HomeMy WebLinkAboutCOUNCIL - AGENDA ITEM - 03/03/2018 - DRAFT 2018 STRATEGIC PLANDRAFT 2018 Strategic Plan February 26, 2018
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2018 Strategic Plan
City of Fort Collins
February 26, 2018 – DRAFT
DRAFT 2018 Strategic Plan February 26, 2018
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2018 Strategic Plan Table of Contents
Page
I. Introduction 3
II. Summary 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 22
5. Strategic Outcome – Safe Community 26
6. Strategic Outcome – Transportation 29
7. Strategic Outcome – High Performing Government 32
III. Appendix
A. Performance Measures
- Community Dashboard 36
- Strategic Objective Metrics (Strategy Maps) 41
B. Long-Term Financial Plan 48
C. Glossary of Terms 51
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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, leading businesses in the microbrew
industry, and more than 8,000 small to medium-sized businesses. The community
includes 43 natural areas, a variety of cultural amenities, and is renowned for its bike-
friendly, small-town feel.
With a median age of 29 and a median family income of $83,219 in 2016, 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, 18 percent of the Fort Collins population is at or below the
poverty line and housing is considered expensive. Diversity within the city is low with only
11 percent of the community identifying themselves as an ethnicity other than white.
Fort Collins has experienced rapid growth throughout the past 50 years, growing from
approximately 25,000 residents in 1960 to an estimated 170,000 today, and is anticipated
to be approximately 255,000 by 2040. The City has 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.
The City’s revenue comes from sales and use tax, property tax, fees and grants. Seventy-
five percent of the General Fund is supported by sales, use and property tax. 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. Moody’s reaffiremed the Aaa Issuer Rating
in Novemember 2017 based on a strong economic tax base, low debt and pension
obligations, strong cash position, and overall management and governance structure.
Voters have demonstrated willingness to support critical City services by adding the Keep
Fort Collins Great 0.85 percent sales and use tax in 2010 and renewing two expiring taxes
in 2015. Those expiring taxes were for the Building on Basics Capital Projects 0.25
percent sales and use tax and the Street Maintenance Program 0.25 percent sales and
use tax, which passed by 80.5% and 84.5% of voters, respectively. The City is actively
working to diversify revenue, broaden the City’s revenue sources, create a more
sustainable revenue base and reduce the City’s dependency on Sales Tax.
Commented [MB1]: Need updated info - Cameron
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The City provides a full range of services, including:
• Police
• Fire Protection through a local authority
• Streets, Transportation and Transit infrastructure & operations
• Parks, Recreation, Natural Areas and Cultural facilities
• Planning, Engineering and Community services
• 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
In November 2017, voters approved a ballot measure that allows the City to provide high
speed internet to the community though the buildout of a fiber to the premise enterprise.
Work on this new utility service intiaitive will begin in ernest in 2018; it is anticipated the
first customer will be connected in mid-2019 with full network buildout occurring by the
end of 2021.
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:
Collaboration - Excellence - Integrity - Outstanding Service
Safety & Wellbeing - 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. Compliance with all regulations and laws with a strong focus on
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ethics are foundational elements of the City culture. 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.
The City was awarded the Malcolm Baldrige National Quality award in 2017, marking a
significant milestone in the City’s ongoing journey to provide world-class municipal
services. Achieving performance excellence helps the City provide world class municipal
services through operational excellence and a culture of innovation. Residents and
businesses are the inspiration behind this pursuit.
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
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 atmosphere.
Common factors include strong partnerships and commitment to a high quality of life. The
City embraces a wide variety of partnerships (e.g., other government agencies, non-
profits, educational institutions and private entities). These partnerships are local,
regional, national and international. Strong and effective partnerships are important in
achieving our strategic objectives.
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Guiding Themes & Principles
The City of Fort Collins Strategic Plan is aligned and focused on continuous improvement
in seven Key Outcome Areas:
• Neighborhood Livability and Social Health
• Culture and Recreation
• Economic Health
• Environmental Health
• Safe Community,
• Transportation
• High Performing Government
The City budget is also aligned across these seven areas, and revenue is allocated to
support policies and initiatives that drive improvement in each outcome. 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.
Major themes and areas of focus within the Strategic Plan, identified through
Community Surveys or as a Council Priority, include:
1. Environmental Sustainability – Identify and implement initiatives that achieve
various environmental goals and objectives while maintaining economic vitality and
social health.
2. Multimodal Transportation & Public Transit – Improve traffic flow and safety, the
availability of transportion alternatives, and access to public transportation.
3. Community Vibrancy – Improve the community’s sense of place with a high value
on natural areas, culture, recreation and park systems.
4. Housing Affordability – Improve access to a broad range of quality housing that is
safe, accessible and affordable.
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.
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Advantages:
1. A supportive and engaged community
2. A culture of excellence and of continuous improvement driven by the City’s Vision,
Mission and Values
3. Engaged and committed employees with a strong focus on customer service
4. Collaborative local partners, such as Poudre School District, CSU, local service
providers, and primary employers
5. National recognition as a best practice community
6. Municipal ownership of four essential Utilities – Light & Power, Water, Wastewater
and Stormwater
7. Strong revenue and City balance sheet, an Aaa Moody’s credit rating, and a diverse
local economy
Challenges:
1. Housing that is affordable
2. Transportation and traffic issues
3. Balancing competing citizen desires and changing customer expectations
4. Embracing and cultivating diversity and inclusivity
5. Expiring revenue streams
6. Attracting, retaining and developing high quality employees
7. Aging infrastructure and growth-related needs
The Strategic Objectives associated with each Key Strategic Outcome are described in
the following tables. The Strategic Objectives are not listed in priority order and it should
not be interpreted that a Strategic Objective early in the list is of a greater priority than
one later in the list. Subsequent sections of this document provide bullet details
underneath each Strategic Objective. The bullets are intended to provide additional
context for each Strategic Objective and why it is important.
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Summary of Strategic Objectives
Please note that the specific numbers of the strategic objectives below will change in the final
version so they can be grouped into similar objectives to help the overall flow of the document
Neighborhood Livability and Social Health
1.1 Improve access to quality housing that is affordable to a broad range of income
levels
1.2 Collaborate with other agencies to address homelessness, poverty issues and
other identified high priority human service needs
1.3 Co-create a more inclusive and equitable community that embraces and celebrates
diversity
1.4 Protect and preserve the quality of life in neighborhoods
1.5 Guide development through community planning, historic preservation and efficient
development review
1.6 Foster positive and respectful neighbor relationships and open communication
1.7 Improve accessibility to City and community programs and services to low and
moderate income populations
1.8 Evaluate the possible future annexation of the Mulberry Corridor
Culture and Recreation
2.1 Develop recreational and cultural programs with pricing and marketing strategies
that drive value, attendance and cost recovery
2.2 Plan, design, implement and maintain the City's parks and trails systems
2.3 Provide enhanced opportunities for arts and culture throughout the City
2.4 Protect the health and longevity of the tree canopy
2.5 Expand the Natural Areas land portfolio while simultaneously maintaining existing
lands and access to nature.
Economic Health
3.1 Facilitate the organization of an effective regional economic development group
3.2 Maintain and grow diverse employment opportunities
3.3 Enhance business engagement to address existing and emerging business needs.
3.4 Foster infill and redevelopment that enhances the community
3.5 Maintain utility systems, services, infrastructure and predictable rates
3.6 Invest in utility infrastructure aligned with community development
3.7 Deploy reliable, high-speed internet services throughout the community
3.8 Secure a quiet zone along the Mason Corridor to reduce train noise
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Environmental Health
4.1 Achieve Climate Action Plan (CAP) 2020 goals and continue progress toward the
2030 goals
4.2 Provide a reliable, high-quality water supply
4.3 Improve indoor and outdoor air quality
4.4 Achieve 2020 Energy Policy goals and work toward long-term net zero energy
4.5 Achieve the 2020 Road to Zero Waste goals and work toward 2030 zero waste
goals
4.6 Develop strategies to improve the community's climate resiliency
4.7 Continually improve environmental regulatory performance
4.8 Protect and enhance natural resources on City-owned properties and throughout
the community
4.9 Sustain and improve the health of the Poudre River and its tributaries
Safe Community
5.1 Improve community involvement, education and regional partnerships to increase
the level of public trust and keep our community safe.
5.2 Meet the expected level of core and specialized services as the community grows
5.3 Partner with Poudre Fire Authority to provide high-quality fire prevention,
community risk reduction and emergency response services
5.4 Improve emergency management and preparedness
5.5 Address water, wastewater and stormwater infrastructure needs for the protection
of people, property and the environment
5.6 Optimize the use of data and technology to improve service, protect mission-critical
infrastructure and enhance cybersecurity effectiveness
5.7 Reduce incidents of, and impacts from, disruptive behavior of the transient
population
5.8 Improve security at City facilities and properties
Transportation
6.1 Improve safety for all modes of travel
6.2 Manage traffic congestion and improve high priority intersections
6.3 Improve transit availability and grow ridership
6.4 Support, enhance and accelerate the I-25 expansion
6.5 Improve aging and/or missing transportation infrastructure that serves Fort Collins
6.6 Maintain the current level of service for City streets, medians and associated
infrastructure
6.7 Address parking needs Downtown, along the MAX corridor and in residential
neighborhoods
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High Performing Government
7.1 Provide world-class municipal services to residents and businesses
7.2 Promote a values-driven organizational culture that maintains the public trust
through ethical behavaior and transparency
7.3 Attract, retain, engage, develop and reward a diverse and competitive workforce to
meet the needs of the community now and in the future
7.4 Foster a culture of safety and wellbeing across the City organization
7.5 Broaden methods of community engagement with additional consideration to
diverse backgrounds, languages and needs
7.6 Leverage data, technology, metrics and benchmarks to guide decisions, improve
results, and enhance service delivery
7.7 Address revenue requirements to meet known and emerging needs
7.8 Maintain assets to optimize lifecycle cost, reliability and accessibility
7.9 Proactively influence policy and legislative development at all levels
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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 with a goal to create a city where people
want to live, work and play. The City is committed to creating a desirable urban
environment that recognizes the importance of the form of the environment (e.g.,
community architecture, historic preservation and pedestrian-oriented environments) and
preserving and protecting neighborhood character while ensuring a safe, beautiful and
friendly experience for all residents and visitors.
The City recognizes the importance of neighborhoods and actively seeks to preserve and
support their vibrancy while diligently enforcing property maintenance codes. As the City
grows and redevelops, our vision continues to be 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). 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. Alternative transportation modes and access to key health and
human service facilities are a priority.
Neighborhood Livability and Social Health also addresses challenges related to leading
active lifestyles, and the accessibility of health and human service facilities for all
segments of the community while protecting the character of our neighborhoods.
Neighborhood Livability and Social Health is related to human well-being and wellness,
and to opportunities for residents to work together, to be self-sufficient, and to live, work
and travel within the community.
