuity of Government Emergency management requirement and plans to maintain essential City functions during
emergencies and disasters including governance, telecommunications, health and safety regulation, policing and utility
services.
CPIO — Communications and Public Involvement City department charged with pubic information dissemination,
communications strategies and public engagement in City services.
DART -– Days Away Restricted or Transferred
DDA — Downtown Development Authority
ELT — Executive Lead Team
FTE’s — Full time equivalents
Futures Committee A three-member Council The Futures Committee was formed to assist City Councilmembers in their
decision -making process. The goal is to position the City in the distant future (30- plus years) for achievable successes,
integrating community desires with known fiscal, social and environmental data.
GEMS — Greenhouse Gas Emissions Management System
GHG -– Greenhouse Gas Emissions
GMA — Growth Management Area
GSC — Gardens on Spring Creek
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February 24, 2014
Home Rule A form of government under the control of local citizens rather than state government; the City Charter and
the ordinances adopted by Council under the Charter supersede any conflicting law of the state in matters of purely
local concern. Statutory and constitutional provisions which allow municipalities to exercise powers of local self-
government such as the administration and collection of local taxes. (BFO description)
HR — Human Resources
ICMA — International City/County Management Association A trade organization for Council-Manager cities; a
clearinghouse for information regarding cities, including the ICMA Center for Performance Excellence Program of
comparative data regarding municipal services.
IGA — Intergovernmental Agreement
ICS — Incident Command System A nationally-used, standardized emergency management organizational structure for
single or multiple incidents which can cross organization or jurisdictional boundaries.
IT — Information Technology
KFCG — Keep Fort Collins Great A ballot measure passed in November 2010 approving a 0.85% increase in the City sales
and use tax rate.
Low to Moderate Income – Households whose incomes are below 95 percent of the median income for the area (AMI), as
determined by HUD, with adjustments for smaller or larger families.
Master Plans Long term vision documents. There are multiple functional master plans in each service area.
MOD — Museum of Discovery
NCEDC — Northern Colorado Economic Development Corporation
O&M — Operations and Maintenance
Outcome Measure The mathematical expression of the effect on customers, clients, the environment, or infrastructure
that reflects the purpose.
PDCA — Plan, Do, Check, Act
PDT— Planning, Development and Transportation One of the largest Service Areas in the City of Fort Collins, PDT
includes the following departments: Community Development and Neighborhood Services, Engineering, Traffic
Operations, Transfort (Transit), Parking Services, Streets, and FC Moves (Transportation Planning).
PFA — Poudre Fire Authority
Place-making – A decision -making approach intended to preserve and enhance a vibrant community by optimizing its
economy, environment, and social values.
Plan Fort Collins The City’s comprehensive community planning process that developed City Plan.
Performance Measure Measurements that reflect the service that is being provided and permit objective evaluation of the
service program.
Plan Elements Existing plan elements and other related documents that are incorporated into City Plan.
Poverty Rate – 19% is the poverty rate for Fort Collins from the 2010 US Census. This includes CSU and Front Range
Community College student populations. Data is not collected to eliminate those student populations. Excluding 18-24
year olds in the Fort Collins data reduces the local poverty rate to 10.3%, but that excludes a larger number of people than
just the student populations.
Formatted: Font: Not Bold, Not Italic
3
February 24, 2014
Q14 — Employee Engagement Survey; includes 14 questions; asked of all employees twice per year.
Quality Measure The mathematical expression of how well the service, product or activity was delivered, based on
characteristics important to the customers.
RAF— Recordable Accident Frequency
Result The effect desired for the public, expressed as broad statements (also an outcome).
RFRs — Request for Results Key input to the BFO process; developed by Results Teams to solicit Offers from departments
to provide services to accomplish results that matter to residents.
RMI — Rocky Mountain Innosphere Business incubator supported by City Economic Development Plan.
SAIDI -– Electric System Average Interruption Duration Index
SARs — Service Area Requests
Sustainability Assessment Tool A data- driven tool for evaluating the impact of actions on the economy, environment
and society.
SIT — Strategic Issues Team A Management team which that includes all members of ELT plus other senior managers and
internal service managers; meets monthly to provide input to ELT and transmit information to other staff.
Strategic Outcomes (Key) A result. The effect that citizens want as a result of government programs and activities (e.g.,
safety is the result or outcome that citizens want from police and fire programs or activities). There are seven key
outcomes that make up the City of Fort Collins strategic planning and budgeting processes.
Strategic Objectives (SO) Fundamental issues the City must address. They give direction for accomplishing
the mission, contain meaningful planning challenges, and result from organizational input analysis.
SP — Strategic Plan 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 2013 Citizen Survey; and (c) Council priorities and input. It is linked to the City Plan and the Council -
adopted master plans.
SPP — Strategic Planning Process
T-BLAM — Triple Bottom Line Analysis Matrix A data driven tool for evaluating the impact of actions on the economy,
environment and society.
TBL — Triple Bottom Line Triple Bottom Line analysis is a concept intended to take into consideration the social, economic
and environmental aspects of any project, procedure or purchase.
T-BLAM — Triple Bottom Line Analysis Matrix A data-driven tool for evaluating the impact of actions on the economy,
environment and society.
