HomeMy WebLinkAboutCOUNCIL - COMPLETE AGENDA - 08/09/2016 - COMPLETE AGENDACity of Fort Collins Page 1
Wade Troxell, Mayor City Council Chambers
Gerry Horak, District 6, Mayor Pro Tem City Hall West
Bob Overbeck, District 1 300 LaPorte Avenue
Ray Martinez, District 2 Fort Collins, Colorado
Gino Campana, District 3
Kristin Stephens, District 4 Cablecast on FCTV Channel 14
Ross Cunniff, District 5 and Channel 881 on the Comcast cable system
Carrie Daggett Darin Atteberry Wanda Winkelmann
City Attorney City Manager City Clerk
The City of Fort Collins will make reasonable accommodations for access to City services, programs, and activities
and will make special communication arrangements for persons with disabilities. Please call 221-6515 (V/TDD: Dial
711 for Relay Colorado) for assistance.
Special Meeting
August 9, 2016
6:00 p.m.
(REVISED 8/8/16-order of discussion items has been reversed)
CALL TO ORDER
PLEDGE OF ALLEGIANCE
ROLL CALL
CITIZEN PARTICIPATION
Individuals may comment regarding items scheduled on the Consent Calendar and items not specifically scheduled
on the agenda. Comments regarding land use projects for which a development application has been filed should
be submitted in the development review process** and not to the Council.
Those who wish to speak are asked to sign in at the table in the lobby (for recordkeeping purposes).
All speakers will be asked by the presiding officer to identify themselves by raising their hand, and then will
be asked to move to one of the two lines of speakers (or to a seat nearby, for those who are not able to
stand while waiting).
The presiding officer will determine and announce the length of time allowed for each speaker.
Each speaker will be asked to state his or her name and general address for the record, and to keep
comments brief. Any written comments or materials intended for the Council should be provided to the City
Clerk.
A timer will beep once and the timer light will turn yellow to indicate that 30 seconds of speaking time
remain, and will beep again and turn red when a speaker’s time to speak has ended.
[**For questions about the development review process or the status of any particular development, citizens should
consult the Development Review Center page on the City’s website at fcgov.com/developmentreview, or contact the
Development Review Center at 221-6750.]
City of Fort Collins Page 2
CITIZEN PARTICIPATION FOLLOW-UP
Discussion Items
The method of debate for discussion items is as follows:
● Mayor introduces the item number, and subject; asks if formal presentation will be
made by staff
● Staff presentation (optional)
● Mayor requests citizen comment on the item (three minute limit for each citizen)
● Council questions of staff on the item
● Council motion on the item
● Council discussion
● Final Council comments
● Council vote on the item
Note: Time limits for individual agenda items may be revised, at the discretion of the Mayor, to ensure
all citizens have an opportunity to speak. Please sign in at the table in the back of the room.
The timer will buzz when there are 30 seconds left and the light will turn yellow. It will buzz again
at the end of the speaker’s time.
1. Council will consider a motion to waive City Council's attorney-client privilege and allow public
disclosure of a legal memo regarding TABOR issues related to the Keep Fort Collins Great (KFCG)
Sales and Use Tax.
2. Council will consider a motion to adjourn into executive session to seek legal advice regarding the
Adequate Public Facilities Ordinance.
OTHER BUSINESS
A. Possible consideration of the initiation of new ordinances and/or resolutions by Councilmembers.
(Three or more individual Councilmembers may direct the City Manager and City Attorney to initiate
and move forward with development and preparation of resolutions and ordinances not originating
from the Council's Policy Agenda or initiated by staff.)
ADJOURNMENT
City of Fort Collins Page 1
Wade Troxell, Mayor Council Information Center (CIC)
Gerry Horak, District 6, Mayor Pro Tem City Hall West
Bob Overbeck, District 1 300 LaPorte Avenue
Ray Martinez, District 2 Fort Collins, Colorado
Gino Campana, District 3
Kristin Stephens, District 4 Cablecast on FCTV Channel 14
Ross Cunniff, District 5 and Channel 881 on the Comcast cable system
Carrie Daggett Darin Atteberry Wanda Winkelmann
City Attorney City Manager City Clerk
The City of Fort Collins will make reasonable accommodations for access to City services, programs, and activities
and will make special communication arrangements for persons with disabilities. Please call 221-6515 (TDD 224-
6001) for assistance.
City Council Work Session
August 9, 2016
After the Special Meeting, which begins at 6:00 p.m.
CALL TO ORDER.
1. Status of the Adequate Public Facilities Ordinance. (staff: Laurie Kadrich, Rick Richter, Joe Olson;
10 minute staff presentation; 45 minute discussion)
The purpose of this item is to propose updates to the transportation requirements of Land Use Code
(LUC) Section 3.7.3 - Adequate Public Facilities (APF) because of conflicting standards with the
Larimer County Urban Area Street Standards (LCUASS), gaps in applicability, and changing
development patterns.
2. Transportation Capital Expansion Fee (Street Oversizing Fee) Assessment. (staff: Matt Baker,
Rick Richter, Dean Klingner; 10 minute staff presentation; 20 minute discussion
The purpose of this item is to present proposed changes to the Street Oversizing Program. The City
has begun a study to assess the Street Oversizing Program. Emerging trends of redevelopment
and the approaching build-out of the City’s Growth Management Area (GMA) make an update
desirable. The City of Fort Collins has retained TischlerBise, Inc. as a consultant to assist the City
with the assessment of its existing Transportation Capital Expansion Fee Program (Street Oversizing
Capital Expansion Fee Program). They have completed a draft report and are recommending the
following changes:
Change the name from “Street Oversizing” to “Transportation Capital Expansion Fee”.
Simplify the transportation impact fee schedule from 43 categories of use to only a handful;
Residential (by size of unit) and two broad categories for commercial and industrial.
City of Fort Collins Page 2
Use Vehicle Miles Traveled (VMT) as the basis for determining impact, instead of trips generated.
Increase the fee to include additional transportation system improvements (bicycle, pedestrian,
transit, intersection turn lanes, and signal timing improvements, for example).
These proposed changes would bring the City’s Transportation Capital Expansion fee closer to
recent case law and national practices. It is more proportionate to the traffic impacts of development
and the actual demand for capital improvements to the street network.
3. Status of the City Manager’s 2017-18 Recommended Budget and a High Level Performance
Measures and Results Review. (staff: Darin Atteberry, Mike Beckstead; 2 hour discussion)
The purpose of this item is two-fold. First, will be a review of the economic, revenue and expense
assumptions included in the 2017-18 City Manager's Recommended Budget; which will be delivered
to City Council and available to the public on September 2, 2016. This work session will also provide
an overview of the major 2017-18 budget themes and the Council budget meeting schedule during
September through November.
Second, will be a review of the City’s Performance Measures and Results. This will be broken into 3
sections: (1) an overview of City staff work implementing metric, “Results Journey”; (2) a review of
the Community Dashboard metrics; and (3) a look at how staff proposes to support a biennial results
review as part of the Strategic Plan process focusing on Strategic Objectives.
OTHER BUSINESS.
ADJOURNMENT.
DATE:
STAFF:
August 9, 2016
Martina Wilkinson, Civil Engineer
Laurie Kadrich, Director of PDT
Rick Richter, Director of Infrastructure Services
Joe Olson, City Traffic Engineer
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
Status of the Adequate Public Facilities Ordinance.
EXECUTIVE SUMMARY
The purpose of this item is to propose updates to the transportation requirements of Land Use Code (LUC)
Section 3.7.3 - Adequate Public Facilities (APF) because of conflicting standards with the Larimer County Urban
Area Street Standards (LCUASS), gaps in applicability, and changing development patterns.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
What feedback does Council have regarding:
1. The concept of combining transportation requirements of APF and Larimer County Urban Area Street
Standards (LCUASS) into one set of standards?
2. The concept of creating a “Modification of Standard” that allows consideration of alternative mitigation be
established for the transportation requirements?
3. The concept of having transportation related Modifications of Standard be heard by Planning and Zoning
Board (as other modifications are) and be subject to appeal?
BACKGROUND / DISCUSSION
Bottom Line
The transportation component of the Adequate Public Facilities ordinance has been in place for almost 20 years
and is intended to ensure that adequate roadway infrastructure is in place as development occurs. Staff is
increasingly reviewing infill and redevelopment projects that fit within planning efforts yet conflict with existing
transportation requirements. Therefore, staff reviewed the ordinance for potential changes. The primary reasons
to update the Code are to:
ensure the technical analysis requirements are meeting best practices
create a single review criteria
incorporate the City’s changing development patterns including multi-modal interests.
The proposed revisions would also recognize that there are some locations in Fort Collins that are not suited to
significant roadway improvements (such as widening roads in downtown or fully built-out intersections). Therefore
staff recommends adding a component of flexibility in the ordinance to allow consideration of alternative mitigation
(Modifications of Standards) measures.
Background
The City adopted Section 3.7.3 of the Land Use Code in 1997 in order to establish an ongoing mechanism that
ensured that public facilities and services needed to support development are available concurrently with the
impacts of such development. The Transportation element of the Adequate Public Facilities (APF) ordinance
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details the required vehicular Level of Service (LOS) at substantially impacted intersections. If the LOS is not
met, then the development is required to make improvements to reach an acceptable LOS, or the project cannot
move forward until such improvements are made. These APF provisions are in addition to other and different
requirements within the City’s street standards for infrastructure needed to serve a particular development and
only apply to the intersections themselves, not ramps or other approaches. (Attachment 1)
The APF ordinance was intended to strengthen the existing Street Oversizing Program (SOP), a capital
expansion fee program that collects revenue from new development specifically to mitigate communitywide
transportation system impacts. The fees paid by a developer cannot be used to address existing deficiencies
unrelated to their development. The City’s ordinance does not currently limit a developer’s responsibility to a
“proportionate share” of improvements, and does not offer any flexibility for alternative mitigation.
Need for Refinement
Staff began reviewing the APF Ordinance for potential changes for a number of reasons:
In the almost 20 years since the ordinance was adopted, the land use development patterns within the City
have shifted from mostly greenfield development on the edge of the City to infill and redevelopment within the
developed community. Some of these developments are in locations where vehicular improvements may not
be desired or logical (such as downtown Fort Collins or fully built-out intersections).
The City has fully embraced multi-modal and alternative transportation solutions; perhaps the ordinance
should allow flexibility to consider alternative mitigation for impacts.
The standards utilized in the ordinance are incomplete and/or no longer current, they are inconsistent with
engineering standards, and the development review procedure has two separate but different processes with
differing standards.
The ordinance has no mechanism to address proportional impacts of development without requiring
correction of existing deficiencies by a single development.
Proposed Approach
Given the challenges noted above, staff developed a proposed approach for potential refinements to the
ordinance. This includes the following:
Combine the Level Of Service (LOS) review for APF and for the Larimer County Urban Area Street Standards
(LCUASS) into one process
Make the LOS requirements consistent, current, and inclusive of all intersections
Develop criteria to identify appropriate mitigation for proportional share of impact by a development
Develop a Modification of Standard process for transportation similar to what exists for other aspects of
development review. Those modifications would consider locations in Fort Collins where vehicular mitigation
may not be desired (such as Old Town) or requirements that were not included in the street oversizing plan,
such as grade-separated railroad crossings. Staff suggests any modification process would be reviewed by
the Planning and Zoning Board and decisions appealable to Council.
Staff suggests an updated process as outlined in Attachment 2.
The anticipated results of this update would be a single process that utilizes current standards, allows for
consideration of a broader, multi-modal transportation review, and includes application of mitigation based on
proportional share of impact. Staff believes it is important to retain a strong review of transportation impact and
mitigation, establish a clear and consistent process for doing so, and implement an approach that accommodates
the City’s current multi-modal interests, and its evolving land use development patterns.
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August 9, 2016 Page 3
Potential Next Steps
If the general concepts for updates are supported by Council, staff will begin to prepare the technical criteria for
insignificant threshhold and proportional mitigation as well as development of review criteria for Modifications of
Standard. Language changes for LUC and LCUASS will be needed, and a public engagement process would be
undertaken. Depending upon public engagement, a potential timeline for adoption of changes is likely by the end
of 2016.
ATTACHMENTS
1. Current Processes (PDF)
2. Proposed Approach (PDF)
3. Powerpoint presentation (PDF)
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Attachment 1
Current
Status
Adequate Public Facilities In the Land Use Code
Larimer County Urban Area Street Standards (LCUASS)
Check overall intersection, approach and
movement LOS against Table 4-3 in LCUASS
Does it meet
LCUASS LOS?
Is there a “significant
negative impact”? (Does
overall intersection delay
change by more than 2%?)
Make
Improvements?
Request variance –
technical review
YES
NO
YES
NO
YES
NO
YES
YES
Project
Can
Proceed
APPROVED
RECOMMEND
DENIAL
NO
Does project meet
exception of 50 trips in
peak hour through
intersection?
NO
Wait
Project
Can
Proceed
YES
Larimer County Urban Area Street Standards (LCUASS)
NO
YES
YES
Project
Can
Proceed
APPROVED
NO
Is there a “significant
negative impact”? (Does
overall intersection delay
change by more than
2%?)
RECOMMEND
DENIAL
Check overall intersection, approach and
movement LOS against Table 4-3 in LCUASS
Attachment 2
Proposed
Approach
YES
YES
YES Make
Improvements
Check overall intersection, approach and
movement LOS against Table 4-3 in LCUASS
Does it meet
LOS?
NO
Is it a minimal or
insignificant impact”?
RECOMMEND
DENIAL
Request variance APPROVED
through LCUASS
technical review
Project
Can
Proceed
NO
Is reasonable /
proportional mitigation
possible?
Request Modification
of Standard in LUC
through P and Z
DENIED APPROVED
Appealable to
City Council
If Intersection
LOS is problem
If Approach or Movement
LOS is problem
NO
1.2
Attachment: Proposed Approach (4695 : Status of Adequate Public Facilities Ordinance)
1
Adequate Public Facilities
ATTACHMENT 3
1.3
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Attachment: Powerpoint presentation (4695 : Status of Adequate Public Facilities Ordinance)
Questions for Council
2
What feedback does Council have regarding:
1. The concept of combining transportation requirements of APF and
LCUASS into one set of standards?
2. The concept of creating a “Modification of Standard” that allows
consideration of alternative mitigation be established for transportation
requirements?
3. The concept of having transportation related Modification of Standard
be heard by Planning and Zoning and be subject to appeal?
1.3
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Attachment: Powerpoint presentation (4695 : Status of Adequate Public Facilities Ordinance)
Background
3
• Adequate Public Facilities (APF)
adopted in 1997 to accompany
Street Oversizing Program.
• Larimer County Urban Area Street
Standards (LCUASS) first adopted
in 2001
• Both have standards and processes
for vehicular Level of Service (LOS)
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Attachment: Powerpoint presentation (4695 : Status of Adequate Public Facilities Ordinance)
Background
4
• APF criteria needs to be updated and made consistent with
LCUASS
• APF could benefit from a mechanism for proportional impact
especially if only mitigation is a ‘mega’ project to address existing
deficiencies
• The two completely separate and different standards and review
process for Level of Service (LOS) could be combined.
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Attachment: Powerpoint presentation (4695 : Status of Adequate Public Facilities Ordinance)
A Changing Context
5
• City’s development patterns are evolving from mostly
“greenfield” to also include infill and redevelopment
where vehicular mitigation may not be desired.
– Downtown Fort Collins
– Fully built out intersections
• Multi-modal interests including transit not considered
in APF
• APF could provide flexibility, or modification
opportunities to consider alternative mitigation
1.3
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Attachment: Powerpoint presentation (4695 : Status of Adequate Public Facilities Ordinance)
6
Current
Status
Adequate Public Facilities In the Land Use Code Larimer County Urban Area Street Standards (LCUASS)
Check overall intersection, approach and
movement LOS against Table 4-3 in LCUASS
Does it meet
LCUASS LOS?
Is there a “significant
negative impact”? (Does
overall intersection delay
change by more than 2%?)
Make
Improvements?
Request variance –
technical review
YES
NO
YES
NO
YES
NO
YES
YES
Project
Can
Proceed
APPROVED
RECOMMEND
DENIAL
NO
Does project meet
exception of 50 trips in
peak hour through
intersection?
NO
Wait
Project
Can
Proceed
YES
Larimer County Urban Area Street Standards (LCUASS)
NO
YES
YES
Project
Can
Proceed
APPROVED
NO
Is there a “significant
negative impact”? (Does
overall intersection delay
change by more than
2%?)