The lack of critical mental and behavioral health services in Larimer County has a direct
impact on community residents, businesses and City services. Neighborhood Livability
and Social Health must include providing appropriate facilities and services to support
chronically homeless persons with a goal of leading them to pathways out of
homelessness. Simultaneously, enforcement efforts must continue to prevent residents,
travelers, and transients from displaying illegal or aggressive behaviors that diminish the
quality of life in neighborhoods.
Neighborhood Livability and Social Health includes:
• A compact pattern of development within a well-defined community boundary and
opportunities for redevelopment, revitalization and growth in targeted areas
• Adequate and safe public facilities, services and infrastructure to serve existing
development and new growth
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• 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
• Opportunities to lead active and healthy lifestyles, as well as access to healthy, locally
grown or produced food
• Access to physical and mental/behavioral health treatment and services
• 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
• Enforcment of laws that diminish aggressive behaviors that affect neighborhood
quality
Definition & Descriptions
Please note the strategic objective #’s below will change in the final document
1.1 Improve access to quality housing that is affordable to a broad range of
income levels.
• In 2015 and 2017, residents identified housing affordability as a high priority
during community outreach sessions. In the 2017 Community Survey, Fort
Collins ranked 16th
out of 18 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 residents to live and work within Fort Collins.
• To support people with low income levels, the City is helping to create 188 new
affordable housing units per year, with a portion being dedicated to specific
needs, such as veterans or individuals with disabilities.
1.2 Collaborate with other agencies to address homelessness, poverty issues
and other identified high priority human service needs.
• The City’s core role has been, and continues to be, funding, policy development
and partnerships for community human service agencies.
• Multiple public and private organizations work to address and improve social,
environmental and economic issues within the community and the region.
• The social issues that human service agencies address are wide-ranging,
complex and systemic. A strategic, collaborative approach applied to the City’s
engagement with these partners will ensure programmatic effectiveness and
efficiencies, eliminate redundancy and identify underserved areas.
• Regional efforts to provide dedicated substance abuse and mental health
facilities are being explored.
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• There are approximately 360 residents experiencing homelessness for six
months or more at any given time in Fort Collins, and there continue to be gaps
in the system to make homelessness rare, short-lived, and non-recurring.
1.3 Co-create a more inclusive and equitable community that embraces and
celebrates diversity.
• Shifting demographics are making the community and City organization
increasingly diverse.
• Programs that engage, celebrate and honor cultural diversity help the City
better serve its constituents and workforce while also building capacity in the
community to mitigate existing barriers to access and opportunity.
• Immigrant communities have expressed persistent fear related to personal
safety as well as uncertainty over national immigration policies and risk of
exposure.
1.4 Protect and preserve the quality of life in neighborhoods.
• Access to nature and green infrastructure improves the integration of natural
habitat with urban spaces.
• Proactive, innovative and effective code enforcement processes are important
aspects of attractive neighborhoods.
• Safe and well-maintained sidewalks are important for residents to safely walk or
bike to parks, schools and playgrounds.
• Partnerships with public health and civic groups improve neighborhood safety,
reduce graffiti, and prevent vandalism so neighborhoods are safe and clean.
1.5 Guide development through community planning, historic preservation and
efficient development review.
• Fort Collins’ population is expected to grow by 50 percent over the next 20
years, which will drive significant construction throughout the community.
• Processes should be predictable and effectively manage growth consistent with
City plans and goals.
• Emphasis should be placed on preserving the iconic and architectural elements
of our community.
1.6 Foster positive and respectful neighbor relationships and open
communication.
• Connected neighbors help identify neighborhood-level priorities and learn how
to work together and/or with the City to address them.
• Quality of life improves when neighbors have an understanding of how to
productively manage conflict and allow for healthy disagreements.
1.7 Improve accessibility to City and community programs and services to low
and moderate income populations.
• As the cost of living in Fort Collins increases, low and moderate income
households are struggling to afford participation in City events and services.
Commented [TM2]: Make sure this addressed in C&R
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• Income-qualified rate programs can mitigate the impact of utility rate increases
for families and persons in needs.
1.8 Evaluate the possible future annexation of the Mulberry Corridor.
• The required enclave will be closed in 2018, opening the possibility of future
annexation.
• When annexing new areas, land use planning can ensure quality
redevelopment consistent with City Plan.
• Large annexations will require additional investment in resources and
infrastructure, as well as thoughtful and deliberate phasing.
• Robust engagement of City and County residents and businesses is necessary
for effective annexations.
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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 the Northern Colorado region.
Additionally, the City believes that connecting residents to nature is critical to a high
quality of life.
Cultural and recreational facilities and programming allow our residents opportunities to
lead enriched and healthy lives, and support overall community wellness. Arts and culture
are enjoyed by residents and visitors alike. Similarly, parks, trails and natural areas
provide beautiful public spaces that foster physical activity and create opportunities for
creativity, reflection and leisure. The quality of our parks, trails and natural areas, as well
as our 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 these amenities define, and will continue to define, who we are as a
community. Additionally, our robust urban tree canopy provides many other quality of life
benefits and will be important to protect and preserve natural and biological threats.
These amenities have a direct link to Economic Health. Environmental Health is also
improved through parks and trails providing access to nature, including the Poudre River,
and surrounding wildlife habitat. The City values stewardship of these resources.
Providing diverse culture and recreation amenities includes:
• Ensuring the legacy of Fort Collins’ parks, trails, natural areas, and cultural and
recreational facilities for future generations
• Providing a wide variety of high quality recreation services and cultural opportunities
• Creating an interconnected regional and local trail network of parks and accessible
recreational facilities
• Creating and preserving opportunities and spaces where residents can easily access
nature
• Continuing a strong focus on exceptional stewardship and ecologically sound and
sustainable operations
• Protecting and preserving the City’s tree canopy
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Definition & Descriptions
Please note the strategic objective #’s below will change in the final document
2.1 Develop recreational and cultural programs with pricing and marketing
strategies that drive value, attendance and cost recovery.
• Diverse programs and opportunities should be maintained in addition to an
awareness of changing community desires.
• The City desires a high degree of participation in all programs offered.
• Fee structures based on demand, alternatives and affordability help to improve
program self-sufficiency.
• There is currently a lack of quality regional sports venues in Fort Collins where
competitive leagues can hold their state or regional tournaments.
2.2 Plan, design, implement and maintain the City’s parks and trail systems.
• Trails have been identified by residents as one of the highest priority amenities
provided by the City.
• As the City’s parks age, additional resources will be needed to make necessary
improvements and updates to keep parks a strong neighborhood amenity.
• Consideration of alternatives and non-traditional approaches could help
accelerate completion of of the trail system.
2.3 Provide enhanced opportunities for arts and culture throughout the City.
• 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.
• The City’s cultural heritage includes the community’s agricultural roots, its
strong commitment to enhancing access to nature, and preservation of open
spaces.
• Artistic and cultural opportunities are essential to a vibrant and creative
community.
• The City enjoyes partnerships with other community arts and culture
organizations, which contribute to a strong sense of place.
• Cable communications and partnerships with the local public access television
provider may help foster arts and cultural opportunities.
2.4 Protect the health and longevity of the tree canopy.
• Emerald Ash Borer poses a threat to up to 33 percent of the urban canopy.
• Priority ash trees can be saved through preventative action and residential
losses may be mitigated through education and shadow planting efforts.
• Pruning and routine maintainance can extend the life of mature trees and
prevent safety issues from arising.
• The Emerald Ash Borer will create an abnormal amount of waste in the way of
dead trees and lumber that may inundate the landfill and other disposal sites.
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2.5 Expand the Natural Areas land portfolio while simultaneously maintaining
existing lands and access to nature.
• Fort Collins enjoys a unique appeal due to our open spaces, access to
mountains, parks and trail systems, and an individual identity separate from
neighboring communities.
• The City’s open space lands and trail network are critical to reaching goals to
increase responsible access to nature.
• Urban farming, including community gardens, local food production and organic
farming, helps contribute to sustainability and nature-related goals.
• As Natural Areas experience more visits, challenges arise including how best to
preserve the assets for future generations.
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Economic Health
Fort Collins promotes a healthy, sustainable economy reflecting
community values.
The City intentionally uses the term “Economic Health” to describe the community’s
engagement with the economy. By referring to “health” rather than “development,” the
City emphasizes its commitment to the overall soundness and long-term vitality of the
local economy. This means an economy where residents can find employment and afford
to live in the community, that businesses are able and encouraged to start, remain and
expand in the community; and that everyone can expect quality City services and
sustainable, attractive infrastructure. To achieve these outcomes, the City creates an
atmosphere where business that align with community values thrive and focuses on
retaining, expanding, incubating and, lastly, attracting new businesses. These efforts
focus on emerging and established Targeted Industry Sectors and Clusters including
Clean Energy, Water Innovation, Bioscience, Technology, Uniquely Fort Collins, Local
Food, Advanced Manufacturing and Healthcare.
Priorities for sustaining economic health are: engaging existing businesses to ensure an
environment conducive to success, maintaining the City’s role as a regional economic
center, continuing collaboration with CSU and other regional participants, and supporting
cultural, natural and community amenities. In addition, the City and businesses prosper
when a skilled workforce meets the needs of local employers, and fruitful partnerships
are created with other economic development organizations. The Northern Colorado
Regional Airport is an important community asset that can enhance the economic activity
within the community. Economic Health depends on a safe community.
The City recognizes the business community as partners in achieving Economic Health
and reaches out to listen and understand their needs and emerging issues. This
engagement provides focus for developing programs and policies that encourage
retention and expansion of existing small and medium-sized businesses. Business
innovation is encouraged and the City engages as a partner in this innovation through the
City as a Platform and Smart Cities policies. Regular business engagement provides
direction to the City’s efforts to continuously improve the efficient and transparent delivery
of services, including development review, permitting, infrastructure construction, etc.
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
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• 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
• Engagement with local businesses to understand and address their needs
Definition & Descriptions
Please note the strategic objective #’s below will change in the final document
3.1 Facilitate the organization of an effective regional economic
development group.
• The region benefits from and has multiple organizations working to improve
economic conditions including CSU, Rocky Mountain Innosphere (RMI),
Northern Colorado Economic Alliance (NCEA) and various cluster
organizations.
• The region is currently under-represented at the regional and national level.
Prospects and leads previously handled by the Northern Colorado Economic
Development Corporation (NCEDC) are now handled independently by various
municipalities and organizations.
• An organization focused on coordinating regional development activities with
national representation is needed.
• Collaboration should include regional and global partners.
3.2 Maintain and grow diverse employment opportunities.
• Currently, approximately 70 percent of the jobs in Fort Collins require a high
school degree or less and 75 percent of the labor force has some college or a
college degree.
• The skills/education to job need mismatch makes it increasingly difficult for
employers to meet their labor needs.
• Projections for Fort Collins and Larimer County anticipate the creation of
28,000 new jobs in the next five years, which will outstrip worker growth and
exasperate the skills/education to job mismatch.
• The overall supply of land zoned for employment use is small and large parcels
are minimal, constraining the community’s ability to create local employment
opportunities.
3.3 Enhance business engagement to address existing and emerging business
needs.
• A business customer segmentation and analysis of each segment’s needs is
necessary to guide program and initiative development.
• A process for assessing the satisfaction, dissatisfaction and engagement of
business customers is needed.
