HomeMy WebLinkAboutCOUNCIL - AGENDA ITEM - 03/22/2016 - 2016 STRATEGIC PLAN REVIEWDATE:
STAFF:
March 22, 2016
Darin Atteberry, City Manager
Jeff Mihelich, Deputy City Manager
Mike Beckstead, Chief Financial Officer
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
2016 Strategic Plan Review.
EXECUTIVE SUMMARY
The purpose of this item is to review the final draft of the 2016 Strategic Plan, which forms the foundation for
preparation of the 2017-2018 City Budget.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. Are the major themes and priorities of Council addressed within the Strategic Objectives of each Outcome?
BACKGROUND / DISCUSSION
This work session is a review by City Council of the draft 2016 Strategic Plan. The Strategic Plan focuses on what
needs to be accomplished over the next five years. It will be the basis of the City’s budget and operational plan for
2017 and 2018 and will be used to assess and rank budget Offers for the 2107-18 Budgeting for Outcomes (BFO)
budget process. The Strategic Plan is updated for each BFO budget cycle.
The Strategic Plan is based on identification and analysis of: (a) organizational inputs, such as emerging trends
and issues; financial information; and workforce trends; (b) citizen survey and input information, which included
extensive community outreach and the recently completed Citizen Survey; and (c) City Council priorities and
input. It is also linked to City Plan and the Council adopted master plans.
This is the second City Strategic Plan that the Executive Lead Team and the Chairpersons of the BFO Teams
carefully reviewed and considered the various inputs specified above. The 2014 Strategic Plan was used as the
baseline and then modified based on those inputs. Attachment 2 is a red-line version that illustrates the changes
that have been made to the Strategic Objectives in the Strategic Plan.
Direction from City Council
This is the final review of the 2016 Strategic Plan before staff and BFO Teams begin their work in earnest to
prepare the City Manager’s Recommended 2017-2018 City Budget. Offer development is scheduled to begin on
March 28 and continues through April. Round 1 review by the BFO Teams is scheduled for late April and May.
For this review, Council is asked to address the following questions:
a. Are the major priorities that need to be addressed over the next two years (2017 - 2018) reflected in the
Strategic Objectives?
b. Are there any priorities that are missing?
Following Council’s final direction at this work session, the 2016 Strategic Plan will be updated accordingly and
then distributed to staff to prepare budget Offers and to the BFO Teams to use for their review of those Offers and
recommendations to the City Manager and Budget Lead Team of which Offers should be included in the City
Manager’s Recommended Budget.
March 22, 2016 Page 2
Working with the Executive Lead Team, the City Manager will prepare the 2017-2018 Recommended Budget and
present to Council by September 5. Council work session reviews and budget hearings will be held in August,
September and October, with Council determining the final budget and appropriations by November 30, 2016.
ATTACHMENTS
1. 2016 Strategic Plan (draft) (PDF)
2. Strategic Objectives Matrix (PDF)
3. Powerpoint presentation (PDF)
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2016 Strategic Plan
City of Fort Collins
March 22, 2016 Draft
ATTACHMENT 1
2016 Strategic Plan_Version VIII March 22, 2016
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Letter from the City Manager
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
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2016 Strategic Plan Table of Contents
Page
I. Introduction 4
II. Summary Matrix of Strategic Objectives 8
1. Strategic Outcome – Neighborhood Livability & Social Health 11
2. Strategic Outcome – Culture & Recreation 15
3. Strategic Outcome – Economic Health 18
4. Strategic Outcome – Environmental Health 21
5. Strategic Outcome – Safe Community 25
6. Strategic Outcome – Transportation 28
7. Strategic Outcome – High Performing Government 31
III. Performance Metrics 36
IV. Long-Term Financial Plan 43
V. Appendix
A. Strategy Maps 46
B. Strategic Objectives Linkage Across Outcomes 53
C. Glossary of Terms 57
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Introduction
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
microbrew industry. The community includes 43 natural areas, a variety of cultural
amenities, and is renowned for its bike-friendly, small-town feel. has access to outdoor
activities and local cultural amenities, and is renowned for its bike-friendly, small-town
feel.
With a median age of 29 and a median family income of more than $76,341 in 2012,
residents are well educated, engaged in their community and passionate about their
area amenities. The high quality of life enjoyed by residents, businesses and visitors is
a result of the community’s focus on the environment, enthusiasm for health and the
outdoors, a strong educational system, extensive park and open space systems, and a
flourishing Downtown district. At the same time, 19 percent of the Fort Collins
population is at or below the poverty line and housing is considered expensive. There is
also less diversity than the national average with only 11 percent of the community
identifying themselves as an ethniticity other than white.
Fort Collins has experienced rapid growth throughout the past 50 years, growing from
approximately 25,000 residents in 1960 to 158,600 today. During that time, the City
purposefully established a Growth Management Area (GMA) boundary with neighboring
communities in order to maintain the local identity and avoid merging communities.
Over the past 25 years, the City has acquired open space and conservation easements
to create community separator open spaces 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 a
willingness to support critical City services by renewing expiring taxes and adding the
Keep Fort Collins Great 0.85 percent sales tax in 2010. 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 and Transit infrastructure
Parks, Recreation, Natural Areas and Cultural facilities
Planning, Engineering and Community services
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Sustainability Services – Economic Health, Environmental Services and Social
Sustainability
Utilities – Electric, Water, Wastewater and Stormwater
Support Services – Leadership, Human Resources, Information Technology,
Communication, Financial Services, City Clerk’s Office, Facilities and Fleet Services,
and Legal and Judicial Services
Vision, Mission & Values
Vision:
To Provide World-Class Municipal Services through Operational Excellence and a
Culture of Innovation
Mission:
Exceptional Service for an Exceptional Community
Values:
Outstanding Service - Innovation & Creativity - Respect - Integrity - Initiative
Collaboration & Teamwork - Stewardship
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.
Economic, Environmental & Social Factors
The City of Fort Collins uses a Sustainability Assessment framework to evaluate the
“triple bottom line” implications of municipal decisions, as appropriate. The framework
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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 where
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
atmosphehere.
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.
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, Safety, Transportation and High Performing Government. The
City budget is divided among these seven areas, and revenue is allocated to support
policies and initiatives that drive improvement in outcomes. 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:
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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 transportion, and reducing the
impact of train delays at major intersections
Strategic Advantages and Challenges
In addition to the major themes described above, 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.
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 oncustomer 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
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Neighborhood Livability and 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 he City 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) 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
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 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. Business diversity 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. 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.
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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 15
th
out of 17 jurisdictions surveyed for “availability of affordable 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 access to
affordable rental units for all impacted residents. In addition, housing strategies
should consider the needs of a growing homeless population.
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.
Overlap exists in select areas but holes remain where issues are not effectively
addressed.
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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, equitable and diverse community that embraces
differences.
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
sense of community.
1.4 Preserve and enhance the City’s sense of place.
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 growth 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.
The character of many neighborhoods is changing as student housing expands,
higher density development occurs and the desires of a diverse population
change.
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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.
Streamline processes and align staffing, fees, codes, funding, standards and
relationships to effectively manage growth consistent with City plans and goals
in the areas of sustainability, livability, and environmental health.
The process is intended to balance predictability and flexibility.
1.6 Address neighborhood parking and traffic issues.
Continue developing and implementing a neighborhood parking permit program
to provide residents with on-street parking availability.
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.
Public education and outreach is foundational to compliance.
Establish proactive, innovative and effective code enforcement processes.
Expand and maintain safe parks and open spaces, and implement walk- and
bike-to-school programs, like Safe Routes to School.
Ensure that neighborhoods have safe and well-maintained sidewalks so all
residents can safely walk or bike to parks, schools and playgrounds.
Partner with public health, law enforcement, planners and civic groups to
improve neighborhood safety, clean up litter and graffiti, and prevent vandalism
so neighborhoods are and feel safe and clean for the enjoyment of all.
Increase policing in high crime areas, pedestrian walkways and parks, and
implement alternative policing strategies, such as neighborhood watch groups.
Develop joint-use agreements that allow shared access to school-owned
recreational facilities and community organization-owned recreation facilities
(e.g., swimming pools).
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.
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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 buildout of the trail system is a high priority
for residents and will create further connectivity across Fort Collins and regionally.
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, making Fort Collins a destination city.
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 by making Fort Collins a destination to visit. 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.
Providing diverse Culture and Recreation amenities includes:
Ensuring the legacy of Fort Collins’ parks, trails, and cultural and recreational
facilities for future generations
Being a destination for cultural and recreational experiences in Northern Colorado
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 open space,
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.
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Place priority on maintaining and repairing the existing infrastructure of parks,
recreation centers, trails and cultural facilities.
Enhance and expand existing infrastructure to support a growing population
and demand for services.
