HomeMy WebLinkAboutCOUNCIL - AGENDA ITEM - 08/16/2016 - RESOLUTION 2016-063 ADOPTING THE 2016 CITY OF FORTAgenda Item 19
Item # 19 Page 1
AGENDA ITEM SUMMARY August 16, 2016
City Council
STAFF
Lawrence Pollack, Budget & Performance Measurement Manager
Darin Atteberry, City Manager
Mike Beckstead, Chief Financial Officer
SUBJECT
Resolution 2016-063 Adopting the 2016 City of Fort Collins Strategic Plan.
EXECUTIVE SUMMARY
The purpose of this item is to request City Council’s approval of the City’s 2016 Strategic Plan. Council
reviewed the City’s draft 2016 Strategic Plan at a work session on March 22, 2016. Based on that review, staff
provided Council a red-line version of the proposed changes from the document reviewed on the 22nd and
asked for additional input or changes. Staff provided a final version reflecting Council’s input on May 31st and
has moved forward with the 2016 Strategic Plan document as an integral input to the City’s Budgeting For
Outcomes (BFO) process.
Council has asked to formally adopt the 2016 Strategic Plan. It reflects the City’s Strategic Objectives,
priorities and focus over the next 3-5 years and is used as a foundation document within other efforts across
the City.
STAFF RECOMMENDATION
Staff recommends adoption of the Resolution.
BACKGROUND / DISCUSSION
The Strategic Plan is developed based on input from the community, council priorities and all departments
across the City. An extensive public outreach effort included meetings with multiple community groups, boards
and commissions, and utilizes an extensive citizen survey that together provides an understanding of current
community needs and priorities. Council priorities as defined during the Council retreat and other discussions
are integral inputs to the process. Staff considered emerging needs associated with the City’s Long Term
Financial Plan, Strategic Risk Assessment and Capital Improvement Plan. Department priorities and needs
are included based on requirements to achieve area Master Plans, emerging legislative issues, work force
trends and other considerations.
Staff condensed this information into Strategic Objectives aligned under each of the seven Key Outcomes to
create a framework that defines the focus and priorities for the City over the next 3-5 years in support of
achieving the City’s overall City Plan vision.
The Strategic Plan is shared with the organization at the beginning of the Budgeting for Outcomes (BFO)
process as the guiding document for staff to develop budget proposals to achieve the Strategic Objectives
within the Strategic Plan. BFO teams evaluate and rank the budget proposals based on their assessment of
which proposals best achieve and support the Strategic Objectives.
Agenda Item 19
Item # 19 Page 2
BOARD / COMMISSION RECOMMENDATION
Boards and commissions were included as part of the overall public outreach efforts in the development of the
2016 Strategic Plan
PUBLIC OUTREACH
There was significant outreach conducted across the community at various events and organizational
meetings, including boards and commissions. That feedback was summarized and then included as an
important input into the crafting of the 2016 Strategic Plan.
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RESOLUTION 2016-063
OF THE COUNCIL OF THE CITY OF FORT COLLINS
ADOPTING THE 2016 CITY OF FORT COLLINS STRATEGIC PLAN
WHEREAS, the City of Fort Collins 2016 Strategic Plan (the “2016 Strategic Plan”) was
developed after extensive public outreach, including the recently completed Citizen Survey,
discussion and consideration of community needs and priorities; and
WHEREAS, the 2016 Strategic Plan is based on such input from the community, input
from all departments across the City organization, and City Council priorities; and
WHEREAS, development of the 2016 Strategic Plan considered emerging needs and
priorities associated with the City’s Long Term Financial Plan, Strategic Risk Assessment and
Capital Improvement Plan; and
WHEREAS the 2016 Strategic Plan is also linked to City Plan, department priorities and
needs to achieve adopted area Master Plans, emerging legislative issues, work force trends, and
other considerations; and
WHEREAS, the 2016 Strategic Plan reflects the City’s strategic objectives and priorities
in each of seven Key Outcomes over the next three to five years; and
WHEREAS, at its work session on March 22, 2015, City Council reviewed the 2016
Strategic Plan and provided input, which staff incorporated, and a final version of the 2016
Strategic Plan was provided to Council on May 31, 2016; and
WHEREAS, the 2016 Strategic Plan is the basis of the City’s budget and operational plan
for 2017 and 2018 and provides integral input into the City’s Budgeting for Outcomes process
currently underway to prepare the City’s 2017-18 budget for presentation to City Council; and
WHEREAS, the City Council has determined that it is in the best interests of the citizens
of the City of Fort Collins and to formally adopt the 2016 Strategic Plan.
NOW, THEREFORE, BE IT RESOLVED BY THE COUNCIL OF THE CITY OF
FORT COLLINS:
Section 1. That the City Council hereby makes any and all determinations and
findings contained in the recitals set forth above.
Section 2. That the City of Fort Collins 2016 Strategic Plan attached hereto as
Exhibit A is hereby approved and adopted.
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Passed and adopted at a regular meeting of the Council of the City of Fort Collins this
16th day of August, A.D. 2016.
_________________________________
Mayor
ATTEST:
_____________________________
City Clerk
STRATEGIC
PLAN
2016
EXHIBIT A
CITY OF FORT COLLINS 1
It is my pleasure to present the 2016
City of Fort Collins Strategic Plan. This
plan is our roadmap to achieve the City’s
vision of providing world-class municipal
service through operational excellence and
a culture of innovation. It clearly identifies
objectives that support the City’s seven key
outcome areas: Neighborhood Livability
and Social Health, Culture and Recreation,
Economic Health, Environmental Health,
Safe Community, Transportation, and High
Performing Government.
This plan reflects the priorities and values
of Fort Collins residents, businesses and
community partners as identified through
the Citizen Survey, focus groups and
community engagement efforts. In turn,
the plan directly influences the City’s
biennial budget development process,
as well as our daily operations as we
continually strive to improve the services
we provide.
I sincerely appreciate every community
member who provided their time and input
to the process, the Mayor and Council for
their leadership, and City staff for their
hard work and commitment to Fort Collins.
Sincerely,
Darin Atteberry
City Manager
Letter from the City Manager
2 2016 STRATEGIC PLAN
CITY OF FORT COLLINS 3
Contents
I. Introduction 4
II. Summary Matrix of Strategic Objectives 10
1. – Neighborhood Livability & Social Health 14
2. – Culture & Recreation 18
3. – Economic Health 22
4. – Environmental Health 26
5. – Safe Community 30
6. – Transportation 34
7. – High Performing Government 38
III. Community Dashboard 42
IV. Strategy Maps 50
V. Long-Term Financial Plan 54
Appendix
A. Strategy Maps 58
- Alignment of Performance Measures to Strategic Objectives
B. Strategic Objectives 66
- Linkage Across Outcomes
C. Glossary of Terms 76
4 2016 STRATEGIC PLAN
The City of Fort Collins is a full-service
municipal organization operating under
a home rule, Council-Manager form of
government. Various national organizations
and magazines recognize Fort Collins as
one of the best places to live in the nation.
Sixty miles north of Denver, Fort Collins is
home to Colorado State University (CSU),
with 32,000 students, several large high-
tech employers, and leading businesses
in the brewing industry. The community
includes 43 natural areas, a variety of
cultural amenities, and is renowned for
its bike-friendly, small-town feel. It has
access to outdoor activities and local
cultural amenities.
With a median age of 29 and a median
family income of more than $76,786
in 2014, residents are well educated,
engaged in their community and
passionate about their area amenities. The
high quality of life enjoyed by residents,
businesses and visitors is a result of the
community’s focus on the environment,
enthusiasm for health and the outdoors, a
strong educational system, extensive park
and open space systems, and a flourishing
Downtown district. At the same time, 19
percent of the Fort Collins population is
at or below the poverty line and housing
is considered expensive. There is also
less diversity than the national average
with only 11 percent of the community
identifying themselves as an ethnicity
other than white.
Fort Collins has experienced rapid growth
throughout the past 50 years; from
approximately 25,000 residents in 1960
to an estimated 161,000 today. During
that time, the City purposefully established
a Growth Management Area (GMA)
boundary with neighboring communities
in order to maintain the local identity and
avoid merging communities. Over the past
Introduction
CITY OF FORT COLLINS 5
25 years, the City has acquired open
space and conservation easements to
create community separator open spaces
to support that effort. It is estimated
the City will be fully built out within
the GMA by 2030, with approximately
255,000 residents.
The City’s revenue comes from sales and
use tax, property tax, fees and grants.
Seventy-three percent of the General Fund
is supported by sales, use and property
tax. The City weathered the most recent
economic slowdown with fairly stable
revenues. It has a healthy fund balance
position and limited debt. As a result, the
City received an Aaa credit rating from
Moody’s Investors Service in 2012. Voters
have demonstrated willingness to support
critical City services by adding the Keep
Fort Collins Great 0.85 percent sales and
use tax in 2010 and renewing two expiring
taxes in 2015.
Those expiring taxes were for the
Building on Basics Capital Projects 0.25
percent sales and use tax and the Street
Maintenance Program 0.25 percent sales
and use tax which passed by 80.5 percent
and 84.5 percent of voters, respectively.
The City is actively working to diversify
revenue, broaden the City’s revenue
sources, create a more sustainable revenue
base and reduce the City’s dependency on
Sales Tax.
The City provides a full range of services,
including:
• Police
• Fire Protection through a local Authority
• Streets, Transportation &
Transit infrastructure
• Parks, Recreation, Natural Areas &
Cultural facilities
• Planning, Engineering &
Community services
6 2016 STRATEGIC PLAN
VISION
MISSION
VALUES
VISION:
To Provide World-Class Municipal
Services through Operational Excellence
and a Culture of Innovation
MISSION:
Exceptional Service for an
Exceptional Community
VALUES:
Outstanding Service - Innovation &
Creativity - Respect - Integrity - Initiative -
Collaboration & Teamwork - Stewardship
The City of Fort Collins is an organization
committed to high-quality public service
and is a nationally recognized leader in
the use of leading-edge management
practices. As a best practice, the City
focuses on data-driven decision-making,
long-term effects, and continuous
improvement. In 2005, the City adopted
the Budgeting for Outcomes (BFO)
process to improve transparency
and ensure resources are focused on
community priorities.
The City of Fort Collins aspires to provide
world-class services to the community
while cultivating an outstanding
organizational culture for its employees.
In order to achieve this vision, both
internal and external services are data-
driven and implemented according to
organizational values. The City develops
resiliency and sustainability through
organization-wide systems and processes
that ensure consistent employee work
practices and alignment across service
areas. The City places a high value on
citizen input and strives to include them
as fellow problem solvers whenever
possible. Residents can not only expect
to receive exceptional service, but also
to have the opportunity to engage with
decision-makers, provide input regarding
the way City resources are allocated, and
have access to government information in
a timely and transparent manner.
Vision, Mission & Values
CITY OF FORT COLLINS 7
The City of Fort Collins uses a
Sustainability Assessment framework
to evaluate the “triple bottom line”
implications of municipal decisions, as
appropriate. The framework assesses
the economic, environmental and
social factors of each decision, thereby
increasing awareness and often revealing
ways that decisions can mitigate negative
impacts and improve overall outcomes.
This process creates a “healthy tension”
and balance to City decisions, ensures one
aspect of the triple bottom line does not
dominate the decision-making process and
reduces impacts when trade-offs
are unavoidable.
Economic Factors include the fiscal health
of the community, diverse job creation,
talent management and creating an
innovative and entrepreneurial atmosphere
in which businesses that align with
community values thrive.
Environmental Factors include water,
land and air stewardship, such as
watershed and water conservation.
Other factors include the Poudre River
health and ecosystem protection, and
reducing our air emissions and carbon
footprint through energy policies,
compact development, greening the built
environment, efficient transportation
options and waste reduction programs.
Social Factors include a high quality,
safe community with equal access to
services; strong, connected neighborhoods;
and high quality amenities including
cultural, recreational, open space and
transportation options. The engagement
of arts, culture and access to nature is a
key element in creating a welcoming and
healthy atmosphere.
Common factors include strong
partnerships and commitment to a
high quality of life. The City embraces
a wide variety of partnerships (e.g.,
other government agencies, non-profits,
educational institutions and private
entities). These partnerships are local,
regional, national and international. Strong
and effective partnerships are important in
achieving our strategic objectives.
Economic, Environmental
& Social Factors
8 2016 STRATEGIC PLAN
Guiding Themes & Principles
The City of Fort Collins continuously
improves seven Key Outcome Areas:
Neighborhood Livability and Social Health,
Culture and Recreation, Economic Health,
Environmental Health, Safe Community,
Transportation and High Performing
Government.
The City budget is divided among these
seven areas, and revenue is allocated to
support policies and initiatives that drive
improvement in outcomes. Each Outcome
Area includes several more specific
attributes, referred to as objectives,
that define different focus areas. While
each Outcome Area has unique defining
characteristics, City investment in a single
objective regularly impacts more than
one outcome. The City recognizes that
Outcome Areas are interdependent and
interconnected. Appendix B shows the
impact each Strategic Objective has across
all seven Key Outcomes.
Major themes and areas of focus within the
Strategic Plan, identified through Citizen
Surveys or as a Council Priority, include:
1. Climate Action Planning – Identifying
and implementing initiatives that
achieve the City’s Climate and
Zero Waste goals while maintaining
economic vitality and social health
2. Vibrancy – Maintaining the City’s
“Sense of Place“ and the vibrancy of
our Downtown and commercial districts
3. Housing Affordability – Working with
partners to ensure access for all to
quality housing that is affordable for
them and meets their needs
4. Traffic & Trains – Finding solutions to
increasing congestion, improving the
safety and accessibility of pedestrian
and bicycle modes of transportation,
and reducing the impact of train delays
at major intersections
CITY OF FORT COLLINS 9
Strategic Advantages
& Challenges
ADVANTAGES:
1. A supportive and engaged community
2. A culture of excellence and of
continuous improvement driven by the
City’s Vision, Mission and Values
3. Engaged and committed employees
with a strong focus on customer service
4. Collaborative local partners,
such as Poudre School District,
CSU, local service providers and
primary employers
5. National recognition for the local
quality of life
6. Municipal ownership of four essential
Utilities – Light & Power, Water,
Wastewater and Stormwater
7. Strong revenue and City balance sheet,
and diverse local economy
CHALLENGES:
1. Expiring revenue stream
2. Attracting, retaining and developing
high quality employees
3. Balancing competing citizen desires
and changing customer expectations
4. Transitioning from a large town to a
small city, including housing that is
affordable, as well as transportation
and traffic issues
5. Embracing and cultivating diversity
and inclusivity
In addition to the major themes just described, staff has identified strategic advantages
and challenges. Advantages are those strengths and attributes that will enable the City
to achieve the Strategic Objectives described later in this document. Challenges reflect
those attributes that could impair the City’s ability to achieve the Strategic Objectives.