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• A consistent customer experience across the organization and to all business
segments is needed.
• Improvement in select current service delivery systems (e.g., Development
Review, Permitting, etc.) is needed to provide efficient and transparent services
to all business customers.
3.4 Foster infill and redevelopment that enhances the community.
• Buildout within the City’s development boundaries is expected over the next 20
to 30 years. Growth will be denser and taller than historical norms and
additional infrastructure will be needed to support remaining open field
development.
• Recent infill developments have met with significant community resistance to
higher density and heights.
• Infill development should enhance and preserve the character of existing
neighorhoods while allowing taller buildings in appropriate character
subdistricts while maximizing compatibility through appropriate design.
• Fort Collins has many unique features that need to be preserved and
enhanced.
3.5 Maintain utility systems, services, infrastructure and predictible rates.
• Low energy costs and high reliability provide an advantage in attracting and
retaining energy-intensive industries. Maintaining the system reliability and cost
advantage is important to retaining existing primary employers.
• The underground system (electric, water and wastewater) is aging and will
require increased maintenance and replacement to maintain the current system
reliability.
• Significant stormwater system improvements are planned but are not funded.
• Maintain cost of service 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.
3.6 Invest in utility infrastructure aligned with community development.
• The population within the GMA is expected to grow from the current 170,000 to
an estimated 255,000 by 2040.
• Water storage capacity is needed to ensure water rights can be fully utilized to
meet future demand and drought management needs.
• New infrastructure is needed to deliver services to meet the needs of future
growth in areas such as the Mulberry Corridor and northeast Fort Collins.
3.7 Deploy reliable, high-speed internet services throughout the community.
• Voters approved a charter modification to allow the City to provide
telecommunication services as part of the current Light & Power utility.
• Voters also supported the issuance of up to $150M of debt to support the
implementation of high speed internet and associated services (video & phone).
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• The creation of a new broadband utility service will require significant
organizational effort and require prioritization of activities during the start-up
phase.
• High speed broadband services throughout the community will support
economic vitality, quality of life and governmental operations, and can/will be
leveraged to facilitate Smart City goals.
3.8 Secure a quiet zone along the Mason Corridor to reduce train noise.
• Businesses and residents in proximity of the Mason Corridor are negatively
impacted by train horn noise.
• Work with the Federal Railroad Administration to identify cost-effective
solutions.
• Noise is impeding development along the Mason Corridor.
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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 City’s natural areas system, 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. 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. In addition, Utilities supports innovative
programs that go beyond compliance, promoting energy and water conservation,
efficiency and clean electricity sources.
The City’s efforts to conserve natural areas are a core part of Fort Collins’ identity and
culture. The program has conserved 44,000 acres since its inception, and continues to
conserve land while providing an increased emphasis on stewardship, such as habitat
restoration and visitor amenities. Current land conservation efforts are focused on local,
foothills 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.
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
• Careful stewardship of open lands and natural areas
• A comprehensive and connected system of natural areas and open lands
• Partnerships with local, regional, state and national affiliates to achieve desired goals
and outcomes
• Integrating renewable energy technologies for the electric grid
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• Monitoring local and regional air quality and supporting programs that improve air
quality, such as fugitive dust control measures
• Solid waste reduction and diversion
• Efforts to encourage and regulate best practices in outdoor lighting to protect the
night sky
Definition & Descriptions
Please note the strategic objective #’s below will change in the final document
4.1 Achieve Climate Action Plan (CAP) 2020 goals and continue
progress toward the 2030 goals.
• Eighty percent of residents support the City engaging in climate action, and the
City can support ways to engage and empower residents, businesses and
institutions with opportunities for sustainable living practices.
• 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.
• The 2030 net energy goals to reduce 80 percent for both the community and
the City organization will require a systems approach.
4.2 Provide a reliable, high-quality water supply.
• The watershed acts as a primary water treatment facility, so monitoring and
protecting our watershed and focusing on long-term storage capability 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, there is additional stress on water resources
due to growth, climate change and lack of storage.
• Water quality monitoring programs within the urban and lower watersheds
support long-term environmental objectives and beneficial uses of local
waterways.
• 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.
4.3 Improve indoor and outdoor air quality.
• Fort Collins’ ground-level summertime ozone levels continue to be among the
highest along the Front Range.
• Surveys indicate 21-32 percent of Fort Collins households have a member
suffering from respiratory disease.
• Indoor air quality is typically more than 70 percent worse than outdoor air, and
70 percent of Fort Collins’ buildings have high radon levels.
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4.4 Achieve 2020 Energy Policy goals and work toward long-term net zero
energy.
• Existing buildings are responsible for more than 80 percent of electricity and
natural gas use, accounting for two-thirds of Fort Collins’ greenhouse gas
emissions, and costing around $150M per year to operate. Significant
opportunities exist through efficiency and conservation (the most cost-effective
approach) to reduce impacts.
• Alignment with Platte River Power Authority communities is needed to support
additional use of renewable energy. Additional education, training, regulations
and incentives are needed to address and achieve net zero energy goals.
• Generation and electric distribution systems should meet environmental goals.
4.5 Achieve the 2020 Road to Zero Waste goals and work toward 2030 zero
waste goals.
• Fort Collins currently diverts about 51 percent of its waste stream, and the
majority of what is sent to landfills could be recycled or composted.
• Larimer County Landfill is forecast to reach capacity in 2025. Upon closure of
the landfill, costs will rise for waste disposal in the Fort Collins community (and
for the City organization). Alternatives to landfilling will become increasingly
important to help maintain affordability.
• Strategies for reducing waste, recycling, and composting more of the
community’s discards are critical for achieving Council-adopted goals for
Climate Action and the Road to Zero Waste Plan, as well as municipal
sustainability.
• The North Front Range Wasteshed Coalition (comprised of the Cities of Fort
Collins and Loveland, Larimer County, and the Town of Estes Park) is working
with the regional community to create new infrastructure and policies to support
responsible, cost-effective waste management and resource recovery in
Northern Colorado.
4.6 Develop strategies to improve the community's climate resiliency.
• Communities in the Intermountain West are particularly vulnerable to increased
temperatures, reduced snowpack, threats to water quality, increased storm
severity, natural hazards and threats to human health.
• Public health and safety concerns, negative economic impacts and resource
constraints may be a result of a changing climate.
• Support programs that include ongoing monitoring of climate research and
evolving climate modeling are necessary to assist in future course corrections
and additional strategy identification.
4.7 Continually improve environmental regulatory performance.
• Wastewater infrastructure improvements are required to meet changing and
more stringent state regulations and permit thresholds. Specifically,
improvements need to be implemented to meet regulations for nutrients,
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metals, temperature and ammonia while recognizing the need to address
Climate Action Plan goals.
4.8 NEW Protect and enhance natural resources on City-owned properties and
throughout the community.
• Continue efforts to conserve and restore land that provides habitat and
biological diversity, public access via trails, buffers that that provide separation
from neighboring communities, scenic vistas, opportunities for environmental
education and watchable wildlife, and conservation of agricultural lands.
• A focus on Nature in the City to ensure that 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.
• Development review and regulations are needed to require minimum buffers,
work to minimize impacts, protect the night sky, provide guidance, and require
mitigation to conserve and enhance natural resources and wildlife habitats.
4.9 NEW Sustain and improve the health of the Poudre River and its tributaries.
• The Poudre River has multiple and, at times, competing demands from various
users.
• The Poudre River is a natural amenity and ecosystem to be carefully nurtured
and maintained.
• The City’s urban streams have been degraded by agriculture and urban
development.
• Maintenance of river health is dependent on partnerships with local, regional
and national organizations that focus on local and regional investments.
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Safe Community
Please note the strategic objective #’s below will change in the final document
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
its appeal, viability, productivity and economic stability. The use of technology to improve
investigative techniques and communication is important, and with increased
dependence on technology, cybersecurity has become a high priority.
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’s 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
increase the level of public trust and keep our community safe.
• Local and regional coordination is essential to a safe community so that all
emergency response teams are aligned.
• Local, regional and federal resources should be maximized 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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• Continue public-private partnerships and engaging the community to address
community safety and build community pride.
5.2. Meet the expected level of core and specialized police services as the
community grows.
• As the community reaches full buildout and a population of approximately
255,000, the type and volume of crimes and community needs will change,
requiring additional police resources and skill levels to maintain and increase
community safety.
• The police industry is changing, with a greater number of calls requiring
specialized training to deal with mental and behavioral health issues.
• Additionally, as agencies move toward 21st century policing principles, the use
of technologies such as body worn cameras and training related to the
appropriate use of force helps maintain a high level of transparency and public
credibility.
• To meet community expectations, Police Services needs to be nimble in
responding to emerging needs, which include bike patrol, party enforcement
and others.
5.3. Partner with Poudre Fire Authority to provide high-quality fire prevention,
community risk reduction and emergency response 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 85 percent.
• Fast response time is crucial to containing fire. PFA’s goal is to be on scene 80
percent of the time within 6 minutes and 20 seconds.
• Public awareness, including school programs, community outreach and social
media campaigns, supports fire prevention.
• Development review services ensure that new construction, redevelopment,
and building activity are consistent with the International Fire Code.
• The community's demand for Emergency Medical Services continues to grow
rapidly, challenging PFA to address demand growth through alternative
response models and public education.
5.4. Improve emergency management and preparedness.
• The City’s Emergency Management Plan outlines the Citywide emergency
response and recovery plans for all hazards and calls for ongoing training.
• All City departments should have Continuity of Operations (COOP) plans that
further develop the appropriate documentation and understanding of how to
respond to an emergency.
• Emergency planning, preparation and training should leverage federal and
state resources and be done in collaboration with regional efforts.
• The current operational structure of having the emergency manager housed
within Poudre Fire Authority, rather than the City, creates communication and
coordindation challenges. Best practice research demonstrates that alternative
models could enhance service.
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5.5. Address water, wastewater and stormwater infrastructure needs for the
protection of people, property and the environment.
• Approximately 1,100 structures are in the floodplain due to inadequate
stormwater infrastructure.
• There are 33 miles of water main that are more than 80 years old and 12.5
miles of water main that are more than 100 years old. As water mains age, the
reliability of the system decreases.
• There are 20 miles of wastewater main more than 100 years old, and 12
percent of wastewater mains have a condition rating of severe because of
cracking, roots or offset joints.
5.6. Optimize the use of data and technology to improve service, protect mission-
critical infrastructure and enhance cybersecurity effectiveness.
• Cybersecurity is increasingly important to the protection of the City’s assets and
information as well as the protection of customer privacy.
• Cyber audits and awareness training are a critical component to ensuring the
security of the City.
• Many City services are reliant on technology for the continuity of core
operations. Additionally, technology can improve the effectiveness and
efficiency of various services across the City.
5.7. Reduce incidents of, and impacts from, disruptive behavior of the transient
population.
• Fort Collins has experienced an increase in disruptive behaviors, causing
numerous challenges and frustration among Downtown visitors, business
owners and residents.
• Increasingly, Police, Natural Areas and Parks resources are consumed by
transient issues, reducing the level of service provided to other residents.