Provide innovative, creative and interactive features in parks and cultural and
recreational facilities, where learning and creativity can take place.
2.2 Improve low and moderate income citizen access to, and participation in,
City programs and facilities.
Recreation programs and facilities have fees that can be prohibitive to low
income families.
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.
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.
Maintain the positive and unique character of the community while transitioning
from a large town to a small city through planning and compromise.
Expand and enhance City open space lands and the trail network to increase
access to nature. Focus on maintaining the City’s trees and promoting
community gardens and local food production, including 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.
Continue to improve self-sufficiency by assessing and adjusting fee structures
based on demand, alternatives and affordability.
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.
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Continue to grow and expand cultural amenities and services in a thoughtful
manner.
Continue to support and promote the visual and performing arts and encourage
cultural development and participation, recognizing that artistic and cultural
opportunities are essential to a vibrant and creative community.
Explore the role of cable communications and partnerships with the local public
access television provider to foster arts and cultural opportunities.
2.7 Develop effective operation and maintenance (O&M) funding alternatives that
support upgrades, equipment refresh and lifecycle replacement.
Recreation currently recovers 72 percent of direct costs, with the General Fund
and Keep Fort Collins Great (KFCG) providing the balance.
The 2022 expiration of KFCG will have a negative impact on the quality of the
facilities available to our residents, as well as the programs that can be
provided.
Explore programs to improve efficiency and productivity in a resource-
constrained environment.
Explore new funding sources to support:
o Maintenance for new parks.
o Replacement of existing park and recreation facilities that are aging and
creating both safety and aesthetic concerns.
o Increased cost of median maintenaince due to median upgrades.
o Increased stock of City trees, which increases pruning costs on a 10-year
cycle. (Current inventory: 40,000 trees)
o Golf infrastructure requires significant capital investment that cannot be
funded solely by greens fees.
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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 progams 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.
New opportunities and challenges exist related to adequate technological 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.
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
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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.
Competition for primary employers has increased regionally, based on available
land and incentive options.
Evaluate and develop policies, programs and tools that support the City’s
Economic Strategy and community values.
3.3 Support workforce development and provide community amenities that
support 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.
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.
Buildout within the City’s growth 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.
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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 Downtown.
Partner with the Downtown Development Authority (DDA) to continue progress.
Support and enhance the economic vitality of Downtown and other 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.
Fort Collins is nationally recognized as the microbrew capital of the country,
which is the result, in part, of a high quality and reliable water resource.
Maintain and develop initiatives and programs to protect watersheds and
resources to ensure long-term water availability at competitive rates.
3.8 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,
provides an advantage in attracting and retaining energy-intensive industries.
Maintaining this cost advantage is important to retaining existing primary
employers within the city.
Maintain competitive rate 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.
Broadband services are integral to a community in multiple ways as they
support economic vitality, quality of life and governmental operations.
The telecommunications industry standards and customers’ service
expectations are evolving, making it prudent for the City to establish a vision
and plan for broadband technology infrastructure and its role in delivering “next-
generation” telecommunication services in Fort Collins.
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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 its greenhouse gas emissions, including carbon
neutrality 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.
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
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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.
Explore environmentally responsible water storage solutions.
4.3 Engage citizens in ways to educate and change behavior 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
environmental issues is needed to engage the community.
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. Oil and gas
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exploration continues to increase in the region, causing an increase in air
pollutant emissions.
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 Achieve net zero energy 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 Achieve 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
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.
Initiatiate 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.
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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.
4.8 Improve, restore and protect wildlife habitat, urban forests and the
ecosystems of the Poudre River and other urban streams.
The Poudre River has multiple and, at times, competing demands from various
users. It is also a natural amenity and ecosystem to be carefully nurtured and
maintained.
Create partnerships 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.
The management, maintenance and improvements of the City’s water and
wastewater assets, including treatment facilities and the distribution and
collection system.
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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.
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.
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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. Provide facilities, equipment, technology and training capabilities to enable a
high quality police force and foster public trust.
As the community reaches full buildout 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.
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
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.
The September 2013 flood was handled professionally by all parts of the City.
However, it identified the need for additional training and role clarity regarding
Citywide emergency response and recovery plans for all hazards as defined in
the City’s Emergency Management Plan.
Representatives of each involved department need to develop the appropriate
documentation and understanding of how to respond to an emergency.
A method needs to be established to keep department knowledge current and
accurate through 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.).
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5.6. Optimize the use of data and technology to improve service and protect
mission critical infrastructure.
Computers and mobile devices improve the effectiveness and efficiency of
various services across the City, particularly in public safety.
The City’s approach is to create the right technology for the right people.
Technology often means added cost.To be fiscally prudent, the City will
balance cost with real, tangible benefits to the organization and community.
Use technology to monitor and protect mission-critical infrastructure, such as
water treatment facilities, the electrical grid, etc.
The City will respond to the critical needs outlined in the external IT
assessment to address cyber security within the organization.
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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.
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.
There is increased community awareness and concern regarding bicycle and
vehicle collisions with the increase in population and bicycle riders.
Vehicle accidents have increased 15 percent in Fort Collins since 2008.
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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.
Work with Federal Railroad Administration to identify cost effective solutions
that reduce train noise.
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 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 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 Create, collaborate and implement long-term transportation planning while
helping local and regional transportation networks, including the airport,
operate at a high level of efficiency.
Update the 2011 Transportation Master Plan to reflect critical changes,
emerging trends (e.g., unmanned vehicles) and opportunities, including social
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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.
6.7 Create and implement planning, engineering and financial strategies to
address adequate infrastructure within the northeast area of Fort Collins
while utilizing partnerships and collaboration.
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
developed with the vision articulated in existing adopted plans.
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High Performing Government
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 problem-solves 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 revenues and expenditures are prioritized and balanced with
community values, challenges and opportunities.
Citizen involvement and a representative government are cornerstones of a high
performing community. Research shows that communities with actively involved
residents derive more satisfaction from open involvement and achieve more results with
greater benefit to the community as a whole. Participating communities demonstrate
greater acceptance and inclusion of people from different backgrounds, and no form of
discrimination is tolerated.
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
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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.
The City encourages a culture of safety leadership
The City exemplifies exceptional customer service
The City practices environmental stewardship
The City is committed to continuous improvement
City employees demonstrate and are held to a high ethical standard and act in
the best interest of the citizens of the City of Fort Collins
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 organizational capability and effectiveness – professional
development, leadership, change management, strategic thinking, business
acumen and staff engagement.
Delivering services to Fort Collins residents occurs because of the capability
and competency of staff. Providing opportunities to improve individual skills,
knowledge and leadership through professional development programs will
improve the organization’s ability to deliver the outcomes and services of the
City Strategic Plan. Specific areas to focus on include critical thinking, business
and financial literacy, change and project management, and workload
prioritization.
7.4 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
morale and the organizational culture.
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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 anaylsis, performance management and career development for
potential future leaders.
7.5 Develop and implement initiatives to achieve safety goals and continue to
focus on employee health and wellness.
The City promotes a culture of safety where individuals and organizations are
accountable for making sure the work environment is safe, employees are
aware of potential hazards, and reporting of near-miss and other reportable
incidents is encouraged to shift safety focus from triage to prevention.
The City’s Recordable Accident Frequency (RAF) and Days Away Restricted or
Transferred (DART) rates are significantly higher than the average for
municipal and private organizations. The average cost per claim is much lower
than both of the norms. However, the DART rate indicates a substantial cost in
lost or restricted time.
The City continues to invest and drive improvements in establishing and
maintaining a healthy workforce.
7.6 Broaden methods of public engagement to reach all segments of the
community by giving additional consideration to diverse backgrounds,
languages and needs.
The City recognizes the importance of sincerely engaging residents in the
development of policy, programs and services. The City’s Public Engagement
Strategic Plan focuses on fostering an engaged citizenry, equipping staff to
successfully lead public engagement projects, and ensuring accountability and
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
general residents, which will continue.
7.7 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.
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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.
7.8 Implementment leading-edge continuous improvement practices that
increase productivity, effectiveness, customer service and citizen
satisfaction.
The organization lacks a systematic process for encouraging, evaluating and
implementing innovative and leading-edge ideas. In addition, the concept of
“intelligent risk-taking” has not been clearly defined.
An organization-wide system should be developed and deployed to fund, pilot
and implement innovative ideas and provide training to encourage intelligent
risk-taking.
As the City moves to a more strategic, project-based focus, training is needed
for employees in project management, stakeholder engagement, PDCA
methodology and strategic planning.
A mechanism to assess and evaluate the performance and benefits of
established programs across the City should be implemented to ensure
programs are continuing to meet their original objectives, adequate internal
controls are inplace, best practices are utilized within existing programs, and to
identify opportunities where resources could be re-deployed to support new
initiatives.