RECOMMEND
DENIAL
Check overall intersection, approach and
movement LOS against Table 4-3 in LCUASS
Does it meet
7
Proposed
YES Approach
YES
YES Make
Improvements
Check overall intersection, approach and
movement LOS against Table 4-3 in LCUASS
Does it meet
LOS?
NO
Is it a minimal or
insignificant impact”?
RECOMMEND
DENIAL
Request variance APPROVED
through LCUASS
technical review
Project
Can
Proceed
NO
Is reasonable /
proportional mitigation
possible?
Request Modification
of Standard in LUC
through P and Z
DENIED APPROVED
Appealable to
City Council
If Intersection
LOS is problem
If Approach or Movement
LOS is problem
NO
1.3
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Attachment: Powerpoint presentation (4695 : Status of Adequate Public Facilities Ordinance)
Considerations for
Modification of Standards
8
• Downtown
where non-vehicular interests
are prioritized
1.3
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Attachment: Powerpoint presentation (4695 : Status of Adequate Public Facilities Ordinance)
Considerations for
Modification of Standards
9
• Transit Oriented Development
where mitigation may support
alternative modes and/or transit
instead of roadway improvements
1.3
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Attachment: Powerpoint presentation (4695 : Status of Adequate Public Facilities Ordinance)
Considerations for
Modification of Standards
10
• Fully built out intersections
i.e., Harmony and College
1.3
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Attachment: Powerpoint presentation (4695 : Status of Adequate Public Facilities Ordinance)
Considerations for
Modification of Standards
11
• Severely constrained or “mega project” locations
where mitigation cannot be proportional to impact
1.3
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Attachment: Powerpoint presentation (4695 : Status of Adequate Public Facilities Ordinance)
Modification of Standards
Criteria and Review
12
• Similar to planning related Modification of Standard
– Not detrimental to the public good
– By reason of exceptional physical conditions or situations
– The plan submitted promotes general purpose of standard
equally well or better than….
• Decision made by Planning and Zoning Board – not a
hearing officer or administratively
1.3
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Attachment: Powerpoint presentation (4695 : Status of Adequate Public Facilities Ordinance)
Anticipated Results
of Refined Approach
13
• Recognizes varies types of development - infill, redevelopment
and “greenfield” projects
• Modification of Standard allows consideration of alternative
mitigation (multi-modal, transit, other area improvements)
• Creates current and consistent standards within LCUASS
• Appropriate and enforceable standards still in place
• Development still pays it proportional share
• Modification of Standard voted on by P and Z and appealable to
Council
1.3
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Attachment: Powerpoint presentation (4695 : Status of Adequate Public Facilities Ordinance)
Potential Next Steps
14
• Refinement based on Council feedback
• Outreach (Boards and Commissions, Chamber, etc.)
• Develop details – what constitutes ‘insignificant’, how to calculate
proportional share, and identify modification of standard review
criteria
• Draft language changes in Land Use Code and LCUASS
1.3
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Attachment: Powerpoint presentation (4695 : Status of Adequate Public Facilities Ordinance)
Questions for Council
15
What feedback does Council have regarding:
1. The concept of combining transportation requirements of APF and
LCUASS into one set of standards?
2. The concept of creating a “Modification of Standard” that allows
consideration of alternative mitigation be established for transportation
requirements?
3. The concept of having transportation related Modification of Standard
be heard by Planning and Zoning and be subject to appeal?
1.3
Packet Pg. 22
Attachment: Powerpoint presentation (4695 : Status of Adequate Public Facilities Ordinance)
DATE:
STAFF:
August 9, 2016
Matt Baker, Street Oversizing Program Manager
Rick Richter, Director of Infrastructure Services
Dean Klingner, Engineer & Capital Project Manager
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
Transportation Capital Expansion Fee (Street Oversizing Fee) Assessment.
EXECUTIVE SUMMARY
The purpose of this item is to present proposed changes to the Street Oversizing Program. The City has begun a
study to assess the Street Oversizing Program. Emerging trends of redevelopment and the approaching build-
out of the City’s Growth Management Area (GMA) make an update desirable. The City of Fort Collins has
retained TischlerBise, Inc. as a consultant to assist the City with the assessment of its existing Transportation
Capital Expansion Fee Program (Street Oversizing Capital Expansion Fee Program). They have completed a
draft report and are recommending the following changes:
Change the name from “Street Oversizing” to “Transportation Capital Expansion Fee”.
Simplify the transportation impact fee schedule from 43 categories of use to only a handful; Residential
(by size of unit) and two broad categories for commercial and industrial.
Use Vehicle Miles Traveled (VMT) as the basis for determining impact, instead of trips generated.
Increase the fee to include additional transportation system improvements (bicycle, pedestrian, transit,
intersection turn lanes, and signal timing improvements, for example).
These proposed changes would bring the City’s Transportation Capital Expansion fee closer to recent case law
and national practices. It is more proportionate to the traffic impacts of development and the actual demand for
capital improvements to the street network.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. Are there any questions or concerns about the adjustments being considered to the Transportation Capital
Expansion fees?
2. Does Council have any comments regarding the idea of further increasing the fee to capture development
impacts on capacity improvements, such as intersections, roundabouts, and traffic signal improvements?
BACKGROUND / DISCUSSION
The Street Oversizing Program has been a successful funding source for roadway capital improvements with
development. Emerging trends of redevelopment and the approaching build out of the City’s GMA make an
update desirable. Other changes over the last few years which indicate an update are:
Updates to Transportation Modelling, such as the NFRMPO 2045 have just been completed and adjustments
to the methodology are needed.
New Street Standards, including Bike and Pedestrian Plan elements
New MAX bus rapid transit and transit oriented development may allow alternative compliance, reducing the
need for traditional street infrastructure.
Redevelopment and infill projects place different impacts on public facilities than green field development.
The City of Fort Collins has retained TischlerBise, Inc. as a consultant to assist the City with the assessment of its
existing Transportation Capital Expansion Fee Program (Street Oversizing Capital Expansion Fee Program).
They have completed a draft report (Attachment 1) and are recommending the following changes:
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August 9, 2016 Page 2
Change the name from “Street Oversizing” to “Transportation Capital Expansion Fee”.
Impact: This change would more accurately reflect the more general purpose of the Program to expand the
Transportation System (as opposed to implying that it is only to widen streets).
Simplify the transportation impact fee schedule from 43 categories of use to only a handful; Residential (by
size of unit) and two broad categories for commercial and industrial. This would match the City’s other
Capital Expansion Fee names, reduce confusion and simplify administration of the program.
Impact: Overall, this change is cost-neutral, but it would result in higher or lower fees for certain uses as a
result of collapsing the number of categories.
Use Vehicle Miles Travelled (VMT) as the basis for determining impact, instead of trips generated. Impact:
this change more accurately ties the fee to demand on the transportation system. Compared to the City’s
existing process, this will generally result in higher fees for residential and reduced fees for commercial.
Increase the fee to include additional transportation system improvements (bicycle, pedestrian, transit,
intersection turn lanes, and signal timing improvements, for example).
Impact: this proposed change is estimated to increase the magnitude of the fee by 21%.
These proposed changes would bring the City’s Transportation Capital Expansion fee closer to recent case law
and national practices. It is more proportionate to the traffic impacts of development and the actual demand for
capital improvements to the street network. However, the proportionate share paid by residential versus
nonresidential development, as summarized in the table below, would shift due to a change in cost allocation from
a simple vehicle trip methodology to vehicle miles of travel.
LOW RANGE and HIGH RANGE OPTIONS
The low range option is calculated on the City’s Capital Improvement Plan and assumes funding for streets and
intersection improvements similar to the existing program.
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August 9, 2016 Page 3
The high range option includes the proportionate cost attributable to new development of Bicycle, Pedestrian, and
Transit improvements in addition to intersection turn lanes, signals, signal timing, and Advance Traffic
Management Systems.
Background
The City of Fort Collins charges new developments Capital Expansion Fees for their proportionate share of the
cost of new capital facilities required to serve them. The Street Oversizing Capital Expansion Fee is a one-time
impact fee on development, and is used to mitigate the impacts of new development on the transportation
network. The Street Oversizing Capital Expansion Fee Program has been a stable, long term funding source for
the construction of capital transportation infrastructure in newly-developing areas. The Street Oversizing impact
fee program was originally adopted in 1979, with revisions in 1986, 1993, 1997, 2000, 2003, and 2006. Periodic
recalculations and inflation adjustments of the Street Oversizing fee schedule ensure that fee revenues will be
sufficient to pay for the cost of eligible improvements. However, as the City of Fort Collins begins to approach
build out if its Growth Management Area, it is prudent to assess and update the program to continue the long term
success of the program to fund development impacts to the City’s transportation network. City Council has
directed staff to review the Street Oversizing Capital Expansion Fee Program as the appropriate basis for
assessing the cost of transportation improvements to developments based on their proportional impacts.
Objectives of this review and assessment are:
Review and update the Street Oversizing Program methodology, including base land use assumptions, traffic
projections and modeling, construction cost data, credit for taxes, and trip generation.
Review Colorado Impact Fee law to ensure compliance with regulatory guidelines.
Explore how redevelopment and infill projects might generate different impacts and needs for transportation
facilities.
Provide some flexibility for alternative compliance through demand management or other strategies to reduce
the need for traditional infrastructure.
Explore elements of a funding strategy for long term and larger projects, such as combining impact fee
revenue with other revenue for ineligible projects, exemptions for affordable housing and economic
development, and service area boundaries.
Explore benefit districts to recognize the differing transportation improvements needed in the redeveloping
downtown area. The Urban district would include the areas of the Downtown Plan, North College URA, and
the Midtown URA. The suburban benefit district would include the remaining developable land in Fort Collins.
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August 9, 2016 Page 4
Next Steps
Staff will seek input and recommendations from various boards and commissions. Input from local builders and
developers will be sought. Staff intends to schedule for Council consideration of the proposed changes in late fall
2016.
ATTACHMENTS
1. 2016 Transportation Capital Expansion Fee Study (draft) (PDF)
2. Powerpoint presentation (PDF)
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Attachment: 2016 Transportation Capital Expansion Fee Study (draft) (4703 : Transportation Capital Expansion Fee Assessment)
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Attachment: 2016 Transportation Capital Expansion Fee Study (draft) (4703 : Transportation Capital Expansion Fee Assessment)
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2.1
Packet Pg. 30
Attachment: 2016 Transportation Capital Expansion Fee Study (draft) (4703 : Transportation Capital Expansion Fee Assessment)
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2.1
Packet Pg. 31
Attachment: 2016 Transportation Capital Expansion Fee Study (draft) (4703 : Transportation Capital Expansion Fee Assessment)
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2.1
Packet Pg. 32
Attachment: 2016 Transportation Capital Expansion Fee Study (draft) (4703 : Transportation Capital Expansion Fee Assessment)
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Packet Pg. 36
Attachment: 2016 Transportation Capital Expansion Fee Study (draft) (4703 : Transportation Capital Expansion Fee Assessment)
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Packet Pg. 39
Attachment: 2016 Transportation Capital Expansion Fee Study (draft) (4703 : Transportation Capital Expansion Fee Assessment)
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Packet Pg. 40
Attachment: 2016 Transportation Capital Expansion Fee Study (draft) (4703 : Transportation Capital Expansion Fee Assessment)
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2.1
Packet Pg. 42
Attachment: 2016 Transportation Capital Expansion Fee Study (draft) (4703 : Transportation Capital Expansion Fee Assessment)
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2.1
Packet Pg. 46
Attachment: 2016 Transportation Capital Expansion Fee Study (draft) (4703 : Transportation Capital Expansion Fee Assessment)
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2.1
Packet Pg. 48
Attachment: 2016 Transportation Capital Expansion Fee Study (draft) (4703 : Transportation Capital Expansion Fee Assessment)
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2.1
Packet Pg. 49
Attachment: 2016 Transportation Capital Expansion Fee Study (draft) (4703 : Transportation Capital Expansion Fee Assessment)
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2.1
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Attachment: 2016 Transportation Capital Expansion Fee Study (draft) (4703 : Transportation Capital Expansion Fee Assessment)
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Transportation Capital Expansion Fee Assessment
City of Fort Collins Engineering
ATTACHMENT 2
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Process
ü Council Finance Committee - Nov 2015 and June 2016
ü P&Z Work session – June 2016
ü Chamber of Commerce Legislative Affairs – Aug 5, 2016
Ø Council Work Session – August 9, 2016
q Transportation Board – August 17, 2016
q Outreach to Builders and Developers – Sept thru November
q Council Hearing – Fall 2016
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Recommended Changes
• Changing the name from “Street Oversizing” to “Transportation
Capital Expansion Fee”
• Using Vehicle Miles Travelled (VMT) as the basis for determining
impact, instead of trips generated.
• Simplify the transportation impact fee schedule from 43 categories of
use to only a handful; Residential (by size of unit) and two broad
categories for commercial and industrial.]
• Increase fee to include additional improvements 3
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Attachment: Powerpoint presentation (4703 : Transportation Capital Expansion Fee Assessment)
Name Change
Changing the name to Transportation Capital Expansion
Fee reflects the purpose of the Program to expand the
transportation system instead of just widening streets.
4
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Attachment: Powerpoint presentation (4703 : Transportation Capital Expansion Fee Assessment)
VMT as Basis of Impact
Using Vehicle Miles Travelled (VMT):
More accurately ties the fee to demand on the transportation system.
Compared to existing fee rates, will generally result in higher fees for
residential and reduced fees for commercial uses.
5
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7
Currently 43 categories, change to:
• Residential (by size of unit)
• Commercial (single rate)
• Office and other services (single rate)
• Industrial (single rate)
Would match other Capital Expansion Fee rates, reduce confusion,
and simplify administration.
Cost neutral, but would result in higher or lower fees for certain uses
as a result of collapsing the categories.
Simplify the Fee Schedule:
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Attachment: Powerpoint presentation (4703 : Transportation Capital Expansion Fee Assessment)
8
Low Range Option is calculated on the City’s Capital Improvement Plan
and assumes funding for streets and intersection improvements at similar
levels to the existing program. Due to the methodology change, residential
fees increase while commercial and industrial fees decrease.
High Range Option adds the proportionate cost attributable to new
development of Bicycle, Pedestrian, and Transit improvements and
additional intersection turn lanes, signals, signal timing, and Advanced
Traffic Management Systems. Residential fees increase significantly, while
commercial and industrial fees increase slightly.
Fee Increase
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Low Range TCEF
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High Range TCEF
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Residential Comparison
RESIDENTIAL Square
Feet
Current Fees Low Range TCEF High Range
TCEF
The Flats MF 1150 $2,143 $3,151 $3,804
Bucking Horse SF 1690 $3,112 $4,089 $4,936
Trail Head SF 1820 $3,112 $4,830 $5,831
Rigden 17th
SF 2490 $3,112 $5,417 $6,539
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Attachment: Powerpoint presentation (4703 : Transportation Capital Expansion Fee Assessment)
Non Residential Comparison
Square Feet of
Building
Current Fee Low Range TCEF High Range
TCEF
Office 6,000 $31,140 $28,940 $34,940
Commercial
Supermarket
110,000 $1,464,100 $894,850 $1,080,200
Industrial 40,000 $88,800 $62,280 $75,160
12
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• Are there any questions or concerns about the adjustments
being considered to the Transportation Capital Expansion fees?
Any comments regarding the idea of further increasing the fee to
capture development impacts on capacity improvements, such
as intersections , roundabouts, and traffic signal improvements?
13
General Direction Sought:
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Attachment: Powerpoint presentation (4703 : Transportation Capital Expansion Fee Assessment)
DATE:
STAFF:
August 9, 2016
Darin Atteberry, City Manager
Mike Beckstead, Chief Financial Officer
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
Status of the City Manager’s 2017-18 Recommended Budget and a High Level Performance Measures and
Results Review.
EXECUTIVE SUMMARY
The purpose of this item is two-fold. First, will be a review of the economic, revenue and expense assumptions
included in the 2017-18 City Manager's Recommended Budget; which will be delivered to City Council and
available to the public on September 2, 2016. This work session will also provide an overview of the major 2017-
18 budget themes and the Council budget meeting schedule during September through November.
Second, will be a review of the City’s Performance Measures and Results. This will be broken into 3 sections: (1)
an overview of City staff work implementing metrics, “Results Journey”; (2) a review of the Community Dashboard
metrics; and (3) a look at how staff proposes to support a biennial results review as part of the Strategic Plan
process focusing on Strategic Objectives.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
Staff will present an update on the Budget process and address any questions or issues that arise from the
conversation with City Council, as well as a review of our “Results Journey”.
1. What questions or concerns does City Council have about the budget assumptions which are being included
in the Recommended Budget?