• While focused attention Downtown has led to decreasing disruptive transient
behavior in that area, Midtown, the Mason Corridor, the Harmony Corridor and
Campus West have all experienced increased transient activity.
• Ongoing attention and creative approaches to appropriately balance
compassion and consequences are needed.
5.8. Improve security at City facilities and properties.
• The City has experienced an increase in security-related incidents happening at
Municipal Court that require police assistance.
• Security controls for City facilities are managed by multiple systems, and best
practices point to one centralized system as most effective.
• Perception of safety of Transfort, Parks and Natural Areas has a high impact on
residents’ use and enjoyment of these services.
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Transportation
Fort Collins provides safe and reliable multi-modal travel to, from and
throughout the City.
The transportation system is a key component for nearly all aspects of the City of Fort
Collins. The system provides the connecting fabric among residences, employment,
schools and shopping. It is critical for economic success and commerce, interconnected
with land use, and is impactful to Climate Action Plan and healthy living goals. The
success of a quality built and well functioning multi-modal system is a community
differeniator and reflected in quality-of-life performance measures.
The City uses data and analysis to develop and maintain a safe and reliable multi-modal
transportation network. It addresses gaps within the transportation network and promotes
biking and walkability throughout the community. Priority will be given to managing and,
where possible, reducing congestion and improving safety through physical infrastructure
improvements, use of innovative technology and demand reduction. The City’s existing
infrastructure will be highly functioning and well maintained. The systems should be
complete and designed to provide accessibility by offering a variety of effective, efficient,
complete, and safe transportation choices for all users.
I-25 is a vitial connection between Fort Collins and its regional partners. Its function and
reliability is critical to the Northern Colorado region.
Allocation of roadway width, including reshaping streets to support safety and promote a
mix of modes, remains a priority. Street design that blends transportation needs with
social and environmental amenities creates a sense of place in our community.
A transit system that is efficient and productive 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.
A connected and mobile 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 mode choices for 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 reliable, as well as 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
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• Support for and implementation of emerging trends such as electrification of the
vehicle fleet, connected vehicles, adaptive signal technology, etc
• Infrastructure and technology to address and mitigate the impact of train delays
Definition & Descriptions
Please note the strategic objective #’s below will change in the final document
6.1 Improve safety for all modes of travel.
• Appropriate programs, policies, infrastructure improvements (e.g., accessible
sidewalks and safety conscious intersection design) and educational resources
to reduce the overall number and severity of traffic accidents.
• Community awareness and education regarding collisions involving vulnerable
road users including pedestrians, bicyclists and motorcyclists is a focus.
• Quality infrastructure continues to be a focus, including safe, accessible, well-
functioning, high quality streets, bikeways, sidewalks and trails.
6.2 Manage traffic congestion and improve high priority intersections.
• Specific infrastructure projects (such as intersections) to improve safety,
efficiency, and reliability can have signficiant positive impacts. Project
identification is through a data-driven approach and previously completed
prioritization studies.
• Continue focus on efforts to increase bicycling throughout the city, which will
have benefits to other modes of travel.
• Demand management strategies can be effective in reducing traffic congestion
and require a coordinated approach that evaluates the entire transportation
system.
• Leverage technology to maximize system capacity and efficiency.
• Reduce delays associated with freight-rail lines.
6.3 Improve transit availability and grow ridership.
• 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.
• Recent expansions of service require work to optimize and improve service.
Proposed expansion of service requires strategic alignment, community dialog,
funding and implementation plans.
6.4 Support, enhance and accelerate the I-25 expansion.
• Efforts should be focused on expanding the I-25 corridor from Highway 402 to
Highway 66 via collaboration with regional, state and federal partners.
• Regional partners – Larimer County, Weld County, Town of Berthoud, Town of
Johnstown, City of Loveland, Town of Timnath, Town of Estes Park, Town of
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Windsor – and private sector investors are contributing $55M toward the
Colorado Department of Transportation project to add express lanes from
Johnstown to Fort Collins along I-25.
• Improvements to bridges, as well as pedestrian and bicycle access under I-25,
are key design elements that will help enable regional alternative modes of
transportation to safely cross the busy thoroughfare.
6.5 Improve aging and/or missing transportation infrastructure that serves Fort
Collins.
• The northeast quadrant of Fort Collins is the last major quadrant of the City’s
Growth Management Area that remains largely undeveloped.
• The lack of transportation and utility infrastructure in the northeast quadrant
(some requiring significant investment) limits opportunities for affordable
housing and business development that would meet the same quality and
standards as the rest of the community.
• Street maintenance and the infrastructure of intersections and pedestrian
facilities are a high priority for the Fort Collins community.
• The City has a significant number of bridges, culverts and irrigation ditch
crossings that are in need of repair.
6.6 Maintain the current level of service for City streets, medians and associated
infrastructure.
• The cost of infrastructure maintenance continues to increase rapidly along the
Front Range of Colorado.
• Street maintenance is highly reliant on sunsetting revenue streams; although
the ¼-cent dedicated sales tax was renewed by voters through 2025, the Keep
Fort Collins Great sales tax generates 50 percent of street maintenance funding
and that tax is scheduled to sunset at the end of 2020.
• Innovative technology solutions may reduce ongoing costs.
• Desired aesthetic components (e.g., medians) have an impact on project
implementation and increase ongoing maintenance costs.
6.7 Address parking needs Downtown, along the MAX corridor and in residential
neighborhoods.
• Parking at key locations maximizes the effectiveness of integrated transit,
bicycle and pedestrian solutions.
• Access to convenient parking for people of all abilities is an important
consideration.
• Successful implementation of transportation demand management strategies
should reduce automotive congestion and the increasing need for associated
parking.
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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 attracts and 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 collaborates and problem-solves with adjacent municipalities,
CSU, school districts, Larimer County, special districts, local organizations and interested
individuals.
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 continuos improvement. Data from surveys, performance metrics,
operations, engagement events and face-to-face interactions are key to decision-making
and pursuing strategic opportunities for improvement. The City budget reflects community
values, challenges and opportunities.
Citizen involvement and a transparent government are cornerstones of a high performing
community. Communities with actively involved residents are more satisfied and
contribute greater benefit to the community as a whole. Engaged communities strive to
be inclusive and equitable for all.
A high performing government includes:
• Effective and efficient local governance where all community voices are valued
• Fiscal sustainability and transparency
• A collaborative and community-based approach to problem solving
• Core processes that are consistently used across the organization
• A high quality workforce that strives for continuous improvement in all areas
• A systems approach, driven by data, to effectively solve problems, creatively pursue
opportunities for improvement and develop innovative solutions
• An ethical workforce
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• Attracting, developing and retaining employees who are the best and brightest in their
fields
• Citywide strategies and standards for inclusive civic engagement
Definition & Descriptions
Please note the strategic objective #’s below will change in the final document
7.1 Provide world-class municipal services to residents and businesses.
• Delivering world-class services provides a platform for co-creation that enables
residents, businesses and non-profit agencies to help enhance Fort Collins and
solve challenging community issues.
• Implement systems and processes that improve services and citizen
satisfaction, as consistent with the City’s performance excellence journey.
• The City strives to meet the needs of the majority of community members.
Regulation, stewardship, voter-driven actions and other factors may dictate
circumstances in which the City is unable to satisfy some residents and
businesses.
7.2 Promote a values-driven organizational culture that maintains the public
trust through ethical behavaior and transparency.
• The organization places a strong value on maintaining the public trust and has
articulated high expectations regarding transparency.
• The City continues to focus on fostering a culture of ethical behavior and in
embedding core values into the culture to reinforce accountability.
• Balancing the social, economic and environmental health of the community is
critical to ensuring long-term sustainability of City services and resident
satisfaction.
7.3 Attract, retain, engage, develop and reward a diverse and competitive
workforce to meet the needs of the community now and in the future.
• Cost of living increases, anticipated retirement of City employees, and
projected growth in the regional population increase the challenges in the
region and for the City related to talent management.
• The City organization has a need to develop diverse talent pools and to
increase diversity in its leadership pipeline.
• The City relies heavily on a dedicated group of volunteers to assist the
workforce in delivering world-class services. Further recognition of the role
volunteers play in supporting our workforce can improve service delivery.
• A diverse workforce leads to increased innovation, productivity and creativity.
Current gaps within the City organization hinder our ability to fully access the
breadth and depth of talent represented by our community members.
7.4 Foster a culture of safety and wellbeing across the City organization.
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• The City’s safety culture is one of prevention, education, safe design principles
and collaborative partnerships with City Wellness.
• The City’s Total Recordable Injury Rate (TRIR) and Days Away Restricted or
Transferred (DART) case rates have improved significantly over the past two
years, but significant progress remains necessary to reach world-class levels.
• The City recognizes a healthy workforce reduces costs and is an important part
of recruiting talent.
7.5 Broaden methods of community engagement with additional consideration
to diverse backgrounds, languages and needs.
• The City’s Public Engagement Strategic Plan focuses on fostering an engaged
citizenry, equipping staff to successfully lead public engagement projects,
prioritize inclusivity, and ensure accountability and excellence in community
engagement.
• Fort Collins has a diverse mix of residents who desire meaningful engagement,
trust and regular communication with their local government.
• The communication landscape is rapidly changing. Social media use has
increased by 21 percent globally since 2015, meaning the City needs to
continue to reimagine community engagement to reach the entire community.
7.6 Leverage data, technology, metrics and benchmarks to guide decisions,
improve results, and enhance service delivery.
• Optimize the use of technology to enhance evidence-based decision-making.
As large data sets become more readily available for analysis and leveraging,
the City needs to evolve its business practices and use of technology to utilize
that data to provide improved services to the community.
• 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. Additional work is needed to identify benchmarks,
which help to identify world-class performance levels from regional, national
and global comarisons.
• Integrating advanced information and Internet of Things technologies to help
manage key infrastructure, public health and safety systems can produce better
outcomes for residents and businesses.
7.7 Address revenue requirements to meet known and emerging needs.
• The Keep Fort Collins Great tax sunsets in 2020. This tax provides close to
$30M in revenue annually to support services that residents have come to rely
on. Continuation of similar funding will be critical to the ongoing delivery of
existing service levels.
• Various areas across the City lack funding for enhanced and replacement
capital investments, including transportation infrastructure, transit, Golf, Parks,
etc.
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7.8 Maintain assets to optimize lifecycle cost, reliability and accessibility.
• As City assets age, renewal and replacement is critical to maintaining the City’s
infrastructure.
• Tools and systems that support capacity planning and capital asset needs,
monitor asset life and condition, and schedule repairs (based on optimal asset
lifecycle costs estimates) may improve the effectiveness of asset management.
7.9 Proactively influence policy and legislative development at all levels.
• The City plays a critical role in influencing local, state and federal policy that
impacts our ability to achieve Key Outcomes.
• Proactive influence of other government policy and legislation can help ensure
a workable outcome for the City and its residents.
• Policy decisions at other levels of government result in sometimes burdensome
compliance requirements that require additional human capital as well as
funding solutions to ensure legal compliance.