7.9 Resolve long-term funding requirements by diversifying the revenue base
and finding new revenue sources.
Identifying alternate revenue sources, as well as renewal of 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 and replacement capital
investments, including Golf, Parks, grade-separated crossings, etc. New
revenue sources should be identified to support infrastructure investment
across the community.
7.10 Optimize the use of technology to drive efficiency and transparency to
improve services.
The organization is becoming increasingly reliant on technology. IT budgets
continue to grow at a rate higher than revenue and other expenditures.
Technology provides the opportunity to improve productivity and customer
service.
IT resources should be focused on the areas that drive the greatest
improvement in customer satisfaction and operational productivity.
Specific areas include IT safety, cyber security, transparency, mobile media,
capital lifecycle costs and asset management.
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7.11 Optimize the use of City assets through capital improvement planning,
preventative maintance and asset management.
As City assets age, renewal and replacement will become more critical to
maintaining the City’s character and appeal. Developing tools and systems that
monitor asset life, condition and schedule repairs (based on optimal asset
lifecycle costs estimates) will become more critical.
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.
7.12 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.
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Performance Metrics
Community Dashboard
The City of Fort Collins is committed to being a data driven organization.
Usingquantifiable 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 reviewings 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.
Community Dashboard as of Q4 2015
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Neighborhood Livability and Social Health
Culture and Recreation
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Economic Health
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Environmental Health
Safe Community
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Transportation
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High Performing Government
Strategy Maps
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 58 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
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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 s 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. New Strategy Maps will
be implemented in 2016. The list of measures currently aligned with the 2016 Strategic
Objective in included in Appendix A. Also included in that appendix is a screen shot of
one of the strategy maps.
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Long-Term Financial 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 disasters, 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
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
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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.
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.
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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.
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Appendix A: Strategy Maps - Alignment of Performance Measures to
Strategic Objectives
Outcome: Neighborhood Livability and Social Health
CNL 3. Affordable Housing Inventory
CNL 4. Fort Collins' Housing Opportunity Index (HOI) compared to western states region HOI
CNL 57. % of citizens responding very good/good - Availability of affordable quality housing in Fort Collins
CNL 39. Winter Point in Time Count of Homeless Population
CNL 3. Affordable Housing Inventory
CNL 37. Rebate Program Participation
CNL 39. Winter Point in Time Count of Homeless Population
CNL 61. % of citizens responding very good/good - Fort Collins as a place of community acceptance of all people
CNL 1. Voluntary Code Compliance
CNL 11. Number of graffiti abatement issues
CNL 56. % of citizens responding very good/good - Fort Collins as a place to live
CNL 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
CNL 4. Fort Collins' Housing Opportunity Index (HOI) compared to western states region HOI
CNL 64. % of citizens responding very good/good - Your neighborhood as a place to live
CNL 80. Residential Parking Permit Program - % of responding residents that want to continue program
CNL 1. Voluntary Code Compliance
CNL 2. Response Time to Graffiti Removal
CNL 64. % of citizens responding very good/good - Your neighborhood as a place to live
CNL 74. % of citizens responding very good/good quality of - Code enforcement (e.g. weeds) in Fort Collins
CNL 8. # CSU student/staff Fall Clean Up volunteers
CNL 10. Fall Clean up - % neighbors that felt more connected to CSU students due to the program
CNL 17. Restorative Justice Conferencing Program (RJCP) participant satisfaction - All Participants
CNL 29. Voluntary compliance with Animal Control services
Outcome: Culture and Recreation
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
CR 38. Number of participants - Northside Aztlan Community Center
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, equitable and diverse community that embraces differences.
Strategic Objective: NLSH 1.4 - Preserve and enhance the City's sense of place.
Strategic Objective: NLSH 1.5 - Guide growth compatible with community expectations through appropriate planning,
annexation, land use, historical preservation and development review processes
Strategic Objective: NLSH 1.6 - Address 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.
Strategic Objective: CR 2.1 - Improve the community's sense of place with a high value on open space, culture, recreation
and park systems.
Strategic Objective: CR 2.2 - Improve low and moderate income citizen access to, and participation in, City programs and
facilities.
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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
CR 8. Lincoln Center - # volunteer hours
CR 51. Gardens on Spring Creek volunteer hours
CR 52. Fort Collins Museum of Discovery volunteer hours
CR 92. Volunteer Hours - All Recreation Facilities
Outcome: Economic Health
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
Yet to be identified
ECON 8. Development Review customer survey results
HPG 51. Utilities customer satisfaction - providing good value
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
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.
Strategic Objective: CR 2.7. Develop effective operation and maintenance (O&M) funding alternatives that support
upgrades, equipment refresh and lifecycle replacement.
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 3.3 - Support workforce development and provide community amenities that support employers
within the city.
Strategic Objective: ECON 3.4 - Provide transparent, predictable and efficient processes for citizens and businesses
interacting with the City.
Strategic Objective: ECON 3.5 - Foster sustainable infill and redevelopment.
Strategic Objective: ECON 3.6 - Enhance the economic vitality of Downtown.
Strategic Objective: CR 2.3 - Promote health and wellness within the community and provide sustainable access to nature.
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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
Outcome: Environmental Health
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)
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)
Strategic Objective: ECON 3.9 - Encourage the development of reliable, high speed internet services throughout the
community.
Strategic Objective: ENV 4.1 - 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: ENV 4.3 - Engage citizens in ways to educate and change behavior toward more sustainable living
practices.
Strategic Objective: ENV 4.4 - Implement indoor and outdoor air quality improvement initiatives.
Strategic Objective: ENV 4.5. - Achieve net zero energy within the community and the City organization using a systems
approach.
Strategic Objective: ENV 4.6 - Achieve 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: ECON 3.8 - Maintain electric utility systems, services, infrastructure integrity and stable competitive
rates.
Strategic Objective: ECON 3.7 - Sustain high water quality to support the community and water-dependent businesses.
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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
Outcome: Safe Community
CNL 7. Registered parties with no warning/no citation
CNL 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)
Outcome: Transportation
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: 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.
Strategic Objective: TRAN 6.1 - Improve safety for all modes of travel including vehicular, pedestrian and bicycle.
Strategic Objective: SAFE 5.2 - Provide facilities, equipment, technology and training capabilities to enable a high quality
police force and foster public trust.
Strategic Objective: ENV 4.8 - Improve, restore and protect wildlife habitat, urban forests and the ecosystems of the Poudre
River and other urban streams.
Strategic Objective: ENV 4.9 - Meet all regulatory requirements while supporting programs that go beyond compliance.
Strategic Objective: SAFE 5.1 - Improve community involvement, education and regional partnerships to make our
community safer and stronger.
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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
Yet to be identified
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
Yet to be identified
Yet to be identified
Outcome: High Performing Government
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 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
HPG 42. Total hours of training attended
HPG 57. Number of employees trained in grant research and writing
HPG 38. HR performance based on Internal Services survey
HPG 38. HR performance based on Internal Services survey
HPG 41. Percent of qualified applications forwarded to supervisors for screening
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
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.
Strategic Objective: HPG 7.3 - Improve organizational capability and effectiveness – professional development, leadership,
change management, strategic thinking, business acumen and staff engagement.
Strategic Objective: HPG 7.4 - Improve core Human Resources systems, develop a total reward system, and address
workforce planning and career development.
Strategic Objective: HPG 7.5 - Develop and implement initiatives to achieve safety goals and continue to focus on
employee health and wellness.
Strategic Objective: TRAN 6.7 - Create and implement planning, engineering and financial strategies to address adequate
infrastructure within the northeast area of Fort Collins while utilizing partnerships and collaboration.
Strategic Objective: TRAN 6.2 - Improve traffic flow to benefit both individuals and the business community.
Strategic Objective: TRAN 6.3 - Identify strategies to reduce motorist delays due to trains.
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.
Strategic Objective: TRAN 6.6 - Create, collaborate and implement long-term transportation planning while helping local
and regional transportation networks, including the airport, operate at a high level of efficiency.
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The Strategy Maps are targeted to be released on the City’s internal website in Q1
2016. Each Outcome will have its own page that lists the Strategic Objective
associated with that Outcome. Here is a sample screenshot of what that will look like:
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.
Yet to be identified
HPG 42. Total hours of training attended
HPG 69. % of citizens responding very good/good to the City's performance in - Efficient operation of programs and services
HPG 76. % of citizens responding very good/good quality of contact with a City employee in terms of - Overall impression
HPG 79. % of citizens responding very good/good overall impression of City employees - Making citizens or customers feel valued
Yet to be identified
HPG 26. Internet availability
HPG 55. Track percentage of total licensed vendors that remit sales tax returns and payments online
HPG 134. E-bill Enrollment
HPG 151. Online parking payments - % of total citations and permits paid online
Yet to be identified
Yet to be identified
Strategic Objective: HPG 7.12 - Proactively influence policy and legislative development at all levels of government
regulation.