Each of the challenges described below are reflected in one or more Strategic Objective
so that the challenges will be addressed by staff in future budget proposals.
The Strategic Objectives associated with
each Key Strategic Outcome are described
in the following tables. The Strategic
Objectives are not listed in priority order and
it should not be interpreted that a Strategic
Objective early in the list is a greater priority
than one later in the list. Subsequent
sections of this document provide
bullet details underneath each Strategic
Objective. The bullets are intended to
provide additional context for each Strategic
Objective in the areas of why it is important
and how it might be accomplished.
10 2016 STRATEGIC PLAN
NEIGHBORHOOD
LIVABILITY &
SOCIAL HEALTH
CULTURE &
RECREATION
Provide a high quality built
environment, support quality,
diverse neighborhoods and foster
the social health of citizens
Provide diverse cultural and
recreational amenities
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
neighborhoods.
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.
1.8 Foster positive and respectful neighbor relationships
and open communication, as well as provide and
support conflict resolution.
2.1 Improve the community’s sense of place with a
high value on natural areas, culture, recreation and
park systems.
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 nature.
2.4 Develop effective marketing and pricing strategies
and programs that drive value, attendance and
cost recovery.
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 culture and arts while leveraging partnerships with
other community organizations.
KEY STRATEGIC OUTCOMES STRATEGIC OBJECTIVES
Community Dashboard
Outcome Metrics
Community Dashboard
Outcome Metrics
1. Affordable Housing Inventory
2. Cumulative Number of Noise Complaints
3. Fort Collins’ Housing Opportunity Index (HOI)
compared to western states region HOI
4. Response Time to Graffiti Removal
5. Voluntary Code Compliance
1. Gardens on Spring Creek
CITY OF FORT COLLINS 11
4.1 Achieve Climate Action Plan (CAP) goals by reducing
greenhouse gases (GHGs).
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 toward more sustainable living practices.
4.4 Implement indoor and outdoor air quality
improvement initiatives.
4.5 Work towards long term net zero energy goals within
the community and the City organization using a
systems approach.
4.6 Work towards long term zero waste goals within the
community and the City organization.
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.
KEY STRATEGIC OUTCOMES STRATEGIC OBJECTIVES
ENVIRONMENTAL
HEALTH
Promote, protect and enhance
a healthy & sustainable
environment
Community Dashboard
Outcome Metrics
Community Dashboard
Outcome Metrics
1. Community Energy Use
2. Outdoor Air Quality Index (AQI)
- Fine Particulate Matter 2.5 microns (PM 2.5)
3. Outdoor Air Quality Index (AQI) - Ozone
4. Wastewater Treatment Effectiveness Rate (%)
1. Commercial Vacancy Rates
2. Cumulative New Residential
Permit Unit Volume
3. Electric System Average Interruption
Duration Index (SAIDI) in Minutes
4. Local Unemployment Rate
5. Lodging Occupancy Rates
6. Net Percent Change in Local Jobs
7. New Commercial Permit Dollar Volume
per Capita
ECONOMIC
HEALTH
Promote a healthy,
sustainable economy reflecting
community values
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.
12 2016 STRATEGIC PLAN
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.
5.3. Partner with Poudre Fire Authority to provide high
quality 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.
6.1 Improve safety for all modes of travel including
vehicular, pedestrian and bicycle.
6.2 Improve traffic flow to benefit both individuals and the
business community.
6.3 Identify strategies to reduce motorist delays due to
trains. (NEW)
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.
6.6 Develop long-term transportation plans that improve
local and regional transportation networks.
6.7 Develop plans that address adequate infrastructure
within the northeast area of Fort Collins.
KEY STRATEGIC OUTCOMES STRATEGIC OBJECTIVES
TRANSPORTATION
Provide for safe & reliable
multi-modal travel to, from, and
throughout the city
Community Dashboard
Outcome Metrics
1. Average quarterly response time of
priority one calls
2. Drinking Water Compliance Rate (% Days)
3. Number of Injury/Fatal Crashes
4. Part 1 Crimes per Capita Compared to
Cities of Similar Size
5. % of Time Fire Contained to Room of Origin
6. % of Time PFA Fire Personnel are on
Scene Within 5 Minutes 45 Seconds
Community Dashboard
Outcome Metrics
1. Average Travel Speeds/Times on
Arterial Streets
2. Cumulative Lane Miles of
Roadway Pavement Improved
3. Cumulative Transfort Fixed Route Ridership
4. Transfort Fixed Route Passengers
per Revenue Hour
SAFE
COMMUNITY
Provide a safe place to live,
work, learn and play
7.1 Provide world-class services that meet the needs of the
CITY OF FORT COLLINS 13
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.
7.6 Enhance the use of performance metrics and
benchmark data to assess results and program
effectiveness.
7.7 Address long-term funding requirements by
diversifying the revenue base and finding new
revenue sources. (NEW)
7.8 Optimize the use of City assets through capital
improvement planning, preventative maintenance
and asset management. (NEW)
7.9 Proactively influence policy and legislative
development at all levels of government regulation.
STRATEGIC OBJECTIVES
Community Dashboard
Outcome Metrics
1. Accuracy of Budgeted Expenses ($ millions)
2. Actual Revenue Compared to Budget
($ millions)
3. Average Response Time of Cases
Submitted to Access Fort Collins
4. City Employee Cumulative Turnover Rate
5. City Employee Safety
- Days Away Restricted or Transferred (DART)
Rate YTD
6. City Employee Safety
- Total Recordable Injury Rate (TRIR) YTD
14 2016 STRATEGIC PLAN
Neighborhood Livability
& Social Health
Fort Collins provides a high quality built
environment, supports quality, diverse
neighborhoods, and fosters the social
health of citizens.
Fort Collins is a healthy and vibrant
community that is currently transitioning
from a large town to a small city with a
small-town feel. As this transition occurs,
our goal is to create a walkable city where
people want to live, work and play. The
City is committed to creating a desirable
urban environment that recognizes the
importance of the form of the environment
(e.g., community architecture, historic
preservation and pedestrian-oriented
environments) and preserving and
protecting neighborhood character while
creating a safe, beautiful and friendly
experience for all residents and visitors.
Development and growth are focused
within the community’s designated Growth
Management Area to protect natural
resources and the regional landscape,
encourage (where appropriate) infill and
redevelopment and maximize the efficient
use of public infrastructure. The City
recognizes our existing neighborhoods and
actively seeks to preserve and support their
vibrancy while continuously improving
communication avenues. As the City
grows and redevelops, our vision is an
overall average increase in density that
fosters efficient land use; supports a mix
of housing types integrated with activity
centers and diverse businesses; increases
the safety and efficiency of public
utilities, streets, facilities and services;
and accommodates multiple modes of
travel (including vehicle, bus, bike and
pedestrian). Alternative transportation
modes and access to key health and
human service facilities are a priority.
The aesthetics of urban form, connectivity
and nature are used to create an attractive
design. Land uses are brought together
in a development pattern designed to
create a pleasant environment for walking
CITY OF FORT COLLINS 15
and bicycling, as well as automobile and
transit travel. Distinctive, attractive and
functional building and streetscape design,
thoughtfully preserving valuable historic
resources, and incorporating public art are
key parts of community livability.
A wide variety of housing types, including
single-family, duplexes, townhomes,
apartments, mobile homes, and condos/
lofts, are offered so that people from all
income levels may have choices for safe,
affordable and quality housing in various
neighborhoods throughout the community.
Improving walkability and connectivity
across all neighborhoods is also a priority.
Neighborhood Livability and Social
Health also addresses challenges
related to leading active lifestyles, and
the accessibility of health and human
service facilities for all segments of the
community while protecting the character
of our neighborhoods. Neighborhood
Livability and Social Health is related
to human well-being and wellness, and
to opportunities for residents to work
together, to be self-sufficient, and to live,
work and travel within the community.
It also supports local food production to
improve the availability and accessibility of
healthy foods.
Neighborhood Livability and Social Health includes:
• A compact pattern of development within a well-defined community boundary
• Adequate and safe public facilities, services and infrastructure to serve existing
development and new growth
• Interconnected neighborhoods and ways to accommodate multiple means of travel
• Opportunities for redevelopment, revitalization and growth in targeted areas
• Cohesive, distinct, vibrant, safe and attractive neighborhoods
• Vital and appealing transit-oriented activity centers and destinations throughout
the city
• Quality, accessible and affordable housing options for all household types and
income levels
• Preservation and enhancement of historic resources
• Visible and accessible nature in the city with an interconnected system of open lands
• Opportunities to lead active and healthy lifestyles
• Access to healthy, locally grown or produced food
• Addressing the impact of increasing poverty and homelessness
• A welcoming, inclusive community where all residents and visitors feel valued, safe
and connected
• Equal access to City services, amenities, and information for all neighborhoods
Definition & Descriptions
1.1 Improve access to a broad range of
quality housing that is safe, accessible
and affordable.
• In 2013 and 2015, residents identified
housing affordability as a high priority
during community outreach sessions.
In the 2015 Citizen Survey, Fort Collins
ranked 15th out of 17 jurisdictions
surveyed for “availability of affordable
16 2016 STRATEGIC PLAN
access to affordable rental units for
all impacted residents. In addition,
housing strategies should consider
the needs of a growing homeless
population.
• Focus should also include creating a
broader range of housing options and
working to improve regulatory and
supply issues.
• Housing - A Place to Call Home is
one of four themes in the Social
Sustainability Strategic Plan that
addresses opportunities to increase
affordable ownership and supply of
affordable rental housing.
1.2 Leverage and improve collaboration
with other agencies to address
homelessness, poverty issues and other
high-priority human service needs.
• Multiple public and private
organizations work to address and
improve social, environmental and
economic issues within the community
and the region.
• Collaboration and partnering can
improve the overall effectiveness of
programs through the synergy of joint
efforts, eliminating redundancy and
identifying underserved areas.
• Support equal access to services and
seek to avoid negative impact for all
people regardless of age, economic
status, ability, national origin, race/
ethnicity, gender, relationship status,
religion or sexual orientation.
1.3 Promote a more inclusive and
equitable community that embraces and
celebrates diversity.
• The community and the City
organization are growing increasingly
more diverse in areas of age, ethnicity
and culture.
• Support and promote events and
programs that recognize, celebrate
and inform on matters of social and
cultural diversity.
• Establish methods of communication
that consider barriers such as access to
technology, language, and literacy.
• Support and promote efforts to increase
diversity in hiring and public outreach
to acknowledge, reflect and account for
changing community demographics.
• Support and promote collaborative
partnerships among community groups
to create education and awareness
programs that can help celebrate and
acknowledge differences while bringing
people together to maintain a strong
CITY OF FORT COLLINS 17
• The character of many neighborhoods
is changing as student housing
expands, higher density development
occurs and the desires of a diverse
population change.
• Fort Collins’ population is expected to
grow by 50 percent over the next 20
years, and the City currently has more
than $2B of significant construction
projects in process.
• Partnerships are needed with CSU to
assess impacts and collaboratively
align efforts.
• Improve processes to effectively
manage growth consistent with City
plans and goals while maintaining the
quality of development reviews.
• Emphasis should be placed on
preserving the iconic and architectural
elements of our neighborhoods.
1.6 Improve neighborhood parking and
traffic issues.
• Continue developing and implementing
a neighborhood parking permit program
to provide residents with on-street
parking availability.
• Decrease non-neighborhood
generated traffic.
• Address impact of Transit Oriented
Development (TOD) on residents and
businesses.
• Encourage attractive, pedestrian-
friendly urban design.
• Promote transportation choices
to reduce traffic in residential
neighborhoods.
1.7 Maintain and enhance attractive
neighborhoods through City services,
innovative enforcement techniques and
voluntary compliance with City codes
and regulations.
• Establish proactive, innovative and
effective code enforcement processes.
• Expand and maintain safe parks and
open spaces, and implement Safe
Routes to Everywhere.
• Ensure that all neighborhoods have
safe and well-maintained sidewalks so
all residents can safely walk or bike to
parks, schools and playgrounds.
• Partner with public health, law
enforcement, planners and civic groups
to improve neighborhood safety, clean
up litter and graffiti, and prevent
vandalism so neighborhoods are and
feel safe and clean for the enjoyment
of all.
• Increase policing in high crime areas,
pedestrian walkways and parks,
18 2016 STRATEGIC PLAN
Culture &
Recreation
Fort Collins provides diverse cultural and
recreational amenities.
Cultural and recreational opportunities are
elemental to Fort Collins’ sense of place
and help create a desirable community
in which to live and play. Residents
consistently place a high value on these
programs and services, believing the City
should continue its strong investment in
these amenities. The City’s park and trail
systems are also highly valued and heavily
used. The planned build-out of the trail
system is a high priority for residents and
will create further connectivity across Fort
Collins.
Cultural and recreational facilities
and programming allow our residents
opportunities to lead enriched and healthy
lives, and support overall community
wellness. Arts and culture are enjoyed by
residents and visitors alike. Similarly,
parks and trails provide beautiful public
spaces that foster physical activity
and create opportunities for creativity,
reflection and leisure. The quality of
our parks, trails, and arts, culture and
recreation programs and opportunities
create a sense of pride among residents,
while also drawing visitors and revenue
into the City.
In many respects, our parks, trails,
recreational programs and cultural services
define, and will continue to define, who
we are as a community. These amenities
have a direct link to Economic Health.
Environmental Health is also improved
through parks and trails providing access
to nature, including the Poudre River,
and surrounding wildlife habitat. The City
values stewardship of these resources.
CITY OF FORT COLLINS 19
Providing diverse Culture and Recreation amenities includes:
• Ensuring the legacy of Fort Collins’ parks, trails, and cultural and recreational
facilities for future generations
• Providing a wide variety of high quality recreation services and cultural opportunities
• Creating an interconnected regional and local trail network of parks and accessible
recreational facilities
• Continuing a strong focus on exceptional stewardship and ecologically sound and
sustainable operations
Definition & Descriptions
2.1 Improve the community’s sense of
place with a high value on natural areas,
culture, recreation and park systems.
• The City provides multiple high-quality
and diverse opportunities for culture
and recreation through various trails
and lands, facilities, programs and
infrastructure.
• Place priority on maintaining
and repairing our infrastructure of
parks, recreation centers, trails and
cultural facilities.
• Enhance and expand infrastructure
to support a growing population and
demand for services.
• Provide innovative, creative and
interactive features in parks and
cultural and recreational facilities.