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Appendix A: Performance Measures
The City of Fort Collins is committed to being a data-driven organization. Using
quantifiable data and analysis, the City tracks and measures success in achieving the
Key Outcomes and Strategic Objectives defined in this plan. This includes identifying
appropriate metrics related to both Key Outcomes and Strategic Objectives, establishing
appropriate targets for each of these metrics, tracking the actual performance of each
metric over time, and regularly reviewing and discussing the performance.
Community Dashboard
The City’s focus on tying metrics to specific Outcomes began in 2013. Staff, working with
City Council, developed our 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.
Results as of Q4 2017
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Neighborhood Livability and Social Health
Culture and Recreation
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Economic Health
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Environmental Health
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Safe Community
Transportation
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High Performing Government
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Strategic Objective Metrics (Strategy Maps)
To further enhance the use of metrics, Strategy Maps have been created that tie specific
metrics to each of the Strategic Objectives within the City’s Strategic Plan. This is an
executive management tool that is used to track organizational performance. It 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 similarly to the Community Dashboard metrics. This includes
identifying appropriate metrics related to both Key Outcomes and Strategic Objectives,
establishing appropriate targets for each of these metrics, tracking the actual performance
of each metric over time, and regularly reviewing and discussing the performance. The
metrics associated with each strategic objective may change over time as individual
metrics are improved or replaced with more meaningful ones.
Executive-level reviews occur monthly in meetings with the entire executive team where
the progress on the metrics is discussed. Underperforming metrics require action plans
that indicate organizational efforts to improve the performance of those metrics.
Please note the strategic objective #’s below will change in the final document
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2018 DRAFT Strategic Objective Current and Proposed Strategy Map Metrics
1.1 Improve access to quality housing that is
affordable to a broad range of income levels
NLSH 3. Affordable Housing Inventory
NLSH 4. Fort Collins' Housing Opportunity Index (HOI) compared to western states
region HOI
1.2 Collaborate with other agencies to address
homelessness, poverty issues and other identified
high priority human service needs
NLSH 39. Winter Point in Time Count of Homeless Population
NLSH 84. Human Service Funding Portfolio
NLSH 85. Human Service Client Impact
1.3 Co-create a more inclusive and equitable
community that embraces and celebrates diversity
NLSH 81. Boards and Commissions Diversity Index
NLSH 61. % of citizens responding very good/good - Fort Collins as a place of
community acceptance of all people
1.4 Protect and preserve the quality of life in
neighborhoods
NLSH 1. Voluntary Code Compliance
NLSH 2. Response Time to Graffiti Removal
NLSH 64. % of citizens responding very good/good - Your neighborhood as a place
to live
TRAN 37. Average Speed on Neighborhood Streets
1.5 Guide development through community
planning, historic preservation and efficient
development review
Metrics still being evaluated:
NEW: # of landmarked properties or districts (Tom Leeson)
NEW: # of building permits (Tom Leeson)
NEW: % of Development Review applications completed within TBD
1.6 Foster positive and respectful neighbor
relationships and open communication
Metrics still being evaluated:
NEW: # of participants in Restorative Justice
NEW: % of mediation cases with agreeable resolutions compared to total
NEW: # of neighborhhood participating in the Neighborhoon Connections Program
NEW: # of graduates from the Neighborhood Leadership Program
1.7 Improve accessibility to City and community
programs and services to low and moderate
income populations
NLSH 37. Rebate Program Participation
CR 93. Recreation Programs - Cumulative number of scans for low-income reduced
fee passes
CR 94. Recreation Programs - Cumulative number of activity enrollments for low-
1.8 Evaluate the possible future annexation of the
Mulberry Corridor
No metrics identified
Neighborhood Livability and Social Health
2018 DRAFT Strategic Objective Current and Proposed Strategy Map Metrics
2.1 Develop recreational and cultural programs
with pricing and marketing strategies that drive
value, attendance and cost recovery
CR 1. Recreation Programs - Total Cumulative Participation
CR 5. Golf Courses - Total Cumulative Participation
CR 87. Trained Observer Program – Percentage Of Cemetery Ratings With No
Problems
CR 95. Recreation participant survey satisfaction
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2.2 Plan, design, implement and maintain the
City's parks and trails systems
CR 7. Paved Trails - Cumulative Number of Visits
CR 23. Trained Observer Program – % of Parks and Rec Fac Grounds Ratings With
No Problems
CR 62. Miles of Trail/10,000 Population
CR 67. % of citizens responding very good/good quality of - Recreational trails
CR 97. Trained Observer Program – Percentage Of Trail Ratings With No Problems
2.3 Provide enhanced opportunities for arts and
culture throughout the City
CR 2. Lincoln Center - Total Cumulative Participation
CR 3. Museum of Discovery - Total Cumulative Participation
CR 63. % of citizens responding very good/good - Quality of arts and cultural
opportunities in Fort Collins
NEW - # of public art projects in process or completed
2.4 Protect the health and longevity of the tree
canopy
CR 15. Pruning Frequency by Year < 18-inches in Diameter
CR 22. Pruning Frequency by Year > 18-inches in Diameter
Metrics still being evaluated:
NEW - Ratio of treated trees (or shadow planted) vs. # that die (Ralph Zendt)
NEW - look into metrics used by Tree City USA
2.5 Expand the Natural Areas land portfolio while
simultaneously maintaining existing lands and
access to nature.
ENV 98. % of citizens responding very good/good quality of - Natural areas and
open space
ENV 130. Natural Areas - Land Conservation - Acres per Capita
CR 6. Natural Areas Programs - Cumulative Participation per Capita (change target)
2018 DRAFT Strategic Objective Current and Proposed Strategy Map Metrics
3.1 Facilitate the organization of an effective
regional economic development group
Metrics still being evaluated:
1) # of new businesses brought in by group
2) $$ brought into the region by group
3) # of members representing the region at the national scale
3.2 Maintain and grow diverse employment
opportunities
ECON 5. Local Unemployment Rate
Metrics still being evaluated:
1) Regional or sectoral job growth by industry or sector
2) Wage level at or above a certain regional threshold
3) # of jobs in targeted sectors
4) Percentage of Occupations in danger of surpluses or shortfalls
5) % satisfaction from business survey from the questions, "The job Fort Collins
does at supporting or creating new jobs" or "Employment Opportunities"
3.3 Enhance business engagement to address
existing and emerging business needs.
Metrics still being evaluated:
1) Continue index average of four business survey questions from previous
strategy map metrics
2) % satisfaction from business survey of "Fort Collins as a place to do business"
New: Point in time satisfaction surveys
Follow up with CPIO re: metrics from the Business Engagement Team
3.4 Foster infill and redevelopment that enhances
the community
Metrics still being evaluated:
1) ratio of brown to green field value
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3.6 Invest in utility infrastructure aligned with
community development
Metrics still being evaluated
3.7 Deploy reliable, high-speed internet services
throughout the community
Metrics still being evaluated:
1) average cost of fiber laid
2) % Market Share
3) Average internet speed or reliability
3.8 Secure a quiet zone along the Mason Corridor
to reduce train noise
None identified
2018 DRAFT Strategic Objective Current and Proposed Strategy Map Metrics
4.1 Achieve Climate Action Plan (CAP) 2020 goals
and continue progress toward the 2030 goals
ENV 9. Percent decrease in community Greenhouse Gas (GHG) emissions from
2005 baseline
ENV 6. Percent decrease in municipal Greenhouse Gas (GHG) Emissions from 2005
baseline
ENV 3. Community Energy Use
ENV 13. Cumulative number of people receiving sustainability education
TRAN 65. % Commute Mode Share
4.2 Provide a reliable, high-quality water supply ENV 22. Turbidity of City drinking water
ENV 27. Water quality complaints per 1,000 customers
ENV 32. Annual water demand as percent of firm yield
ENV 104. Overall Water Conservation Program Effectiveness
ENV 101. Water efficiency plan annual targets and actual use
SAFE 8. Drinking Water Compliance Rate (% Days)
Metrics still being evaluated:
1) # Hydrants that meet fire code
2) # of water main breaks per 100 miles of pipe
4.3 Improve indoor and outdoor air quality ENV 16. Number of homes assessed for Healthy Homes
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 131. Indoor Air Quality: Number of Indoor Radon Tests
4.4 Achieve 2020 Energy Policy goals and work
toward long-term net zero energy
ENV 26. Community Percentage of Renewable Energy
ENV 23. Annual energy efficiency and conservation program savings (% of
community electricity use)
HPG 106. Consumer Product Utility Rebates
ENV 3. Community Energy Use
4.5 Achieve the 2020 Road to Zero Waste goals and
work toward 2030 zero waste goals
ENV 10. Community solid waste diversion rate
ENV 12. Tons of community recycled or composted materials, including cardboard
ENV 7. Community per capita per day of solid waste generation
NEW: A metric on the Integrated Recycling Facility
4.6 Develop strategies to improve the
community's climate resiliency
NLSH 27. Drinking Water Storage Availability
4.7 Continually improve environmental regulatory
performance
ENV 128. Number of New Recorded Environmental Compliance Violations
ENV 129. Number of New Identified Deficiencies Requiring Corrective Action
SAFE 8. Drinking Water Compliance Rate (% Days)
ENV 1. Wastewater Treatment Effectiveness Rate (%)
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2018 DRAFT Strategic Objective Current and Proposed Strategy Map Metrics
5.1 Improve community involvement, education
and regional partnerships to increase the level of
public trust and keep our community safe.