2. What questions does City Council have regarding the proposed schedule for discussion of the Recommended
Budget?
3. What questions does City Council have about the City’s Results Journey and where we are headed with
reporting the City’s performance in achieving results?
BACKGROUND / DISCUSSION
Budgeting for Outcomes (BFO) Process Status
The 2016 Budget process, called Budgeting for Outcomes (BFO), began with the completion of the City’s 2016
Strategic Plan in April. The Strategic Plan is scheduled for City Council adoption on August 16. The Strategic
Plan is the driver of the Offers included in the 2017-18 Recommended Budget and Offers needed to align with
one or more strategic objectives across Outcomes.
The City Manager’s Recommended Budget is in the process of being finalized and published. It will reflect a
balance of ongoing programs and services with enhancements that directly address Council priorities and the
strategic objectives in the City’s 2016 Strategic Plan. The City Manager’s 2017-18 Recommended Budget will be
delivered to City Council and be available to the public on September 2, 2016.
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Budget Assumptions
The City of Fort Collins economy is performing better than many municipalities and the City organization is in a
good financial position with healthy fund balances. A conservative “modest” growth assumption for sales and use
tax is assumed given national economic uncertainties and concerns. Historically, the City has lagged national
recessions by a year. Staff reviewed assumptions with the Council Finance Committee (CFC) and has
established a $4.4M assignment within the General Fund that can be used to buffer an economic slowdown and
allow staff and Council time to make adjustments to the next year’s budget if revenue growth declines.
Development-related revenue continues to be strong, although anticipated to be flat with 2015 actual experience.
City staff monitors all revenue sources carefully and utilizes the most current information available to set 2017-18
projected revenues. Additionally, the Utilities Funds proposed rate changes will be discussed during the Council’s
budget review process.
The City Manager’s Recommended Budget is being developed on these key assumptions:
Focus on City Council and community priorities as reflected in the City’s 2016 Strategic Plan.
Maintain existing operations, programs and services while seeking ways to do so more efficiently.
Moderate Sales and Use tax revenue growth:
o General economic growth is assumed to average 2.3% in 2017-18
o Sales Tax is forecasted at 3% growth in each year. (note: there is a slight change from the
assumptions reviewed at CFC. Previously, growth of 3%/2% for 2017/2018 was assumed. This
has been modified to 3%/3% for 2017/2018)
o Total Use Tax forecast is $22M for each year based on continued modest economic growth,
building activity and business investment. Per discussions with CFC, $14.5M of use tax is used
to fund ongoing programs and services and anything above that is restricted to one-time
expenditures.
o An additional $1.4M of sales tax is anticipated in 2017 based on recent agreements.
Utility rate increases are driven by the following:
o Platte River Power Authority pass-through of energy costs
o The need for repair and maintenance of existing capital infrastructure
o New capital needs that align with adopted Utility master plans
A salary pool for future wage adjustments is based on 2.5% of wages each year.
Medical and dental cost inflation is forecasted at 12.5% and 4.4% in 2017 and 2018, respectively. This
continues to reflect the financial impact from national health care reform (the Affordable Care Act).
To reduce the traditional year-end underspend and make that money available throughout the year,
salary and benefits will be budgeted at 98% of total estimated costs.
There are a number of significant cost increases over 2016 which will be discussed during the work
session.
The City Manager’s Recommended Budget is built around several key themes:
Supporting public safety and increased police staffing
Investing in neighborhood livability and code compliance
Maintaining commitments to the voters with Keep Fort Collins Great (KFCG) funds
Being good stewards of City assets by investing in capital and infrastructure
Implementing select initiatives to make progress on Climate Action Plan (CAP) goals
Updating significant community plans, including City Plan, the Transportation Master Plan and the Transit
Master Plan
Supporting community priorities
Implementing system improvements and continuing to foster transparency
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City Council Budget Meetings
The City Council has a series of work sessions scheduled in September and October to discuss the proposed
2017-18 Recommended Budget. Each work session will include staff presentations regarding specific Outcomes,
followed by an opportunity for questions and discussion.
Remaining key dates for City Council discussions and public hearings are as follows:
Meeting Date Topic
September 13, 2016 Work Session
Presentations, Questions and Discussion:
1. Environmental Health
2. Economic Health
3. High Performing Government
September 20, 2016 Regular Meeting Budget Public Hearing #1
September 27, 2016 Work Session
Presentation, Questions and Discussion:
4. Safe Community
5. Transportation
6. Culture and Recreation
October 4, 2016 Regular Meeting Budget Public Hearing #2
October 11, 2016 Work Session
Presentation, Questions and Discussion:
7. Neighborhood Livability and Social Health
General Discussion – Final Council Direction
November 1, 2016 Regular Meeting First Reading of the 2017-18 Biennial Budget and
the 2017 Appropriation Ordinance
November 15, 2016 Regular Meeting Second Reading of the 2017-18 Biennial Budget
and the 2017 Appropriation Ordinance
Results Review
Staff will outline progress in the utilization of metrics across the City, how they are reviewed on a quarterly basis
and how future reviews using what staff is calling “Strategy Maps” will occur starting in 2017. A detailed
discussion of performance of Community Dashboard metrics and a sample of the type of information staff
anticipates using in future performance reviews will be provided.
Included as Attachment 1 is an example of how staff is working to link BFO Offers and Metrics to Strategic
Objectives within a Strategy Map as described in the presentation. This document is a work in process, but
illustrates how staff is working to improve the ongoing performance discussions that occur on a quarterly basis.
Staff is working to refine and develop more meaningful metrics associated with each Strategic Objective by the
end of 2016 and use this document in Quarterly Service Area Reviews beginning in Q1 of 2017 to facilitate
discussions around the linkage and interdependence. Staff anticipates the Strategy Maps as the basis for future
reviews with Council using the format examples within Attachment 3 on pages 28–31.
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ATTACHMENTS
1. Linkage of 2015-16 Offers to 2016 Strategic Plan (PDF)
2. Budget Powerpoint presentation (PDF)
3. Results Journey Powerpoint presentation (PDF)
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DRAFT - WORK IN PROGRESS
Strategic Objective Metrics Status BFO Offer / Initiatives 2015 2016
%
Complete Status Service Area
Affordable Housing Inventory 48.8 - Additional funding for the
Affordable Housing Fund
200 200 100% All funding has been committed to housing projects meeting the
SO 1.1 , metric "number of units resourced." Construction of 72
units currently underway, with expected completion in Q1 2017.
Preservation/rehab of 47 units of senior housing with expected
completion Q2 2017.
Sustainability
Services
Winter Point in Time Count of
Homeless Population
N/A
FC Housing Opportunity Index /
Western States Reg
Citizen Survey - Availability of
affordable housing
Rebate Program Participation 14.1 & 2 - Low Income Rebate
Program
290 295 Participation declined in 2015 vs. 2014 even though extensive
outreach was conducted. Re-engaging PSD in 2016 to improve
participation and outreach. Complete report was shared with
CFC in Q1 2016
Financial Services
Affordable Housing Inventory 48.7 - Homelessness Initiatives 25 25 50% Funding for winter overflow shelter committed, to be paid in Q3.
HMIS funding of $19K committed. Deployment dependent on
resolution of statewide issues including a RFP process for a
software vendor and coordination of information with the
Colorado Benefits Management system. Next steps will be to
hire local staff to work with HMIS vendor to create local
coordinated access database. Funding will be used by Q4.
Sustainability
Services
Winter Point in Time Count of
Homeless Population
N/A 48.1 - Social Sustainability
Programs & Services
1,326 1,332 Sustainability
Services
Citizen Survey - Fort Collins as a place
of community acceptance of all people
48.12 - Multicultural community
planning/outreach
18 18 100% Planning is underway for the MCR 2016 retreat. The 2015
retreat reached full capacity, and reviews were very positive.
Participants improve their cultural competency and explore their
own unconscious biases so they are better able to relate to
people whose backgrounds and life experiences differ from their
own. The educational retreat supports SO NLSH 1.3: Promote a
more inclusive, equitable and diverse community that embraces
differences.
Sustainability
Services
98.2 - KFCG ENHANCEMENT:
Americans with Disabilities Act
(ADA) Playground Compliance -
115 135 50% Seven playgrounds per updated in 2015 to ADA standards and
DRAFT - WORK IN PROGRESS
Strategic Objective Metrics Status BFO Offer / Initiatives 2015 2016
%
Complete Status Service Area
Original Budget
Fort Collins' Housing Opportunity Index
(HOI) compared to western states
region HOI
62.1 - Development Review
Programs and Services
5,000 5,000 The Development Review Center functions as a central location
for all development review process and provides easy access to
the community. A robust local economy, as well as continued
growth in the overall area served by the DRC has resulted in a
steady increase in requests for service.
Planning, Dev &
Transportation
Development Review customer survey
results
Development Review historic
preservation grants - maintain a 2:1
ratio of City dollars to grant or matching
funds
Citizen Survey - Managing and planning
for growth
N/A
Residential Parking Permit Program - %
of responding residents that want to
continue program
N/A 64.1 - KFCG: Residential Parking
Permit Program
50 51 The RP3 program has grown to now include six permit zones,
two of which were added in the first two quarters of 2016 with the
addition of University North and Old Fort Collins High
neighborhoods.
Planning, Dev &
Transportation
Citizen Survey - Your neighborhood as
a place to live
N/A 17.1 - ENHANCEMENT: Green
Street Implementation: Remington
Greenway Extension
150 - 100% •The Remington Greenway was completed in summer of 2015,
and a June Open Streets event marked it's launch
•The project completes important bicycle connections and
makes the street more comfortable for all users
Planning, Dev &
Transportation
17.3 - ENHANCEMENT: Traffic
Calming - Capital
100 400 50% •Planning and final design is 100% complete for these projects
and they are currently being scheduled for construction in fall
2016
•Each project will calm collector level street traffic and improve
conditions for cyclists and pedestrians
Planning, Dev &
Transportation
63.1 - Parking Services 1,996 2,035 Parking Services continues to provide parking management of
the public Downtown parking supply, two parking structures and
Residential Parking Permit Program.
DRAFT - WORK IN PROGRESS
Strategic Objective Metrics Status BFO Offer / Initiatives 2015 2016
%
Complete Status Service Area
Original Budget
# CSU student/staff Fall Clean Up
volunteers
77.1 - Neighborhood Services and
Programs: NOTE Duplicate from
above
1,286 1,312 Neighborhood programs and services and continue to grow and
have been well received by the community. The mediation and
restorative justice programs also have seen continued growth.
Planning, Dev &
Transportation
Fall Clean up - % neighbors that felt
more connected to CSU students due to
the program
Restorative Justice Conferencing
Program (RJCP) participant satisfaction
- All Participants
Voluntary compliance with Animal
Trained Observer Prgrm - % Facility
Ratings with No Problems
N/A 83.2 - Recreation Activities &
Programs
4,545 4,690 Recreation is on target to meet our annual enrollments in
activities and programs. Our participation report after the 1st
Community &
Rec Programs - Total Cumulative Operation
Participation
12.1 - Cultural Services Programs 5,066 5,122 Cultural Services continues to lead in engaging the community
in the provision of unique cultural experiences.
Community &
Operation
Services
Lincoln Center - Total Cumulative
Participation
83.1 - Ice & Aquatics 2,163 2,244 Recreation is on target to meet our Ice and Aquatic goals. Our
participation report shows nearly 10,000 participation from
enrollments in our programs and over 25,000 in drop-in
activities.
Community &
Operation
Services
Paved Trails - Cumulative Number
Visits
8.2 & 8.3 - Neighborhood &
Community Park Development
9,966 3,248 Design is complete on Southeast Community Park, with a
scheduled opening of Summer 2017. Design of Maple Hill Park
is underway, with a scheduled opening in Summer 2017.
Community &
Operation
Services
76.1 - Golf Courses 3,246 3,372 Operation, maintenance and administration of three City owned
golf courses which provide high quality golfing amenities
including a variety of play options and pricing, quality ground and
infrastructure, and full service pro shops and concessions.
Community &
DRAFT - WORK IN PROGRESS
Strategic Objective Metrics Status BFO Offer / Initiatives 2015 2016
%
Complete Status Service Area
Original Budget
98.3 - KFCG ENHANCEMENT:
Southeast Community Park -
Funded
116 204 25% Park construction was delayed and started in May, 2016.
Equipment funding from this offer will be encumbered or spent in
later 2016 or spring of 2017. This contributes to the 2015/2016
strategic objective to plan, design and implement park,
recreation and trail improvements.
Community &
Operation
Services
74.2 - KFCG ENHANCEMENT:
Systems Specialist - 0.5 FTE
52 53 100% This position has been hired and is providing IT support for the
Community Services. This position contributes towards the
2015/2016 strategic objective to optimize the use of technology
to drive efficiency and productivity and improves responses to
the Information Technology Internal Service Survey.
Community &
Operation
Services
160.5 - ENHANCEMENT: Lincoln
Center Asbestos Abatement
78 - Community &
Operation
Services
12.11 - ENHANCEMENT: Digital
Teleconferencing & Audio Support
(Lincoln Center)
101 - 100% Community &
Operation
Services
83.4 - ENHANCEMENT:
Recreation Facility Improvements
& Equipment Replacement
220 30 75% 88% Complete
a) Foothills Activity Center finishes including equipment,
furnishings and initial IT/communications completed; Fitness
floor and storage cubbies installed at Northside; Farm utility
equipment purchased.
2016 Purchase for Sports vehicle in progress.
b) SO 2.1 Enhanced maintenance of current facilities and
equipment; expanded customer opportunities for recreation
activities at new facility.
Community &
Operation
Services
168.1 - KFCG ENHANCEMENT:
Northside Skate Park Lights -
155 - 100% Skate park light construction at Northside Aztlan Center is
complete
Community &
Operation
Services
98.7 - ENHANCEMENT: Crew
DRAFT - WORK IN PROGRESS
Strategic Objective Metrics Status BFO Offer / Initiatives 2015 2016
%
Complete Status Service Area
Original Budget
North Aztlan - Number of Participants 83.11 - KFCG ENHANCEMENT:
Recreation Scholarship Program
70 70 50% a) Scholarship funds are applied at year end.
b) SO 2.2 provides scholarship funding for enrollment in
recreation programs to eligible low-income youth.
Community &
Operation
Services
83.6 - ENHANCEMENT: Poudre
School District (PSD) After School
Enrichment -
69 69 50% a) After school program is evolving to meet needs, anticipate
using available funds by year end.
B) SO Addresses need for Title I School students for after
school enrichment activities. Serves approximately 600 students
per year.
Community &
Operation
Services
Rec Programs - Total Cumulative 99.1 - Urban Forest Management 1,352 1,383 Management of the urban forest which includes the maintenance Community &
Natural Areas - Cumulative
Participation per Capita
8.1 - Paved Recreational Trail
Development
1,372 1,440 Multiple trail projects have been completed, including Fossil
Creek Trail at Trilby Road, and trail through Arapahoe Bend
Natural Area. Construction of the Fossil Creek Trail BNSF
underpass will occur Summer 2016
Community &
Operation
Services
Paved Trails - Cumulative Number
Visits
99.2 - KFCG ENHANCEMENT:
Forestry Priority Safety Tree
Pruning and Removal
90 90 75% Tree pruning has been completed at Grandview Cemetery,
Colindale golf course and in six blocks in old Fort Collins.
Additional pruning will occur along the trail system in 2016.
This contributes to the 2015/2016 strategic objective to
maintain and enhance the current culture, recreation and
parks systems.
Community &
Operation
Services
of citizens responding very good/good
quality of - Natural areas and open
space
21.1 - ENHANCEMENT: Poudre
River Downtown Project -
1,000 - 25% The project is in the design phase, with an anticipated opening
in Spring 2018
Community &
Operation
Services
DRAFT - WORK IN PROGRESS
Strategic Objective Metrics Status BFO Offer / Initiatives 2015 2016
%
Complete Status Service Area
Original Budget
Acres of Park /1,000 Population 8.1 - Paved Recreational Trail
Development
1,372 1,440 Multiple trail projects have been completed, including Fossil
Creek Trail at Trilby Road, and trail through Arapahoe Bend
Natural Area. Construction of the Fossil Creek Trail BNSF
underpass will occur Summer 2016.
Community &
Operation
Services
Miles of Trail/10,000 Population 8.5 - ENHANCEMENT: Trees
along Paved Recreational Trails
95 30 25% Design work has begun, with an anticipated completion date of
Fall 2016
Community &
Operation
Services
Metrics not yet identified
Metrics not yet identified 46.13 - KFCG ENHANCEMENT:
Industry Cluster Support and
200 200 75% $155K of the $200K has already been committed for projects
such as strengthening mentorship networks, building talent
Sustainability
Services
75.1 - ENHANCEMENT:
Partnership for a New Downtown
Plan
125 75 75% The Downtown Plan is almost complete and is in the final
stages.