Strategic Objective: HPG 7.6 - Broaden methods of public engagement to reach all segments of the community by giving
additional consideration to diverse backgrounds, languages and needs.
Strategic Objective: HPG 7.7 - Enhance the use of performance metrics and benchmark data to assess results and program
effectiveness.
Strategic Objective: HPG 7.8 - Implement leading-edge continuous improvement practices that increase productivity,
effectiveness, customer service and citizen satisfaction.
Strategic Objective: HPG 7.9 - Resolve long-term funding requirements by diversifying the revenue base and finding new
revenue sources.
Strategic Objective: HPG 7.10 - Optimize the use of technology to drive efficiency and transparency to improve services.
Strategic Objective: HPG 7.11 - Optimize the use of City assets through capital improvement planning, preventative
maintance and asset management.
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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. By clicking on an Strategic Objective the viewer will see the performance and
analysis of the underlying metrics:
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Appendix B: Strategic Objectives Linkage Across Outcomes
Indicates primary outcome area
Indicates other applicable outcome areas
Strategic Objective
Neighborhood
Livability &
Social Health
Culture and
Recreation
Economic
Health
Environmental
Health
Safe
Community
Transportation
High
Performing
Government
Alignment of Strategic Objectives with Outcome Areas
1.1 - Improve access to a broad range of
quality housing that is safe, accessible
and affordable.
2.2 3.3 5.1
1.2 - Leverage and improve
collaboration with other agencies to
address homelessness, poverty issues
and other high priority human service
needs.
2.2, 2.3 3.2 6.4 7.1, 7.6
1.3 - Promote a more inclusive,
equitable and diverse community that
embraces differences.
2.2,2.6 3.3 7.6
1.4 - Preserve and enhance the City's
sense of place.
2.1, 2.3, 2.5,
2.6
3.6 4.8 5.1, 5.2, 5.5 6.1, 6.5 7.1
1.5 - Guide growth compatible with
community expectations through
appropriate planning, annexation, land
use, historical preservation and
development review processes.
2.3, 2.5 3.5, 3.6 5.5 6.5 7.6
1.6 - Address neighborhood parking and
traffic issues.
3.6 4.1 6.2
1.7 - Maintain and enhance attractive
neighborhoods through City services,
innovative enforcement techniques and
voluntary compliance with City codes
and regulations.
7.1, 7.8
1.8. Foster positive and respectful
neighbor relationships and open
communication, as well as provide
support conflict resolution.
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Indicates primary outcome area
Indicates other applicable outcome areas
Strategic Objective
Neighborhood
Livability &
Social Health
Culture and
Recreation
Economic
Health
Environmental
Health
Safe
Community
Transportation
High
Performing
Government
Alignment of Strategic Objectives with Outcome Areas
2.7. Develop effective operation and
maintenance (O&M) funding
alternatives that support upgrades,
equipment refresh and lifecycle
replacement.
7.11
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.
1.2
3.3 - Support workforce development
and provide community amenities that
support employers within the city.
1.1, 1.3
3.4 - Provide transparent, predictable
and efficient processes for citizens and
businesses interacting with the City.
7.2
3.5 - Foster sustainable infill and
redevelopment.
1.5 4.1
3.6 - Enhance the economic vitality of
Downtown.
1.4, 1.5, 1.6 2.6 4.8 5.1
3.7 - Sustain high water quality to
support the community and water-
dependent businesses.
4.2, 4.7
3.8 - Maintain electric utility systems,
services, infrastructure integrity and
stable, competitive rates.
4.1, 4.7 7.7
3.9 - Encourage the development of
reliable, high speed internet services
throughout the community.
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Indicates primary outcome area
Indicates other applicable outcome areas
Strategic Objective
Neighborhood
Livability &
Social Health
Culture and
Recreation
Economic
Health
Environmental
Health
Safe
Community
Transportation
High
Performing
Government
Alignment of Strategic Objectives with Outcome Areas
4.8 - Improve, restore and protect
wildlife habitat, urban forests and the
ecosystems of the Poudre River and
other urban streams.
1.4 3.6
4.9 - Meet all regulatory requirements
while supporting programs that go
beyond compliance.
5.4, 5.5 7.1, 7.2, 7.12
5.1 - Improve community involvement,
education and regional partnerships to
make our community safer and
stronger.
1.1, 1.4 3.6 4.7 6.1, 6.2, 6.3 7.5, 7.7, 7.8
5.2 - Provide facilities, equipment,
technology and training capabilities to
enable a high quality police force and
foster public trust.
1.4 7.1, 7.2, 7.6
5.3 - Partner with Poudre Fire Authority
to provide high quality fire and
emergency services.
4.7
5.4 - Develop and implement
emergency preparation and resiliency
plans in collaboration with other
regional efforts.
4.2, 4.5, 4.7, 4.9 6.6
5.5 Protect life and property with
natural and attractive flood mitigation
facilities.
1.4, 1.5 4.7, 4.9 7.9
5.6 - Optimize the use of data and
technology to improve service and
protect mission critical infrastructure.
3.9 7.10
6.1 - Improve safety for all modes of
travel including vehicular, pedestrian
and bicycle.
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Indicates primary outcome area
Indicates other applicable outcome areas
Strategic Objective
Neighborhood
Livability &
Social Health
Culture and
Recreation
Economic
Health
Environmental
Health
Safe
Community
Transportation
High
Performing
Government
Alignment of Strategic Objectives with Outcome Areas
6.7 - Create and implement planning,
engineering and financial strategies to
address adequate infrastructure within
the northeast area of Fort Collins while
utilizing partnerships and collaboration.
7.9
7.1 - Provide world-class services that
meet the needs of the community.
1.2, 1.4, 1.7 4.9 5.2
7.2 - Promote a values-driven
organizational culture that reinforces
ethical behavior, exercises transparency
and maintains the public trust.
3.4 4.7, 4.9 5.2
7.3 - Improve organizational capability
and effectiveness – professional
development, leadership, change
management, strategic thinking,
business acumen and staff engagement.
7.4 - Improve core Human Resources
systems, develop a total reward system
and address workforce planning and
career development.
7.5 - Develop and implement initiatives
to achieve safety goals and continue to
focus on employee health and
wellness.
5.1
7.6 - Broaden methods of public
engagement to reach all segments of
the community by giving additional
consideration to diverse backgrounds,
languages and needs.
1.2, 1.3, 1.5 2.2
4.1, 4.3, 4.5,
4.6, 4.7
5.2
7.7 - Enhance the use of performance
metrics and benchmark data to assess
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Appendix C: Glossary of Terms
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, and rank Offers for funding; 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.
CPIO — Communications and Public Involvement: City department charged with pubic
information dissemination, communications strategies and public engagement in City
services.
DART - Days Away Restricted or Transferred
DDA - Downtown Development Authority
ELT - Executive Lead Team: 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
2016 Strategic Plan_Version VIII March 22, 2016
58
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
organization or jurisdictional boundaries.
IT - Information Technology
KFCG - Keep Fort Collins Great: A ballot measure passed in November 2010 approving
a 0.85% increase in the City sales and use tax rate.
Low to Moderate Income: Households whose incomes are below 95 percent of the
median income for the area (AMI), as determined by HUD, with adjustments for smaller or
larger families.
Master Plans Long term vision documents. There are multiple functional master plans
in each service area.
MOD - Museum of Discovery
NCEDC - Northern Colorado Economic Development Corporation
O&M - Operations and Maintenance
Outcome Measure: The mathematical expression of the effect on customers, clients,
the environment, or infrastructure that reflects the purpose.
2016 Strategic Plan_Version VIII March 22, 2016
59
PDCA - Plan, Do, Check, Act: This is a continuous process improvement methodology
PDT - Planning, Development and Transportation: One of the largest Service Areas
in the City of Fort Collins, PDT includes the following departments: Community
Development and Neighborhood Services, Engineering, Traffic Operations, Transfort
(Transit), Parking Services, Streets, and FC Moves (Transportation Planning).
PFA - Poudre Fire Authority
Place-making: A decision making approach intended to preserve and enhance a vibrant
community by optimizing its economy, environment, and social values.
Plan Fort Collins: The City’s comprehensive community planning process that
developed City Plan.
Performance Measure: Measurement that reflect the service that is being provided and
permit objective evaluation of the service program.
Plan Elements: Existing plan elements and other related documents that are
incorporated into City Plan.
Poverty Rate: 19% is the poverty rate for Fort Collins from the 2010 US Census. This
includes CSU and Front Range Community College student populations. Data is not
collected to eliminate those student populations. Excluding 18-24 year olds in the Fort
Collins data reduces the local poverty rate to 10.3%, but that excludes a larger number of
people than just the student populations.