TRAN 39. Safe Routes to School Overall Student Participation
SAFE 30. % of citizens responding very good/good - Fort Collins as a safe place to
live
Metrics still being evaluated:
1) NEW: Volunteers for Police Community Programs OR a metric about educational
programs
2) NEW: % of positive interactions Natural Areas and Parks Rangers have with
residents and visitors
5.2 Meet the expected level of core and
specialized services as the community grows
SAFE 1. Percent of Time Police Priority 1 Calls Responded to Within 5 Minutes 30
Seconds
SAFE 89. Part 1 Crimes in Fort Collins (per 1,000 population)
Metrics still being evaluated:
1) NEW: A measure to evaluate the effectiveness of our communications
2) NEW: Metric on the % of time patrol officers are working on their core duties
compared to specialized services
5.3 Partner with Poudre Fire Authority to provide
high-quality fire prevention, community risk
reduction and emergency response services
SAFE 3. Percent of Time PFA intercedes prior to Flashover
SAFE 44. % of citizens responding very good/good quality of - Fire services overall
in Fort Collins
SAFE 90. Percent of Time PFA Fire Personnel are on Scene Within 6 Minutes 20
Seconds in the Urban Area
NEW: Compliance with fire inspections
5.4 Improve emergency management and
preparedness
SAFE 41. % of citizens responding very good/good quality of - emergency
preparedness in Fort Collins
SAFE 81. Compliance with National and State standards for Emergency
Preparedness
SAFE 91. % of City departments that have current emergency
preparedness/response plans
SAFE 86. CRS (Community Rating System) Rating for floods
NEW: % of businesses with continuity plans
5.5 Address water, wastewater and stormwater
infrastructure needs for the protection of people,
property and the environment
SAFE 87. # of structures in the flood plain
NEW: # of fire hydrants that do not meet fire code
NEW: Miles of wastewter pipe that exceed capacity or have a condition of
"Severe"
5.6 Optimize the use of data and technology to
improve service, protect mission-critical
infrastructure and enhance cybersecurity
effectiveness
HPG 26. Internet availability
HPG 27. Server availability (supporting 390 servers)
SAFE 92. Effectiveness of Cybersecurity Awareness Training
5.7 Reduce incidents of, and impacts from,
disruptive behavior of the transient population
Metrics still being evaluated:
1) NEW: % of patrol assigned to directive patrols (transients)
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6.2 Manage traffic congestion and improve high
priority intersections
TRAN 65. % Commute Mode Share
TRAN 28. Average Travel Speeds/Times on Arterial Streets
TRAN 44. % of citizens responding very good/good - Ease of driving in Fort Collins
Metric still being evaluated:
1) Travel Reliability metric
6.3 Improve transit availability and grow ridership TRAN 1. Transfort Fixed Route Passengers per Revenue Hour
TRAN 2. Cumulative Transfort Fixed Route Ridership (in thousands)
TRAN 45. % of citizens responding very good/good - Ease of traveling by public
transportation in Fort Collins
TRAN 67. % of Bus Stops that are ADA Accessible
6.4 Support, enhance and accelerate the I-25
expansion
None yet identified; we talked about 1) amount of funding by various sources
relative to the target cost and 2) project progress toward a target completion date
6.5 Improve aging and/or missing transportation
infrastructure that serves Fort Collins
TRAN 64. Percent Arterial Bike Network Crossings Completed
TRAN 62. Sidewalk Network (also linked to TRAN SO 6.1)
NLSH 26. Square Footage of Medians Renovated
6.6 Maintain the current level of service for City
streets, medians and associated infrastructure
TRAN 18. Pothole response time
TRAN 3. Cumulative Lane Miles of Roadway Pavement Improved
CR 98. Trained Observer Program – Percentage of Medians Ratings With No
Problems
6.7 Address parking needs Downtown, along the
MAX corridor and in residential neighborhoods
TRAN 66. MAX Parking Space Utilization
NLSH 82. RP3 Program - # of Properties and Citations
NLSH 83. RP3 Permits Issued
2018 DRAFT Strategic Objective Current and Proposed Strategy Map Metrics
7.1 Provide world-class municipal services to
residents and businesses
HPG 3. Average Response Time of Cases Submitted to Access Fort Collins
HPG 32. Customer Satisfaction - Overall
HPG 69. % of citizens responding very good/good to the City's performance in -
Efficient operation of programs and services
HPG 70. % of citizens responding very good/good to the City's performance in -
Encouraging sustainability in the community
7.2 Promote a values-driven organizational culture
that maintains the public trust through ethical
behavaior and transparency
HPG 71. % of citizens responding very good/good to the City's performance in -
Overall direction of the City
HPG 156. Monthly Active Users (fcgov.com)
HPG 157. Ethics Index
Metrics still being evaluated:
1) NEW: A Core 34 Index metric
2) NEW: # of touches of operational datasets on Open Gov
7.3 Attract, retain, engage, develop and reward a
diverse and competitive workforce to meet the
needs of the community now and in the future
HPG 6. City Employee Cumulative Turnover Rate
HPG 24. Number of Citywide Volunteer Hours
HPG 25. Number of Citywide Volunteers (ELT Priority)
Note: HPG 24 and 25 might be able to be combined
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7.5 Broaden methods of community engagement
with additional consideration to diverse
backgrounds, languages and needs
HPG 213. Utilities Affordability Portfolio Direct Assistance
HPG 66. % of citizens responding very good/good to the City's performance in -
Welcoming citizen involvement
HPG 81. % of citizens responding very good/good on the City's performance in
informing citizens
HPG 155. Social Media Combined Audience
Metric still being evaluated:
NEW: an "Our City" metric
7.6 Leverage data, technology, metrics and
benchmarks to guide decisions, improve results,
and enhance service delivery
HPG 26. Internet availability
HPG 27. Server availability (supporting 390 servers)
NEW: # of FC Lean projects by Service Area
NEW: # of Strategy Map metrics with benchmarks
NEW: # of completed Program Evaluation projects
7.7 Address revenue requirements to meet
known and emerging needs
HPG 1. Actual Cumulative Revenue Compared to Budget ($ millions)
HPG 158. Grant funding success rate on applications Citywide
7.8 Maintain assets to optimize lifecycle cost,
reliability and accessibility
HPG 122. # of City buildings assessed/entered into IP Gateway
Metrics still being evaluated:
1) NEW: $ spent on maintenance as a % of asset depreciation. Could be separate
metrics for Utilities, Fleet, Facilities
2) NEW: a metric on lifecycle costs
3) NEW: Ratio of planned vs. unplanned maintenance
7.9 Proactively influence policy and legislative
development at all levels
Metric still being evaluated
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Appendix B: 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 an Aaa Moody’s credit rating (which ranks in the top 3 percent), and
more than $220M in reserves (excluding Enterprise Funds) due to prudent fiscal policies,
low debt and conservative management of its approximately $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 floods, natural disasters, recessions 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 2.8 percent based on taxable
sales historical average; Use Tax revenue growth of 3.6 percent based on last 10
year averages
• Property Tax – tied to Consumer Price Index (CPI), growth currently calculated at
2.7 percent
• Capital Grants – project-specific and difficult to forecast, tied to CPI at 2.7 percent
• Shared Revenues – County and State distributions, compound annual growth rate
(CAGR) for majority of 2000s was 1.1 percent
• Cultural, Park, Recreation and Natural Areas Fees – 14-year historical rate of 3.3
percent
Primary Expense Drivers
• Salaries and Wages – Highly correlates to taxable sales; growth of 2.8 percent
• Benefits – 5.0 percent growth takes into account 8.3 percent growth specifically on
Healthcare, as well as growing number of employees and general inflation
• Professional and Technical – Highly correlates to population; growth of 2.3 percent
• Repair and Maintenance Services – 4.0 percent average for 2000s for most
accounts
• Infrastructure – 2.8 percent growth rate tied to sales and use tax
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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 $28M of revenue in 2016. 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 and service
levels. Reserves would be used throughout the next decade in this scenario to
accommodate the expenditure rate and forcing re-prioritization of future expenditures.
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. Healthcare benefit costs
are expected to grow at 8.5 percent. 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 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
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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.
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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 reflects the service that is being provided and
permits objective evaluation of the service program.
Plan Elements: Existing plan elements and other related documents that are
incorporated into City Plan.
Poverty Rate: 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.
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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.
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1
2016 2018 Strategic
Plan
City of Fort Collins
April 15, 2016 -– Final
February 26, 2018- – DRAFT
draft
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2
2016 2018 Strategic Plan Table of Contents
Page
I. Introduction 3
II. Summary 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 22
5. Strategic Outcome – Safe Community 26
6. Strategic Outcome – Transportation 29
7. Strategic Outcome – High Performing Government 32
III. Appendix
A. Performance Measures
- Community Dashboard 36
- Strategic Objective Metrics (Strategy Maps) 41
B. Long-Term Financial Plan 48
C. Glossary of Terms 51
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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, and overmore than 8,000 small to medium -sized businesses. 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 $76,78683,219 in
20164, 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, 189 percent of the Fort Collins population
is at or below the poverty line and housing is considered expensive. There is also less
Ddiversity within the city is low than the national average with only 11 percent of the
community identifying themselves as an ethnicity other than white.
Fort Collins has experienced rapid growth throughout the past 50 years, growing from
approximately 25,000 residents in 1960 to an estimated 170,000167,5100 today, and is
anticipated to be approximately 255,000 by 2040. The City has 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 20430, with approximately 255,000 residents.
The City’s revenue comes from sales and use tax, property tax, fees and grants. Seventy-
threefive 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. and Moody’s reaffiremed the Aaa Issuer
Rating in Novemember of 2017 based on a strong economic tax base, low debt and
pension obligations, strong cash position, and overall management and governance
structure. Voters have demonstrated willingness to support critical City services by adding
the Keep Fort Collins Great 0.85 percent sales and use tax in 2010 and renewing two
expiring taxes in 2015. Those expiring taxes were for the Building on Basics Capital
Projects 0.25 percent sales and use tax and the Street Maintenance Program 0.25
percent sales and use tax, which passed by 80.5% and 84.5% of voters, respectively.
The City is actively working to diversify revenue, broaden the City’s revenue sources,
create a more sustainable revenue base and reduce the City’s dependency on Sales Tax.
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The City provides a full range of services, including:
• Police
• Fire Protection through a local authority
• Streets, Transportation and Transit infrastructure & operations
• Parks, Recreation, Natural Areas and Cultural facilities
• Planning, Engineering and Community services
• 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
In November of 2017, voters approved a ballot measure that allows the City to provide
high speed internet to citizens and residentsthe community though the buildout of a fiber
to the premise enterprise. Work on this new utility service intiaitive will begin in ernest in
2018;, it is anticipated the first customer will be connected in mid- 2019 with full network
buildout occurring by the end of 2021.
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:
Collaboration - Excellence - Integrity - Outstanding Service
Safety & Wellbeing - Stewardship
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.
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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. Compliance with all regulations and laws with a strong focus on
ethics are foundational elements of the City culture. 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.
The City was awarded the Malcolm Baldrige National Quality award in 2017, marking a
significant milestone in the City’s ongoing journey to provide world-class municipal
services.. Achieving performance excellence helps the City provide world class municipal
services through operational excellence and a culture of innovation. ResidentsCitizens
and businesses are the inspiration behind this pursuit.
Economic, Environmental & Social Factors
The City of Fort Collins uses a Sustainability Assessment Fframework to evaluate the
“triple bottom line” implications of municipal decisions, as appropriate. The framework
assesses the economic, environmental and social factors of each decision, thereby
increasing awareness and often revealing ways that decisions can mitigate negative
impacts and improve overall outcomes. This process creates a “healthy tension” and
balance to City decisions, ensures one aspect of the triple bottom line does not dominate
the decision-making process and reduces impacts when trade-offs are unavoidable.
Economic Factors include the fiscal health of the community, diverse job creation, talent
management and creating an innovative and entrepreneurial atmosphere 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 atmosphere.
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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 Strategic Plan is aligned and focused on continuously
improvements in seven Key Outcome Areas:
• Neighborhood Livability and Social Health,
• Culture and Recreation,
• Economic Health,
• Environmental Health,
• Safe Communityty,
• Transportation and
• High Performing Government.
The City budget is also aligned acrossdivided among these seven areas, and revenue is
allocated to support policies and initiatives that drive improvement in each 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
Community Surveys or as a Council Priority, include:
1. Environmental Sustainability – Identifying and implementing initiatives that
achieve various environmental goals and objectives while maintaining economic
vitality and social health.
2. Multimodal Transportation & Public Transit – Improve traffic flow &and safety,
the availability of transportion alternatives, and improve access to public
transportation.
3. Community Vibrancy – Improve the community’s sense of place with a high value
on natural areas, culture, recreation and park systems.