• Improve access to various
competitive sports needs through
regional partnerships.
2.2 Improve low and moderate income
citizen access to, and participation in, City
programs and facilities.
• Ensure low income residents who
cannot afford public or private
alternatives have access to recreation
and program opportunities.
• Serve diverse customer needs and
ensure convenient and affordable
access for all residents.
• Develop incentive and support pricing
structures that allow participation in
programs and facilities by low and
moderate income citizens.
2.3 Promote health and wellness within
the community and provide sustainable
access to nature.
• Fort Collins enjoys a unique appeal
due to our open spaces, access to
mountains, parks and trail systems,
high quality school system, and an
individual identity separate from
neighboring communities.
• Expand and enhance City open space
lands and the trail network to increase
access to nature. Focus on maintaining
the City’s trees.
• Promote urban farming, including
community gardens, local food
20 2016 STRATEGIC PLAN
2.5 Plan, design and implement
improvements to the citywide trail system.
• Trails have been identified by residents
as one of the highest priority amenities
provided by the City.
• Explore alternatives that accelerate the
trail system completion, taking into
consideration right-of-way acquisition,
easements and other public
infrastructure challenges.
2.6 Develop a clear strategic description
of the City’s role in culture and arts
while leveraging partnerships with other
community organizations.
• Through the Lincoln Center, Gardens
on Spring Creek, Museum of Discovery
and other cultural services, the City
provides programs and services to the
community beyond traditional parks
and recreation centers.
• Continue to grow and expand
cultural amenities and services in a
thoughtful manner.
• Continue to support and promote
the arts and encourage cultural
development and participation.
CITY OF FORT COLLINS 21
22 2016 STRATEGIC PLAN
Economic
Health
Fort Collins promotes a healthy, sustainable
economy reflecting community values.
The City plays a critical role in shaping
quality of life, creating a sense of
place and providing fiscal stability for
the community. Defining “sense of
place” requires acknowledging various
perspectives from across the spectrum
of the Fort Collins community. Priorities
for sustaining economic health are:
maintaining the City’s role as a regional
economic center, continuing collaboration
with CSU and other regional participants,
and supporting cultural amenities. A
sustainable economy exists when residents
can find employment and can afford
housing that allows them to live in the
community; businesses are able and
encouraged to start, remain and expand in
the community; and everyone can expect
quality City services and sustainable,
attractive infrastructure. Economic Health
depends on a safe community.
The City’s approach to Economic Health
is one of “place-making” (a decision-
making approach intended to preserve
and enhance a vibrant community by
optimizing its economy, environment
and social values). The City develops
programs that create an atmosphere where
businesses thrive. Economic development
efforts center on established Targeted
Industry Clusters including Clean Energy,
Water Innovation, Bioscience, Technology,
Uniquely Fort Collins, Local Food,
Advanced Manufacturing, and Healthcare.
In addition, the City and businesses
prosper when a skilled workforce meets
the needs of local employers, and fruitful
partnerships are created with other
economic development organizations.
The Loveland/Fort Collins Airport is an
important community asset that can
enhance the economic activity within the
community.
New opportunities and challenges
exist related to adequate technological
CITY OF FORT COLLINS 23
infrastructure designed to support
a knowledge-based economy and
employment competition. Numerous
prospects are emerging for redevelopment
and infill. Priorities include efforts to
foster entrepreneurship, grow and attract
primary employers, remain a retirement
and tourism destination, and support
and strengthen existing businesses
related to leading active lifestyles, and
the accessibility of health and human
service facilities for all segments of the
community while protecting the character
of our neighborhoods. Neighborhood
Livability and Social Health is related
to human well-being and wellness, and
to opportunities for residents to work
together, to be self-sufficient, and to live,
work and travel within the community.
It also supports local food production to
improve the availability and accessibility of
healthy foods.
A healthy and resilient economy includes:
• Diverse jobs that enable citizens and businesses to thrive
• A reflection of our unique community in a changing world
• Innovative and entrepreneurial atmosphere that builds new and creative industries
• Strong partnership and collaboration with the private sector, educational institutions
and other organizations
• Comprehensive quality infrastructure that supports businesses
• Balance between the built and natural environment
Definition & Descriptions
3.1 Improve effectiveness of economic
health initiatives through collaboration
with regional partners.
• The region enjoys the efforts of
multiple organizations working to
improve economic conditions
including CSU, Rocky Mountain
Innosphere (RMI), Northern Colorado
Economic Alliance (NCEA) and various
cluster organizations.
• Develop and implement a unified
strategy to define the roles, overlap,
synergy and approach to improve
workforce training, attraction and
retention, technical and vocational
opportunities, and market the various
programs and initiatives deployed by
all groups.
• Collaboration should include regional
and global partners.
3.2 Enhance employment opportunities
through business retention, expansion,
incubation and attraction.
• Evaluate and develop policies,
programs and tools that support
the City’s Economic Strategy and
community values.
• Develop programs and opportunities
24 2016 STRATEGIC PLAN
• Attraction: Aid businesses considering
relocation by promoting the benefits
and assets of the community, and the
supply identification of real estate
and workforce needs consistent with
supported industry clusters and primary
employers’ supply chain needs.
3.3 Support workforce development and
provide community amenities that support
citizens and employers within the city.
• Primary and secondary employers are
increasingly challenged to find and
attract skilled workers in technical and
vocational areas of manufacturing and
healthcare sectors.
• Support, encourage and develop
programs and policies that promote
training opportunities.
• Encourage the development of
workforce support services, such as
child care, that enable employees to
live and work within the City.
• Develop programs and policies
that foster partnerships with
regional and state workforce
development organizations.
3.4 Provide transparent, predictable
and efficient processes for citizens and
businesses interacting with the City.
• Fort Collins touches businesses from
start to finish. Being efficient, clear
and transparent with those navigating
our processes helps build stronger
relationships and enhances our
reputation as a place to do business.
• Maintain and improve systematic
processes to encourage business
retention, expansion and creation.
3.5 Foster sustainable infill
and redevelopment.
• Build-out within the City’s development
boundaries is expected over the next
20 to 30 years. Growth will be denser
and taller than historical norms and
additional infrastructure will be needed
to support remaining open
field development.
• Develop and promote policies and
practices that are consistent with
climate action goals and strategies.
• Develop and promote policies and
practices that bridge the tensions
inherent with infill development.
• Preserve and enhance the features of
Fort Collins that make it unique.
3.6 Enhance the economic vitality of
our community.
• Partner with the Downtown
Development Authority (DDA) to
CITY OF FORT COLLINS 25
this cost advantage is important to
retaining existing primary employers
within the city.
• Maintain competitive rate structures
for utility customers that are consistent
with environmental goals.
• Design and maintain an electricity
distribution infrastructure to facilitate a
diverse, efficient, economical, reliable,
clean and secure transition to higher
levels of renewable energy sources.
3.9 Encourage the development of
reliable, high speed internet services
throughout the community.
• Develop the capability to provide high-
speed broadband services throughout
the community as they support
economic vitality, quality of life and
governmental operations.
• Develop programs that leverage
connectivity and facilitate Smart
City goals.
3.10 Identify strategies to reduce train
horn noise.
• Businesses and residents in proximity
to the Mason Corridor are negatively
impacted by train horn noise.
• Work with the Federal Railroad
Administration to identify cost-
effective solutions.
26 2016 STRATEGIC PLAN
Environmental
Health
Fort Collins promotes, protects
and enhances a healthy and
sustainable environment.
For decades, the City of Fort Collins
has led the way in innovative and
sustainable environmental programs,
such as watershed stewardship, water
conservation, low impact development
stormwater management, and energy
policies. Additional examples include
the open lands program, Poudre River
restoration, waste reduction programs, air
quality and emissions policies, climate
action planning, and green building
standards. The City has set some of the
most aspirational goals in the country for
its Climate Action Plan (CAP) to reduce
greenhouse gas emissions, which includes
becoming carbon neutral by 2050. The
community is working to develop individual
strategies for achieving those goals in such
areas as waste reduction, transportation,
energy use reduction and the green
built environment.
The City’s Natural Areas Program is a
core part of the Fort Collins identity and
culture. The program has conserved
40,000 acres since its inception, and
continues to conserve land while providing
an increased emphasis on stewardship,
which includes restoring habitat and
maintaining visitor amenities, such as
trails. Ongoing land conservation
efforts focus on local and community
separator areas.
With regional and global partners, Fort
Collins is a leader in implementing
policies and programs that engender a
more economically efficient, successful
and resilient community, while reducing
local climate change impacts. Climate
change poses an increasingly real and
serious threat to the world at large and to
the quality of life we value in Fort Collins.
Fort Collins Utilities play a critical role in
environmental stewardship by protecting
the watershed and meeting all regulatory
standards, while supporting innovative
programs that go beyond compliance,
promoting energy and water conservation,
efficiency and clean electricity sources.
CITY OF FORT COLLINS 27
A healthy and sustainable environment includes:
• Efforts to meet CAP goals and reduce greenhouse gas emissions
• Healthy watersheds and best practice stormwater management
• A sustainable, high quality water supply
• Conserving resources, including energy and water, and cultivating a healthy ecosystem
• Responsible stewardship of open lands and natural areas
• A comprehensive and connected system of open lands
• Partnerships with local, regional, state and national affiliates to achieve desired goals
and outcomes
• Integrating renewable energy technologies for the electric grid
• Monitoring local and regional air quality and supporting programs that improve air
quality, such as fugitive dust control measures
• Solid waste reduction and diversion
Definition & Descriptions
4.1 Achieve Climate Action Plan
(CAP) goals by reducing greenhouse
gases (GHGs).
• Emission reduction strategies to
meet greenhouse gas reduction goals
are outlined in the CAP Framework,
including strategies for buildings,
advanced mobility, energy supply and
delivery, and waste reduction.
• Energy efficiency and conservation is
the most cost-effective approach to
reduce building-related consumption
and GHG emissions.
• Develop and implement building codes,
green building programs and energy
conservation programs that drive
efficiency and conservation, and reduce
GHG emissions.
4.2 Protect and provide a high quality
water supply and implement appropriate
conservation efforts and long-term water
storage capability.
• The watershed acts as a primary water
treatment facility, so monitoring and
protecting our watershed is critical.
• Key local industries rely on a high-
quality and reliable water resource.
• While the City’s water consumption per
capita has declined by approximately
25 percent over the past 10 years,
anticipating additional stress on
water resources means additional
conservation measures, education and
programs are needed.
• Implement water quality monitoring
programs within the urban and lower
watersheds to support long-term
environmental objectives and beneficial
uses of local waterways.
• Support initiatives and programs
needed to balance water supply and
demand in the face of a changing
climate and increasing population,
ensuring it is available long-term and
during times of drought.
28 2016 STRATEGIC PLAN
environmental issues are needed to
engage the community. Make it fun
and simple.
• Engage the community to support a
shift in behavior and daily practices.
4.4 Implement indoor and outdoor air
quality improvement initiatives.
• Fort Collins’ ground-level summertime
ozone levels continue to be among the
highest along the Front Range. Surveys
indicate 21-32 percent of Fort Collins
households have a member suffering
from respiratory disease.
• Indoor air quality is typically more than
70 percent worse than outdoor air, and
70 percent of Fort Collins buildings
have high radon levels.
• Promote strategies, programs and
requirements that improve indoor and
outdoor air quality, such as the Healthy
Homes Program.
• Implement fugitive dust control
programs from increased infill
redevelopment projects.
4.5 Work towards long term net zero
energy goals within the community
and the City organization using a
systems approach.
• The building sector is the top energy
consumer and is the number one
contributor to greenhouse
gas emissions.
• Existing buildings are responsible for
more than 80 percent of electricity and
natural gas use, accounting for two-
thirds of Fort Collins’ GHG emissions,
and costing around $150M per year to
operate. Significant opportunities exist
through efficiency and conservation
(the most cost-effective approach) to
reduce impacts.
• Support fundamental shifts away from
coal-based electricity and fossil fuel
use toward renewable energy, which
will be needed to meet community
GHG and energy goals.
• Promote and develop education,
training, regulations and incentives
needed to address and achieve net zero
energy goals.
4.6 Work towards long term zero waste
goals within the community and the
City organization.
• Fort Collins currently diverts about 58
percent of its waste stream, yet the
tons of waste to the landfill continue
to increase.
• Reflecting the fact that flood-generated
debris from 2013 was largely taken to
CITY OF FORT COLLINS 29
4.8 Expand, improve, restore and protect
wildlife habitat, urban forests and the
ecosystems of the Poudre River and other
urban ecosystems.
• The Poudre River has multiple and,
at times, competing demands from
various users. It is also a natural
amenity and ecosystem to be carefully
nurtured and maintained.
• Create partnerships with local, regional
and national organizations that focus
on local and regional investments for
the maintenance and improvement of
stream and river health.
• Promote the Nature in the City project,
including a comprehensive biodiversity
goal, which ensures as our community
grows to its build-out population all
residents have access to high-quality,
natural spaces close to where they live
and work.
4.9 Meet all regulatory requirements
while supporting programs that go
beyond compliance.
• The Colorado Department of Health is
renewing the effluent discharge permits
of the City’s two wastewater facilities.
More stringent regulations for nutrients,
metals, temperature and ammonia are
anticipated. It is also anticipated that
more stringent state regulations will be
implemented in the next few years.
• Wastewater infrastructure
improvements are required to meet
stringent regulatory and permit
thresholds, which present a direct
challenge in the face of GHG
reduction goals.
• Manage, maintain and improve the
City’s water and wastewater assets,
including treatment facilities and the
distribution and collection system.
30 2016 STRATEGIC PLAN
Safe
Community
Fort Collins provides a safe place to live,
work, learn and play.
The City of Fort Collins strives to be a safe
and healthy place to live, work, learn and
play. Safety and security are important
aspects of a sustainable community as
they help shape the appeal, viability,
productivity and economic stability.
The use of technology to improve
investigative techniques and
communication is important.
Ensuring that Fort Collins is a safe
community is addressed by many
services and programs provided by the
City and its partners. Residents often
identify immediate actions from Police
Services and Poudre Fire Authority
as key contributors to their sense of
safety. However, the definition of a safe
community is broader than emergency
responsiveness. It also extends to the City
stormwater systems that are founded on
best management practices and long-term
planning. Safeguarding the community’s
infrastructure through design, building
regulations and inspections is essential to
ensuring a safe community.
Key components of community education
include prevention and preparedness,
regulations and infrastructure investment.
The City’s Emergency Management system
and many regional, state and federal
partners work to minimize and effectively
respond to emergency situations.