Transportation Master Plan –Long -term vision document that defines the long- term multimodal system that Fort Collins
desires in the future, and serves as a comprehensive reference guide regarding transportation issues.
URA — Urban Renewal Authority The Urban Renewal Authority is in place to identify and revitalize areas of the city
deemed blighted and provide a funding mechanism to encourage redevelopment.
0.69" + Indent at: 0.94"
Formatted: Indent: Left: 0.25"
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. % 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 support 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.
5.5 Develop and implement emergency preparation, response and recovery plans across the organization in collaboration with other community efforts.
5.6 Improve safety for all modes of travel including vehicular, pedestrian and bicycles.
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.
5.10 Provide a high-quality, sustainable water supply that meets or exceeds all public health standards and supports a healthy and safe community.
Transportation
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. Fill the gaps for all modes of travel and improve the current transportation infrastructure while enhancing the aesthetic environment.
6.4. Improve traffic flow for all modes of transporting people, goods and information to benefit both individuals and the business community.
6.5. 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.
6.6. Support efforts to achieve climate action goals by reducing mobile emissions and supporting multiple modes of transportation.
6.7. Create and implement planning, engineering and financial strategies to address adequate infrastructure within the northeast area of Fort Collins.
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 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 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.
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.
7.13. Continuously improve the City’s governance process.
1.9. Develop clear goals, strategic definition and description of the City’s social sustainability role within the community.
1.10. Address neighborhood parking issues.
1.11. Maintain and enhance attractive neighborhoods through City services, innovative enforcement techniques, and voluntary compliance with City codes and
regulations.
1.12. Foster positive and respectful neighbor relationships and open communication, as well as provide and support conflict resolution.
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 and moderate income citizen access to, and participation in, City programs and facilities.
2.2. Develop effective marketing strategies that drive optimal attendance and revenue.
2.3. Develop effective Operation and Maintenance (O&M) funding alternatives for subsidized facilities and programs.
2.4. Maintain and enhance the current culture, recreation and parks systems.
2.5. Plan, design and implement citywide park, recreation 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 responsible access to nature.
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 and strategy 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, and integrated transit and alternate mode
solutions.
3.11. Encourage the development of reliable, ultra high speed internet services throughout the community.
3. Part 1 Crimes per Capita Compared
to Cities of Similar Size
4. %of Time Fire Contained to Room of
Origin
5. % Time PFA Fire Personnel are on
Scene Within 5 Min 45 Seconds
6. % of Time Police Priority 1 Calls
Responded to Within 5 Minutes
4.1 Provide facilities and training capabilities to support a high caliber police force.
4.2 Optimize the use of technology to drive efficiency, productivity and customer service.
4.3 Align staffing levels to deliver services that meet community expectations and needs, and increase public safety operational efficiency.
4.4 Protect life and property with natural, aesthetically pleasing flood mitigation facilities through building codes and development regulations.
4.5 Develop and implement emergency preparation, response and recovery plans across the organization in collaboration with other community efforts.
4.6 Improve safety for all modes of travel including vehicular, pedestrian and bicycles.
4.7 Use data to focus police efforts on reducing crime and disorder within the community.
4.8 Improve community involvement, education and regional partnerships to make our community safer and stronger.
4.9 Partner with Poudre Fire Authority to provide fire and emergency services.
4.10 Provide a high-quality, sustainable water supply that meets or exceeds all public health standards and supports a healthy and safe community.
Transportation
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. Fill the gaps for all modes of travel and improve the current transportation infrastructure while enhancing the aesthetic environment.
6.4. Improve traffic flow for all modes of transporting people, goods and information to benefit both individuals and the business community.
6.5. 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.
6.6. Support efforts to achieve climate action goals by reducing mobile emissions and supporting multiple modes of transportation.
6.7. Create and implement planning, engineering and financial strategies to address adequate infrastructure within the northeast area of Fort Collins.
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 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 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.
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.
7.13. Continuously improve the City’s governance process.
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1.9. Develop clear goals, strategic definition and description of the City’s social sustainability role within the community.
1.10. Address neighborhood parking issues.
1.11. Maintain and enhance attractive neighborhoods through City services, innovative enforcement techniques, and voluntary compliance with City codes and
regulations.
1.12. Foster positive and respectful neighbor relationships and open communication, as well as provide and support conflict resolution.
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 and moderate income citizen access to, and participation in, City programs and facilities.
2.2. Develop effective marketing strategies that drive optimal attendance and revenue.
2.3. Develop effective Operation and Maintenance (O&M) funding alternatives for subsidized facilities and programs.
2.4. Maintain and enhance the current culture, recreation and parks systems.
2.5. Plan, design and implement citywide park, recreation 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 responsible access to nature.
Economic
Health
Promote a
healthy,
sustainable
economy
reflecting
community values
1. Commercial Vacancy Rates
2. Electric System Average
Interruption Duration Index (SAIDI)
in Minutes
3. Local Unemployment Rate
4. Lodging Occupancy Rates
5. Net Percent Change in Local Jobs
6. New Commercial Permit Dollar
Volume per Capita
7. New Residential Permit Unit
Volume
3.1. Align economic health goals and strategy 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, and integrated transit and alternate mode
solutions.
3.11. Encourage the development of reliable, ultra high speed internet services throughout the community.
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