Planning, Dev &
Transportation
46.16 - ENHANCEMENT:
Additional Temporary Support for
the Fort Collins-Loveland Airport -
92 92 50% These funds support the on-going operations of the Fort Collins
Loveland Airport. The increased support occurred when the
airport lost is commercial carrier. The airport continues to
operate and transition to a new governance structure. The funds
will be invoiced and paid in September.
Sustainability
Services
46.15 - ENHANCEMENT: Support
CSU Ventures - Advanced
Industries Proof of Concept
Program
50 50 0% No progress on the project to date. CSU Ventures received an
initial payment of $50K in 2015. These funds were not used in
2015 due to staff changes at CSU Ventures. They were given an
extra year to use the 2015 funds. CSU Ventures was also
informed the additiona funds for 2016 will not be provided by the
City.
Sustainability
Services
Number of Primary Jobs
retained/created through EHO activities
50.1 - Urban Renewal Authority
DRAFT - WORK IN PROGRESS
Strategic Objective Metrics Status BFO Offer / Initiatives 2015 2016
%
Complete Status Service Area
Original Budget
Utilities Customer Satisfaction
Commercial - Providing Good Value
62.1 - Development Review
Programs and Services
4,905 5,009 Building permit and development permit review times continue
to be a challenge given the significant number of applications.
Efforts to improve efficiencies and add resources to respond to
demand continues, including implementation of Electronic Plan
Review..
Planning, Dev &
Transportation
Utilities Customer Satisfaction
Residential - Providing Good Value
Development Review customer survey
results
Total Private Investment in the URA 62.1 - Development Review
Programs and
4,905 5,009 Infill and redevelopment projects continue to be the majority of
development applications reviewed by the Development Review
Center.
Planning, Dev &
Transportation
Citizen Survey - Encouraging
sustainability in the community
N/A
Metrics not yet identified 100.1 - Downtown Landscaping
and Maintenance
1,564 1,663 Outside grounds maintenance for City owned facilities and
infrastructure within the downtown core area. It includes holiday
lighting, 9,291 Square feet of flower beds, 207 hanging baskets
and 323 pots.
Community &
Operation
Services
63.1 - Parking Services 1,996 2,035 Parking Services continues to provide parking management of
the public Downtown parking supply, two parking structures and
Residential Parking Permit Program.
Planning, Dev &
Transportation
73.2 - ENHANCEMENT: GID Old
Town Square Renovations
1,000 - 100% Project is complete.
GID used for continuing improvements to downtown and old
town infrastructure
Planning, Dev &
Transportation
63.2 - ENHANCEMENT: Civic
Center Parking Structure Major
Maintenance
242 270 100% Work completed includes removing and replacing horizontal and
cove joint sealants as well as routing and sealing surface cracks
in the slab; the north stair and along the west wall painting the
handrail/mesh screen post bases and replacing the existing
sealant at the bases. Additional repairs are scheduled and will
continue through 2016.
DRAFT - WORK IN PROGRESS
Strategic Objective Metrics Status BFO Offer / Initiatives 2015 2016
%
Complete Status Service Area
Original Budget
3.7 - Sustain high water quality to
support the community and water-
dependent businesses.
Turbidity of City drinking water 3.1 - Utilities Water Core Services 14,645 14,138 Water services were provided at or above customer
expectations and within full compliance with applicable
regulations.
Utility Services
System Improvement (LF of Pipe
Improved) (Water)
95.1 - Utilities Capital Project:
Chlorine Contact Basin
1,000 9,720 Construction was initiated on the Chlorine Contact Basin and is
anticipated to be substantially complete by April 2017.
Utility Services
Customer Service Calls (Water) N/A 37.1 - Utilities Capital Project:
Water Production Replacement
Program
1,591 2,331 Water Production assets were replaced as needed in 2015 and
2016. The majority of dollars were dedicated to rehabilitation and
replacement of Treatment Train number 3.
Utility Services
Drinking Water Compliance Rate (% Days)
System Improvement (LF of Pipe
Improved) (Wastewater)
26.1 - Utilities: Light & Power
Purchase Power
84,569 88,792 2016 kWh projections were based on a 0.5% kWh growth in
2014 (actual -1.7%), 2.5% growth in 2015 (actual 3%) and 2.4%
in 2016. Weather and actual demand for the year will be key
factors on the spend in Tariff 1 from PRPA.
Utility Services
Channel Cleaning and Vacuum
Cleaning of Water Quality Devices
(Stormwater)
N/A 23.1 - Utilities: Light & Power
Operations
9,016 9,224 Implemented a program to supply only high visibility flame
resistant clothing and PPE.
Utility Services
System Improvement (LF of Pipe
Improved) (Water)
20.1 - Utilities: Light & Power
Payments and Transfers
17,556 17,884 2015 Transfers to the CS&A Fund were $1.3M below budget
due to lower expenses in CS&A
Utility Services
Electric System Average Interruption
Duration Index (SAIDI) in Minutes
24.1 - Utilities: Light & Power
System Additions and
Replacements
11,416 11,580 Increased preventative maintenance inspections have reduced
our SAIDI by 18% at the end of 2015.
Utility Services
Metrics not yet identified 152.1 - ENHANCEMENT:
DRAFT - WORK IN PROGRESS
Strategic Objective Metrics Status BFO Offer / Initiatives 2015 2016
%
Complete Status Service Area
Original Budget
Turbidity of City drinking water 148.2 - KFCG ENHANCEMENT:
Northern Integrated Supply Project
Analysis and Response; hourly
229 230 50% 2015 comments submitted to Army Corps; permitting process
continues; multiple agencies involved.
Community &
Operation
Services
Residential Annual Water Demand In
Gallons Per Capita Per Day
81.1 - Utilities: Water
Conservation -
699 698 Water Efficiency Plan approved by City Council first quarter
2016 and program execution is on track.
Utility Services
Wastewater Treatment Effectiveness
Rate (%)
148.4 - ENHANCEMENT:
Instream Flow Water Resource
Specialist
100 100 25% This position was not approved; however, funding was approved
for program expenses. Instream flow concept has been
developed in collaboration with regional partners. Long road
ahead with state agencies and ultimately water court.
Community &
Operation
Services
Drinking Water Compliance Rate (%
Days)
Community per capita per day of solid
waste generation
81.4 - ENHANCEMENT: Utilities
Home Water Reports
149 162 75% Utilities began a pilot program in late 2014 to deliver Home
Water Reports to 10,000 single-family residential customers,
alternating months with delivery of the Home Energy Reports.
The reports provide households with information on their current
water use and compare it to their past use, the average of
similar households and the use of the most efficient households.
Distribution of the reports was expanded to include a total of
15,000 customers in October 2015 and will include 20,000 in
late 2016. To date, these customers reduced their use by an
average of 2.3%. This has resulted in 89.8 acre-feet of savings
to date, which is just over 29 million gallons of water and is the
same as if over 350 single-family homes did not use water for an
entire year. The program is designed with a randomized control
group which ensure that the savings estimates are statistically
significant. This program costs about $0.007 (less than a penny)
per gallon saved, which is about $2400 per acre-foot. The added
benefit is that we can use the Home Water Reports to promote
other programs and opportunities to thousands of customers.
Staff hopes to track how many customers who receive reports
then participate in other programs.
Utility Services
Community solid waste diversion rate
DRAFT - WORK IN PROGRESS
Strategic Objective Metrics Status BFO Offer / Initiatives 2015 2016
%
Complete Status Service Area
Original Budget
Outdoor Air Quality Index (AQI) - Ozone
Outdoor Air Quality Index (AQI) - Fine
Particulate Matter 2.5 microns (PM 2.5)
Annual Electricity Savings From
Efficiency And Conservation Programs
59.1 - Utilities: Renewable Energy 3,074 3,074 Purchased all of tariff 7 commitment from Platte River,
supported proposed number of projects for small scale solar and
completed implementation of the Solar Power Purchase
Program.
Utility Services
Total New Installed Solar Capacity
(kilowatts)
47.13 - KFCG ENHANCEMENT:
Municipal Energy Efficiency Fund
(General Fund Buildings)
100 100 100% The Municipal Innovation Fund supports ENV 4.1 achieving the
Climate Action Plan goals by reducing GHG and ENV 4.6 long-
term zero waste goals within the community and the City
organization. 10 awards were made to 7 departments. Funds
expended in 2016 included purchase of a TrafficJet printer for
street sign production. The project had a simple payback of 1.18
years, $39,000 annual savings and a reduction of plastic waste
sheeting by a 1/3. The Pet Waste Project has been expanded.
This project is expected to reduce GHG by 30 MT and reduce
staff and community members exposure to parasites.
Sustainability
Services
Percent Renewable Energy Towards
Compliance With State Renewable
Energy Standards
47.17 - ENHANCEMENT:
Municipal Energy Efficiency Fund
(Utility Buildings)
75 75 Sustainability
Services
Community Energy Use 59.2 - ENHANCEMENT: Utilities
Community Renewables
250 250 75% Supported proposed number of projects for small scale solar.
Low income solar project in development for 2016 in
collaboration with the Colorado Energy Office (grant funding)
and Grid Alternatives.
Utility Services
58.2 - ENHANCEMENT: Utilities
Demand Response
1,137 632 75% Completed implementation of proposed new program (Peak
Partners) for demand response of wifi thermostats and electric
water heaters, along with field installation and software
management system. Enabling commercial customer
participation via the new system complete by year end.
Utility Services
47.18 - ENHANCEMENT:
FortZED Program
25 25 100% Funds are supporting marketing campaign for Lose A Watt
project (Georgetown University Energy Prize energy efficiency
competition), website and marketing for FortZED. City is
DRAFT - WORK IN PROGRESS
Strategic Objective Metrics Status BFO Offer / Initiatives 2015 2016
%
Complete Status Service Area
Original Budget
Community per capita per day of solid
waste generation
15.1 - Household Hazardous
Waste and Spill Response
Services
187 199 Two Household Hazardous Waste (HHW) events were held in
2015 and one to date in 2016. We consistently serve
approximately 850 households and collect approximately 57,000
pounds of HHW at each event. Staff also continued to respond
to spills 24/7.
Utility Services
Community solid waste diversion rate 47.7 - ENHANCEMENT:
Environmental Planner and
Meeting the Challenge of Zero
Waste - 0.5 FTE
52 50 100% The half-time Environmental Planner for Waste Reduction &
Recycling has made considerable contributions to the City’s long-
term zero waste goals. The work coming from this position is
laying the foundation for high-impact future strategies by:
• Leveraging State grant funds;
• Conducting systems-based, waste stream analysis;
• Leading the shift to a Sustainable Materials Management
framework; and
• Fostering collaboration between departments and with other
area cities/Larimer County through regional Policy and Technical
Committees.
Sustainability
Services
Cumulative number of individuals with
new or improved access to recycling
through WRAP
47.5 - ENHANCEMENT: Phase II
of Community Recycling Center
1,000 - 75% The Timberline Recycling Center, under construction now at
1903 Timberline Road, is currently within budget and on-
schedule, with a date of August 22 targeted to be open to the
public. Post-closure actions at the former recycling center on
property leased from the Rivendell School (e.g., crack-sealing
the parking lot) are scheduled for September and October.
Sustainability
Services
Tons of community recycled or
composted materials, including
cardboard
174.1 - ENHANCEMENT:
Advanced Waste Stream
Optimization
58 350 75% Funded ½ salary to develop Sustainable Materials Management
(SMM) program ($44.3K) in 2015, including work with CSU’s Dr.
Charvelle. Plans for
construction of a specific type of shared regional infrastructure
have been put “on hold” while the Regional Wasteshed Coalition
gathers public input and considers feasible options.
Utilities plans to encumber $50K to design food waste receiving
station at Drake Wastewater Reclamation Facility. ESD has
DRAFT - WORK IN PROGRESS
Strategic Objective Metrics Status BFO Offer / Initiatives 2015 2016
%
Complete Status Service Area
Original Budget
Stream and Rainfall Gauge
Functionality (April to September)
(Utilities Master Plan & Floodplain
Administration)
47.2 - KFCG ENHANCEMENT:
Municipal Climate Adaptation
Planning
45 5 75% Funds were used to complete workshops and accompanying
materials for city staff (17 depts participated) to address extreme
heat and wildfire smoke impacts. Work with consultant
concluded in 2nd quarter. $5k carryover may not be fully
expended by end of 2016 as some of the identified work was
able to be completed internally resulting in a cost savings. Other
uses of this fund may include participation in regional dialogues
through Western Adaptation Alliance by covering travel costs.
Sustainability
Services
Rank in Top 10% Nationwide in
Stormwater and Floodplain
Management Programs (Utilities Master
Plan & Floodplain Administration)
Citizen Survey - emergency
preparedness in Fort Collins
N/A
Post Restoration Status of Urban
Natural Areas
138.2 - Natural Areas Department
Management and Land
Conservation
4,120 4,907 Community &
Operation
Services
Existing Condition of Active Restoration
Sites
N/A 138.1 - Natural Areas Stewardship 2,130 2,158 Community &
Operation
Services
Natural Areas Land Conservation -
Cumulative Acres
N/A 74.1 - Community Services
Administration and Technology
Support
331 339 Community &
Operation
Services
Citizen Survey - Natural areas and open
space
148.1 - KFCG ENHANCEMENT:
Poudre River Restoration
125 125 25% Project in design for area near Kingfisher Point. Previous
projects doing well.
Community &
Operation
Services
138.1 - Natural Areas Stewardship 2,130 2,158 Community &
DRAFT - WORK IN PROGRESS
Strategic Objective Metrics Status BFO Offer / Initiatives 2015 2016
%
Complete Status Service Area
Original Budget
Safe Routes to School Overall Student
Participation
56.10 - Police Office of the Chief
& Administration
2,456 2,500 Police Services
Registered parties with no warning/no
citation
N/A 19.1 - Municipal Court Services 692 694 Judicial Services
Animal Control warnings and citations N/A 56.21 - ENHANCEMENT: Police
Services Daytime Specialized
Enforcement Resources - 2.0 FTE
181 221 100% Two police officers were added to the District One community
policing team in November 2015. They are making an impact on
behavios issues downtown during the day.
Police Services
Citizen Survey - Police services overall
in Fort Collins
N/A 56.33 - KFCG ENHANCEMENT:
Police Services Daytime
Specialized Enforcement
Supervisor - 1.0
FTE
124 152 100% A police sergeant was added to the District One community
policing team in March 2015. He supervises the four officer
downtown daytime team and the liquor and marijuana
enforcement officers.
Police Services
16.4 - KFCG: School Crossing
Guard Program
94 94 75% •This program is defined by intergovernmental agreement with
Poudre School Distric: the City contributes a set dollar amount
each year and the District runs the program to place crossing
guards at critical school crossing locations on major arterial
roadways
•There are currently 15 staffed crossing locations
Planning, Dev &
Transportation
159.1 - Police Vehicle
Replacement Existing Payments
624 548 Community &
Operation
Services
56.18 - Police Patrol Juvenile
Transport Contract
53 55 Police Services
77.2 - Larimer Humane Society
Contract
869 898 The contract with Humane Society continues to be a good value
for the city for all animal services and is a great partnership for
the City.
Planning, Dev &
Transportation
Percent of Time Police Priority 1 Calls
Responded to Within 5 Minutes
56.6 - Police Criminal
DRAFT - WORK IN PROGRESS
Strategic Objective Metrics Status BFO Offer / Initiatives 2015 2016
%
Complete Status Service Area
Original Budget
Compliance with National and State
standards for Emergency Preparedness
161.1 - Poudre Fire Operation,
Maintenance & Capital (General
Fund) -
19,129 20,380 Poudre Fire
Authority
Percent of Time PFA Fire Personnel
are on Scene Within 5 Minutes 45
Seconds
161.2 - KFCG: Poudre Fire
Authority Operation, Maintenance
and Capital
2,649 2,783 Poudre Fire
Authority
Percent of Time Fire Contained to
Room of Origin
Citizen Survey - Fire services overall in N/A
Compliance with National and State
standards for Emergency Preparedness
161.4 - Office of Emergency
Management
174 176 Poudre Fire
Authority
Ongoing training to internal and external
customers in the area of emergency
preparedness
N/A 71.6 - Utilities Capital Project:
Stormwater Basin Master Plan
Updates
275 275 RFP for Poudre River Master Plan is in process. Upper Cooper
Slough MP Update initiated in January 2016. Old Town Basin
Hydrology Update initiated in April 2016. Contributed to Lincoln
Corridor Outfall MP to guide the Design process.