CITY OF FORT COLLINS 31
A safe and healthy community includes:
• A safe, non-threatening city in which to live, work, learn, and play
• Proactive and skilled police and fire services
• Safe, reliable and best practice floodplain management
• An active emergency management system focused on prevention, preparedness and
recovery with key partnerships in place to effectively respond to emergency situations
Definition & Descriptions
5.1. Improve community involvement,
education and regional partnerships to
make our community safer and stronger.
• Local and regional coordination is
essential to a safe community so
that all emergency response teams
are aligned.
• Offers should maximize the resources
of local, regional and federal agencies
to address safety issues.
• Partnerships should continue to
support key enforcement and education
programs, such as animal control,
mental health, substance abuse,
detoxification, victim assistance, youth
programs, bike safety, county jail and
programs to reduce repeat crimes.
• Efforts to foster public-private
partnerships to address community
safety and programs that build
community pride and involvement
should be continued.
• The City could optimize and leverage
volunteers as cost-effective staff
resources and public advocates.
5.2. Enhance our Police Services
capability to foster public trust and create
a safer community.
• As the community reaches full build-
out and a population of approximately
255,000, the type and volume of
crimes and community support will
change, requiring additional police
resources and skill levels.
• While keeping current with innovative
and best practices, Police Services will
focus on training staff in methods and
practices consistent with the needs and
issues within the community.
• Provide facilities, equipment,
technology and training capabilities to
enable a high quality police force.
• Develop more diversified police
operations that support neighborhood
policing and engage citizens in
new ways that promote trust and
community connectivity.
5.3. Partner with Poudre Fire Authority to
provide high-quality fire and emergency
services.
• When a fire breaks out, the goal is to
contain it within the room of origin. To
32 2016 STRATEGIC PLAN
keep department knowledge current
and accurate through periodic review
and drills.
• Prioritizing employee training
opportunities and regular certification
audits will ensure the workforce is
prepared to respond to emergencies at
any time.
5.5. Protect life and property with natural
and attractive flood mitigation facilities.
• Stormwater master plans exist for all
basins within Fort Collins; however,
many of these plans are outdated.
• Funding alternatives should be
identified to implement necessary
regional improvements.
• As infill and redevelopment occurs,
continue to integrate stormwater
facilities with other Citywide goals
(e.g., Nature in the City, recreational
opportunities, etc.).
5.6. Optimize the use of data and
technology to improve service and protect
mission critical infrastructure.
• Deploy computers and mobile devices
to improve the effectiveness and
efficiency of various services across the
City, particularly in public safety.
• Balance cost with real, tangible
benefits to the organization
and community.
• Use technology to monitor, protect
and provide cyber security for mission-
critical infrastructure, such as water
treatment facilities, the electrical
grid, etc.
CITY OF FORT COLLINS 33
34 2016 STRATEGIC PLAN
Transportation
Fort Collins provides safe and reliable
multi-modal travel to, from and throughout
the City.
Transportation planning uses data and
analysis to develop and maintain safe and
reliable multi-modal travel. It addresses
gaps within the transportation network
and promotes walkability throughout
the community. Priority will be given to
managing and, where possible, reducing
congestion through physical infrastructure
improvements and demand reduction. The
City’s existing infrastructure will be highly
functioning and well maintained.
Reshaping streets to encourage safer
speeds and promote a mix of modes
(walking, bicycling and transit) is a priority.
Street design that blends transportation,
social and environmental amenities and
provides a variety of benefits will create a
sense of place and quality.
A transit system that is efficient,
productive and aligns with the Transfort
Strategic Operating Plan is a priority.
Technology will be leveraged to provide
innovative sources of information
concerning traffic, congestion and
transit options. Transportation operations
concentrate on reducing congestion,
improving air quality and improving
safety for all modes of travel. Mitigation
strategies to address the impacts of freight
rail lines that run through the community
could decrease delays and enhance
public safety.
CITY OF FORT COLLINS 35
A connected community includes:
• Land use and transportation that is fully integrated, both locally and regionally,
to create an affordable, accessible, low energy, low impact and efficient
transportation system
• Multiple modes of safe, affordable, easy and convenient travel
• A transportation system that provides safe, reliable, convenient and effective
vehicular mobility and access
• Travel infrastructure that is high quality and recognized as world class by residents,
visitors and peers
• Capacity and systems for good traffic flow and minimal congestion
• People who are aware of the impact their travel choices have on the transportation
system, the environment and the community
• Infrastructure and technology to address and mitigate the impact of train delays
Definition & Descriptions
6.1 Improve safety for all modes of travel
including vehicular, pedestrian
and bicycle.
• Increase community awareness
and concern regarding bicycle and
vehicle collisions with the increase in
population and bicycle riders.
• Appropriate programs, policies,
infrastructure improvements (e.g.,
intersection design) and educational
resources are needed to reduce traffic
accidents and bike/vehicle accidents.
6.2 Improve traffic flow to benefit both
individuals and the business community.
• Leverage intelligent technology to
maximize system capacity
and efficiency.
• Increase system efficiency and
safety, while focusing on
infrastructure deficiencies.
• Continue developing a high-quality and
efficient transportation infrastructure.
6.3 Identify strategies to reduce motorist
delays due to trains.
• Work with railways to reduce delays
associated with freight-rail lines.
• Develop systems and applications that
provide citizens information that helps
reduce delays.
6.4 Improve transit availability,
grow ridership and address MAX
parking concerns.
• Residents identified transportation
and enhanced transit as high priorities
during community outreach
sessions and in the 2013 and 2015
Citizen Surveys.
• A fully functioning transit system
requires a level of service that allows
the rider to move throughout the city in
a timely manner and works seamlessly
with other modes of travel.
• Service levels will focus on areas
of greatest ridership demand and
productivity, in accordance with
36 2016 STRATEGIC PLAN
bridges, culverts and irrigation ditch
crossings that are old and in need of
repair and rebuilding.
• Quality infrastructure continues to be a
focus, including safe, well-functioning,
high quality streets, bikeways,
sidewalks and trails.
• City transportation systems are
designed to provide accessibility to
employment, education and health care
by offering a variety of effective and
efficient transportation choices beyond
automobile use.
6.6 Develop long-term transportation
plans that improve local and regional
transportation networks.
• Update the 2011 Transportation
Master Plan to reflect critical changes,
emerging trends (e.g., unmanned
vehicles) and opportunities, including
social impacts and accessibility, as
well as transportation’s role in reducing
GHG emissions.
• Maximize linkage between on-street
and trail bicycle and pedestrian
connections, including key grade-
separated crossings.
• Continue exploring and addressing
whole-system mobility issues, impacts,
opportunities and partnerships
including railroad-traffic conflicts
and horn noise, and regional airport
connectivity and accessibility.
• Focus efforts on improving the I-25
corridor through collaboration with
regional and state partners.
6.7 Develop plans that address adequate
infrastructure within the northeast area of
Fort Collins.
• The northeast quadrant of Fort Collins,
consisting of areas surrounding East
Mulberry Street, extending north to
Douglas Road and west to College
Avenue, is the last major quadrant of
the City’s Growth Management Area
that remains largely undeveloped.
• Working with regional partners and
collaborating with the private sector
will be essential to ensuring the most
efficient build-out of this portion of
Fort Collins.
• The lack of transportation and utility
infrastructure limits opportunities
for affordable housing and business
development that would meet the same
quality and standards as the rest of
the community.
• It should have character, incorporate
sound land use planning and be
CITY OF FORT COLLINS 37
38 2016 STRATEGIC PLAN
Fort Collins exemplifies an efficient,
innovative, transparent, effective and
collaborative city government.
A high-performing government delivers
services desired by the community through
sound financial management, transparent
and collaborative decision-making, various
communication methods, and efficient
and effective project management. To
achieve this, the City employs high caliber
employees, retains its workforce through
development and growth opportunities,
and promotes intelligent risk-taking to
address increasingly complex challenges.
The City’s mission, vision and values are
reinforced at every level of the organization
and guide its culture. Exceptional
customer service that is responsive to
the needs of residents and businesses is
crucial in every interaction between the
City and all members of the community.
The City values community engagement
and involvement in the planning
and decision-making process. It also
coordinates and works to solve problems
with adjacent municipalities, CSU, school
districts, Larimer County, special districts
and local organizations. The City trusts
and utilizes the many experts within the
community.
Core processes of leadership, strategic
planning, budgeting, organizational
development and human resources
are aligned to develop an organization
that listens to and engages the public,
continuously delivers high quality services
to the community, facilitates high
performance and generates trust in and
transparency of City business.
A systems approach is applied to
creatively, thoughtfully and analytically
use economic, environmental and social
lenses to meet present needs and plan
for the future. The City is committed to
continually improving using the Plan, Do,
Check, Act (PDCA) methodology. Data from
surveys, performance metrics, operations,
events and face-to-face interactions is key
to decision-making and pursuing strategic
opportunities for improvement. City
High Performing
Government
CITY OF FORT COLLINS 39
A high performing government includes:
• Effective and efficient local governance where all community voices are valued
• Fiscal sustainability and transparency
• A collaborative and community-based approach to problem solving
• Core processes that are consistently used across the organization
• A high quality workforce that strives for continuous improvement in all areas
• A systems approach, driven by data, to effectively solve problems, creatively pursue
opportunities for improvement and develop innovative solutions
• Promoting a values-driven organizational culture that reinforces ethical behavior,
exercises transparency and maintains the public trust
• Attracting and retaining the best and brightest workforce
• Citywide strategies and standards for inclusive civic engagement
Definition & Descriptions
7.1 Provide world-class services that
meet the needs of the community.
• Improve organizational capability
and effectiveness through
professional development, leadership,
change management, strategic
thinking, business acumen and
staff engagement.
• Implement leading-edge
continuous improvement practices
that increase productivity,
effectiveness, customer service and
citizen satisfaction.
• Optimize the use of technology to
drive efficiency and transparency to
improve services.
• Implement systems and processes
that improve services and citizen
satisfaction, and that enable the City to
achieve Baldrige recognition within the
next five years.
7.2 Promote a values-driven
organizational culture that reinforces
ethical behavior, exercises transparency
and maintains the public trust.
• The organization places a strong value
on maintaining the public trust and has
articulated high expectations regarding
ethical behavior.
• An organization-wide ethics program
will clarify expectations regarding
specific behaviors, further embed the
organization’s core values into the
culture, and reinforce accountability.
7.3 Improve core Human Resource
systems, develop a total reward system
and address workforce planning and career
development.
• Compensation programs, position
definitions, organizational structure
and performance management systems
all play a significant role in employee
revenues and expenditures are prioritized
and balanced with community values,
challenges and opportunities.
Citizen involvement and a representative
40 2016 STRATEGIC PLAN
morale and the organizational culture.
• Improvements in these systems can
and will drive improvement in the
organizational capability to deliver
the outcomes and services of the City
Strategic Plan.
• Key systems and processes on which
to focus include career architecture,
compensation analysis, performance
management and career development
for potential future leaders.
7.4 Develop and implement initiatives to
achieve safety goals and continue to focus
on employee health and wellness.
• The City’s safety culture is one of
prevention. Integral to that is open
communication; building relationships,
safety 24/7, coaching each other,
speaking up/pausing work when a
safety concern has been identified,
safety storytelling, recognition,
design principles and collaborative
partnerships with City Wellness.
• The City’s Total Recordable Injury
Rate (TRIR) and Days Away Restricted
or Transferred (DART) case rates
historically have been higher than
the average for municipal and private
organizations (according to data
from the Bureau of Labor Statistics).
Implementing this three-year plan will
improve that performance and result
in the City of Fort Collins being
the benchmark for other local
government agencies.
• The City continues to invest in and
drive improvements in establishing and
maintaining a healthy workforce.
7.5 Broaden methods of public
engagement to reach all segments of
the community by giving additional
consideration to diverse backgrounds,
languages and needs.
• The City’s Public Engagement
Strategic Plan focuses on fostering
an engaged citizenry, equipping
staff to successfully lead public
engagement projects, and ensuring
accountability and excellence in
community engagement.
• The City actively pursues methods of
reaching traditionally hard-to-reach
and/or under-served populations, and
has also expanded the use of social
media and technology.
• These efforts supplement more
traditional outreach to boards and
commissions, the business community,
the environmental community and
CITY OF FORT COLLINS 41
infrastructure investment across
the community.
7.8 Optimize the use of City assets
through capital improvement planning,
preventative maintenance and asset
management.
• As City assets age, renewal and
replacement will become more critical
to maintaining the City’s character
and appeal.
• Develop tools and systems that support
capacity planning and capital asset
needs, monitor asset life and condition,
and schedule repairs (based on optimal
asset lifecycle cost estimates).
• An integrated, Citywide view of
asset condition and maintenance
requirements is needed to ensure
capital improvement coordination
across the City and optimal
maintenance of existing assets.
7.9 Proactively influence policy and
legislative development at all levels of
government regulation.
• The City plays a critical role in
influencing local, state and federal
policy that impacts our ability to
achieve Key Outcomes.
• Through the legislative policy agenda
and participation in legislative and
regulatory stakeholder groups, the
City proactively, rather than reactively,
influences policy outcomes.
42 2016 STRATEGIC PLAN
The City of Fort Collins is committed to
being a data driven organization. Using
quantifiable data and analysis, the City
tracks and measures success in achieving
the Key Outcomes and Strategic Objectives
defined in this plan. This includes
identifying appropriate metrics related to
both Key Outcome Areas and Strategic
Objectives, establishing appropriate
targets for each of these metrics, tracking
the actual performance of each metric
over time, and regularly reviewing and
discussing the performance.
Historically, the City uses operational and
performance metrics. Recent focus on
tying metrics to specific Outcomes and
Objectives began in 2013. Staff, working
with City Council, developed a Community
Dashboard where each
of the seven Outcome
Areas has four to seven
performance metrics that
track at a high level the City’s progress
in achieving the desired Outcome. Every
measure on the dashboard is measured
against a target.
The Community Dashboard is updated
quarterly and can be found online at
fcgov.com/dashboard.