Q14 - Employee Engagement Survey: Includes 14 questions; asked of all employees
twice per year.
Quality Measure: The mathematical expression of how well the service, product or
activity was delivered, based on characteristics important to the customers.
RAF - Recordable Accident Frequency
Result: The effect desired for the public, expressed as broad statements (also an
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.
Sustainability Assessment Tool: A data driven tool for evaluating the impact of actions
on the economy, environment and society.
2016 Strategic Plan_Version VIII March 22, 2016
60
SIT - Strategic Issues Team: A management team which 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.
Strategic Objectives (SO): Fundamental issues the City must address. They give
direction for accomplishing the mission, contain meaningful planning challenges, and
result from organizational input analysis.
SP - Strategic Plan: Based on identification and analysis of: (a) organizational inputs-
such as emerging trends and issues; financial information; and workforce trends; (b)
citizen survey and input information-which included extensive community outreach and
the 2013 Citizen Survey; and (c) Council priorities and input. It is linked to the City Plan
and the Council adopted master plans.
SPP - Strategic Planning Process
TBL - Triple Bottom Line: Triple Bottom Line analysis is a concept intended to take into
consideration the social, economic and environmental aspects of any project, procedure
or purchase.
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.
Community and
Neighborhood Livability
and Social Health (8)
Culture and Recreation (7) Economic Health (9) Environmental Health (9) Safe Community (6) Transportation (7) High Performing Government (12)
1.1 - Improve access to a broad
range of quality housing that is safe,
accessible and affordable. (old 1.1)
Soc 2
2.1 - Improve the community's
sense of place with a high value on
mMaintaining and enhancing the
current open space, culture,
recreation and park systems. (old
2.4)
Comm 2; Golf 1, 2; Park 2, 3, 4 and
Rec 1
3.1 - Improve effectiveness of
economic health initiatives through
collaboration with economic health
oriented regional partners. (old 3.4)
Econ 5
4.1 Achieve Climate Action Plan
(CAP) goals by reducing greenhouse
gases (GHG). emissions by creating a
built environment focused on green
building, energy efficiency retrofits
and mobile emission reductions.
(old 4.4)
PDT 12; Ops 1 and Env 2
5.1 - Improve community
involvement, education and
regional partnerships to make our
community safer and stronger. (old
5.8)
6.1 - Improve safety for all modes of
travel including vehicular,
pedestrian and bicycle. (old 6.1)
PDT 11
New 7.1 - Provide world-class services that
meet the needs of the community.
1.2 - Leverage and improve
collaboration with other agencies to
address the prevention of
homelessness, poverty issues and
other high priority human service
needs. (old 1.7)
Soc 3, 5 and UTL 8
2.2 - Improve low and moderate
income citizen access to, and
participation in, City programs and
facilities. (old 2.1)
Comm 1 and Rec 1
3.2 - Improve Enhance employment
opportunities through business
retention, expansion, incubation
and attraction. policies and
programs to retain, expand,
incubate, and attract primary
employers where consistent with
City goals (old 3.2)
Community and
Neighborhood Livability
and Social Health (8)
Culture and Recreation (7) Economic Health (9) Environmental Health (9) Safe Community (6) Transportation (7) High Performing Government (12)
Yellow highlighting indicates top priorities identified from Blue highlighting indicates the Top 5 overall priorities
Alignment of Strategic Objectives with Outcome Areas - DRAFT 7 March (58 Total SO's)
1.6 - Address neighborhood parking
and traffic issues. (old 1.10)
2.6 - Develop a clear strategic
definition and description of the
City’s role in culture and arts while
leveraging partnerships with other
community organizations. (old 2.6)
Comm 6, 7 and Park 5
3.6 - Enhance the economic vitality
of Downtown Address Downtown
parking issues identified in the
adopted Parking Plan, including
funding, convenient access, and
integrated transit and alternate
mode solutions. (old 3.10)
4.6 - Demonstrate progress toward
a Achieve zero waste goals within
the community and the City
organization. (old 4.11)
ENV 3
5.6 - Optimize the use of data and
technology to improve drive
efficiency, productivity, and
customer service and protect
mission critical infrastructure (old
5.2)
IT 1
6.6 - Create, collaborate and
implement long-term transportation
planning while helping local and
regional transportation networks,
including the airport, operate at a
high level of efficiency. including the
airport. (old 6.5)
7.6 - Broaden Strengthen methods of public
engagement to and reach all segments of the
community by giving additional consideration
to diverse backgrounds, languages and needs.
(old 7.4)
CPIO 1, 2 and CC 1
1.7 - Maintain and enhance
attractive neighborhoods through
City services, innovative
enforcement techniques and
voluntary compliance with City
codes and regulations. (old 1.11)
PDT 9
2.7. Develop effective Operation
and Maintenance (O&M) funding
alternatives that also support
upgrades, equipment refresh and
lifecycle replacement for partially
subsidized facilities and programs.
(old 2.3)
Community and
Neighborhood Livability
and Social Health (8)
Culture and Recreation (7) Economic Health (9) Environmental Health (9) Safe Community (6) Transportation (7) High Performing Government (12)
Yellow highlighting indicates top priorities identified from Blue highlighting indicates the Top 5 overall priorities
Alignment of Strategic Objectives with Outcome Areas - DRAFT 7 March (58 Total SO's)
Old 1.2. Preserve the significant
historical character of the
community.
Note: Addressed in new NLSH 1.5
Old 3.1. Align economic health goals
across all levels of the organization
and refine and agree upon the
economic tools the City uses.
Note: This has been accomplished
through the adoption of the
Economic Health strategic plan.
Old 4.2. Achieve environmental
goals using the Sustainability
Assessment framework.
Note: This is a more a policy
statement than a strategic objective
Old 5.3. Align staffing levels to
deliver services that meet
community expectations and needs,
and increase public safety
operational efficiency.
Note: Addressed in new Safe 5.2
Old 6.6. Support efforts to achieve
climate action goals by reducing
mobile emissions and supporting
multiple modes of transportation.
NOTE: Addressed in new Env 4.1
Old 7.3. Align similar jobs and skillsets across
the organization to address succession
planning and career progression.
Note: Addressed in new HPG 7.4
Old 1.4. Preserve and provide
responsible access to nature.
Note: Addressed in new CR 2.3
Old 3.8. Preserve the City’s sense of
place.
Note: Addressed in new CNL 1.4
Old 4.10. Conserve and restore
biodiversity and habitat.
Note: Addressed in New ENV 4.8
Old 5.6 Improve safety for all
modes of travel including vehicular,
pedestrian and bicycles.
Note: Moved to new Tran 6.1
Old 7.7. Develop and implement enterprise
wide processes and systems in appropriate
areas."Plan, Do, Check, Act" process
improvement tool, safety, strategic planning,
council and strategic plan tracking tool,
budgeting, project management
Note: Addressed in new HPG 7.8
Old 1.6. Promote heatlh and
wellness within the community.