4. Housing Affordability – Improve access to a broad range of quality housing that is
safe, accessible and affordable..
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
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2. Vibrancy – Maintaining the City’s “Sense of Place “and the vibrancy of our
Downtown and commercial districts
3. Housing Affordability – Working with partners to ensure access for all to quality
housing that is affordable for them and meets their needs
4. Traffic & Trains – Finding solutions to increasing congestion, improving the safety
and accessibility of pedestrian and bicycle modes of transportation, and reducing the
impact of train delays at major intersections
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 on customer service
4. Collaborative local partners, such as Poudre School District, CSU, local service
providers, and primary employers
5. National recognition as a best practice communityfor 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, an Aaa Moody’s credit rating, and a diverse
local economy
Challenges:
1. Housing that is affordable
1.2. Transportation and traffic issues
3. Balancing competing citizen desires and changing customer expectations
4. Embracing and cultivating diversity and inclusivity
2.5. Expiring revenue streams
3.6. Attracting, retaining and developing high quality employees
4. Transitioning from a large town to a small city, including housing that is affordable,
as well as transportation and traffic issues
5.7. Aging infrastructure and growth -related infrastructure needs
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The Strategic Objectives associated with each Key Strategic Outcome are described in
the following tables. The Strategic Objectives are not listed in priority order and it should
not be interpreted that a Strategic Objective early in the list is of a greater priority than
and one later in the list. Subsequent sections of this document provide bullet details
underneath each Strategic Objective. The bullets are intended to provide additional
context for each Strategic Objective in the areas ofand why it is important and how it might
be accomplished.
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9
Summary of Strategic Objectives
Please note that the specific numbers of the strategic objectives below will change in the final
version so they can be grouped into similar objectives to help the overall flow of the document
Neighborhood Livability and Social Health
1.1 Improve access to quality housing that is affordable to a broad range of income
levels
1.2 Collaborate with other agencies to address homelessness, poverty issues and
other identified high priority human service needs
1.3 Co-create a more inclusive and equitable community that embraces and celebrates
diversity
1.4 Protect and preserve the quality of life in neighborhoods
1.5 Guide development through community planning, historic preservation and efficient
development review
1.6 Foster positive and respectful neighbor relationships and open communication
1.7 Improve accessibility to City and community programs and services to low and
moderate income populations
1.8 Evaluate the possible future annexation of the Mulberry Corridor
Culture and Recreation
2.1 Develop recreational and cultural programs with pricing and marketing strategies
that drive value, attendance and cost recovery
2.2 Plan, design, implement and maintain the City's parks and trails systems
2.3 Provide enhanced opportunities for arts and culture throughout the City
2.4 Protect the health and longevity of the tree canopy
2.5 Expand the Natural Areas land portfolio while simultaneously maintaining existing
lands and access to nature.
Economic Health
3.1 Facilitate the organization of an effective regional economic development group
3.2 Maintain and grow diverse employment opportunities
3.3 Enhance business engagement to address existing and emerging business needs.
3.4 Foster infill and redevelopment that enhances the community
3.5 Maintain utility systems, services, infrastructure and predictable rates
3.6 Invest in utility infrastructure aligned with community development
3.7 Deploy reliable, high-speed internet services throughout the community
3.8 Secure a quiet zone along the Mason Corridor to reduce train noise
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Environmental Health
4.1 Achieve Climate Action Plan (CAP) 2020 goals and continue progress toward the
2030 goals
4.2 Provide a reliable, high-quality water supply
4.3 Improve indoor and outdoor air quality
4.4 Achieve 2020 Energy Policy goals and work toward long-term net zero energy
4.5 Achieve the 2020 Road to Zero Waste goals and work toward 2030 zero waste
goals
4.6 Develop strategies to improve the community's climate resiliency
4.7 Continually improve environmental regulatory performance
4.8 Protect and enhance natural resources on City-owned properties and throughout
the community
4.9 Sustain and improve the health of the Poudre River and its tributaries
Safe Community
5.1 Improve community involvement, education and regional partnerships to increase
the level of public trust and keep our community safe.
5.2 Meet the expected level of core and specialized services as the community grows
5.3 Partner with Poudre Fire Authority to provide high-quality fire prevention,
community risk reduction and emergency response services
5.4 Improve emergency management and preparedness
5.5 Address water, wastewater and stormwater infrastructure needs for the protection
of people, property and the environment
5.6 Optimize the use of data and technology to improve service, protect mission-critical
infrastructure and enhance cybersecurity effectiveness
5.7 Reduce incidents of, and impacts from, disruptive behavior of the transient
population
5.8 Improve security at City facilities and properties
Transportation
6.1 Improve safety for all modes of travel
6.2 Manage traffic congestion and improve high priority intersections
6.3 Improve transit availability and grow ridership
6.4 Support, enhance and accelerate the I-25 expansion
6.5 Improve aging and/or missing transportation infrastructure that serves Fort Collins
6.6 Maintain the current level of service for City streets, medians and associated
infrastructure
6.7 Address parking needs Downtown, along the MAX corridor and in residential
neighborhoods
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High Performing Government
7.1 Provide world-class municipal services to residents and businesses
7.2 Promote a values-driven organizational culture that maintains the public trust
through ethical behavaior and transparency
7.3 Attract, retain, engage, develop and reward a diverse and competitive workforce to
meet the needs of the community now and in the future
7.4 Foster a culture of safety and wellbeing across the City organization
7.5 Broaden methods of community engagement with additional consideration to
diverse backgrounds, languages and needs
7.6 Leverage data, technology, metrics and benchmarks to guide decisions, improve
results, and enhance service delivery
7.7 Address revenue requirements to meet known and emerging needs
7.8 Maintain assets to optimize lifecycle cost, reliability and accessibility
7.9 Proactively influence policy and legislative development at all levels
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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 with a that is currently transitioning from
a large town to a small city, with a small-town feel. As this transition occurs, our goal is to
create a walkable city where people want to live, work and play. The City is committed to
creating a desirable urban environment that recognizes the importance of the form of the
environment (e.g., community architecture, historic preservation and pedestrian-oriented
environments) and preserving and protecting neighborhood character while
creatensuring a safe, beautiful and friendly experience for all residents and visitors.
Development and growth are focused within the community’s designated Growth
Management Area to protect natural resources and the regional landscape, encourage
(where appropriate) infill and redevelopment and maximize the efficient use of public
infrastructure. The City recognizes our existingthe importance of neighborhoods and
actively seeks to preserve and support their vibrancy while continuously improving
communication avenuesdiligently enforcing property maintenance codes. As the City
grows and redevelops, our vision continues to be anis 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). 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. 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 significant historic resources, and incorporating public art and culture
are key parts of community livability.
A wide variety of housing types, including single-family, duplexes, townhomes,
apartments, mobile homes, and condos/lofts, are offered so that people from all income
levels may have choices for safe, affordable and quality housing in various neighborhoods
throughout the community. Improving walkability and connectivity across all
neighborhoods is also a priority.
Neighborhood Livability and Social Health also addresses challenges related to leading
active lifestyles, and the accessibility of health and human service facilities for all
segments of the community while protecting the character of our neighborhoods.
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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.
The lack of critical mental and behavioral health services in Larimer County has a direct
impact on community residents, businesses and Ccity services. Neighborhood Livability
and Social Health must include providing appropriate facilities and services to support
chronically homeless persons with a goal of leading them to pathways out of
homelessness. Simultaneously, enforcement efforts must continue to prevent residents,
travelers, and transients from displaying illegal or aggressive behaviors that diminish the
quality of life in neighborhoods.
Neighborhood Livability and Social Health includes:
• A compact pattern of development within a well-defined community boundary and
opportunities for redevelopment, revitalization and growth in targeted areas
• 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, as well as
• Aaccess to healthy, locally grown or produced food
• Access to physical and mental/behavioral health treatment and services
• 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
Supporting chronic homeless to find pathways out of homelessness
• Enforcment of laws that diminish aggressive behaviors that affect neighborhood
quality of neighborhoods
Definition & Descriptions
Please note the strategic objective #’s below will change in the final document
1.11 Improve access to a broad range of quality housing that is safe, accessible
and affordable to a broad range of income levels.
DRAFT 2018 Strategic Plan February 26, 2018
14
• In 2013 and 20152015 and 2017, residents identified housing affordability as a
high priority during community outreach sessions. In the 20157
CommunityCitizen Survey, Fort Collins ranked 165th
out of 178 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.
• To support people with low income levels, the City is helping to create 188 new
affordable housing units per year, with a portion being dedicated to specific
needs, such as veterans or individuals with disabilities.
• 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.
• Focus should also include creating a broader range of housing options and
working to improve regulatory and supply issues.
Housing - A Place to Call Home is one of four themes in the Social
Sustainability Strategic Plan that addresses opportunities to increase affordable
ownership and supply of affordable rental housing.
• Enhance existing, and provide new accessible housing stock.
1.22 Leverage and improve collaborationCollaborate with other agencies to
address homelessness, poverty issues and other identified high priority
human service needs.
• The City’s core role has been, and continues to be, funding, policy development
and partnerships for community human service agencies.
• Multiple public and private organizations work to address and improve social,
environmental and economic issues within the community and the region.
• The social issues that human service agencies address are wide-ranging,
complex and systemic. A strategic, collaborative approach applied to the City’s
engagement with these partners will ensure programmatic effectiveness and
efficiencies, eliminateion of redundancy and identifyication of underserved
areas.
• Collaboratetion and partnering can improve theto ensure the overall
effectiveness of identified programs through the synergy of joint efforts,
eliminating redundancy and identifying underserved areas.
Support equal access to services and seek to avoid negative impact and
develop community trust for all people regardless of age, economic status,
ability, national origin, race/ethnicity, gender, relationship status, religion or
sexual orientation.
• Support rRegional efforts to provide dedicated substance abuse and mental
health facilities are being explored.
• There are approximately 360 residents experiencing homelessness for six
months or more at any given time in Fort Collins, and there continues to be
gaps in the system to make homelessness rare, short-lived, and non-recurring.
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1.33 Promote aCo-create a more inclusive and equitable community that
embraces and celebrates diversity.
• Shifting demographics are making the community and City organization
increasingly diverse.
• Programs that engage, celebrate and honor cultural diversity help the City
better serve its constituents and workforce while also building capacity in the
community to mitigate existing barriers to access and opportunity.
• Immigrant communities have expressed persistent fear related to personal
safety as well as uncertainty over national immigration policies and risk of
exposure.
• 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.
• Build trust with our immigrant communitites.
1.44 Protect and preserve the City’s quality of life in and neighborhoods.
• Access to nature and green infrastructure 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
improvesncrease 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.
Focus also on placement of neighborhoods and their proximity to schools, child
care, grocery stores, recreation opportunities and public transportation.
• Establish pProactive, innovative and effective code enforcement processes are
important aspects of attractive neighborhoods.
• Ensure that all neighborhoods have sSafe and well-maintained sidewalks are
important for so all residents canto safely walk or bike to parks, schools and
playgrounds.