Performance Metrics
Community Dashboard
CITY OF FORT COLLINS 43
Community Dashboard as of Q4 2015:
NEIGHBORHOOD LIVABILITY & SOCIAL HEALTH
Provide a high quality built environment, support quality, Q4 2015
diverse neighborhoods and foster the social health of citizens
CULTURE & RECREATION
Provide diverse cultural and recreational amenities Q4 2015
ECONOMIC HEALTH
Promote a healthy, sustainable economy reflecting Q4 2015
community values
ENVIRONMENTAL HEALTH
Promote, protect and enhance a healthy & Q4 2015
sustainable environment
SAFE COMMUNITY
Provide a safe place to live, work, learn and play Q4 2015
TRANSPORTATION
Provide for safe & reliable multi-modal travel to, from, and Q4 2015
throughout the city
HIGH PERFORMING GOVERNMENT
Deliver an efficient, innovative, transparent, effective and Q4 2015
collaborative city government
Snapshot: Feb 19, 2016
44 2016 STRATEGIC PLAN
Affordable Housing Inventory
Gardens on Spring Creek – Total Cumulative Participation
Cumulative Number of Noise Complaints
Golf Courses – Total Cumulative Participation
Fort Collins’ HOI compared to western states region HOI
Lincoln Center – Total Cumulative Participation
Response Time to Graffiti Removal
Voluntary Code Compliance
Affordable housing units house the City’s lowest wage earners and are important to the sustainability of our
community. Through policy and funding, the City would like to at least maintain and preferably increase
the number of units available to consumers requiring this type of housing. Low income housing in Fort
Collins is for people who earn 80% or less Area Median Income.
The total number of particpants at the Gardens on Spring Creek.
This measures the number of noise complaints in a hot-spot area determined by the previous calendar
year. The area is defined from Prospect Rd./Taft Hill Rd. northeast to Mulberry St./Shields St.
The total number of particpants at all three City of Fort Collins Golf Courses.
The Housing Opportunity Index (HOI) is defined as the share of homes sold in an area that would have
been affordable to a family earning the local median income. The target is to be in the top third (66% or
better) for the Western region of the United States.
The total number visits and participation at the Lincoln Center.
This indicator measures the amount of time to respond to and abate both reported and unreported graffiti
in the City. The goal is to have graffiti properly abated within two business days.
This metric tracks the percentage of voluntary compliance with nuisance code violations issued by the City
of Fort Collins. Voluntary compliance is defined as violations corrected by the property owner or tenant.
3,136
65,395
536
82,436
76.00%
141,168
1.20
87.00%
3,137
72,770
509
81,820
66.00%
140,000
2.00
90.00%
Q4 2015
Q4 2015
Q4 2015
Q4 2015
Q4 2015
Q4 2015
Q4 2015
Q4 2015
Measure/Explanation
Measure/Explanation
Actual
Actual
Target
Target
Results
Results
NEIGHBORHOOD LIVABILITY & SOCIAL HEALTH PERFORMANCE METRICS
CULTURE & RECREATION PERFORMANCE METRICS
CITY OF FORT COLLINS 45
Museum of Discovery – Total Cumulative Participation
Paved Trails - Cumulative Number of Visits
Recreation Programs - Total Cumulative Participation
Natural Areas Programs – Cumulative Participation
per Capita
The total number visits and participation at the Museum of Discovery.
The total number of people accessing and utilizing the City’s paved trails system.
The total number of particpants in Recreation programs, events and facility visits.
The participants per capita attending Natural Areas programs.
144,009
2,038,311
1,574,500
11.35%
130,000
1,716,272
1,633,676
8.00%
Q4 2015
Q4 2015
Q4 2015
Q4 2015
Commercial Vacancy Rates
Cumulative New Residential Permit Unit Volume
Electric System Average Interruption Duration Index
(SAIDI) in Minutes
Local Unemployment Rate
Percentage of vacant, leasable commercial space within the city. This is divided into three categories:
Industrial, Office, and Retail. The category with the worst vacancy rate is displayed and that is the value
compared to our target.
Any new residential unit must obtain a building permit from the City. This metric reports the number of
units for which permits were obtained each quarter.
The electric distribution System Average Interruption Duration Index (SAIDI) is a description of the length
of time all customers would have been out of power if the total number of hours out of service in a year’s
time were to be shared, and it is typically measured in minutes. The number of outages as well as the time
between the start of an outage and the restoration of electric service have a bearing on this number.
Local unemployment rate is the percentage of the total labor force that is unemployed but actively seeking
employment and willing to work. This includes persons actively looking for work in the prior 4 weeks by
contacting an employer directly, having a job interview, sending out resumes or filling out applications.
7.50%
976
20:60
2.70%
5.00%
1,250
22:05
5.00%
Q4 2015
Q4 2015
Q4 2015
Q4 2015
Measure/Explanation Actual Target Results
ECONOMIC HEALTH PERFORMANCE METRICS
Lodging Occupancy Rates
The lodging occupancy rate measures the number of hotel rooms occupied compared to the total number
of hotel rooms available. This metric measures the net change from the previous year for the reporting
time period.
59.90% 54.00% Q4 2015
46 2016 STRATEGIC PLAN
Community Energy Use
Outdoor Air Quality Index (AQI)
- Fine Particulate Matter 2.5 microns (PM 2.5)
Outdoor Air Quality Index (AQI) - Ozone
Wastewater Treatment Effectiveness Rate (%)
Percent change in electricity use (kilowatt hours or kWh) per capita compared to 2005 (baseline year). The
metric is evaluated quarterly, and is one measure of the community’s energy efficiency.
The metric is a measure of the number of ‘good’ air quality days (as defined by EPA’s Air Quality Index
- AQI) in a quarter based on fine particulate matter air monitoring data from Fort Collins. The AQI is
calculated by EPA as a measure of local air quality and its effect on human health. The higher the
AQI value, the greater the level of air pollution and the greater the health concern. ‘Good’ air quality
corresponds to an AQI of 50 or less (on a scale of 0-500) and poses little or no risk of adverse health
effects. A fine particulate matter target of 95% ‘Good’ days in a quarter was selected to evaluate local air
quality conditions.
The metric is a measure of the number of ‘good’ air quality days (as defined by EPA’s Air Quality Index -
AQI) in a quarter based on ozone air monitoring data from Fort Collins. The AQI is calculated by EPA as a
measure of local air quality and its effect on human health. The higher the AQI value, the greater the level
of air pollution and the greater the health concern. ‘Good’ air quality corresponds to an AQI of 50 or less
(on a scale of 0-500) and poses little or no risk of adverse health effects. An ozone target of 75% ‘Good’
days in a quarter was selected to evaluate local air quality conditions.
The utility’s compliance with the effluent quality standards in effect for the Water Reclamation and
Biosolids Facilities. The indicator is expressed as the percent of time each year that an individual
wastewater treatment facility is in full compliance with applicable effluent quality requirements.
-11.60%
88.00%
67.00%
100%
-10.00%
95.00%
75.00%
100%
Q4 2015
Q4 2015
Q4 2015
Q4 2015
Measure/Explanation Actual Target Results
ENVIRONMENTAL HEALTH PERFORMANCE METRICS
New Commercial Permit Dollar Volume per Capita
This metric provides an understanding of the value of new commercial construction in the City. The
total value of permits is divided by the current population to generate a value more easily compared to
other communities.
$551.36 $450.00 Q4 2015
Net Percent Change in Local Jobs
Job change measures the number of new jobs available in an economy. The net job change accounts for
layoffs as well as new positions; a healthy economy will have a given number of new jobs created each
month/quarter despite some layoff activity.
2.16% 2.00% Q4 2015
CITY OF FORT COLLINS 47
Drinking Water Compliance Rate (% Days)
Number of Injury/Fatal Crashes
Part 1 Crimes per Capita Compared to Cities of Similar Size
Percent of Time Fire Contained to Room of Origin
Percent of Time PFA Fire Personnel are on Scene
Within 5 Minutes 45 Seconds
Fort Collins Utilities compliance with the drinking water quality standards in effect for the Water Treatment
Facility. The indicator is expressed as the percent of time each year that an individual water treatment
facility is in full compliance with applicable drinking water quality requirements.
Injury/Fatal crashes is the number of reported public street crashes involving motor vehicles, bicyclists or
pedestrians where someone was injured or killed.
Part 1 crimes are defined by the FBI as: Aggravated Assault, Arson, Auto Theft, Burglary, Homicide, Rape,
Robbery, and Theft.
This measure relates to the ability of on-scene firefighters and building sprinklers to prevent fire flashover
and the spread of a structure fire.
Fire response time measures the time elapsed from when PFA is dispatched to when the first PFA
personnel arrives on-scene. This data includes calls for emergencies in the urban response area of PFA.
PFA’s target is to respond within 5 minutes, 45 seconds at least 90% of the time. This is aligned with
PFA’s baseline performance goals under fire service accreditation.
100%
50
59.00%
68.18%
87.00%
100%
70
75.00%
80.00%
90.00%
Q4 2015
Q4 2015
Q4 2015
Q4 2015
Q4 2015
Average Travel Speeds/Times on Arterial Streets
Traffic volume-weighted average travel times (in minutes/mile) on City arterial streets including Harmony,
Horsetooth, Drake, Prospect, Mulberry, Taft Hill, Shields, College, Lemay and Timberline during the p.m.
peak period on weekdays.
2.47 3.00 Q4 2015
TRANSPORTATION PERFORMANCE METRICS
Average Quarterly Response Time of Priority One Calls
Median average time is the time it takes for an officer to respond (from the time the call is received to
when the officer arrives) to an emergency call, one that is an immediate threat to life, a felony-in-progress
call, or a call where a weapon is being used.
6.19 5.00 Q4 2015
Measure/Explanation
Measure/Explanation
Actual
Actual
Target
Target
Results
Results
SAFE COMMUNITY PERFORMANCE METRICS
48 2016 STRATEGIC PLAN
Cumulative Transfort Fixed Route Ridership
The total number of fixed route passenger boardings. The target is a 5% increase in fixed route ridership
over the previous year. The graphs show the actual fixed route passenger boardings each quarter.
3,266,194 2,858,000 Q4 2015
Accuracy of Budgeted Expenses ($ millions)
Actual Revenue Compared to Budget ($ millions)
Average Response Time of Cases Submitted to
Access Fort Collins
This metric covers the accuracy and precision of planned (budgeted) and actual expenditures.
Expenditures include operating costs, such as personnel, insurance, consulting and supplies, as well as
debt payments and capital equipment purchases. Not included are the costs of large capital projects that
occur over several years and have a beginning and end.
Expenditures are separated into Governmental and Enterprise. Governmental expenditures are for
those activities that are primarily supported by taxes and grants and to a much lesser degree from
fees. Examples are Police, Streets Maintenance, Parks, Museum, Fire, etc. Alternatively, Enterprise
expenditures related to activities that are accounted for like a business and are entirely supported by fees
charged to users. These include Light and Power, Water, Wastewater, Storm Drainage and Golf.
This metric covers differences from anticipated (budgeted) and actual revenue. Revenue includes
taxes, fees, grants, fines, interest earnings, etc. Revenue is separated into Governmental and Enterprise
depending on the activity it supports. Governmental revenues are typically taxes, grants and fines used to
support police, streets, museum, fire and parks. Examples of Enterprise revenue are fees for energy, water,
wastewater and golfing.
Total cases submitted online or via mobile application, including Council Member and City Manager
service area requests (SARs). Average Response Time is the average number of business days from when a
case is submitted to when a staff response is sent.
$357.62
$430.18
1.66
$403.69
$414.69
3.00
Q4 2015
Q4 2015
Q4 2015
HIGH PERFORMING GOVERNMENT PERFORMANCE METRICS
Cumulative Lane Miles of Roadway Pavement Improved
Transfort Fixed Route Passengers per Revenue Hour
The number of lane miles improved displays the City’s commitment to providing safe, well-maintained
streets. Proper maintenance reduces future maintenance costs by extending the life of the pavement
and maximizing our investments. Quarterly targets are set to provide information on our progress towards
meeting our yearly goals. These targets vary from quarter to quarter due to weather limitations of the
construction season. Achieving our yearly goals allows us to meet our overall street pavement condition
Level of Service ‘B’ (LOS). The total number of lane miles improved annually increased significantly
starting in 2011 due to the increased revenue dedicated to Street Maintenance and Repair in the Keep
Fort Collins Great tax initiative in 2010.
The average number of passengers who board a transit vehicle for every revenue hour of service that a
vehicle is operating.
117
34.33
130
23.90
Q4 2015
Q4 2015
Measure/Explanation Actual Target Results
CITY OF FORT COLLINS 49
City Employee Cumulative Turnover Rate
City Employee Safety - Days Away Restricted or
Transferred (DART) Rate YTD
City Employee Safety - Total Recordable Injury Rate
(TRIR) YTD
Turnover is a measure of the rate at which employees leave employment with the City. It includes classified
and unclassified management employees and all separation reasons (layoffs, and voluntary and involuntary
terminations). While turnover is typically measured annually, this report includes turnover reported on a
year-to-date basis for each calendar year. The rate is calculated by dividing the total number of employees
who separated year-to-date by the average headcount for that reporting period (quarters are cumulative).
The Days Away Restricted or Transferred (DART) rate calculation is based upon the number of work
related injuries and illnesses severe enough to cause an employee to be temporarily reassigned or miss
work completely in relation to the total number of employee hours worked. This is a nationally recognized
standard safety metric. Current-year benchmarks are not available as they are published by the Bureau of
Labor Statistics and have an approximate 18 month lag time.
The Total Recordable Injury Rate (TRIR) is a nationally recognized standard safety metric. It is based upon
the total number of work related injury and illness cases reported that, generally speaking, required more
than standard first aid treatment, as it relates to the total number of employee hours worked. Current-
year benchmarks are not available as they are published by the Bureau of Labor Statistics and have an
approximate 18 month lag time.
11.21%
5.10
7.60
8.00%
3.70
5.30
Q4 2015
Q4 2015
Q4 2015
50 2016 STRATEGIC PLAN
To further enhance the use of metrics to
track the City’s progress, Strategy Maps
have been created that tie specific metrics
to each of the 55 Strategic Objectives
within the Strategic Plan. This provides
insight into the City’s progress of achieving
the Strategic Objectives, which will then
help achieve the Outcomes.
Where possible, three to four metrics
have been assigned to each Strategic
Objective; these metrics are treated similar
to the Community Dashboard metrics.
This includes identifying appropriate
metrics related to both Key Outcome Areas
and Strategic Objectives, establishing
appropriate targets for each of these
metrics, tracking the actual performance
of each metric over time, and regularly
reviewing and discussing the performance.
Each of these metrics is assigned an
organizational owner, and quarterly reviews
occur when the initiatives and progress on
the metrics are discussed. Implementation
of the Strategy Maps began in 2016. The
list of measures currently aligned with the
2016 Strategic Objective are included in
Appendix A.
Strategy Maps
CITY OF FORT COLLINS 51
The Strategy Maps are located on the City’s internal website. Each Outcome links to its
own page that lists the Strategic Objective associated with that Outcome. Here are two
screenshot samples of what that will look like:
Each Strategic Objective has its own Green-Yellow-Red icon, which represents the overall
performance of that Strategic Objective based on the results of the associated metrics.