Utility Services
Citizen Survey - emergency
preparedness in Fort Collins
N/A 71.7 - ENHANCEMENT: Utilities
Capital Project: Emergency
Operations Center
330 350 100% Annual payment into the BBRSA for the operation, construction,
debt service, and maintenance of projects within the Authority
boundary.
Utility Services
Citizen Survey - Disaster response and
restoration of services in Fort Collins
N/A 161.3 - ENHANCEMENT:
Upgrades to City Emergency
Operation Center
80 - Poudre Fire
Authority
131.1 - ENHANCEMENT: Utilities
Capital Project: Emergency
Operations Center
75 - 25% To be incorporated into Phase 3 of the USC remodel. Anticipate
DRAFT - WORK IN PROGRESS
Strategic Objective Metrics Status BFO Offer / Initiatives 2015 2016
%
Complete Status Service Area
Original Budget
Voluntary speed compliance (Monthly) 1.1 - Engineering Services 2,034 2,077 Department Operations are on budget
Engineering focuses on road design and capital project
management, as well as development review.
Planning, Dev &
Transportation
Number of Injury/Fatal Crashes 25.3 - Essential Street Operations 2,334 2,316 Essential Street Operations are on track for 2016. All
appropriations were spent in 2015.
Planning, Dev &
Transportation
Citizen Survey - Fort Collins as a
walkable city
N/A 25.2 - Snow and Ice Removal 1,216 1,239 Snow & Ice removal budget was expended for all of 2015 and
2016. Streets will be going to Council in October for additional
funding in fall 2016.
Planning, Dev &
Transportation
Citizen Survey - Ease of traveling by
bicycle in Fort Collins
N/A 25.4 - Street Sweeping 651 671 Street Sweeping is on track for 2016. Miles swept increased in
2015 and is on target for 2016.
Sweeping keeps particulate materials out of the water supply.
Planning, Dev &
Transportation
2.11 - Transportation Planning
Services
568 576 •Transportation planning staff develop long range plans,
projects, and initiatives that improve the transportation system
for all users
•Key safety improvement projects include elements of the West
Elizabeth ETC Plan, street crossings for cyclists including the
Pitkin Low Stress Corridor, and traffic calming project planning
for collector streets
Planning, Dev &
Transportation
1.2 - City Bridge Program 1,700 1,700 All has been committed to 2016 bridge projects Planning, Dev &
Transportation
165.1 - Safe Routes to School
Program
74 74 •Safe Routes to School provides bicycle and pedestrian safety
training to students in and out of school- a new school rotation
approach allows equitable distribution of services so that all
areas of the City receive training on a regular schedule
•In 2015 the program reached approximately 12,000 students
with some form of safety-related contact
Planning, Dev &
Transportation
1.21 - KFCG ENHANCEMENT:
City Bridge Program
600 600 100% Has been spent on bridge projects and inspections Planning, Dev &
Transportation
1.10 - ENHANCEMENT:
Pedestrian Sidewalk ADA (BOB)
300 - 75% Has been spent on pedestrian projects and ADA accessibility
improvements throughout the community
Planning, Dev &
DRAFT - WORK IN PROGRESS
Strategic Objective Metrics Status BFO Offer / Initiatives 2015 2016
%
Complete Status Service Area
Original Budget
Metrics not yet identified 1.20 - Railroad Crossing
Maintenance
100 100 Committed to the Riverside and Lemay Crossing as well as
other crossing maintenance
Planning, Dev &
Transportation
1.23 - ENHANCEMENT: Railroad
Switching Operations Study
50 - 100% Project complete Planning, Dev &
Transportation
MAX ridership 7.1 - Transit Local Fixed Routes 5,069 5,206 Transfort has succesuflly provided the community with local
transit services through the first two quarters of 2016. January -
May Ridership = 1,120,335
Planning, Dev &
Transportation
Transfort Fixed Route Passengers per
Revenue Hour
7.6 - Transit Support Services 3,341 3,419 Transfort has succesfully supported the City transit services
through the first two quarters of 2016.
Planning, Dev &
Transportation
Cumulative Transfort Fixed Route
Ridership
7.4 - MAX Bus Rapid Transit
Service
2,337 2,399 Transfort has succesfully provided the community with MAX
services through the first two quarters of 2016. January - May
Ridership = 560,158
Planning, Dev &
Transportation
Citizen Survey - Ease of traveling by
public transportation in Fort Collins
N/A 7.5 - Dial-A-Ride Service 1,634 1,768 Transfort has succesfully provided the community with ADA
required paratransit services through the first two quarters of
2016. January - May Ridership = 14,724
Planning, Dev &
Transportation
7.3 - FLEX Regional Service 777 796 Transfort has succesfully provided the community with regional
bus services through the first two quarters of 2016. January -
May Ridership = 81,210
Planning, Dev &
Transportation
7.2 - ENHANCEMENT: Safe Ride
Home
99 - 50% Transfort has succesfully provided the community with Safe Ride
Home services through the first two quarters of 2016. January -
May Ridership = 4,915
Planning, Dev &
Transportation
7.23 - ENHANCEMENT: CSU
Transit Contract
738 738 50% Transfort has succesfully provided CSU with enhanced transit
services through the first two quarters of 2016.
Planning, Dev &
Transportation
DRAFT - WORK IN PROGRESS
Strategic Objective Metrics Status BFO Offer / Initiatives 2015 2016
%
Complete Status Service Area
Original Budget
Metrics not yet identified 169.3 - ENHANCEMENT: West
Elizabeth Enhanced Travel
Corridor Master Plan
300 - 75% •This plan is in the final stage of development (draft plan
document), delivering on the Transportation Master Plan's vision
of West Elizabeth as an enhanced travel corridor, with high
frequency transit and safe, comfortable connectivity for bikes,
pedestrians, and automobiles
•Adoption is scheduled for August
Planning, Dev &
Transportation
Metrics not yet identified
Total hours of training attended 45.1 - Utilities Customer
Connections Programs and
Services
6,055 6,101 Execution and prioritization of projects and programs
implementation based on Customer Connections planning
calendar on-track. Purchased Prof and Tech Services and
Other Purchased Services budgets underspent by $351k as of
June 2016.
Utility Services
Track percentage of total licensed
vendors that remit sales tax returns and
payments online
9.1, 10.1, 45.2, 11.1, 10.2, 9.3,
45.12, 45.17 - Information
Technologies Offers
12,956 13,247 Computer replacements continue to be on schedule, server
replacement order has been pushed to Q3, the Police Laptop
replacement project is underway and an order has been placed
for the new laptops. The Business Continuity Plan may be
delayed until 2017 in an effort to get additional funding based on
the scope of the plan. Lastly, there is a major Network switch
replacement project for Police services that will begin late Q2.
Information &
Employee Svcs
Citizen Survey - Efficient operation of
programs and services
N/A 52.1 - City Manager's Office 1,744 1,769 Executive Services
Citizen Survey - Overall direction of the
City
N/A 13.1 - Financial Programs and
Services
3,531 3,607 The City had a clean Financial Audit and no findings for 2015.
Improvements have been made to the Monthly Financial
Reporting process. Staff is developing training plans to improve
the skills & capability of the extended finance/accounting
organization.
Financial Services
116.1 - City Clerk Administration 668 694 Executive Services
67.1 - Legal Services 1,958 2,017 Legal Services
49.1 - Sustainability Services Area
Leadership
375 380 Sustainability
Services
DRAFT - WORK IN PROGRESS
Strategic Objective Metrics Status BFO Offer / Initiatives 2015 2016
%
Complete Status Service Area
Original Budget
Price of Government for the City of Fort
Collins
N/A
Employee Participation In The Cultural
Values Assessment
Cultural Values Assessment: Annual
Progress Toward The Goal of Entropy
Level of 20%
Utilities Customer Satisfaction
Residential - Company You Can Trust
HR performance based on Internal
Services survey
6.1 - Human Resources and
Learning & Development
Programs and Services
1,963 1,993 Total Rewards Strategy developed and continues to be
leveraged, enhanced communications in progress. Performance
Management process redesigned and launched in 2015; 2016
will be the first full year of QPA and will include Upward
Feedback component. Job Architecture design underway and
will span 2016-2017.
Information &
Employee Svcs
Total hours of training attended 6.4 - ENHANCEMENT: HR
Technology Upgrade
173 - 50% System launch, including engaging and customized user
interface, is complete. The learning module is implemented,
bringing enhanced online learning programs. Performance
Management module in planning.
Information &
Employee Svcs
City Employee Cumulative Turnover
Rate
6.6 - ENHANCEMENT:
Leadership Development Program
(Lead ICL, 1.0, 2.0, 3.0 & 4.0)
110 110 75% ICL launches in June; 1.0 in progress; 2.0 launches in August;
3.0 budgeted for 2017-2018; 4.0 coaching / DiSC in progress.
Information &
Employee Svcs
Total Cost of Workers Comp Claims N/A 13.2 - Risk Management
Programs and Services
3,153 3,222 Reorganized Safety into single group, dedicated Safety Partners
with each SA, implemented multiple training/process
improvements.
Financial Services
Well Days – medical claims cost for
participants vs. non-participants
13.10 - ENHANCEMENT: Director
of Safety & Occupational Health
Professional - 2.0 FTE
201 274 50% Hired Safety Director 4/15, OHP hire has been challenging, on
the 4th hire. Initiatives include incident reporting, near miss
reporting, safety audits, training. Beginning to see
improvements in DART, TRIR is flat from prior year.
DRAFT - WORK IN PROGRESS
Strategic Objective Metrics Status BFO Offer / Initiatives 2015 2016
%
Complete Status Service Area
Original Budget
Metrics not yet identified
Metrics not yet identified 49.3 - ENHANCEMENT: Grant
Development Specialist - 1.0 FTE
83 83 100% Q2-Q4 2015 Grant Data:
• 100 staff members were trained in grant research and grant
writing by either: 1:1 consultation, attending a grant-focused
Talent/Reward session, and/or departmental consultation with
the GDS.
• 18 departments had staff that were trained in grant research
and grant writing by either: 1:1 consultation with the GDS,
attending a grant-focused Talent/Reward session, and/or
working with the GDS on a grant application (ES, NA,
PDT/Engineering, Recreation, MOD, Sustainability Services,
Police, HR/Wellness, CPIO, HR/Volunteer, Utilities/ES, C&NS,
Finance/Budget, Utilities/CC, PDT/SRTS, PDT/Transfort,
Gardens, Utilities/Stormwater).
• 15 grants were applied for, however, this number is incomplete
as the GDS started in late April and not all departments were
aware to notify the GDS of their application submissions. This
issue should be better addressed in 2016 with the use of eCivis.
• 14 new grants were funded in 2015, however, this number is
incomplete for the reasons mentioned above.
As of April 2016, 101 staff members were trained in grant
research and grant writing (including a large number of staff
trained on the eCivis grant management system); 12 grants
were applied for; and 4 grants have been funded.
Sustainability
Services
Metrics not yet identified 25.1 - Street Maintenance
Program
15,358 8,796 The 2016 budget is not correct due to the passing of the ballot
initiative to renew the sales tax for Street Maintenance. The
enhancement was not approved; however, additional funding
was approved through the exception process in November of
2015.
Planning, Dev &
Transportation
25.17 - KFCG ENHANCEMENT:
College Avenue Concrete Work
500 - 50% This was started in 2015, but due to delays by CDOT, it was not
finished. The funds were reappropriated into 2016 based on
CDOT's schedule for repaving College Ave.
Planning, Dev &
Transportation
Metrics not yet identified 51.1 - City Council 143 143 City Council has met and attended to duties and obligations as
scheduled to date.
Executive Services
51.2 - ENHANCEMENT: Council
Training and Engagement
16 16 Councilmembers have hosted listening sessions and
participated in retreats, conferences, and tours.
Executive Services
7.6 - Enhance the use of
performance metrics and
benchmark data to assess results
1
2017- 2018 Budget
ATTACHMENT 2
3.2
Packet Pg. 97
Attachment: Budget Powerpoint presentation (4712 : BFO Overview)
The Process
Mar Apr May Jun Jul Aug Sep Oct Nov
Budget Time Line & Process
Strategic
Plan
Finalized
Budget Proposals Developed
BFO Teams Evaluate & Rank
City Manager & Ex
Team Evaluates
& Modifies
Council Discussion
Public Hearings
Budget Adoption
Strategic Objectives
become the basis for
Ranking Budget
Proposals
Staff develops
Budget Proposals to
achieve Strategic
Objectives
BFO Teams (staff &
citizens) rank
proposals
Executive Team input
to align with Strategic
Plan, Council Work
Plan & City Priorities
City Manager’s
Recommended Budget
Presented to City
Council September 2nd
We Are Here
Finalize Budget
Adopted by the end of
November
2
3.2
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Attachment: Budget Powerpoint presentation (4712 : BFO Overview)
Budget Process Improvements Include:
• Linkage of Strategic Objectives to Offers now visible in the Offer Summary
• Enhanced analysis of Ongoing Offers compared to prior budget cycle
• Calculating Hourly FTE for better visibility into total staff supporting each Offer
• Better methodology to calculate staffing costs based on month of hire
• Enhancement Offers required to include estimated ongoing cost in future budgets
Requested Innovative Ideas Consistent with Strategic Plan
Challenging Choices – Significant Cost Issues and Funding Priorities
Recommended Budget:
• Reflects Council and community priorities
• Continues high level of service expected by the community
3
Budget Overview
3.2
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Attachment: Budget Powerpoint presentation (4712 : BFO Overview)
4
Example: On-Going Budget Comparison
Significant Review of Changes in Core On-Going Offers….
Budget 2016 Budget 2017 % ch Budget 2018 % ch
Personal Services $1,248,105 $1,134,545 -9.1% $1,169,859 3.1%
Other Than Personal Services 839,085 931,819 11.1% 917,270 -1.6%
Total Original Budget $2,087,190 $2,066,364 -1.0% $2,087,129 1.0%
Harmony Park and Ride - Parking Enforcement Officer
Personal Services 39,080
Other Than Personal Services 20,920
Budget 2016 Budget 2017 % ch Budget 2018 % ch
Personal Services $1,287,185 $1,134,545 -11.9% $1,169,859 3.1%
Other Than Personal Services 860,005 931,819 8.4% 917,270 -1.6%
Total Ongoing Budget $2,147,190 $2,066,364 -3.8% $2,087,129 1.0%
Year-over-Year Ongoing Budget Analysis
2016
2017
2018
Addition of hourly expense in 2016 for contractual obligation for Parking to enforce at the Harmony Park and Ride. Expenses
are reimbursed by CDOT.
Position of Parking Services & Trans Budget Manager will move to Transfort and repurposed in 2017.
OTPS was adjusted from 2016 budget based on 2015 spending and available ongoing revenue in the Parking Fund.
Increase in Personnel Services is 2.5% for compensation and 3.8% for benefits from 2017-2018.
NET ONGOINGBUDGET
Parking Services
Ongoing Budget Comparison
Plus Ongoing Enhancements
3.2
Packet Pg. 100
Attachment: Budget Powerpoint presentation (4712 : BFO Overview)
Sales & Use Tax - Revenue Assumptions
Use Tax Forecast of $22M Each Year
Sales Tax Forecast of 3% Growth Each Year, Plus $1.4M in 2017…
Use Tax Forecast of $22M Each Year
5
($ millions)
* Excludes Use Tax – Economic Incentives
2014
Actual
2015
Actual
2016
Forecast
2017
Budget
2017
Budget
Sales Tax
Prior Year $ 110.9 $ 115.6
3% in 2017, 3% in 2018 3.3 3.5
Sales Tax Projected Growth 1.4 -
Sales Tax Revenue $ 101.0 $ 105.6 $ 110.9 $ 115.6 $ 119.1
Use Tax *
Use Tax (On-going) 14.5 14.5 14.5 14.5 14.5
Use Tax (One-Time) 11.9 14.5 10.5 7.5 7.5
Use Tax Revenue $ 26.4 $ 29.0 $ 25.0 $ 22.0 $ 22.0
3.2
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Attachment: Budget Powerpoint presentation (4712 : BFO Overview)
Governmental Revenue Detail
Modest Revenue Growth Overall….