Note: Addressed in New CR 2.3
1
2017-18 STRATEGIC PLAN UPDATE
Council Work Session
3-22-16
ATTACHMENT 3
2017-18 Strategic Plan Update
2
OVERVIEW
Big Picture
3
2017 2018
BFO Programs & Initiatives
Cascade of Council Influence Starting with the On-Boarding Process through Budgeting for Outcomes
PLANNING
ACTIVITY
EXECUTION
ACTIVITY
Strategic Plan
5 Yr. View
BFO
2015/2016
ELECTIONS
On
Board
2013 2014 2015 2016
2013 Budget 2014 Budget 2015 2016
BFO Programs & Initiatives BFO Programs & Initiatives
Strategic
Plan
5 Yr. View
BFO
2017-18
On
Board
ELECTIONS
2017 2018
Issues Based Strategic Planning
4
STRATEGIC WORK & ANALYSIS – ISSUES BASED PROCESS:
STRATEGIC PLAN (5 YEAR HORIZON):
• Implications, Conclusions, Challenges, Advantages, Priorities
• Define Issues to be addressed in Strategic Objectives
• Outcomes – highest level focus areas
• Strategic Objectives – 6-12 per Outcome, helps achieve the Outcome
• Linkage, Metrics & Targets – tied to Strategic Objectives and Outcomes
ENVIRONMENTAL
SCAN
STRATEGIC PLAN DRIVEN BY CITIZEN, COUNCIL AND STAFF INPUT & PRIORITIES
Citizen Input
& Priorities
• Citizen Survey
• Focus Groups/Outreach
• Boards & Commissions
• Citizen Priorities
Council Input
& Priorities
• Community Concerns
• Retreat Priorities
Organizational Priorities
• City Plan & Master Plans
• Economics & Financials
• Emerging Trends / Issues
• Infrastructure Issues
• Workforce trends
• Metrics
Environmental Scan - How it Worked
5
OWNER ACTIVITY
Communication
and Public
Involvement
Office
• Citizen Survey results by mid Jan
• Citizen engagement – non traditional groups
• Boards & Commission meetings
RESUL TS
TOP PRIORITIES:
• Housing that is Affordable
• Transportation –
Congestion & Transit
City Staff • Internal assessment by department
• Documented issues, conclusions & implications
Matrix by Outcome of issues &
challenges
Strategy
Core Team
• Reviewed all data – developed issues matrix
• Confirmed Council Work Plan incorporated
• Outcome & Objective draft write-up
Draft Strategic Plan
Executive Lead
Team & Budgeting
for Outcomes
Chairpersons
• Detailed review & edits – outcomes & objectives
• Alignment of critical issues to be addressed
• 5 year view…..not 25 year view
• Identification of horizontal implications
Draft Strategic Plan
Strategic Objectives Create Focus for the Next 5 Years
Guiding Themes
6
• Strategy is intended to reflect priorities over the next 5 years
• Strategy guides decisions on what to fund within the budget
• Partnerships are critical to achieving many objectives even if they are not specifically called
out in an objective
• The Community Dashboard Metrics were established in 2013, slight modifications in 2015
o Staff recommends retaining these metrics for 2017-18
• Long-term Financial Plan
o General Fund & other major funds healthy
o Service needs outpacing revenue in Transit & Transportation
o Funding uncertainty without renewal of Keep Fort Collins Great (KFCG) tax
GOAL TODAY… Strategic Objectives Aligned with Council Priorities
Process Improvements & Changes
7
• Changed the Outcome name of ‘Community
and Neighborhood Livability’ to ‘Neighborhood
Livability and Social Health’
• Minor updates to the Introduction & Outcome
summaries
• Strategic Objective consolidation: 71 to 58
• Updated bullet point definitions for each
Strategic Objective
• Long Term Financial Plan incorporated
• Strategy Maps – Strategic Objective metrics
Strategy Maps
8
• Strategy Maps tie metrics to Strategic
Objectives (SO) - tracks progress toward
achieving each one
• Achieving the SO should facilitate achieving
the Outcome
PROCESS TO DEVELOP:
• Over 500 metrics were included in
2015-16 budget Offers
• Consolidated down to 200 “Primary Metrics”
• Mapped Primary Metrics to the revised SOs
Strategy Maps - Sample
SO 1.1 – Improve access to a broad range of quality housing
that is safe, accessible and affordable
• CNL 3 – Affordable Housing Inventory
• CNL 4 – Fort Collins Housing Opportunity Index (HOI)
compared to western states region HOI
• CNL 39 – Winter Point in Time Count of Homeless Population
• CNL 57 - % of citizens responding very good/good to
Availability of affordable quality housing in FC
9
Strategy Maps - Sample
10
Presentation Format
11
• Short 4 slide staff presentation by Outcome
o Summarize Outcome goal
o Summarize Community Metrics for the Outcome
• Question for Council:
o Are the major themes and priorities of Council addressed within the Strategic Objectives
of each Outcome?
GOAL TODAY… Strategic Objectives Aligned with Council Priorities
2017-18 Strategic Plan Update
12
OUTCOME
DISCUSSIONS
OUTCOME
DISCUSSIONS
Key Strategic Outcome:
Neighborhood Livability and Social Health
13
INFILL & REDEVELOPMENT
Provide a high quality built environment, support quality,
diverse neighborhoods and foster the social health of citizens
Key Strategic Outcome:
Neighborhood Livability and Social Health
14
CONNECTING NATURE
& URBAN SPACES
Provide a high quality built environment, support quality,
diverse neighborhoods and foster the social health of citizens
Key Strategic Outcome:
Neighborhood Livability and Social Health
15
AFFORDABLE, QUALITY HOUSING
Provide a high quality built environment, support quality,
diverse neighborhoods and foster the social health of citizens
16
Key Strategic Outcome:
Neighborhood Livability and Social Health
COMMUNITY DASHBOARD OUTCOME METRICS
Measure/Explanation Actual Target Results
3,136 3,137 Q4 2015
Affordable Housing Inventory
536 509 Q4 2015
Cumulative Number of Noise Complaints
76.00% 66.00% Q4 2015
Fort Collin’s HOI compared to western states region HOI
1.20 2.00 Q4 2015
Response Time to Graffiti Removal
87.00% 90.00% Q4 2015
Voluntary Code Compliance
17
Key Strategic Outcome:
Neighborhood Livability and Social Health
STRATEGIC OBJECTIVES
Provide a high quality built environment, support quality, diverse neighborhoods
and foster the social health of citizens
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, equitable and diverse community that embraces differences.
1.4 - Preserve and enhance the City's sense of place.
1.5 - Guide growth compatible with community expectations through appropriate planning, annexation,
land use, historical preservation and development review processes.
18
Key Strategic Outcome:
Neighborhood Livability and Social Health
STRATEGIC OBJECTIVES
1.6 - Address 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.
Provide a high quality built environment, support quality, diverse neighborhoods
and foster the social health of citizens
Key Strategic Outcome:
Culture & Recreation
19
SUPPORT HEALTHY LIFESTYLES
Provide diverse cultural
and recreational amenities
Key Strategic Outcome:
Culture & Recreation
20
ENRICH QUALITY OF LIFE
Provide diverse cultural
and recreational amenities
Key Strategic Outcome:
Culture & Recreation
21
SPECIAL PLACES
Provide diverse cultural
and recreational amenities
22
Key Strategic Outcome:
Culture & Recreation
COMMUNITY DASHBOARD OUTCOME METRICS
Measure/Explanation Actual Target Results
65,395 72,770 Q4 2015
Gardens on Spring Creek – Total Cumulative Participation
82,436 81,820 Q4 2015
Golf Courses – Total Cumulative Participation
141,168 140,000 Q4 2015
Lincoln Center – Total Cumulative Participation
144,009 130,000 Q4 2015
Museum of Discovery – Total Cumulative Participation
11.35% 8.00% Q4 2015
Natural Areas Programs – Cumulative Participation
per Capita
2,038,311 1,716,272 Q4 2015
Paved Trails – Cumulative Number of Visits
1,574,500 1,633,676 Q4 2015
Recreation Programs – Total Cumulative Participation
23
Key Strategic Outcome:
Culture & Recreation
STRATEGIC OBJECTIVES
Provide diverse cultural and recreational amenities
2.1 - Improve the community's sense of place with a high value on open space, 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.
24
Key Strategic Outcome:
Culture & Recreation
STRATEGIC OBJECTIVES
Provide diverse cultural and recreational amenities
2.6 - Develop a clear strategic description of the City’s role in culture and arts while leveraging
partnerships with other community organizations.
2.7. - Develop effective operation and maintenance (O&M) funding alternatives that support upgrades,
equipment refresh and lifecycle replacement.
Key Strategic Outcome:
Economic Health
25
PLACE MAKING
Promote a healthy, sustainable
economy reflecting community values
Key Strategic Outcome:
Economic Health
26
ATTRACTIVE, QUALITY INFRASTRUCTURE
Promote a healthy, sustainable
economy reflecting community values
Key Strategic Outcome:
Economic Health
27
RETAIN & EXPAND
Promote a healthy, sustainable
economy reflecting community values
28
Key Strategic Outcome:
Economic Health
COMMUNITY DASHBOARD OUTCOME METRICS
Measure/Explanation Actual Target Results
7.50% 5.00% Q4 2015
Commercial Vacancy Rates
976 1,250 Q4 2015
Cumulative New Residential Permit Unit Volume
20:60 22:05 Q4 2015
Electric System Average Interruption Duration Index
(SAIDI) in Minutes
2.70% 5.00% Q4 2015
Local Unemployment Rate
59.90% 54.00% Q4 2015
Lodging Occupancy Rates
2.16% 2.00% Q4 2015
Net Percent Change in Local Jobs
$551.36 $140.00 Q4 2015
New Commercial Permit Dollar Volume per Capita
29
Key Strategic Outcome:
Economic Health
STRATEGIC OBJECTIVES
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 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.
30
Key Strategic Outcome:
Economic Health
STRATEGIC OBJECTIVES
Promote a healthy, sustainable economy reflecting community values
3.6 - Enhance the economic vitality of Downtown.
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.