Example 2:
Example 1:
52 2016 STRATEGIC PLAN
By clicking on a Strategic Objective the viewer will see the performance and analysis of
the underlying metrics:
Example 1:
CITY OF FORT COLLINS 53
Example 2:
54 2016 STRATEGIC PLAN
OBJECTIVES:
1. Address long-term financial issues in
the strategic plan.
2. Highlight potential challenges and
aid in long-term (more than 10 years)
philosophical decision-making
on strategies.
EXECUTIVE SUMMARY:
The City enjoys a strong economic base
as a result of diverse employment, CSU
and its associated research, and the
attractiveness and desirability of the
region. The City of Fort Collins maintains
a Aaa Moody’s credit rating (which ranks
in the top 3 percent), and more than
$200M in reserves (excluding Enterprise
Funds) due to prudent fiscal policies,
low debt and conservative management
over its approximate $500M budget. The
City’s revenue growth has been strong
since 2010 with building and business
investment driving significant increases.
The long-term financial forecast uses
the most likely estimates and does not
include outlier impacts such as flood,
natural disaster, recession, or other rare
occurrences. In the unfortunate event one
of these circumstances occurs, drastic
measures may need to be taken that
are not incorporated into the following
financial forecasts.
The model includes the following primary
revenue and expense drivers:
Primary Revenue Drivers
• Sales and Use Tax – Sales Tax revenue
growth of 3.2 percent based on taxable
sales historical average; Use Tax
revenue growth of 3.6 percent based
on last 15 year averages
• Property Tax – tied to Consumer Price
Index (CPI) growth currently calculated
at 2.8 percent
• Capital Grants – project-specific and
difficult to forecast, tied to CPI at
2.8 percent
Long-Term Financial Plan
CITY OF FORT COLLINS 55
• Shared Revenues – County and State
distributions compound annual growth
rate (CAGR) for majority of 2000s was
1.56 percent
• Cultural, Park, Recreation and Natural
Areas Fees – 14-year historical rate of
3.26 percent
Primary Expense Drivers
• Salaries and Wages – Highly
correlates to taxable sales; growth of
3.2 percent
• Benefits – 8.5 percent growth rate
is combination of staff size and
healthcare costs
• Professional and Technical – Highly
correlates to population; growth of
2.3 percent
• Repair and Maintenance Services –
4.0 percent average for 2000s for
most of accounts
• Infrastructure – 4.2 percent growth
rate proxy for average of 2000s
The baseline scenario for “All Funds”
(excluding Utilities) in the City indicates
healthy financials through 2020 at
existing service levels and using existing
revenue sources. The Keep Fort Collins
Great (KFCG) tax supplies a 0.85 percent
tax revenue source, which accounted for
$26M of revenue in 2015. Renewal of this
tax through 2025 enables near equilibrium
in projected revenue and expenses with
any shortfall kept to a minimum and
very manageable.
KFCG is scheduled to expire at the
end of 2020, eliminating $32M of
funding beginning in 2021. This impact
would require extensive reductions in
expenditures. Even with such reductions,
the resulting financials would still yield a
$10M shortfall in 2025, which may still
be manageable at only 2.7 percent of total
spend, but would result in reduced service
levels. Reserves would be used throughout
the next decade in this scenario to
accommodate the expenditure rate, forcing
a reduction from the current level of
$207M to $161M in 2025.
KFCG expiration or renewal will have the
single biggest effect on the City’s future
financials.
$50M
$0
$100M
$150M
$200M
$250M
$300M
$350M
56 2016 STRATEGIC PLAN
Transit and Transportation funds have
similar forecasts and issues. Both will
run deficits in future years due to their
personnel-heavy expense structure.
Benefits are expected to grow at 8.5
percent, due in large part to increasing
health care costs. The Transportation
Fund will need to use its reserves to offset
the increasing disparity between revenue
and expenses. The Transit deficit could
be exacerbated by increasing demands for
higher service levels.
Although both funds show increasing
deficits, the total dollar amounts
projected are not extreme. Close
expense monitoring and managerial
adjustments to cost structure in the
next few years will help manage Transit
and Transportation financials before the
deficits get out of control. Timely funding
alignment (increase in fees, taxes, etc.)
with community service level demand
(headways, hours, weekend service,
etc.) will also help manage Transit and
Transportation funds.
Overall, the City has a healthy long-term
outlook, with a few, isolated and identified
issues that must be tracked closely. As these
issues progress, timely and appropriate
adjustments will help mitigate any problems.
$5M
$0
$10M
$15M
$20M
$25M
$30M
$35M
$40M
$45M
Year End Balance
KEY:
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
Revenue
Expenditures Scenario Expenditures
Scenario Revenue
• 2014 revenue increase due to Sales and Use Tax, and capital leasing
• Personnel is large part of total cost and growing at faster rate than revenue
REVENUES & EXPENDITURES
00292 - TRANSPORTATION FUND - WITH TRANSFERS
$2M
$39M
$35M
$19M
$6M
$17M
$19M
$26M
$30M
CITY OF FORT COLLINS 57
58 2016 STRATEGIC PLAN
Appendix A:
Strategy Maps - Alignment of Performance
Measures to Strategic Objectives
• NLSH 3. Affordable Housing Inventory
• NLSH 4. Fort Collins’ Housing Opportunity Index (HOI) compared to western states region HOI
• NLSH 57. % of citizens responding very good/good - Availability of affordable quality housing in
Fort Collins
• NLSH 39. Winter Point in Time Count of Homeless Population
• NLSH 3. Affordable Housing Inventory
• NLSH 37. Rebate Program Participation
• NLSH 39. Winter Point in Time Count of Homeless Population
• NLSH 61. % of citizens responding very good/good - Fort Collins as a place of community acceptance
of all people
Strategic Objective: NLSH 1.1
Improve access to a broad range of quality housing that is safe, accessible and affordable.
Strategic Objective: NLSH 1.2
Leverage and improve collaboration with other agencies to address homelessness, poverty issues and other high
priority human service needs.
Strategic Objective: NLSH 1.3
Promote a more inclusive and equitable community that embraces and celebrates diversity.
NEIGHBORHOOD LIVABILITY & SOCIAL HEALTH
CITY OF FORT COLLINS 59
• CR 1. Recreation Programs - Total Cumulative Participation
• CR 2. Lincoln Center - Total Cumulative Participation
• CR 7. Paved Trails - Cumulative Number of Visits
• CR 23. Trained Observer Program – Percentage of Parks, Trails and Rec Fac Grounds Ratings With
No Problems
• NLSH 1. Voluntary Code Compliance
• NLSH 11. Number of graffiti abatement issues
• NLSH 56. % of citizens responding very good/good - Fort Collins as a place to live
• NLSH 63. % of citizens responding very good/good - Community’s visual attractiveness
• ECON 8. Development Review customer survey results
• ECON 21. Development Review historic preservation grants - maintain a 2:1 ratio of City dollars to grant
or matching funds
• HPG 68. % of citizens responding very good/good to the City’s performance in - Managing and planning
for growth
• NLSH 4. Fort Collins’ Housing Opportunity Index (HOI) compared to western states region HOI
• NLSH 64. % of citizens responding very good/good - Your neighborhood as a place to live
• NLSH 80. Residential Parking Permit Program - % of responding residents that want to
continue program
• NLSH 1. Voluntary Code Compliance
• NLSH 2. Response Time to Graffiti Removal
• NLSH 64. % of citizens responding very good/good - Your neighborhood as a place to live
• NLSH 74. % of citizens responding very good/good quality of - Code enforcement (e.g. weeds) in
Fort Collins
• NLSH 8. # CSU student/staff Fall Clean Up volunteers
• NLSH 10. Fall Clean Up - % neighbors that felt more connected to CSU students due to the program
• NLSH 17. Restorative Justice Conferencing Program (RJCP) participant satisfaction - All Participants
• NLSH 29. Voluntary compliance with Animal Control services
Strategic Objective: CR 2.1
Improve the community’s sense of place with a high value on natural areas, culture, recreation and park systems.
Strategic Objective: NLSH 1.4
Protect and preserve the City’s quality of life and neighborhoods.
Strategic Objective: NLSH 1.5
Guide development compatible with community expectations through appropriate planning, annexation, land use,
historical preservation and development review processes.
Strategic Objective: NLSH 1.6
Improve neighborhood parking and traffic issues.
Strategic Objective: NLSH 1.7
Maintain and enhance attractive neighborhoods through City services, innovative enforcement techniques and
voluntary compliance with City codes and regulations.
Strategic Objective: NLSH 1.8
Foster positive and respectful neighbor relationships and open communication, as well as provide and support
conflict resolution.
CULTURE & RECREATION
60 2016 STRATEGIC PLAN
• CR 6. Natural Areas Programs - Cumulative Participation per Capita
• CR 7. Paved Trails - Cumulative Number of Visits
• ENV 98. % of citizens responding very good/good quality of - Natural areas and open space
• CR 1. Recreation Programs - Total Cumulative Participation
• CR 1. Recreation Programs - Total Cumulative Participation
• CR 2. Lincoln Center - Total Cumulative Participation
• CR 3. Museum of Discovery - Total Cumulative Participation
• CR 5. Golf Courses - Total Cumulative Participation
• CR 61. Acres of Park /1,000 Population
• CR 62. Miles of Trail/10,000 Population
• Yet to be identified
Strategic Objective: CR 2.3
Promote health and wellness within the community and provide sustainable access to nature.
Strategic Objective: CR 2.4
Develop effective marketing and pricing strategies and programs that drive value, attendance and cost recovery.
Strategic Objective: CR 2.5
Plan, design and implement improvements to the citywide trail system.
Strategic Objective: CR 2.6
Develop a clear strategic description of the City’s role in culture and arts while leveraging partnerships with
other community organizations.
• Yet to be identified
• Yet to be identified
• ECON 1. New Commercial Permit Dollar Volume per Capita
• ECON 3. Commercial Vacancy Rates
• ECON 4. Net Percent Change in Local Jobs
• ECON 38. Number of Primary Jobs retained/created through EHO activities
• ECON 8. Development Review customer survey results
• HPG 51. Utilities customer satisfaction - providing good value
Strategic Objective: ECON 3.1
Improve effectiveness of economic health initiatives through collaboration with regional partners.
Strategic Objective: ECON 3.2
Enhance employment opportunities through business retention, expansion, incubation and attraction.
Strategic Objective: ECON 3.4
Provide transparent, predictable and efficient processes for citizens and businesses interacting with the City.
Strategic Objective: ECON 3.3
Support workforce development and provide community amenities that support citizens and employers
within the City.
ECONOMIC HEALTH
• CR 38. Number of participants - Northside Aztlan Community Center
Strategic Objective: CR 2.2
Improve low and moderate income citizen access to, and participation in, City programs and facilities.
CITY OF FORT COLLINS 61
• ENV 9. Percent decrease in community Greenhouse Gas (GHG) emissions from 2005 baseline
• ENV 28. Absolute net decrease in ClimateWise partners Greenhouse Gas (GHG) emissions from
2005 baseline
• ENV 35. Electricity (GHG) 2020 CAP Goal vs Actual
• ENV 42. Natural Gas (GHG) 2020 CAP Goal vs Actual
• ENV 1. Wastewater Treatment Effectiveness Rate (%)
• ENV 22. Turbidity of City drinking water
• ENV 102. Single-family annual water demand in gallons per capita per day
• SAFE 8. Drinking Water Compliance Rate (% Days)
• ECON 35. Total Private Investment in the URA
• HPG 70. % of citizens responding very good/good to the City’s performance in - Encouraging
sustainability in the community
• TRAN 2. Cumulative Transfort Fixed Route Ridership
• TRAN 17. MAX ridership
• TRAN 48. % of citizens responding very good/good - Availability of parking Downtown in Fort Collins
• ENV 22. Turbidity of City drinking water
• ENV 43. System Replacement - LF Installed (Water)
• ENV 49. Water Distribution - Customer Service Calls (Water)
• SAFE 8. Drinking Water Compliance Rate (% Days)
• ECON 7. Electric System Average Interruption Duration Index (SAIDI) in Minutes
• ENV 43. System Replacement - LF Installed (Water)
• ENV 63. System Replacement (LF of Pipe Removed & Replaced) (Wastewater)
• SAFE 58. Channel Cleaning and Vacuum Cleaning of Water Quality Devices (Stormwater)
• Yet to be identified
• Yet to be identified
Strategic Objective: ENV 4.1
Achieve Climate Action Plan (CAP) goals by reducing greenhouse gases (GHGs).
Strategic Objective: ENV 4.2
Protect and provide a high quality water supply and implement appropriate conservation efforts and long-term
water storage capability.
Strategic Objective: ECON 3.5
Foster sustainable infill and redevelopment.
Strategic Objective: ECON 3.6
Enhance the economic vitality of our community.
Strategic Objective: ECON 3.7
Sustain high water quality to support the community and water-dependent businesses.
Strategic Objective: ECON 3.8
Maintain electric utility systems, services, infrastructure integrity and stable, competitive rates.
Strategic Objective: ECON 3.9
Encourage the development of reliable, high speed internet services throughout the community.
Strategic Objective: ECON 3.10
Identify strategies to reduce train horn noise.
ENVIRONMENTAL HEALTH
62 2016 STRATEGIC PLAN
• CR 25. # of Community Garden plots in inventory
• ENV 7. Community per capita per day of solid waste generation
• ENV 10. Community solid waste diversion rate
• TRAN 35. % Commute Mode Share by Non-SOV (Single Occupant Vehicle)
• ENV 4. Outdoor Air Quality Index (AQI) - Ozone
• ENV 5. Outdoor Air Quality Index (AQI) - Fine Particulate Matter 2.5 microns (PM 2.5)
• ENV 9. Percent decrease in community Greenhouse Gas (GHG) emissions from 2005 baseline
• ENV 16. Cumulative number of homes assessed for Healthy Homes
• ENV 3. Community Energy Use
• ENV 23. Annual electricity savings from efficiency and conservation programs
• ENV 25. Total new installed solar capacity (kilowatts)
• ENV 26. Percent renewable energy towards compliance with State Renewable Energy Standards
• ENV 7. Community per capita per day of solid waste generation
• ENV 10. Community solid waste diversion rate
• ENV 11. Cumulative number of individuals with new or improved access to recycling through WRAP
• ENV 12. Tons of community recycled or composted materials, including cardboard
• SAFE 75. Rank in Top 10% Nationwide in Stormwater and Floodplain Management Programs
• SAFE 41. % of citizens responding very good/good quality of - emergency preparedness in Fort Collins
• SAFE 74. Stream and Rainfall Gauge Functionality (April to September) (Utilities Master Plan &
Floodplain Administration)
• ENV 8. Post Restoration Status of Urban Natural Areas
• ENV 14. Existing Condition of Active Restoration Sites
• ENV 15. Natural Areas Land Conservation - Cumulative Acres
• ENV 98. % of citizens responding very good/good quality of - Natural areas and open space
• ENV 1. Wastewater Treatment Effectiveness Rate (%)
• SAFE 8. Drinking Water Compliance Rate (% Days)
• ENV 26. Percent renewable energy towards compliance with State Renewable Energy Standards
Strategic Objective: ENV 4.3
Engage citizens in ways to educate and encourage behaviors toward more sustainable living practices.