Judicious Use of Reserves to Support Community Priorities
6
2015 2016 2016 2017 2018
Actual Original Projected Projected Projected
Sales Tax $105.6 $109.5 $110.9 $115.6 $119.1
Use Tax Base 14.5 14.5 14.5 14.5 14.5
Use Tax One-Time * 14.5 2.5 10.5 7.5 7.5
Property Tax 18.2 18.7 21.3 21.8 21.7
Intergovt., Shared & Grant Revenue 38.1 18.9 20.7 24.5 25.2
Cultural, Parks & Rec Fees 11.9 12.9 12.9 12.9 13.2
PILOT Fees 9.4 10.2 9.4 9.5 9.9
Transportation Fees 7.1 7.4 7.4 7.9 8.5
Licenses, Permits and Devel Fees 5.9 4.8 4.8 5.6 5.8
All Other Govt. Revenue 23.8 18.9 17.0 24.1 22.7
Subtotal Governmental Revenue $249.3 $218.3 $229.4 $243.9 $248.1
Use of Prior Year Reserves 19.6 14.3
Total Governmental Budgeted Revenue $263.5 $262.4
* Excludes Use Tax – Economic Incentives
3.2
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Attachment: Budget Powerpoint presentation (4712 : BFO Overview)
Funding Opportunities Included in Budget
Additional Revenue Included in Budget
7
($ millions)
Ongoing One-Time Ongoing One-Time
Funding Opportunities Included:
2016 Sales Tax above budget $ 1.4 $ 1.4
2016 Use Tax above budget $ 8.0
2017-18 Use Tax above 2016 budget $ 4.0 $ 4.0
2016 Property Tax above budget $ 2.1
Total Opportunities Included $ 1.4 $ 15.5 $ - $ 4.0
Notes: Reserves used in the budget are listed by fund on slide 16
- 2017 One-Time opportunities split between 2017 and 2018
- Reserves used in the budget are listed by fund on slide 16
2017 2018
3.2
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Attachment: Budget Powerpoint presentation (4712 : BFO Overview)
Utility Rate Assumptions
L&P – 3.2% for PRPA Pass Through, 1.25% to Support Infrastructure
Water – 5% Each Year to Support Capital and Infrastructure
Wastewater – 3% Each Year to Support Infrastructure Improvements
Storm Water – 5% in 2017 to Support Spring & Mill Creek Restoration
8
Rate Changes:
Actual Actual Budget Budget
Utility 2015 2016 2017 2018
L&P 2.0% 2.0% 4.45% 3.2%
Water 0.0% 0.0% 5.0% 5.0%
Wastewater 3.0% 3.0% 3.0% 3.0%
Storm Water 0.0% 0.0% 5.0% 0.0%
3.2
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Attachment: Budget Powerpoint presentation (4712 : BFO Overview)
Cost Assumptions
2017 2018
General Inflation 2.3% 2.3%
Salary Pool 2.5% 2.5%
Medical and Dental Costs 12.5% 4.4%
Gas Prices $2.50 $2.75 gallon
Pension Contributions No Change
GERP Supplemental Contribution $1.1M $1.1M
Budget Staffing at 98% of Total Cost
Moderate Inflation….Compensation Tied to Market….
Benefit Costs Continue to Rise Greater Than Inflation & Revenue Growth….
9
3.2
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Attachment: Budget Powerpoint presentation (4712 : BFO Overview)
Cost of Government
10
2015-16 Estimated
Slight Downward Trend in the Price of Government
3.2
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Attachment: Budget Powerpoint presentation (4712 : BFO Overview)
Sales Tax Rate Comparison
Total Fort Collins Sales Tax Rate in the Bottom Third
11
3.2
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Attachment: Budget Powerpoint presentation (4712 : BFO Overview)
Electric Cost Comparison
Fort Collins Electric Rates Very Competitive
12
3.2
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Attachment: Budget Powerpoint presentation (4712 : BFO Overview)
Utility Cost Comparison
Overall - Utility Costs in the Middle Compared with
Neighboring Communities
13
2016 2016 2016 2016 2016
Ft Collins $ 68.21 $ 43.57 $ 35.07 $ 14.26 $ 161.11
Loveland $ 67.01 $ 34.00 $ 25.43 $ 12.48 $ 138.92
Longmont $ 63.25 $ 31.47 $ 33.63 $ 13.05 $ 141.40
Greeley $ 79.67 $ 51.35 $ 20.62 $ 6.45 $ 158.09
Boulder $ 79.67 $ 35.84 $ 29.08 $ 13.46 $ 158.05
Colorado Springs $ 85.46 $ 77.82 $ 31.27 N/A $ 194.55
Electric Water Wastewater Stormwater Total
3.2
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Attachment: Budget Powerpoint presentation (4712 : BFO Overview)
Total Revenue
Increased Use Tax in 2017 and 2018
14
$138.8 $144.3
$167.8 $190.3
$198.6
$224.5 $225.3 $220.6 $230.0 $235.6
$153.8 $166.7
$176.0
$194.9
$203.9
$210.7 $206.4 $213.0 $209.4
$215.4
$13.4
$19.8
$22.8
$34.7
$48.2
$28.3 $23.7 $8.4
$13.9 $12.5
$0
$50
$100
$150
$200
$250
$300
$350
$400
$450
$500
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
City Revenue
($ millions)
Governmental Enterprise Funds Grants & Contributions
3.2
Packet Pg. 110
Attachment: Budget Powerpoint presentation (4712 : BFO Overview)
Sales & Use Tax Revenue
KFCG is a Critical Revenue Used to Provide Ongoing Programs and Services
15
$70.5 $74.7 $77.8
$88.0 $89.0
$101.6 $108.0 $108.0 $109.6
$112.4
$19.8
$21.8 $22.8
$25.9
$26.3 $27.9 $28.0
$28.6
$70.5
$74.7
$97.6
$109.7 $111.8
$127.4
$134.3 $135.9 $137.6
$141.1
$0
$20
$40
$60
$80
$100
$120
$140
$160
2009 2010 2011 2012 2013 2014 2015 2016
Forecast
2017
Proposed
2018
Proposed
Sales & Use Tax* Revenue
($ millions)
Sales & Use Tax KFCG
* Excludes Use Tax – Economic Incentives
3.2
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Historical Use of Reserves
16
Fund 2013 2014 2015 2016 2017 2018
General Fund 4.0 4.9 6.2 6.2 6.5 2.8
Capital Expansion 2.3 0.1 6.6 1.1 1.2 -
KFCG 2.6 0.9 2.7 2.8 5.2 4.4
Neighborhood Parkland 0.8 1.1 - - 2.4 -
Natural Areas 0.4 - 0.2 - 0.6 1.3
Transit 0.1 0.1 0.5 0.6 0.3 0.2
Street Oversizing - - - - 0.9 1.1
Transportation 0.6 0.2 1.3 0.5 1.4 2.8
L&P 6.3 7.1 6.1 8.2 9.5 4.5
Water 3.2 4.6 - 7.4 1.1 0.6
Wastewater 1.5 0.7 - 3.5 0.9 6.8
Stormwater - - 1.4 0.1 1.4 1.1
Sel Insurance 0.6 0.6 0.3 0.3 - -
Data & Communications 0.5 - 0.3 0.2 1.7 0.2
Benefits 1.7 1.6 0.2 0.2 - -
CSA 0.7 0.7 0.4 0.5 - -
All Other Funds 4.8 0.8 2.7 1.2 1.6 1.7
Grand Total 30.1 23.5 28.8 32.7 34.6 27.4
3.2
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Major Themes with 2017-18 Budget
Planned & Unplanned Expenditures Create Challenging Environment
17
• Public Safety and Police Staffing
• Neighborhood Livability and Code Compliance
• Commitments to the Voters with KFCG Funds
• Stewardship of City Assets – Investments in Capital / Infrastructure
• Initiatives to Make Progress on CAP Goals
• Updates to Community Plans (City Plan, Transportation Master Plan)
3.2
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2016 Council Budget Meetings
September 13th
Work Session • Environmental Health
• Economic Health
• High Performing Government
September 27th
Work Session • Safe Community
• Transportation
• Culture and Recreation
September 20th
Council Meeting • Budget Public Hearing
October 4th
Council Meeting • Budget Public Hearing
October 11th
Work Session • Neighborhood Livability and Social Health
• General Discussion – Final Council Direction
November 1st
Council Meeting • First Reading
November 15th
Council Meeting • Second Reading
3.2
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1
Results & Performance
ATTACHMENT 3
3.3
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Attachment: Results Journey Powerpoint presentation (4712 : BFO Overview)
• Overview of our Performance Metrics Journey
• Community Dashboard Performance Review
• Strategy Maps – Sample Future Reviews
Agenda
2
3.3
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Attachment: Results Journey Powerpoint presentation (4712 : BFO Overview)
Why focus on metrics?
• A better understanding of our investments
• How and why programs/policies were successful (or not)
• Alignment, clarity and efficient cooperation around goals
• Who needs to work together (internally, externally)
• Organizational learning
• How we can do our jobs better, invest smarter and work more efficiently
3
3.3
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4
Linkage - Key Outcome Areas,
Strategic Objectives & BFO Initiatives
Key Outcomes (KO)
• Highest level Strategic Goals
• 7 Key Outcome Areas
• Used in Strategic Plan, BFO, City Plan, Etc.
Strategic Objectives
• Multiple Strategic Objectives (SO) for each KO
• Achieving SO achieve KO goals
BFO Initiatives
• Multiple BFO Initiatives for each SO
• Initiatives designed to achieve SO
3.3
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Attachment: Results Journey Powerpoint presentation (4712 : BFO Overview)
FOUNDATIONAL
• Day to day, operational measures
5
BFO Scorecard – 148 metrics in 55 Strategic Objectives
• 1.1 – Improve access to a broad range of quality housing that is
safe, accessible & affordable – 4 metrics
• Affordable Housing Inventory
• Winter Count Homeless Population,
Community Dashboard – 38 metrics in 7 Outcomes
• Neighborhood Livability & Social Health – 5 metrics
• Affordable Housing Inventory
• Noise Complaints
• Housing Opportunity Index
Why Metrics – Tool to Measure Progress Achieving Our Outcomes and Strategic Objectives
Metrics Hierarchy
• Graffiti
• Voluntary Code Compliance
• Housing Opportunity Index
• Availability of Affordable Housing
3.3
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6
Community Dashboard
3.3
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7
Example – How we have Operationalized Metrics
Utility Services
BFO Scorecard – Community Dashboard
Data as of 2nd Quarter 2016
Sample - Quarterly Review of
Community Dashboard Metrics
3.3
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8
Sample - Quarterly Review of
Community Dashboard Metrics
3.3
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9
Example – How we have Operationalized Metrics
Utility Services
BFO Scorecard – Other Primary Measures
Data as of 2nd Quarter 2016
Sample - Quarterly Review of
BFO Scorecard Metrics
3.3
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10
Sample - Quarterly Review of
BFO Scorecard Metrics
3.3
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11
• Metrics Discussion - At Quarterly Service Area Reviews
• Learnings:
• Talking about metrics without having an understanding of the Strategic Objective
and BFO Initiative linkage creates a less meaningful dialog
• Developed Strategy Maps to address this issue
• Learnings:
• Need metrics that better link to the Strategic Objectives and BFO Initiatives
Metrics Continuous Improvement
3.3
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Attachment: Results Journey Powerpoint presentation (4712 : BFO Overview)
Key Outcomes
Future Discussion - Strategy Maps
12
• 2015/16 Budget included metrics for
each offer
• These metrics have been aligned to
Strategic Objectives
• Future Performance Discussions
focused on Achieving Strategic
Objectives
• Linkage & Interdependence:
• Strategic Objectives
• BFO Initiatives
• Metrics
Strategic
Objectives
BFO Initiatives
Community Dashboard
• Indicate performance of KO’s
Strategy Maps
• Indicate performance of
SO’s
• Aligned with SO
Goal-focused
Approach
Results-driven
Approach
Strategy Maps Link Strategic Objectives / Initiatives / Metrics
3.3
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13
Strategy Maps –
Leadership Discussion at QSAR
Strategic Objective Metrics Status BFO Offer / Initiatives 2015 2016
%
Complet
Affordable Housing Inventory 48.8 - Additional funding for the
Affordable Housing Fund
200 200
Winter Point in Time Count of Homeless
Population
N/A
FC Housing Opportunity Index / Western
States Reg
Citizen Survey - Availability of affordable
Rebate Program Participation 14.1 & 2 - Low Income Rebate Program 290 295
Affordable Housing Inventory 48.7 - Homelessness Initiatives 25 25
Winter Point in Time Count of Homeless
Population
N/A 48.1 - Social Sustainability Programs &
Services
1,326 1,332
1.1 - Improve access to a broad
range of quality housing that is
safe, accessible and affordable.
1.2 - Leverage and improve
collaboration with other agencies to
address homelessness, poverty
issues and other high priority
human service needs.
3.3
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Attachment: Results Journey Powerpoint presentation (4712 : BFO Overview)
Community
Dashboard
Metrics for each
BFO Offers
Refine Metrics,
BFO Scorecard
Refine Metrics,
Quarterly Strategy Maps
Benchmark &
Establish Targets
14
2013 2014 2015 2016 2017
• Review, edit & update Strategy Map Metrics
• Update Strategy Maps by QI 2017
• Incorporate Strategy Map performance discussion into QSAR process
• Develop appropriate benchmarks and establish targets
Progress and Continuous Improvement
Performance Metric Journey & Next Steps
3.3
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Attachment: Results Journey Powerpoint presentation (4712 : BFO Overview)
• Overview of our Performance Metrics Journey
• Community Dashboard Performance Review
• Strategy Maps – Sample Future Review
Agenda
15
3.3
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16
Community Dashboard
3.3
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17
Neighborhood Livability and Social Health
3.3
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18
Culture & Recreation
3.3
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19
Economic Health
3.3
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20
Economic Health
3.3
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21
Environmental Health
3.3
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22
Safe Community
3.3
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23
Safe Community
3.3
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24
Transportation
3.3
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25
High Performing Government
3.3
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26
High Performing Government
3.3
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• Overview of our Performance Metrics Journey
• Community Dashboard Performance Review
• Strategy Maps – Sample Future Review
Agenda
27
3.3
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28
High Performing Government
3.3
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29
Initiatives: 2015/16 Funding
• 13.2 Risk Mgmt (RM) Programs & Services $3,153k / $3,222k
• 13.10 Director SSRM & Occupational Health Professional (2FTEs) $201k / $274k
• 13.9 Occupational Health Monitoring $50k / $50k
Status / Progress:
• Improving safety within the City is an organizational wide culture shift – Vision – “To be the safest
workplace in America”
• Reorganized decentralized RM into centralized Safety, Security & RM (SSRM) group
• Hired SSRM Director April 2015 to lead the organization, OHP delayed until June 2016
• Coordinated and city-wide program implementation thru dedicated SA safety partners
• Multiple programs launched and in development – safety audits, near miss reporting, story telling, safety
policies, training for leaders “Leading a Culture of Safety”
• Work continues on shifting the culture in leaders and staff, empowering staff to stop work if conditions
are unsafe, constant focus and correction of unsafe work practices
7.4 Develop and implement initiatives
that achieve safety goals and continue to
focus on employee health and wellness
3.3
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30
7.4 Develop and implement initiatives
that achieve safety goals and continue to
focus on employee health and wellness
TRIR & DART Initially got Worse; However This was Expected…..
Q2 Performance Significantly Improved Over Prior Years
TRIR & DART Initially got Worse; However This was Expected…..
Q2 Performance Significantly Improved Over Prior Years
3.3
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Attachment: Results Journey Powerpoint presentation (4712 : BFO Overview)
Workers Compensation Claims Will Lag Improvements in TRIR & DART
31
7.4 Develop and implement initiatives
that achieve safety goals and continue to
focus on employee health and wellness
3.3
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Attachment: Results Journey Powerpoint presentation (4712 : BFO Overview)
BFO Off Year Revision Process
Strategic Risk Assessment
Capital Improvement Plan LT Financial Plan
BLT Budget Council & Public Hearings
Prep
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Even Years Odd Years
C
ouncil
Elections
Inputs for the Strategic Plan Strategic Planning Process Budgeting for Outcomes
Offer
Creation BFO Teams
Community Engagement
/ Citizen Survey
Dept. Input
Strategic
Plan
*
= Council review of Strategic Plan
at 2nd
Work Session of the month
Results
Review
Strategic Plan –
Core Team / ELT & Chairs
Planning Calendar
Public Engagement
*
3.3
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Attachment: Results Journey Powerpoint presentation (4712 : BFO Overview)
7.7 - Resolve long-term funding
requirements by diversifying the
revenue base and finding new
revenue sources.
7.8 - Optimize utilization of City
assets through capital
improvement planning,
preventative maintance and asset
management.