Key Strategic Outcome:
Environmental Health
31
CLIMATE ACTION PLAN
Promote, protect and enhance a
healthy & sustainable environment
Key Strategic Outcome:
Environmental Health
32
ALTERNATIVE ENERGY SOURCES
Promote, protect and enhance a
healthy & sustainable environment
Key Strategic Outcome:
Environmental Health
33
QUALITY WATERSHEDS AND ECOSYSTEMS
Promote, protect and enhance a
healthy & sustainable environment
34
Key Strategic Outcome:
Environmental Health
COMMUNITY DASHBOARD OUTCOME METRICS
Measure/Explanation Actual Target Results
-11.60% -10.00% Q4 2015
Community Energy Use
88.00% 95.00% Q4 2015
Outdoor Air Quality Index (AQI)
- Fine Particulate Matter 2.5 microns (PM 2.5)
67.00% 75.00% Q4 2015
Outdoor Air Quality Index (AQI) - Ozone
100% 100% Q4 2015
Wastewater Treatment Effectiveness Rate (%)
35
STRATEGIC OBJECTIVES
Promote, protect and enhance a healthy & sustainable environment
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 change behavior towards more sustainable living practices.
4.4 - Implement indoor and outdoor air quality improvement initiatives.
4.5. - Achieve net zero energy within the community and the City organization using a systems approach.
4.6 - Achieve zero waste goals within the community and the City organization.
Key Strategic Outcome:
Environmental Health
36
STRATEGIC OBJECTIVES
Promote, protect and enhance a healthy & sustainable environment
4.7 - Increase the community’s preparedness and resiliency for changes in climate, weather and
resource availability.
4.8 - Improve, restore and protect wildlife habitat, urban forests and the ecosystems of the Poudre River
and other urban streams.
4.9 - Meet all regulatory requirements while supporting programs that go beyond compliance.
Key Strategic Outcome:
Environmental Health
Provide a safe place to live,
work, learn and play
Key Strategic Outcome:
Safe Community
37
COMMUNITY POLICING
Key Strategic Outcome:
Safe Community
38
PREPARATION AND RESILIENCY
Provide a safe place to live,
work, learn and play
Key Strategic Outcome:
Safe Community
39
EDUCATION & OUTREACH
Provide a safe place to live,
work, learn and play
40
Key Strategic Outcome:
Safe Community
COMMUNITY DASHBOARD OUTCOME METRICS
Measure/Explanation Actual Target Results
6.19 5.00 Q4 2015
Average quarterly response time of priority one calls
100% 100% Q4 2015
Drinking Water Compliance Rate (% Days)
50 70 Q4 2015
Number of Injury/Fatal Crashes
59.00% 75.00% Q4 2015
Part 1 Crimes per Capita
Compared to Cities of Similar Size
68.18% 80.00% Q4 2015
Percent of Time Fire Contained to Room of Origin
87.00% 90.00% Q4 2015
Percent of Time PFA Fire Personnel are on the Scene
Within 5 Minutes 45 Seconds
41
STRATEGIC OBJECTIVES
5.1 - Improve community involvement, education and regional partnerships to make our community
safer and stronger.
5.2 - Provide facilities, equipment, technology and training capabilities to enable a high quality police
force and foster public trust.
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.
Key Strategic Outcome:
Safe Community
Provide a safe place to live, work, learn and play
Provide for safe & reliable multi-modal
travel to, from, and throughout the city
Key Strategic Outcome:
Transportation
42
MULTI-MODAL OPTIONS
Provide for safe & reliable multi-modal
travel to, from, and throughout the city
Key Strategic Outcome:
Transportation
43
SAFE, EFFICIENT DESIGN
Provide for safe & reliable multi-modal
travel to, from, and throughout the city
Key Strategic Outcome:
Transportation
44
AESTHETICALLY PLEASING & FUNCTIONAL
45
Key Strategic Outcome:
Transportation
COMMUNITY DASHBOARD OUTCOME METRICS
Measure/Explanation Actual Target Results
2.47 3.00 Q4 2015
Average Travel Speeds/Times on Arterial Streets
117 130 Q4 2015
Cumulative Lane Miles of Roadway Pavement Improved
34.33 23.90 Q4 2015
Transfort Fixed Route Passengers per Revenue Hour
3,266,194 2,858,000 Q4 2015
Cumulative Transfort Fixed Route Ridership
46
STRATEGIC OBJECTIVES
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.
NEW 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 - Create, collaborate and implement long-term transportation planning while helping local and
regional transportation networks, including the airport, operate at a high level of efficiency.
Key Strategic Outcome:
Transportation
Provide for safe & reliable multi-modal travel to, from, and throughout the city
Deliver an efficient, innovative, transparent,
effective and collaborative city government
Key Strategic Outcome:
High Performing Government
47
HIGH QUALITY EMPLOYEES
Deliver an efficient, innovative, transparent,
effective and collaborative city government
Key Strategic Outcome:
High Performing Government
48
TECHNOLOGY INFRASTRUCTURE
Deliver an efficient, innovative, transparent,
effective and collaborative city government
Key Strategic Outcome:
High Performing Government
49
EFFECTIVE GOVERNANCE
50
Key Strategic Outcome:
High Performing Government
COMMUNITY DASHBOARD OUTCOME METRICS
Measure/Explanation Actual Target Results
$357.62 $403.69 Q4 2015
Accuracy of Budgeted Expenses ($ millions)
$430.18 $414.69 Q4 2015
Actual Revenue Compared to Budget ($ millions)
1.66 3.00 Q4 2015
Average Response Time of
Cases Submitted to Access Fort Collins
10.82% 8.00% Q4 2015
City Employee Cumulative Turnover Rate
4.90 2.50 Q4 2015
City Employee Safety
- Days Away Restricted or Transferred (DART) Rate
8.40 4.70 Q4 2015
City Employee Safety
- Total Recordable Injury Rate (TRIR)
51
STRATEGIC OBJECTIVES
NEW 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 organizational capability and effectiveness – professional development, leadership, change
management, strategic thinking, business acumen and staff engagement.
7.4 - Improve core Human Resources systems, develop a total reward system and address workforce
planning and career development.
7.5 - Develop and implement initiatives to achieve safety goals and continue to focus on employee health
and wellness.
Key Strategic Outcome:
High Performing Government
Deliver an efficient, innovative, transparent, effective and collaborative city government
52
STRATEGIC OBJECTIVES
7.6 - Broaden methods of public engagement to reach all segments of the community by giving
additional consideration to diverse backgrounds, languages and needs.
7.7 - Enhance the use of performance metrics and benchmark data to assess results and program
effectiveness.
7.8 - Implement leading-edge continuous improvement practices that increase productivity, effectiveness,
customer service and citizen satisfaction.
NEW 7.9 - Resolve long-term funding requirements by diversifying the revenue base and finding new
revenue sources.
7.10 - Optimize the use of technology to drive efficiency and transparency to improve services.
Key Strategic Outcome:
High Performing Government
Deliver an efficient, innovative, transparent, effective and collaborative city government
53
STRATEGIC OBJECTIVES
NEW 7.11 - Optimize the use of City assets through capital improvement planning, preventative
maintenance and asset management.
7.12 - Proactively influence policy and legislative development at all levels of government regulation.
Key Strategic Outcome:
High Performing Government
Deliver an efficient, innovative, transparent, effective and collaborative city government
54
2017-18 STRATEGIC PLAN UPDATE
Council Work Session
3-22-16
Old 5.7. Use data to focus police
efforts on reducing crime and
disorder within community.
Note: Addressed in new Safe 5.2
Old 7.9. Improve productivity, efficiency,
effectiveness, customer service and citizen
satisfaction in all areas of the municipal
organization.
Note: Addressed in new HPG 7.8
Old 1.9. Develop clear goals,
strategic definition and description
of the City’s social sustainability role
within the community
Note: This has been accomplished
through the creation of the Social
Sustainability strategic plan.
Old 5.10 Provide a high-quality,
sustainable water supply that meets
or exceeds all public health
standards and supports a healthy
and safe community.
Note: Addressed in new Env 4.2
Old 7.13. Continuously improve the City’s
governance process.
Note: Addressed in new HPG 7.1
2014 Strategic Objectives that went away because they were primarily accomplished already or have been incorporated into new strategic objectives
2016 Strategic Objectives Matrix_v8_new sort order and #s.xlsx - Revised 29 January 2016 Page 3
Comm 5; Park 2, 8; Park Plan 2 and
Rec 1, 3
3.7 - Sustain high water quality to
support the community and water-
dependent businesses. (old 3.5)
4.7 - Increase the community’s
preparedness and resiliency and
preparedness for changes in
climate, weather and resource
availability. (old 4.7)
6.7 - Create and implement
planning, engineering and financial
strategies to address adequate
infrastructure within the northeast
area of Fort Collins while utilizing
partnerships and collaboration. (old
6.7)
PDT 1
7.7 - Enhance the use of performance metrics
and benchmark data to assess results and
program effectiveness. (old 7.6)
1.8. Foster positive and respectful
neighbor relationships and open
communication, as well as provide
and support conflict resolution. (old
1.12)
PDT 9
3.8 - Maintain electric utility
systems, and services,
infrastructure integrity and stable,
competitive rates. that are
consistent with the City's
environmental goals (old 3.6)
Make sure bullets mention
electricity and wastewater
4.8 - Improve, restore and protect
wildlife habitat, urban forests and
the ecosystems of the Poudre River
and other urban streams (old 4.1)
NA 3, 4
7.8 - Implement leading-edge continuous
improvement practices and innovative
practices that increase productivity,
effectiveness, customer service and citizen
satisfaction. drive performance excellence and
quality improvements across all Service
Areas.(old 7.10)
UTL 9; Fin 1, 3, 4 and UTL 7, 9, 10
3.9 - Encourage the development of
reliable, ultra high speed internet
services throughout the community.