Strategic Objective: ENV 4.4
Implement indoor and outdoor air quality improvement initiatives.
Strategic Objective: ENV 4.5
Work towards long-term net zero energy goals within the community and the City organization using a
systems approach.
Strategic Objective: ENV 4.6
Work towards long-term zero waste goals within the community and the City organization.
Strategic Objective: ENV 4.7
Increase the community’s preparedness and resiliency for changes in climate, weather and resource availability.
Strategic Objective: ENV 4.8
Expand, improve, restore and protect wildlife habitat, urban forests and the ecosystems of the Poudre River and
other ecosystems.
Strategic Objective: ENV 4.9
Meet all regulatory requirements while supporting programs that go beyond compliance.
CITY OF FORT COLLINS 63
• NLSH 7. Registered parties with no warning/no citation
• NLSH 32. Animal Control warnings and citations
• SAFE 50. % of citizens responding very good/good quality of - Police services overall in Fort Collins
• TRAN 39. Safe Routes to School Overall Student Participation
• SAFE 1. Percent of Time Police Priority 1 Calls Responded to Within 5 Minutes
• SAFE 49. % of citizens responding very good/good quality of - Police response time in Fort Collins
• SAFE 50. % of citizens responding very good/good quality of - Police services overall in Fort Collins
• SAFE 5. Part 1 Crimes per Capita Compared to Cities of Similar Size
• SAFE 2. Percent of Time PFA Fire Personnel are on Scene Within 5 Minutes 45 Seconds
• SAFE 3. Percent of Time Fire Contained to Room of Origin
• SAFE 44. % of citizens responding very good/good quality of - Fire services overall in Fort Collins
• SAFE 81. Compliance with National and State standards for Emergency Preparedness
• SAFE 41. % of citizens responding very good/good quality of - emergency preparedness in Fort Collins
• SAFE 53. % of citizens responding very good/good quality of - Disaster response and restoration of
services in Fort Collins
• SAFE 81. Compliance with National and State standards for Emergency Preparedness
• SAFE 83. Ongoing training to internal and external customers in the area of emergency preparedness
• SAFE 67. Poudre River Floodway Cleanup - Loads of Large Trees and Debris Removed (Stormwater)
• SAFE 69. System Replacement (LF of Pipe Removed & Replaced) (Stormwater)
• SAFE 74. Stream and Rainfall Gauge Functionality (April to September) (Utilities Master Plan &
Floodplain Administration)
• SAFE 75. Rank in Top 10% Nationwide in Stormwater and Floodplain Management Program
• HPG 26. Internet availability
• HPG 27. Server availability (supporting 390 servers)
Strategic Objective: SAFE 5.1
Improve community involvement, education and regional partnerships to make our community safer
and stronger.
Strategic Objective: SAFE 5.2
Enhance our Police Services capability to foster public trust and create a safer community.
Strategic Objective: SAFE 5.3
Partner with Poudre Fire Authority to provide high quality fire and emergency services.
Strategic Objective: SAFE 5.4
Develop and implement emergency preparation and resiliency plans in collaboration with other regional efforts.
Strategic Objective: SAFE 5.5
Protect life and property with natural and attractive flood mitigation facilities.
Strategic Objective: SAFE 5.6
Optimize the use of data and technology to improve service and protect mission critical infrastructure.
SAFE COMMUNITY
• SAFE 6. Number of Injury/Fatal Crashes
• SAFE 27. Voluntary speed compliance (Monthly)
• TRAN 46. % of citizens responding very good/good - Fort Collins as a walkable city
• TRAN 47. % of citizens responding very good/good - Ease of traveling by bicycle in Fort Collins
Strategic Objective: TRAN 6.1
Improve safety for all modes of travel including vehicular, pedestrian and bicycle.
TRANSPORTATION
64 2016 STRATEGIC PLAN
• TRAN 28. Average Travel Speeds/Times on Arterial Streets
• TRAN 34. % Commute Mode Share by Bicycle
• TRAN 35. % Commute Mode Share by Non-SOV (Single Occupant Vehicle)
• TRAN 49. % of citizens responding very good/good - Traffic congestion in Fort Collins
• TRAN 1. Transfort Fixed Route Passengers per Revenue Hour
• TRAN 2. Cumulative Transfort Fixed Route Ridership
• TRAN 17. MAX ridership
• TRAN 45. % of citizens responding very good/good - Ease of traveling by public transportation
in Fort Collins
• TRAN 3. Cumulative Lane Miles of Roadway Pavement Improved
• TRAN 20. # of Bridges that Exceed Design Life
• TRAN 52. Dollar Value of Sidewalk Infrastructure Constructed
• TRAN 53. Dollar Value of Ramp Infrastructure Constructed
Strategic Objective: TRAN 6.2
Improve traffic flow to benefit both individuals and the business community.
Strategic Objective: TRAN 6.4
Improve transit availability, grow ridership and address MAX parking concerns.
Strategic Objective: TRAN 6.5
Fill the gaps for all modes of travel and improve the current transportation infrastructure while enhancing the
aesthetic environment.
• Yet to be identified
• Yet to be identified
• Yet to be identified
Strategic Objective: TRAN 6.3
Identify strategies to reduce motorist delays due to trains.
Strategic Objective: TRAN 6.6
Develop long-term transportation plans that improve local and regional transportation networks.
Strategic Objective: TRAN 6.7
Develop plans that address adequate infrastructure within the northeast area of Fort Collins.
• HPG 69. % of citizens responding very good/good to the City’s performance in - Efficient operation of
programs and services
• HPG 71. % of citizens responding very good/good to the City’s performance in - Overall direction of
the City
• HPG 42. Total hours of training attended
• HPG 55. Track percentage of total licensed vendors that remit sales tax returns and payments online
• HPG 34. Cultural Values Assessment: annual progress toward the goal of entropy level of 10%
• HPG 50. Utilities customer satisfaction - company you can trust
• HPG 33. Employee participation in the Cultural Values Assessment
• HPG 153. Price of Government for the City of Fort Collins
Strategic Objective: HPG 7.1
Provide world-class services that meet the needs of the community.
Strategic Objective: HPG 7.2
Promote a values-driven organizational culture that reinforces ethical behavior, exercises transparency and
maintains the public trust.
HIGH PERFORMING GOVERNMENT
CITY OF FORT COLLINS 65
• Yet to be identified
• Yet to be identified
• Yet to be identified
• Yet to be identified
Strategic Objective: HPG 7.6
Enhance the use of performance metrics and benchmark data to assess results and program effectiveness.
Strategic Objective: HPG 7.7
Address long-term funding requirements by diversifying the revenue base and finding new revenue sources.
Strategic Objective: HPG 7.9
Proactively influence policy and legislative development at all levels of government regulation.
Strategic Objective: HPG 7.8
Optimize the use of City assets through capital improvement planning, preventative maintenance and
asset management.
• HPG 38. HR performance based on Internal Services survey
• HPG 42. Total hours of training attended
• HPG 6. City Employee Cumulative Turnover Rate
• HPG 4. City Employee Safety - Total Recordable Injury Rate (TRIR) YTD
• HPG 5. City Employee Safety - Days Away Restricted or Transferred (DART) Rate YTD
• HPG 48. Well Days – medical claims cost for participants vs. non-participants
• HPG 150. Total Cost of Workers Comp Claims
• HPG 3. Average Response Time of Cases Submitted to Access Fort Collins
• HPG 66. % of citizens responding very good/good to the City’s performance in - Welcoming
citizen involvement
• HPG 84. % of citizens responding always/frequently/sometimes do you or other members of your
household use the City’s website
• HPG 115. Number of citizens attended public forums, open houses events, etc.
Strategic Objective: HPG 7.3
Improve core Human Resources systems, develop a total reward system, and address workforce planning
and career development.
Strategic Objective: HPG 7.4
Develop and implement initiatives to achieve safety goals and continue to focus on employee health
and wellness.
Strategic Objective: HPG 7.5
Broaden methods of public engagement to reach all segments of the community by giving additional consideration
to diverse backgrounds, languages and needs.
66 2016 STRATEGIC PLAN
Appendix B:
Strategic Objectives - Linkage Across Outcomes
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.
1.5 - Guide development
compatible with
community expectations
through appropriate
planning, annexation, land
use, historical preservation
and development review
processes.
2.2
2.2, 2.3
2.2,2.6
2.1, 2.3,
2.5, 2.6
2.3, 2.5
3.3
3.2
3.3
3.6,
3.10
3.5, 3.6
4.8
5.1
5.1, 5.2,
5.5
5.5
6.4
6.1, 6.5
6.5
7.1, 7.6
7.6
7.1
7.6
Strategic Objective:
Primary Outcome Area
Other Applicable Outcome Areas
CITY OF FORT COLLINS 67
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.
1.8 - Foster positive
and respectful neighbor
relationships and open
communication, as well
as provide support conflict
resolution.
2.1 - Improve the
community’s sense of place
with a high value on natural
areas, culture, recreation
and park systems.
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 nature.
2.4 - Develop effective
marketing and pricing
strategies and programs that
drive value, attendance and
cost recovery.
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.
Strategic Objective:
1.4
1.1, 1.2,
1.3
1.2, 1.4,
1.5
1.4, 1.5
1.3, 1.4
68 2016 STRATEGIC PLAN
3.3 - Support workforce
development and provide
community amenities
that support citizens and
employers within the city.
3.4 - Provide transparent,
predictable and efficient
processes for citizens and
businesses interacting with
the City.
3.5 - Foster sustainable infill
and redevelopment.
3.6 - Enhance the economic
vitality of our community.
3.7 - Sustain high water
quality to support the
community and water-
dependent businesses.
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.
3.10 - Identify strategies to
reduce train horn noise
4.1 - Achieve Greenhouse
Gas (GHG) reduction goals
by implementing the Climate
Action Plan (CAP).
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.
4.5 - Work towards long
term net zero energy goals
within the community and
the City organization using a
systems approach.
Strategic Objective:
1.1, 1.3
1.5
1.4, 1.5,
1.6
1.4
1.6
2.6
2.5
2.3, 2.5
CITY OF FORT COLLINS 69
4.6 - Work towards long
term zero waste goals within
the community and the
City organization.
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.
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.
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.
6.1 - Improve safety for
all modes of travel
including vehicular,
pedestrian and bicycle.
Strategic Objective:
1.4
1.1, 1.4
1.4
1.4, 1.5
1.4
3.7, 3.8
3.6
3.6
3.9
70 2016 STRATEGIC PLAN
6.2 - Improve traffic flow to
benefit both individuals and
the business community.
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.
6.6 - Develop long-term
transportation plans that
improve local and regional
transportation networks.
6.7 - Develop plans
that address adequate
infrastructure within the
northeast area of
Fort Collins.
7.1 - Provide world-class
services that meet the needs
of the community.
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.
Strategic Objective:
1.6
1.2
1.4, 1.5
1.2, 1.4,
1.7
1.2, 1.3,
1.5
CITY OF FORT COLLINS 71
7.6 - Enhance the use
of performance metrics
and benchmark data to
assess results and program
effectiveness.
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.
Strategic Objective:
2.1
3.8 4.1, 4.5
4.1, 4.5
4.7
4.4, 4.9
5.1 6.5
72 2016 STRATEGIC PLAN
BART - Budget Analysis and Reporting
Tool: Software developed internally by City
staff for budgeting and reporting purposes.
BFO - Budgeting for Outcomes: A system
driven by goals and performance, to
provide information that relates budgeting
to planning and outputs/results. Its
purpose is to better align the services
delivered by the City with the things that
are most important to the community.
BFO Teams: One of seven cross-
departmental teams that participate in
the BFO process, articulate goals for each
Outcome, provide direction to departments
for developing budget Offers, rank Offers
for funding and evaluate performance
of Offers.
BLT - Budget Leadership Team: The City
Manager and his executive team
CAP - Climate Action Plan
City Plan: Began in 1995 as a
Comprehensive Plan that illustrates how
we envision Fort Collins in the next
25 years.
Community Dashboard: A quarterly
snapshot of the community’s progress in
attaining key outcomes. The Dashboard
reinforces the City of Fort Collins’
steadfast commitment to accountability
and continuous improvement. Performance
measurement initiatives are tracked
and reported for overall progress toward
community goals.
Continuity of Government: Emergency
management requirement and plans to
maintain essential City functions during
emergencies and disasters including
governance, telecommunications, health
and safety regulation, policing and
utility services.
Appendix C:
Glossary of Terms
CITY OF FORT COLLINS 73
CPIO - Communications and Public
Involvement Office: City department
charged with pubic information
dissemination, communications strategies
and public engagement in City services.
DART - Days Away Restricted or Transferred
DDA - Downtown Development Authority
ELT - Executive Lead Team: The City
Manager and his executive team
FTE’s - Full time equivalents: A full-time
employee scheduled to work 40 hours per
week is equivalent to 1.0 FTE.
Futures Committee: The Futures
Committee was formed to assist City
Councilmembers in their decision-making
process. The goal is to position the City
in the distant future (30-plus years)
for achievable successes, integrating
community desires with known fiscal,
social and environmental data.
GEMS - Greenhouse Gas Emissions
Management System
GHG - Greenhouse Gas Emissions
GMA - Growth Management Area
GSC - Gardens on Spring Creek
Home Rule: A form of government under
the control of local citizens rather than
state government; the City Charter and
the ordinances adopted by Council under
the Charter supersede any conflicting
law of the state in matters of purely local
concern. Statutory and constitutional
provisions, which allow municipalities to
exercise powers of local self-government,
such as the administration and collection
of local taxes.
HR - Human Resources
ICMA - International City/County
Management Association: A trade
organization for Council-Manager cities;
a clearinghouse for information regarding
cities, including the ICMA Center for
Performance Excellence Program of
comparative data regarding municipal
services.
IGA - Intergovernmental Agreement
ICS - Incident Command System:
A nationally-used, standardized
emergency management organizational
structure for single or multiple incidents,
which can cross organizational or
jurisdictional boundaries.