7.9 - Proactively influence policy
and legislative development at all
levels of government regulation.
3.1
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Attachment: Linkage of 2015-16 Offers to 2016 Strategic Plan (4712 : BFO Overview)
Financial Services
City Employee Safety - Total
Recordable Injury Rate (TRIR) YTD
13.9 - ENHANCEMENT:
Occupational Health Medical
Monitoring
50 50 75% TBD Financial Services
City Employee Safety - Days Away
Restricted or Transferred (DART) Rate
YTD
Number of citizens attended public
forums, open houses events, etc.
53.1 - Communications and Public
Engagement Programs and
Services
1,556 1,580 Information &
Employee Svcs
Average Response Time of Cases
Submitted to Access Fort Collins
53.5 - ENHANCEMENT: Inclusive
Public Engagement
30 30 75% Survey expansion, translation services and expanded Public
Enagement event support is in place and will continue to
completion in 2016
Information &
Employee Svcs
Citizen Survey - Welcoming citizen
involvement
N/A 53.4 - ENHANCEMENT: Tools
and Support for Efficient and
Effective Communication
85 84 75% Support staff, software, training and tools are in place and being
utilized. Public Outreach event support will continue to
completion through 2016
Information &
Employee Svcs
% of citizens responding
always/frequently/sometimes do you or
other members of your household use
the City's website (www.fcgov.com)
N/A 53.2 - ENHANCEMENT: Telling
Our Stories Strategic Video
Outreach
35 35 75% Ongoing video series. CityView is produced twice a month, and
remaining episodes are scheduled through the end of the year.
Out of the Box series 7/10 episodes completed, 2 in production
and remaining in planning
Information &
Employee Svcs
H
7.2 - Promote a values-driven
organizational culture that
reinforces ethical behavior,
exercises transparency and
maintains the public trust.
7.3 - Improve core Human
Resources systems, develop a
total reward system and address
workforce planning and career
development.
7.4 - Develop and implement
initiatives to achieve safety goals
and continue to focus on employee
health and wellness.
7.5 - Broaden methods of public
engagement to reach all segments
of the community by giving
additional consideration to diverse
backgrounds, languages and
needs.
3.1
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Attachment: Linkage of 2015-16 Offers to 2016 Strategic Plan (4712 : BFO Overview)
45.3 - Utilities Administration &
General Operations
6,537 6,717 Admin & Gen Ops costs were $1.1M under budget in 2015 Utility Services
13.6 - ENHANCEMENT: Cross-
Departmental Licensing Software
176 4 100% New software went live effective QIV 2015. 47% of Sales Tax
licenses were processed online using the new system in Q1
2016
Financial Services
52.4 - KFCG ENHANCEMENT:
Citywide Volunteer Program
Manager and Program - 1.0 FTE -
180 151 75% Volunteer Database (Engage) purchased and in development
phase. Launch will occur in phases starting September 22.
Citywide recognition events include National Volunteer Week in
April (completed) and “For the Love of Volunteers Picnic” on
August 18. Standardized forms, branding, meetings, learning
opportunities, policies, and procedures developed as resources
for City staff. Central office for existing and potential volunteers.
Executive Services
6.7 - Develop plans that address
adequate infrastructure within the
northeast area of Fort Collins.
6.6 - Develop long-term
transportation plans that improve
local and regional transportation
networks.
High Performing Government
7.1 - Provide world-class services
that meet the needs of the
community.
3.1
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Attachment: Linkage of 2015-16 Offers to 2016 Strategic Plan (4712 : BFO Overview)
7.24 - ENHANCEMENT:
Increased Transit Support
Services
130 148 50% Transfort has succesfully supported transit services through the
first two quarters of 2016.
Planning, Dev &
Transportation
7.25 - ENHANCEMENT:
Paratransit Service to Foothills
Gateway
150 150 50% Transfort has succesfully provided Foothills Gateway with
specialized door-to-door transit services through the first two
quarters of 2016. January - May Ridership = 3,547
Planning, Dev &
Transportation
25.24 - ENHANCEMENT:
MAX/BRT Snow Removal
200 200 100% All appropriations were spent in 2015 and 2016 for snow
removal efforts. This will be covered when we go to Council in
October.
Planning, Dev &
Transportation
# of Bridges that Exceed Design Life 1.3 - Street Oversizing Program 2,636 2,640 The Street Oversizing Program helps fund the buildout of the
transportation system. This capital expansion fee is mostly
reimbursement of development-constructed improvements. The
amount spent each year is subject to development timing.
Planning, Dev &
Transportation
Dollar Value of Sidewalk Infrastructure
Constructed
2.5 - KFCG: FC Bikes and Bike
Library
255 256 •The staff of FC Bikes develop bicycle plans and work with
operational departments to improve the bicycle network
•In 2016, the Bike Library transitioned to a new automated,
distributed system- this will result in a new set of metrics for bike
share participation
Planning, Dev &
Transportation
Dollar Value of Ramp Infrastructure
Constructed
2.12 - ENHANCEMENT: BOB
Bicycle Plan Implementation
125 - 75% •This funding provided annual contributions to the construction
of bicycle infrastructure according to the 2014 Bicycle Plan
•Funds from 2015 are being held to match the Transportation
Alternatives Program grant in 2016 for the construction of the
Pitkin Low Stress Bike Corridor, to be completed in the fall
Planning, Dev &
Transportation
Cumulative Lane Miles of Roadway
Pavement Improved
1.8 - KFCG ENHANCEMENT:
Mulberry Bridge Urban Design &
Landscaping Improvements -
750 - 75% Project is under construction Planning, Dev &
Transportation
1.9 - KFCG ENHANCEMENT:
Vine and Lemay Intersection
Improvements
500 500 50% Staff is in the process of right of way purchase Planning, Dev &
Transportation
6.3 - Identify strategies to reduce
motorist delays due to trains.
6.4 - Improve transit availability,
grow ridership and address MAX
parking concerns.
6.5 - Fill the gaps for all modes of
travel and improve the current
transportation infrastructure while
enhancing the aesthetic
environment.
3.1
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Attachment: Linkage of 2015-16 Offers to 2016 Strategic Plan (4712 : BFO Overview)
Transportation
1.6 - KFCG ENHANCEMENT:
Pedestrian Sidewalk and
Americans with Disabilities Act
150 150 100% Has been spent or committed to pedestrian projects Planning, Dev &
Transportation
% Commute Mode Share by Bicycle N/A 27.1 - Traffic Operations 3,098 3,145 Monitoring real-time and historical travel time/congestion data to
track trends and make improvements that reduce congestion.
Reporting on the Community Dashboard.
Planning, Dev &
Transportation
% Commute Mode Share by Non-SOV
(Single Occupant Vehicle)
N/A 1.7 - ENHANCEMENT: Arterial
Intersection (BOB)
2,220 - 100% The 2015 budget was spent on the intersection improvements at
Horsetooth and Timberline. This project improved the traffic flow
and improved the bike and pedestrian facilities.
Planning, Dev &
Transportation
Average Travel Speeds/Times on
Arterial Streets
27.12 - Traffic Operations
Equipment -
115 124 Replaced outdated or failing signal equipment to ensure proper
signal operations.
Planning, Dev &
Transportation
Citizen Survey - Traffic congestion in
Fort Collins
N/A 27.7 - ENHANCEMENT: Traffic
Signal Technician I - 1.0 FTE
56 69 100% Hired in May 2015
Allow better coverage of City's traffic signal system maintenance
and repair.
Planning, Dev &
Transportation
165.3 - ENHANCEMENT: Safe
Routes to School Strategic Traffic
Infrastructure Program
100 100 75% •These funds are directed at designing and building small-scale
infrastructure that directly serves school routes- project size is
typically less than $10,000 and includes projects like ADA
ramps, small trail connections, dismount gates, etc.
•Year 1 projects are complete and selection of year 2 projects
are underway
Planning, Dev &
Transportation
6.2 - Improve traffic flow to benefit
both individuals and the business
community.
Transportation
6.1 - Improve safety for all modes
of travel including vehicular,
pedestrian and bicycle.
3.1
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Attachment: Linkage of 2015-16 Offers to 2016 Strategic Plan (4712 : BFO Overview)
this work to begin Q4 2016.
Utility Services
Stream and Rainfall Gauge
Functionality (April to September)
(Utilities Master Plan & Floodplain
Administration)
42.1 - Utilities Stormwater
Services
3,268 3,284 Core Services Offer Utility Services
Rank in Top 10% Nationwide in
Stormwater and Floodplain
Management Programs (Utilities Master
Plan & Floodplain Administration)
71.5 - Utilities Capital Project:
Poudre River Downtown
Improvements (Stormwater)
1,000 - Parks Planning is the lead agency. These funds are a
contribution recognizing the value created by the floodplain
modifications designed into the project.
Utility Services
Poudre River Floodway Cleanup -
Loads of Large Trees and Debris
Removed (Stormwater)
N/A 71.1 - Utilities Capital Project:
Stormwater Drainage System
Improvements
360 370 Assisted Natural Areas with North Shields Pond capacity.
Channel Improvements to Dry Creek andOakbrooke Channel.
Improvements coordinated at Olive/Loomis for Arthur Ditch
brdge work. Currently working on Stover St north of Prospect.
Utility Services
System Improvement (LF of Pipe
Improved) (Stormwater)
N/A 71.2 - Utilities Capital Project:
Stormwater NECCO
Improvements
2,500 2,500 Design complete. Anticipate property acquisition to be
completed Q3. Construction to begin Q4.
Utility Services
Internet availability 56.2 - Police Information Services 7,237 7,393 Police Services
Server availability (supporting 390
servers)
56.3 - Police Regional CRISP
Project
459 480 Police Services
9.1 & 10.1 - Information
Technologies Offers
6,575 6,722 All software applications including email, internet availability,
server availability, and gergraphic technology continue to
operate at a high level with almost zero downtime which is
mission critical for City operations.
Information &
Employee Svcs
5.3 - Partner with Poudre Fire
Authority to provide fire and
emergency services.
5.4 - Develop and implement
emergency preparation and
resiliency plans in collaboration
with other regional efforts.
5.5 Protect life and property with
natural and attractive flood
mitigation facilities.
5.6 - Optimize the use of data and
technology to improve service and
protect mission critical
infrastructure.
3.1
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Investigation Division Programs
and Services
6,356 6,490 Police Services
Part 1 Crimes per Capita Compared to
Cities of Similar Size
56.10 - Police Office of the Chief
& Administration
2,456 2,500 Police Services
Citizen Survey - Police response time in
Fort Collins
N/A 56.15 - Police Patrol Services 13,108 13,603 Police Services
Citizen Survey - Police services overall
in Fort Collins
N/A 56.17 - Police Patrol Specialized
Units
4,749 4,891 Police Services
56.22 - ENHANCEMENT: Police
Liquor and Marijuana Regulation
Unit Staffing - 2.0 FTE
147 213 100% Two police officers were added to the District One community
policing team in Novemebr 2015 to preform regulation and
enforcement duties related to alcohol and marijuana licensed
businesses and related issues.
Police Services
56.16 - Police Red Light &
Camera Radar Program
639 603 Police Services
Safe Community
5.1 - Improve community
involvement, education and
regional partnerships to make our
community safer and stronger.
5.2 - Enhance our Police Services
capability to foster public trust and
create a safer community.
3.1
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Operation
Services
155.1 - KFCG ENHANCEMENT:
Oil & Gas Inspection and
Sampling Assistance -
70 50 This offer is now Environmental Sustainability's project. Lucinda
Smith is point of contact.
Planning, Dev &
Transportation
Percent Renewable Energy Towards
Compliance With State Renewable
Energy Standards
108.1 - Utilities Capital Project:
DWRF South Process Train Bio
Nutrient Removal
5,400 - The DWRF South Process Train Improvements are complete
and the new asset is in operation.
Utility Services
Wastewater Treatment Effectiveness
Rate (%)
39.1 - Utilities Capital Project:
Wastewater System Replacement
1,492 1,602 Lining projects 40%. Remainder scheduled for August -
October. Identified 9 construction projects for 2016 - 4 are
complete.
Utility Services
Drinking Water Compliance Rate (%
Days)
34.1 - Wastewater Operations 9,583 9,688 Wastewater services were provided at or above customer
expectations and within full compliance with applicable
regulations.
Utility Services
38.1 - Utilities Capital Project:
Water Reclamation Replacement
300 301 Water Reclamation assets were replaced as needed in 2015
and 2016. Projects included slide gate replacements, scum
pump replacements, and security gate replacements.
Utility Services
4.7 - Increase the community’s
preparedness and resiliency for
changes in climate, weather and
resource availability.
4.8 - Expand, improve, restore and
protect wildlife habitat, urban
forests and the ecosystems of the
Poudre River and other urban
ecosystems.
4.9 - Meet all regulatory
requirements while supporting
programs that go beyond
compliance.
3.1
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encumbered $20K for a Fort Collins’ specific waste composition
study. Additional salary projections for ESD staff of $41.5K in
2016 to continue SMM and food systems analysis. Options for
unspent 2016 $ include a request roll over to 2017 for expanded
life cycle assessment or redirected to support DWRF co-gen
project.
Sustainability
Services
25.13 - ENHANCEMENT:
Crushing and Recycling Facility
1,200 - 100% 1380 Hoffman Mill was purchased in 2015 in a collaboration with
Foresty, Utilities and Natural Areas.
Hoffman Mill facility recycles asphalt and concrete, and diverts
tons of material from landfill for recycled road base.
Planning, Dev &
Transportation
4.6 - Work towards long term zero
waste goals within the community
and the City organization.
3.1
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Attachment: Linkage of 2015-16 Offers to 2016 Strategic Plan (4712 : BFO Overview)
currently in top 10 in Georgetown competition. All funds will be
encumbered by end of 2016 for work orders to support existing
campaigns and marketing support
Sustainability
Services
96.1 - Utilities Capital Project:
Energy Optimization
285 300 Staff initiated design of the microhydrogeneration project,
however an updated cost estimate indicates that an additional
appropriation will be needed to complete the project.
Utility Services
4.5. - Work towards long term net
zero energy goals within the
community and the City
organization using a systems
approach.
Envi
3.1
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% Commute Mode Share by Non-SOV
(Single Occupant Vehicle)
N/A
# of Community Garden plots in
inventory
N/A
Percent decrease in community
Greenhouse Gas (GHG) emissions
from 2005 baseline
47.11 - ENHANCEMENT: Air
Quality Program Support
20 20 25% Plans are in place to spend a portion of these funds ($5K) on
Hydrogen Sulfide (H2S) monitoring to help discern the sources
of H2S odor issues near oil and gas operations in NE Fort
Collins with monitoring expected to begin in July. Additional
funds are also planned for use in the evalution of visibility
monitoring data ($5K expected to be committed in August).
Remaining funds ($10K) are being considered for use in
developing an air quality website data portal to show visibility
images and data in real time (Aug/Sep timeframe).
Sustainability
Services
Cumulative number of homes assessed
for Healthy Homes
141.1 - ENHANCEMENT:
Transportation Air Quality Impacts
Guidance Manual
35 10 50% The Transportation Air Quality Impacts Guidance manual will be
used by City staff to inform when and how to perform air quality
and emissions analysis on City transportation projects to better
inform decision making. Trainings on how to use the manual will
be provided to City staff by the consulting team.
Sustainability
Services
Environmental Healsth
4.2 - Protect and provide a high
quality water supply and implement
appropriate conservation efforts
and long-term water storage
capability.
4.3 - Engage citizens in ways to
educate and encourage behaviors
towards more sustainable living
practices.
4.4 - Implement indoor and outdoor
air quality improvement initiatives.
3.1
Packet Pg. 86
Attachment: Linkage of 2015-16 Offers to 2016 Strategic Plan (4712 : BFO Overview)
Broadband Strategic Plan
300 - 50% The asset report and market demand study are complete.
Currently working on the feasibility analysis with a Fall '16 goal
for completion
Utility Services
Metrics not yet identified
Electricity (GHG) 2020 CAP Goal vs
Actual
47.1 - Environmental Services and
Programs
1,282 1,316 Sustainability
Services
Natural Gas (GHG) 2020 CAP Goal vs
Actual
58.1 - Utilities: Energy Services 4,329 4,352 Achieved Energy Policy portfolio targets for efficiency savings.
Details in Energy Policy update at fcgov.com/utilities/what-we-
do.
Utility Services
Absolute Net Decrease In ClimateWise
Partners Greenhouse Gas (GHG)
Emissions From 2005 Baseline
47.14 - ENHANCEMENT: Green
Built Environment Program
Coordinator
67 90 100% The Green Built Environment Program Coordinator position was
filled in June 2015 and has actively worked to implement the
Green Built Environment Roadmap and the City’s CAP goals.