(old 3.11)
UTL 16
4.9 - Meet or exceed all
environmental regulations. all
regulatory requirements, while
supporting programs that go
beyond compliance (old 4.9)
UTL 5
New 7.9 - Resolve long-term funding
requirements by diversifying the revenue base
and finding new revenue sources
Park 2, 3, 7, & 8; Golf 1, 2; Rec 1; Fin 5; PDT 6
and UTL 3, 4
7.10 - Optimize the use of technology to drive
efficiency and transparency, safety, and to
and productivity, improve services. (old 7.5)
IT 3, 4; HR 4; CPIO 2, 3 and UTL 7, 15
New 7.11 - Optimize the use of City assets
through capital improvement planning,
preventative maintance and asset
management.
UTL 3, 11, 12, 14
7.12 - Proactively influence policy and
legislative development at all other levels of
government regulation. (old 7.11)
2016 Strategic Objectives Matrix_v8_new sort order and #s.xlsx - Revised 29 January 2016 Page 2
Econ 3
4.2 - Protect and provide monitor a
high quality water supply and water
quality, implement appropriate
conservation efforts and long-term
water storage capability. (old 4.8)
Golf 1 and UTL 2, 6
5.2 - Provide facilities, equipment,
technology and training capabilities
to enable a high caliber quality
police force and foster public
trust.(old 5.1)
POL 1, 2, 4
6.2 - Improve traffic flow, with
specific emphasis on reducing train
delays, for all modes of
transporting people, goods and
information to benefit both
individuals and the business
community while enhancing public
safety. (old 6.4)
PDT 11
7.2 - Promote a values-driven organizational
culture that reinforces ethical behavior,
exercises transparency and maintains the
public trust. (old 7.12)
1.3 - Promote a more inclusive,
equitable and diverse Expand
organizational and community that
knowledge about diversity, and
embraces cultural differences. (old
1.8)
Soc 1
2.3 - Promote health and wellness
within the a healthy community and
provide abundant and sustainable
responsible access to nature. (old
2.7)
Soc 4
3.3 - Support workforce
development and provide
community amenities initiatives that
meet the needs of support
employers within the city. (old 3.3)
Econ 6
4.3 - Engage citizens in ways to
educate and change behavior
towards more sustainable living
practices. (old 4.6)
5.3 - Partner with Poudre Fire
Authority to provide high quality fire
and emergency services. (old 5.9)
NEW 6.3 - Identify strategies to
reduce motorist delays due to trains
7.3 - Improve organizational capability and
effectiveness – professional development,
leadership, change management, strategic
thinking, business acumenfiscal literacy and
staff engagement. (old 7.1)
HR 2; Fin 7 and UTL 13, 17
1.4 Preserve and enhance the City's
sense of place. (old 1.5)
PDT 3 and Econ 1
2.4 - Develop effective marketing
and pricing strategies and programs
that drive optimal value, attendance
and cost recovery and revenue. (old
2.2)
Comm 4, 5, 6 and Rec 4
3.4 - Provide transparent,
predictable and efficient processes
for citizens and businesses
interacting with the City. (old 3.9)
CC 1
4.4 - Implement indoor and outdoor
air quality improvement initiatives
to address rising concerns with
ozone levels and dust (old 4.3)
ENV 1
5.4 - Develop and implement
emergency preparation and
resiliency, response and recovery
plans across the organization in
collaboration with other community
regional efforts. (old 5.5)
IT 2 and OEM 1, 2
6.4 - Improve transit availability,
grow ridership and address MAX
parking concerns. through extended
hours, improved headways, and
Sunday service in appropriate
activity centers. (old 6.2) PDT 5
7.4 - Improve core Human Resources systems,
and develop a total reward system and
address succession workforce planning and
career development. (old 7.2)
HR 3, 5; PDT 7 and UTL 17
1.5. Manage Direct and gGuide
growth compatible with community
expectations in the community
through appropriate planning,
annexation, land use, historical
preservation and development
review processes. (old 1.3) PDT 3, 9
2.5 - Plan, design and implement
improvements to the citywide park
and trail system. improvements.
(old 2.5)
Park Plan 1, 2
3.5 - Foster Support sustainable infill
and redevelopment that support to
meet climate action strategies. (old
3.7)
4.5. Demonstrate progress toward a
Achieve net zero energy within the
community and the City
organization using a systems
approach. (old 4.5)
5.5 Protect life and property with
natural and attractive , aesthetically
pleasing flood mitigation facilities
through building codes and
development regulations. (old 5.4)
6.5 - Fill the gaps for all modes of
travel and improve the current
transportation infrastructure while
enhancing the aesthetic
environment. (old 6.3)
7.5 - Develop and implement Assess
effectiveness of safety initiatives, develop and
implement safety initiatives to achieve safety
goals and continue to focus on employee
health and wellness. (old 7.8)
Muni 2; HR 1 and Fin 6
Yellow highlighting indicates top priorities identified from Blue highlighting indicates the Top 5 overall priorities
Alignment of Strategic Objectives with Outcome Areas - DRAFT 7 March (58 Total SO's)
2016 Strategic Objectives Matrix_v8_new sort order and #s.xlsx - Revised 29 January 2016 Page 1
ATTACHMENT 1
results and program effectiveness.
3.8 4.1, 4.5 5.1 6.5
7.8 - Implement leading-edge
continuous improvement practices that
increase productivity, effectiveness,
customer service and citizen
satisfaction.
1.7 5.1
7.9 - Resolve long-term funding
requirements by diversifying the
revenue base and finding new revenue
sources.
2.1 4.1, 4.5
7.10 - Optimize the use of technology to
drive efficiency and transparency to
improve services.
5.6
7.11 - Optimize the use of City assets
through capital improvement planning,
preventative maintance and asset
management.
2.7 4.7
7.12 - Proactively influence policy and
legislative development at all levels of
government regulation.
4.4, 4.9
1.4 5.1
6.2 - Improve traffic flow to benefit
both individuals and the business
community.
1.6 2.5 4.1, 4.4 5.1
6.3 - Identify strategies to reduce
motorist delays due to trains.
4.4 5.1
6.4 - Improve transit availability, grow
ridership and address MAX parking
concerns.
1.2 4.1, 4.3, 4.4, 4.5
6.5 - Fill the gaps for all modes of travel
and improve the current transportation
infrastructure while enhancing the
aesthetic environment.
1.4, 1.5 7.7, 7.9
6.6 - Create, collaborate and implement
long-term transportation planning
while helping local and regional
transportation networks, including the
airport, operate at a high level of
efficiency.
4.7 5.4
5.6
4.1 - Achieve Climate Action Plan (CAP)
goals by reducing greenhouse gases
(GHGs).
1.6 2.5 3.5 6.2, 6.4 7.6, 7.7, 7.9
4.2 - Protect and provide a high quality
water supply and implement
appropriate conservation efforts and
long-term water storage capability.
3.7 5.4
4.3 - Engage citizens in ways to educate
and change behavior towards more
sustainable living practices.
2.3, 2.5 6.4 7.6
4.4 - Implement indoor and outdoor air
quality improvement initiatives.
2.1, 2.5 6.2, 6.3, 6.4 7.12
4.5. - Achieve net zero energy within
the community and the City
organization using a systems approach.
5.4 6.4 7.6, 7.7, 7.9
4.6 - Achieve zero waste goals within
the community and the City
organization.
7.6
4.7 - Increase the community’s
preparedness and resiliency for changes
in climate, weather and resource
availability.
3.7, 3.8
5.1, 5.3, 5.4,
5.5
6.6
7.2, 7.6, 7.9,
7.11
2.1 - Improve the community's sense of
place with a high value on open space,
culture, recreation and park systems.
1.4 3.3 4.4
2.2 - Improve low and moderate income
citizen access to, and participation in,
City programs and facilities.
1.1, 1.2, 1.3 7.6
2.3 - Promote health and wellness
within the community and provide
sustainable access to nature.
1.2, 1.4, 1.5 4.3
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.
1.4, 1.5 3.3 4.1, 4.3, 4.4 6.2 7.9
2.6 - Develop a clear strategic
description of the City’s role in culture
and arts while leveraging partnerships
with other community organizations.
1.3, 1.4 3.3, 3.6