IT - Information Technology
KFCG - Keep Fort Collins Great: A ballot
measure passed in November 2010
approving a 0.85 percent increase in the
City sales and use tax rate.
Low to Moderate Income: Households
whose incomes are below 95 percent of
74 2016 STRATEGIC PLAN
Service Areas in the City of Fort
Collins, PDT includes the following
departments: Community Development
and Neighborhood Services, Engineering,
Traffic Operations, Transfort (Transit),
Parking Services, Streets, and FC Moves
(Transportation Planning).
PFA - Poudre Fire Authority
Place-making: A decision-making
approach intended to preserve and
enhance a vibrant community by
optimizing its economy, environment,
and social values.
Plan Fort Collins: The City’s comprehensive
community planning process that
developed City Plan.
Performance Measure: Measurement that
reflects the service that is being provided
and permits objective evaluation of the
service program.
Plan Elements: Existing plan elements
and other related documents that are
incorporated into City Plan.
Poverty Rate: The Fort Collins poverty rate
is 19 percent (2010 US Census). This
includes CSU and Front Range Community
College student populations. Data is
not collected to eliminate those student
populations. Excluding 18-to 24-year-
olds in the Fort Collins data reduces the
local poverty rate to 10.3 percent, but that
excludes a larger number of people than
just the student populations.
Q14 - Employee Engagement Survey:
Includes 14 questions; asked of all
employees twice per year.
Quality Measure: The mathematical
expression of how well the service,
product or activity was delivered, based on
characteristics important to the customers.
RAF - Recordable Accident Frequency
Result: The effect desired for the public,
expressed as broad statements (also as
outcomes).
RFRs - Request for Results: Key input to
the BFO process; developed by Results
Teams to solicit Offers from departments
to provide services to accomplish results
that matter to residents.
SAIDI - Electric System Average
Interruption Duration Index
SARs - Service Area Requests
Sense of Place: those characteristics that
make an area special or unique, as well as
those that foster an authentic feeling of
attachment or belonging.
CITY OF FORT COLLINS 75
Sustainability Assessment Tool: A data-
driven tool for evaluating the impact of
actions on the economy, environment
and society.
SIT - Strategic Issues Team: A
management team that includes all
members of ELT, plus other senior
managers and internal service managers;
meets monthly to provide input to ELT and
transmit information to other staff.
Strategic Outcomes: A result. The
effect that citizens want as a result of
government programs and activities (e.g.,
safety is the result or outcome that
citizens want from police and fire
programs or activities). There are seven
key outcomes that make up the City of
Fort Collins strategic planning and
budgeting processes.
SO - Strategic Objectives: Fundamental
issues the City must address. They
give direction for accomplishing the
mission, contain meaningful planning
challenges, and result from organizational
input analysis.
SP - Strategic Plan: Based on identification
and analysis of: (a) organizational inputs,
such as emerging trends and issues;
financial information; and workforce
trends; (b) citizen survey and input
information, which included extensive
community outreach and the 2013 Citizen
Survey; and (c) Council priorities and
input. It is linked to City Plan and the
Council-adopted master plans.
SPP - Strategic Planning Process
TBL - Triple Bottom Line: Triple Bottom
Line analysis is a concept intended to take
into consideration the social, economic
and environmental aspects of any project,
procedure or purchase.
Transportation Master Plan: Long-term
vision document that defines the long-
term multimodal system that Fort Collins
desires in the future, and serves as a
comprehensive reference guide regarding
transportation issues.
URA - Urban Renewal Authority: The
Urban Renewal Authority is in place to
identify and revitalize areas of the city
deemed blighted and provide a funding
mechanism to encourage redevelopment.
CITY OF FORT COLLINS 76
the median income for the area (AMI), as
determined by HUD, with adjustments for
smaller or larger families.
Master Plans: Long-term vision documents.
There are multiple functional master plans
in each service area.
MOD - Museum of Discovery
NCEDC - Northern Colorado Economic
Development Corporation
O&M - Operations and Maintenance
Outcome Measure: The mathematical
expression of the effect on customers,
clients, the environment, or infrastructure
that reflects the purpose.
PDCA - Plan, Do, Check, Act: This is
a continuous process improvement
methodology.
PDT - Planning, Development and
Transportation: One of the largest
2.5
2.2
3.4
4.1, 4.4
4.4
4.1, 4.3,
4.4, 4.5
4.7
4.9
4.7, 4.9
4.1, 4.3,
4.5, 4.6,
4.7
5.1
5.1
5.4
5.1, 5.2,
5.6
5.2
5.1
5.2
7.7, 7.9
7.9
4.7
4.7
4.2, 4.5,
4.7, 4.9
4.7,4.9
5.1, 5.3,
5.4, 5.5
5.4, 5.5
5.6
5.4
5.1
6.6
6.1, 6.2,
6.3
6.6
7.6
7.2, 7.6,
7.9, 7.11
7.1, 7.2,
7.12
7.1, 7.5,
7.7
7.1, 7.2,
7.6
7.9
7.1,
7.10
2.1, 2.5
3.5
3.7
4.1
4.8
4.2, 4.7
4.1, 4.7
5.1
5.6
5.4
5.4
6.2, 6.4
6.4
6.2, 6.3,
6.4
6.4
7.2
7.7
7.6, 7.7,
7.9
7.6
7.12
7.6, 7.7,
7.9
1.2
3.6
3.3
3.3
3.3, 3.6
4.1
4.4
4.3
4.1, 4.3,
4.4
6.2
6.2
7.1
7.6
7.9
-$30M
-$40M
-$20M
-$10M
$0M
$10M
$20M
$30M
Year End Balance
KEY:
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
Revenue
Expenditures Scenario Expenditures
Scenario Revenue
• Personnel is large part of total cost and growing at faster rate than revenue
• Forecast does not include: weekend service, increased hours, shorter headways
REVENUES & EXPENDITURES
00290 - TRANSIT SERVICES FUND - WITH TRANSFERS
-$34M
$22M
$16M
$7M
$2M $1M
$6M
$14M
$12M
$400M
$450M
Year End Balance
KEY:
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
$207M
$161M
$369M
$359M
$301M
$242M
$138M
$225M
$269M
Revenue
Expenditures Scenario Expenditures
Scenario Revenue
• Healthy financials through 2020 at existing service levels
• $32M of funding eliminated in 2021 without KFCG
REVENUES & EXPENDITURES
ALL FUNDGROUPS - WITH TRANSFERS
general residents, which will continue.
• Utilize community engagement as a
platform for co-creation of innovative
solutions and improvements to
community needs.
• Support the development of youth
leadership programs that provide
access to opportunities for youth to
engage in community activities that
develop future community leaders.
7.6 Enhance the use of performance
metrics and benchmark data to assess
results and program effectiveness.
• Significant progress has been made in
defining appropriate metrics to track
progress and success in achieving the
City’s Strategic Outcomes, objectives
and departmental goals.
• A data warehouse has been developed
to house all metric information and
provide easy reporting to various
audiences.
• Additional work is needed to sort
through existing metrics and to ensure
the right metrics are in place. Leaders
may review and act on the information
provided by the metrics.
7.7 Address long-term funding
requirements by diversifying the revenue
base and finding new revenue sources.
• Identifying alternate revenue sources,
as well as renewing all or a portion of
the current KFCG tax rate, is critical
to the delivery of community services
and programs.
• Various areas across the City lack
funding for new, enhanced and
replacement capital investments,
including Golf, Parks, grade-separated
crossings, etc. New revenue sources
should be identified to support
government are cornerstones of a high
performing community. Research shows
that communities with actively involved
residents derive more satisfaction
from open involvement and achieve
more results with greater benefit to the
community as a whole. Participating
communities demonstrate greater
acceptance and inclusion of people from
different backgrounds, and no form of
discrimination is tolerated.
developed with the vision articulated in
existing adopted plans.
the transit policies of the Transfort
Strategic Operating Plan and
Transportation Master Plan, and should
be available at times that support the
work and leisure needs of riders.
6.5 Fill the gaps for all modes of travel
and improve the current transportation
infrastructure while enhancing the
aesthetic environment.
• Street maintenance and the
infrastructure of intersections and
pedestrian ways are a high priority for
the Fort Collins community.
• The City has a significant number of
enhance public safety, the goal is to
increase containment in the room of
origin to 80 percent.
• Development review services ensure
that new construction, redevelopment,
and building activity are consistent with
the International Fire Code.
5.4. Develop and implement emergency
preparation and resiliency plans in
collaboration with other regional efforts.
• Additional training and role clarity is
needed regarding Citywide emergency
response and recovery plans for
all hazards as defined in the City’s
Emergency Management Plan.
• Representatives of each involved
department need to develop the
appropriate documentation and
understanding of how to respond to
an emergency.
• A method needs to be established to
Larimer County landfill for disposal, it
is now estimated that the remaining
life-span is approximately 10 years.
The estimated landfill replacement cost
is projected at $80M or more.
• Initiate programs that address the CAP
Framework including qualitative and
quantitative strategies that can reduce
Fort Collins’ carbon footprint through
waste reduction, composting, tree
planting, soil management activities
and promoting local food.
4.7 Increase the community’s
preparedness and resiliency for changes in
climate, weather and resource availability.
• Extreme weather events will continue
to impact Fort Collins residents,
infrastructure and resources.
• Support a multi-faceted approach
to increase awareness and integrate
planning efforts necessary to improve
the community’s overall response
and resilience.
• Identify and address the public health
and safety concerns, negative economic
impacts and resource constraints that
may be impacted by extreme weather,
and develop a business continuity plan.
• Integrate additional awareness and
consideration of future climate impacts
into current and strategic City planning.
• Support programs that include ongoing
monitoring of climate research and
evolving climate modeling necessary to
assist in future course corrections and
additional strategy identification.
4.3 Engage citizens in ways to educate
and encourage behaviors toward more
sustainable living practices.
• Achieving the goals to reduce
community GHG emissions by 80
percent by 2030 and reach carbon
neutrality by 2050 will require
landmark actions and the participation
of the entire community. Households,
businesses and institutions will all be
asked to help achieve these goals by
making changes to their behaviors,
operations and facilities.
• Locally relevant and understandable
messaging and education about
continue progress.
• Develop programs and opportunities
that focus on Midtown and other
activity centers throughout the city.
• Support and enhance the economic
vitality of business districts in a way
that balances the needs of businesses,
visitors, customers and residents.
• Continue to create and maintain a
parking system that meets the needs
and expectations of residents, visitors
and businesses.
• Increase public access to convenient
parking for people of all abilities.
• Provide parking at key locations
to maximize effectiveness of
integrated transit, bicycle and
pedestrian solutions.
3.7 Sustain high water quality to
support the community and water-
dependent businesses.
• Residents appreciate the reliable, high-
quality water for home use, recreation
and City services.
• Protect our high-tech and microbrew
industries, which require a high-quality
and reliable water resource.
• Maintain and develop initiatives and
programs to protect watersheds and
resources to ensure long-term water
availability at competitive rates.
3.8 Maintain electric utility systems,
services, infrastructure integrity and
stable, competitive rates.
• The City’s low energy costs and high
reliability, due to the underground
system, provide an advantage in
attracting and retaining energy-
intensive industries. Maintaining
that support livable wages that
allow citizens to live and work within
the community.
• Retention: Provide services that enable
continued success, such as peer and
partner connections and training support.
• Expansion: Services that support
business expansion, such as real estate
identification and training support.
• Incubation: Encourage the formation
of new businesses by partnering with
organizations, such as Small Business
Development Center and Rocky
Mountain Innosphere.
production and organic farming.
2.4 Develop effective marketing and
pricing strategies and programs that drive
value, attendance and cost recovery.
• Maintain focus on diverse programs
and opportunities while evaluating and
adapting to community desires.
• Evaluate program attendance and
develop marketing programs to achieve
a high degree of participation in all
programs offered.
• Continue to improve self-sufficiency
by assessing and adjusting fee
structures based on demand,
alternatives and affordability.
and implement alternative policing
strategies, such as neighborhood
watch groups.
1.8 Foster positive and respectful
neighbor relationships and open
communication, as well as provide and
support conflict resolution.
• Build community by supporting
local events, programs, projects and
education opportunities, and exploring
public-private partnerships.
• Encourage open communication,
community engagement, and the
formation of strong neighborhood
ties though inclusivity, respect and
volunteerism.
• Provide tools to resolve conflict, repair
harm and strengthen relationships.
sense of community.
1.4 Protect and preserve the City’s quality
of life and neighborhoods.
• Fort Collins enjoys a unique appeal
based on our open spaces, access to
mountains, parks and trail systems,
a high quality school system, and
our individual identity separate from
neighboring communities.
• Fort Collins is perceived as the
destination of choice in Northern
Colorado for entertainment and dining,
and is a major shopping destination in
the region.
• Promote Nature in the City programs
to enhance green spaces and increase
the integration of natural habitat with
urban spaces.
• Expand, enhance and conserve City
open space lands and the trail network.
• Maintain the positive and unique
character of the community while
transitioning from a large town to a
small city with careful planning
and compromise.
• Enhance Downtown character and lead
appropriate redevelopment of Midtown.
• Focus also on placement of
neighborhoods and their proximity
to schools, child care, grocery stores,
recreation opportunities and
public transportation.
1.5 Guide development compatible
with community expectations through
appropriate planning, annexation,
land use, historical preservation and
development review processes.
• CSU is growing significantly and plans
$1.5B of construction and an expected
student population of 35,000 over the
next decade.
quality housing.”
• The current rental market, with vacancy
rates of less than 3 percent, is making
it difficult for low-income residents to
live and work within Fort Collins.
• Focus should be on creating
opportunities for ownership and
community. (NEW)
7.2 Promote a values-driven organizational culture that
reinforces ethical behavior, exercises transparency and
maintains the public trust.
7.3 Improve core Human Resource systems, develop a total
reward system and address workforce planning and
career development.
HIGH
PERFORMING
GOVERNMENT
Deliver an efficient, innovative,
transparent, effective and
collaborative city government
3.4 Provide transparent, predictable and efficient
processes for citizens and businesses interacting with
the City.
3.5 Foster sustainable infill and redevelopment.
3.6 Enhance the economic vitality of our community.
3.7 Sustain high water quality to support the community
and water-dependent businesses.
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.
3.10 Identify strategies to reduce train horn noise. (NEW)
- Total Cumulative Participation
2. Golf Courses
- Total Cumulative Participation
3. Lincoln Center
- Total Cumulative Participation
4. Museum of Discovery
- Total Cumulative Participation
5. Natural Areas Programs
- Cumulative Participation per Capita
6. Paved Trails
- Cumulative Number of Visits
7. Recreation Programs
- Total Cumulative Participation