More specifically, he has led development of the Home Energy
Affordability Loan pilot program, the City Energy Project
proposal, the green building website redevelopment, analysis of
potential green building incentives the City could employ to
advance the roadmap as well as serving on key
interdepartmental teams to advance these two policy initiatives.
Sustainability
Services
Percent decrease in community
Greenhouse Gas (GHG) emissions
from 2005 baseline
3.10 - Identify strategies to reduce
train horn noise.
3.8 - Maintain electric utility
systems, services, infrastructure
integrity and stable, competitive
rates.
3.9 - Encourage the development of
reliable, high speed internet
services throughout the
community.
4.1 - Achieve Greenhouse Gas
(GHG) reduction goals by
implementing the Climate Action
Plan (CAP).
3.1
Packet Pg. 85
Attachment: Linkage of 2015-16 Offers to 2016 Strategic Plan (4712 : BFO Overview)
Planning, Dev &
Transportation
63.3 - ENHANCEMENT: Old
Town Parking Structure Major
Maintenance
100 100 50% Work completed in 2016 includes removing the existing deck
coating, replacing and patching concrete and installing
Polyurethane Deck Coating. Repairs will continue through 2016
Planning, Dev &
Transportation
156.1 - ENHANCEMENT: Special
Event Coordinator
106 94 75% This is the first complete event season for the Special Event
Coordinator and process improvements. We have improved
internal coordination amongst various City permitting
departments, and also established a single point of contact for
event coordinators and residents.
Work remains on implementing electronic online permitting
software. Staff has identified possible packages and submitted a
BFO offer for funding.
Planning, Dev &
Transportation
1.19 - ENHANCEMENT: Linden
Street (Walnut to Jefferson)
300 - 25% This project was funded by the Capitol Tax; the funding is not available
until 2018 so the preliminary design has been postponed.
Planning, Dev &
Transportation
3.5 - Foster sustainable infill and
redevelopment.
3.6 - Enhance the economic vitality
of our community.
3.4 - Provide transparent,
predictable and efficient processes
for citizens and businesses
interacting with the City.
3.1
Packet Pg. 84
Attachment: Linkage of 2015-16 Offers to 2016 Strategic Plan (4712 : BFO Overview)
Operations
247 254 Sustainability
Services
Cumulative New Commercial Permit
Dollar per Capita
46.1 - Economic Health Office
Programs and Services
656 662 Sustainability
Services
Commercial Vacancy Rates
Net Percent Change in Local Jobs
Metrics not yet identified 46.7 - ENHANCEMENT: Support
Larimer Small Business
Development Center -
40 40 50% This offer helps support small business by providing low cost
and/or free consulting and programming. In addition, the SBDC
is working with EHO to provide unique programming that fits the
unique Fort Collins community such as health and wellness
panel discussions, and the creative advantage program (in
collaboration with the Cultural Services Department). Program is
invoiced on a quarterly basis. This initiative supports the
following City's Strategic Plan Objectives: 3.1, 3.3, 3.4, 2.2, 1.6
and 2.6. Funds will continue to be committed via quarterly
invoices.
Sustainability
Services
2.5 - Plan, design and implement
improvements to the citywide trail
system.
2.6 - Develop a clear strategic
description of the City’s role in the
culture and arts while leveraging
partnerships with other community
organizations.
3.1 - Improve effectiveness of
economic health initiatives through
collaboration with regional
partners.
3.2 - Enhance employment
opportunities through business
retention, expansion, incubation
and attraction.
3.3 - Support workforce
development and provide
community amenities that support
citizens and employers within the
city.
Economic Health
3.1
Packet Pg. 83
Attachment: Linkage of 2015-16 Offers to 2016 Strategic Plan (4712 : BFO Overview)
99.3 - ENHANCEMENT: Forestry
Emerald Ash Borer Pre-Infestation
-
53 54 75% The Community Forest Assessment has been completed that
used 200 random sample plots to estimate the number of ash
trees in Fort Collins. The assessment calculated the benefits
being provided by ash and other species. An hourly position has
been filled that helps with monitoring ash trees for Emerald Ash
Borer and to complete a list of ash on City property that will be
treated once Emerald Ash borer is detected in the City. This
contributes to the 2015/2016 strategic objectives to maintain and
enhance the current culture, recreation and parks systems and
to preserve and enhance the City’s sense of place.
Community &
Operation
Services
140.1 - Community Garden
Outreach Program
95 99 The program actively engages diverse communities in creating
a unique sense of place by connecting them to their localized
natural environment.
Community &
Operation
Services
140.2 - ENHANCEMENT:
Community Garden Outreach
Program
20 20 75% Rolland Moore Community Garden is nearly complete. Due to
increased construction costs the budget is $25,000. Remaining
funds will be used to expand Edora Park Community Garden
which has an extensive waitlist. This project will be completed
late fall 2016.
Community &
Operation
Services
Recreation Programs - Total
Cumulative Participation
Lincoln Center - Total Cumulative
Participation
Museum of Discovery - Total
Cumulative Participation
Golf Courses - Total Cumulative
Participation
2.2 - Improve low and moderate
income citizen access to, and
participation in, City programs and
facilities.
2.3 Promote health and wellness
within the community and provide
sustainable access to natures
2.4 - Develop effective marketing
and pricing strategies and
programs that drive value,
attendance and cost recovery.
3.1
Packet Pg. 82
Attachment: Linkage of 2015-16 Offers to 2016 Strategic Plan (4712 : BFO Overview)
Chief and Southeast Community
Park Start-Up Costs - 1.0 FTE -
- 144 25% With park construction being delayed, the Southeast Community
Park crew chief will be hired in June 2016 and startup costs will
be spent in 2017. This contributes to the 2015/2016 strategic
objective to plan, design and implement citywide park, recreation
and trail improvements.
Community &
Operation
Services
12.2 - Art in Public Places
Program
343 222 APP artists continue to create unique places in Ft. Collins,that
have become cultural and recreational destinations.
Community &
Operation
Services
78.1, 79.1, 122.1, 132.1 - Utilities
contributions to Art in Public
Places Program
252 331 Funding has been set aside - ongoing balances are substantial
(L&P $560K, W $970K, WW $671K, SW $220K)
Utility Services
3.1
Packet Pg. 81
Attachment: Linkage of 2015-16 Offers to 2016 Strategic Plan (4712 : BFO Overview)
Operation
Services
41.1 - BOB Park Improvements 1,703 38 Quick Start tennis courts were installed at Rolland Moore Park,
alternatives for improvements to City Park have been
developed, with further community outreach planned prior to
construction of phase I improvements. Planning for
improvements at future parks will follow City Park planning
efforts
Community &
Operation
Services
160.4 & 160.7 - EPIC Pool
Improvements
1,761 320 Community &
Operation
Services
98.1 - Parks, Trails & Facility
Grounds Maintenance
6,059 6,257 Maintenance for 44 parks (872 acres), 34 miles of trails, 6
recreation facilities, 3 park satellite shops and the 4th of July
celebration.
Community &
Operation
Services
12.1 - Cultural Services Programs 5,066 5,122 Community &
Operation
Services
44.1 - The Gardens on Spring
Creek
593 612 The Gardens has created a significant sense of cultural place
within the underserved midtown community.
Community &
Operation
Services
41.1 - Building on Basics (BOB)
Park Improvements
1,703 37 Quick Start tennis courts were installed at Rolland Moore Park,
alternatives for improvements to City Park have been
developed, with further community outreach planned prior to
construction of phase I improvements. Planning for
improvements at future parks will follow City Park planning
efforts
Community &
Operation
Services
Culture & Recreation
2.1 - Improve the community's
sense of place with a high value on
natural areas, culture, recreation
and park systems.
1.8. Foster positive and respectful
neighbor relationships and open
communication, as well as provide
support conflict resolution.
3.1
Packet Pg. 80
Attachment: Linkage of 2015-16 Offers to 2016 Strategic Plan (4712 : BFO Overview)
Planning, Dev &
Transportation
Voluntary Code Compliance 77.1 - Neighborhood Services and
Programs
1,286 1,312 Neighborhood services continues to provide excellent service in
order to promote neighborhood livability with an extremely high
voluntary compliance rate and improved efficiencies related to
code compliance.
Planning, Dev &
Transportation
Response Time to Graffiti Removal 101.1 - Medians and Streetscapes
Maintenance
509 535 Maintenance of more than 320 medians and streetscapes
totaling 68 acres.
Community &
Operation
Services
Citizen Survey - Your neighborhood as
a place to live
N/A 101.4 - ENHANCEMENT:
Additional Medians and
Streetscapes Maintenance
200 200 50% In 2015 69,996 sq. ft. of medians were renovated to meet 2013
streetscape standards. An additional estimated 50,000 sq. ft.
will be renovated in 2016. This effort moves the Parks Division
towards the goal of renovating approximately 540,000 square
feet of medians currently in disrepair. This effort aligns with the
2015/2016 strategic objective to maintain and enhance attractive
neighborhoods through City services, innovative enforcement
techniques, and voluntary compliance with city codes and
regulations.
Community &
Operation
Services
Citizen Survey - Code enforcement (e.g.
weeds) in Fort Collins
N/A 172.1 - KFCG ENHANCEMENT:
Alley Maintenance
125 125 50% 2015 appropriations were expended fully and all 240 blocks of
unpaved alleys were bladed. The 2016 program is underway.
Planning, Dev &
Transportation
1.5 - Guide development
compatible with community
expectations through appropriate
planning, annexation, land use,
historical preservation and
development review processes.
1.6 - Improve neighborhood
parking and traffic issues.
1.7 - Maintain and enhance
attractive neighborhoods through
City services, innovative
enforcement techniques and
voluntary compliance with City
codes and regulations.
3.1
Packet Pg. 79
Attachment: Linkage of 2015-16 Offers to 2016 Strategic Plan (4712 : BFO Overview)
an additional four will be updated in 2016. These upgrades
move the Parks Divison towards the goal of updating all
playgrounds in the system to be ADA compliant. This is
meeting the 2015/2016 strategic objective to plan, design and
implement citywide park, recreation and trail improvements.
Community &
Operation
Services
Voluntary Code Compliance 17.2 - KFCG ENHANCEMENT:
Lincoln Plan Neighborhood
Projects
380 176 75% •Six of the ten projects are complete and the remaining four are
underway
•The Neighborhood Advisory Committee has been involved
throughout the process
Planning, Dev &
Transportation
Number of graffiti abatement issues N/A 48.3 - ENHANCEMENT: Renewal
of Neighborhoods in a State of
Change
300 300 50% 2015 project completed and funds expended. 2016 project
selection underway. Funds should be committed in 2016 with
project completion no later than Q1 2017.
Sustainability
Services
Citizen Survey - Fort Collins as a place
to live
N/A 80.1 - Graffiti Abatement Program 100 102 Graffiti abatement continues to exceed our target for reactionary
removal. We also are very proactive on the education and
patroling the City.
Planning, Dev &
Transportation
Citizen Survey - Community's visual
attractiveness
N/A
Neighborhood Livability & Social Health
Original Budget
1.1 - Improve access to a broad
range of quality housing that is
safe, accessible and affordable.
1.2 - Leverage and improve
collaboration with other agencies
to address homelessness, poverty
issues and other high priority
human service needs.
1.3 - Promote a more inclusive and
equitable community that
embraces and celebrates diversity.
1.4 - Protect and preserve the
City’s quality of life and
neigborhoods.
City of Fort Collins Strategic Plan Performance Update - Q1 2016
ATTACHMENT 1
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Attachment: Linkage of 2015-16 Offers to 2016 Strategic Plan (4712 : BFO Overview)
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2.1
Packet Pg. 45
Attachment: 2016 Transportation Capital Expansion Fee Study (draft) (4703 : Transportation Capital Expansion Fee Assessment)
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2.1
Packet Pg. 44
Attachment: 2016 Transportation Capital Expansion Fee Study (draft) (4703 : Transportation Capital Expansion Fee Assessment)
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2.1
Packet Pg. 43
Attachment: 2016 Transportation Capital Expansion Fee Study (draft) (4703 : Transportation Capital Expansion Fee Assessment)
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2.1
Packet Pg. 41
Attachment: 2016 Transportation Capital Expansion Fee Study (draft) (4703 : Transportation Capital Expansion Fee Assessment)
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Attachment: 2016 Transportation Capital Expansion Fee Study (draft) (4703 : Transportation Capital Expansion Fee Assessment)
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2.1
Packet Pg. 37
Attachment: 2016 Transportation Capital Expansion Fee Study (draft) (4703 : Transportation Capital Expansion Fee Assessment)
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2.1
Packet Pg. 35
Attachment: 2016 Transportation Capital Expansion Fee Study (draft) (4703 : Transportation Capital Expansion Fee Assessment)
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2.1
Packet Pg. 34
Attachment: 2016 Transportation Capital Expansion Fee Study (draft) (4703 : Transportation Capital Expansion Fee Assessment)
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Residential
SF Detached
MF and Other Housing
Hotel/Motel
Apartment
Retirement Community
Assisted Living
Congregate Care Facility
Residential Condominium
Duplex
Townhome
Mobile Home
* Note: Rate based on the pr
Trip Ajustment Factor, and C
Non Residential
$3,112 per D.U Comm/Shopping Center
$2,143 per D.U 1000K GLA
$2,931 per Room 500K GLA
$2,162 per D.U 200K GLA
$914 per D.U 50K GLA
$1,470 per D.U Movie Theater
$657 per D.U Fitness/Racquet Club
$1,889 per D.U Day Care
$2,335 per D.U Government Office
$1,905 per D.U Building Materials/Lumber
$1,623 per D.U Specialty Retail
Discount Superstore
Nursery(Garden Center)
Sit Down Restaurant
Fast Food Restaurant w/ Driveup
Car Sales
Service Station
Wholesale Tire Store
Self Service Car Wash
Supermarket
Convenience Market w/Gas
Pharmacy/Drugstore
Furniture Store
Bank
Drive-In Bank
Insurance Building
Manufacturing
Warehousing
Light Industrial
Mini-Warehouse
Business Park
General Office
200K GFA
50K GFA
10K GFA
Recreational
City Park
Golf Course
Elementary School
Private School (K-8)
Church/Synagogue
Library
Hospital
roduct of Weekday Trips, Nursing Home
Cost Per Trip. Medical Clinic
$6.08 Per Sq. Ft.
$7.32 Per Sq. Ft.
$10.32 Per Sq. Ft.
$11.93 Per Sq. Ft.
$14.78 Per Sq. Ft.
$2.86 Per Sq. Ft.
$6.30 Per Sq. Ft.
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$8.55 Per Sq. Ft.
$8.39 Per Sq. Ft.
$10.06 Per Sq. Ft.
$7.35 Per Sq. Ft.
$16.55 Per Sq. Ft.
$39.46 Per Sq. Ft.
$6.79 Per Sq. Ft.
$13,407.17 Per Pump
$4.15 Per Sq. Ft.
$460.53 Per Stall
$13.31 Per Sq. Ft.
$43.16 Per Sq. Ft.
$7.01 Per Sq. Ft.
$1.61 Per Sq. Ft.
$5.98 Per Sq. Ft.
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$3.67 Per Sq. Ft.
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$7.76 Per Sq. Ft.
$1,158.09 Per Acre
$1,164.46 Per Acre
$1,603.52 Per Acre
$410.42 Per Student
$789.03 Per Student
$2.90 Per Sq. Ft.
$4.47 Per Sq. Ft.
$5.25 Per Sq. Ft.
$754.03 Per Bed
$10.01 Per Sq. Ft.
2.1
Packet Pg. 33
Attachment: 2016 Transportation Capital Expansion Fee Study (draft) (4703 : Transportation Capital Expansion Fee Assessment)
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2.1
Packet Pg. 28
Attachment: 2016 Transportation Capital Expansion Fee Study (draft) (4703 : Transportation Capital Expansion Fee Assessment)
LCUASS LOS?
YES
Make
Improvements?
NO
Request variance
– technical review
Check overall intersection LOS against
Table II in Multi Modal LOS manual
Does it meet
MMLOS LOS?
Make
Improvements?
NO
1.3
Packet Pg. 13
Attachment: Powerpoint presentation (4695 : Status of Adequate Public Facilities Ordinance)
Does it meet
LCUASS LOS?
YES
Make
Improvements?
NO
Request variance
– technical review
Check overall intersection LOS against
Table II in Multi Modal LOS manual
Does it meet
MMLOS LOS?
Make
Improvements?
NO
1.1