• Partnerships with public health and , law enforcement, planners and civic
groups to improve neighborhood safety, clean up litter andreduce graffiti, and
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DRAFT 2018 Strategic Plan February 26, 2018
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prevent vandalism so neighborhoods are and feel safe and clean for the
enjoyment of all..
1.55 Guide development compatible with community expectations through
community appropriate planning, annexation, land use, historic preservation
and efficient 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.
• 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., which will drive significant construction throughout the
community.
• Partnerships are needed with CSU to assess impacts and collaboratively align
efforts.
• Improve pProcesses should be predictable and to effectively manage growth
consistent with City plans and goals.
• while maintaining the quality of development reviews.
• Emphasis should be placed on preserving the iconic and architectural elements
of our neighborhoodscommunity.
Continue to close enclaves and develop land use plans for newly annexed
areas, such as the Mulberry Corridor, to ensure quality redevelopment
consistent with City Plan.
1.6 Improve neighborhood parking and traffic issues.
• Continue developing and implementing a neighborhood parking permit program to
provide residents with on-street parking availability.
• Decrease non-neighborhood generated traffic.
• Address impact of Transit Oriented Development (TOD) on residents and businesses.
• Encourage attractive, pedestrian-friendly urban design.
• Promote transportation choices to reduce traffic in residential neighborhoods.
1.7 Maintain and enhance attractive neighborhoods through City services, innovative
enforcement techniques and voluntary compliance with City codes and
regulations.
• Establish proactive, innovative and effective code enforcement processes.
• Expand and maintain safe parks and open spaces, and implement Safe Routes to
Everywhere.
• Ensure that all neighborhoods have safe and well-maintained sidewalks so all residents
can safely walk or bike to parks, schools and playgrounds.
• Partner with public health, law enforcement, planners and civic groups to improve
neighborhood safety, clean up litter and graffiti, and prevent vandalism so
neighborhoods are and feel safe and clean for the enjoyment of all.
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• Increase policing in high crime areas, pedestrian walkways and parks, and implement
alternative policing strategies, such as neighborhood watch groups.
1.68 Foster positive and respectful neighbor relationships and open
communication, as well as provide and support conflict resolution..
• Connected neighbors help identify neighborhood- level priorities and learn how
to work together, and/ or with the City, to address them.
• Quality of life improves when neighbors have an understanding of how to
productively manage conflict and allow for healthy disagreements.
• 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.
1.97 Improve accessibility to City and community programs and services to low
and moderate income populations.
The City supports community programs through referral and funding via a
competitive process
• As the cost of living in Fort Collins increases, low and moderate income
households are struggling to afford participation in City events and services.
• Raises to utility rates should include Income -qualified rate programs can that
mitigate the impact of utility rate increases for families and persons in needs.
1.8 Evaluate the possible future annexation of the Mulberry Corridor.
• The required enclave will be closed in 2018, opening the possibility of future
annexation.
• Continue to close enclaves and develop lWhen annexing new areas, land use
planning s can for newly annexed areas, such as the Mulberry Corridor, to
ensure quality redevelopment consistent with City Plan.
• Large annexations will require additional investment in resources and
infrastructure, as well as thoughtful and deliberate phasing.
• Robust engagement of City and County residents and businesses is necessary
for effective annexations.
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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 the Northern Colorado
regionally. Additionally, the City believes that connecting residents to nature is critical to
a high quality of life.
Cultural and recreational facilities and programming allow our residents opportunities to
lead enriched and healthy lives, and support overall community wellness. Arts and culture
are enjoyed by residents and visitors alike. Similarly, parks, and trails and natural areas
provide beautiful public spaces that foster physical activity and create opportunities for
creativity, reflection and leisure. The quality of our parks, trails and, natural areas, as well
as ourand 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 servicesthese
amenities define, and will continue to define, who we are as a community. Additionally,
our robust urban tree canopy provides many other quality of life benefits and will be
important to protect and preserve natural and biological threats. These amenities have a
direct link to Economic Health. Environmental Health is also improved through parks and
trails providing access to nature, including the Poudre River, and surrounding wildlife
habitat. The City values stewardship of these resources.
Providing diverse Cculture and Rrecreation amenities includes:
• Ensuring the legacy of Fort Collins’ parks, trails, natural areas, and cultural and
recreational facilities for future generations
• Providing a wide variety of high quality recreation services and cultural opportunities
• Creating an interconnected regional and local trail network of parks and accessible
recreational facilities
• Creating and preserving opportunities and spaces where residents can easily access
nature
• Continuing a strong focus on exceptional stewardship and ecologically sound and
sustainable operations
• Protecting and preserving the City’s tree canopy
DRAFT 2018 Strategic Plan February 26, 2018
19
Definition & Descriptions
Please note the strategic objective #’s below will change in the final document
2.1 Improve the community’s sense of place with a high value on natural areas,
culture, recreation and park systems.
• The City provides multiple high quality and diverse opportunities for culture
and recreation through various trails and lands, facilities, programs and
infrastructure.
• Place priority on maintaining and repairing our infrastructure of parks,
recreation centers, trails and cultural facilities.
• Enhance and expand infrastructure to support a growing population and
demand for services.
• Provide innovative, creative and interactive features in parks and cultural
and recreational facilities.
• Improve access to various competitive sports needs through regional
partnerships.
2.2 Improve low and moderate income citizen access to, and participation in,
City programs and facilities.
• Ensure low income residents who cannot afford public or private alternatives
have access to recreation and program opportunities.
• Serve diverse customer needs and ensure convenient and affordable access
for all residents.
• Develop incentive and support pricing structures that allow participation in
programs and facilities by low and moderate income citizens.
2.3 Promote health and wellness within the community and provide sustainable
access to nature.
• Fort Collins enjoys a unique appeal due to our open spaces, access to
mountains, parks and trail systems, high quality school system, and an individual
identity separate from neighboring communities.
• Expand and enhance City open space lands and the trail network to increase
access to nature. Focus on maintaining the City’s trees.
• Promote urban farming, including community gardens, local food production
and organic farming.
1.
2.
2.1 Develop effective recreational and cultural programs with pricing and
marketing and pricing strategies and programs that drive value, attendance
and cost recovery.
• Maintain focus on dDiverse programs and opportunities should be maintained
while evaluating and adapting to community desires.in addition to an
awareness of changing community desires.
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• Evaluate program attendance and develop marketing programs to achieveThe
City desires a high degree of participation in all programs offered.
• Continue to improve self-sufficiency by assessing and adjusting fFee structures
which are based on demand, alternatives and affordability help to improve
program self -sufficiency of programs..
• There is currently a lack of quality regional sports venues in Fort Collins where
competitive leagues can hold their state or regional tournaments.
2.2 Plan, design and, implement, and maintain the improvements to the
cCitywide’s parks and trail systems.
• Trails have been identified by residents as one of the highest priority amenities
provided by the City.
• As the City’s parks age, additional resources will be needed to make necessary
improvements and updates to keep parks a strong neighborhood ameneityies.
• Explore alternatives that accelerate the trail system completion, taking
intocConsideration of right-of-way acquisition, easements and other public
infrastructure challenges.alternatives and non-traditional approaches could help
accelerate completion of of the trail system.
2.3 Develop a clear strategic description of the City’s role in culture and arts
while leveraging partnerships with other community organizations. Provide
enhanced opportunities for arts and culture throughout the cCity.
• 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.
• The City’s cultural heritage includes the community’s agricultural roots, it’s
strong commitment to enhancing access to nature, and preservation of open
spaces.
• Continue to grow and expand cultural amenities and services in a thoughtful
manner.
• Continue to support and promote the arts and encourage cultural development
and participation, recognizing that aArtistic and cultural opportunities are
essential to a vibrant and creative community.
• The City enjoyes partnerships with other community arts and culture
organizations, which contribute to a strong sense of place within the city.
• Explore the role of cableCable communications and partnerships with the local
public access television provider may help to foster arts and cultural
opportunities.
2.4 Protect the health and longevity of the tree canopy.
• Emerald Ash Borer poses a threat to up to 33 percent% of the city’s urban
canopy.
• Priority ash trees can be saved through preventative action and residential
losses may be mitigated through education and shadow planting efforts.
DRAFT 2018 Strategic Plan February 26, 2018
21
• Pruning and routine maintainance can extend the life of mature trees and
prevent safety issues from arising.
• The Emerald Ash Borer will create an abnormal amount of waste in the way of
dead trees and lumber that may inundate the landfill and other disposal sites.
2.5 Expand the Natural Areas land portfolio while simultaneously maintaining
existing lands and access to nature.
• Fort Collins enjoys a unique appeal due to our open spaces, access to
mountains, parks and trail systems, high quality school system, and an
individual identity separate from neighboring communities.
• Expand and enhanceThe City’s open space lands and the trail network are
critical to reaching goals to increase responsible access to nature. Focus on
maintaining the City’s trees.
• Promote uUrban farming, including community gardens, local food production
and organic farming, helps contribute to sustainability and nature- related
goals..
• As Natural Areas experience more visits, challenges arise including how best to
preserve the assets for future generations.
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22
Economic Health
Fort Collins promotes a healthy, sustainable economy reflecting
community values.
The City intentionally uses the terms “Economic Health” to describe the community’s
engagement with the economy. By referring to “health” rather than “development,”, the
City emphasizes its commitment to anthe overall soundness and long-term vitality tof the
local economy. This means an economy where residents can find employment and afford
to live in the community, that businesses are able and encouraged to start, remain, and
expand in the community; and that everyone can expect quality City services and
sustainable, attractive infrastructure.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. To achieve these outcomes, the City creates an atmosphere
where business that align with community values thrive and focuses on retaining,
expanding, incubating and, lastly, attracting new businesses. These efforts focus on
emerging and established Targeted Industry Sectors and Clusters including Clean
Energy, Water Innovation, Bioscience, Technology, Uniquely Fort Collins, Local Food,
Advanced Manufacturing, and Healthcare.
Priorities for sustaining economic health are: engaging existing businesses to ensure an
environment conducive to success, maintaining the City’s role as a regional economic
center, continuing collaboration with CSU and other regional participants, and supporting
cultural, natural and community 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. In
addition, the City and businesses prosper when a skilled workforce meets the needs of
local employers, and fruitful partnerships are created with other economic development
organizations. The Northern Colorado Regional Airport is an important community asset
that can enhance the economic activity within the community. Economic Health depends
on a safe community. .
The City recognizes the business community as partners in achieving Economic Health
and reaches out to listen and understand their needs and emerging issues. This
engagement provides focus for developing programs and policies that encourage
retention and expansion of existing small and medium- sized businesses. Business
innovation is encouraged and the City engages as a partner in this innovation through the
City as a Platform and Smart Cities policies. Regular business engagement provides
direction to the City’s efforts to continuously improve the efficient and transparent delivery
of services, including development review, permitting, infrastructure construction, etc.
DRAFT 2018 Strategic Plan February 26, 2018
23
The City’s approach to Economic Health is one of “place-making” (a decision-making
approach intended to preserve and enhance a vibrant community by optimizing its
economy, environment and social values). The City develops programs that create an
atmosphere where businesses thrive. Economic development efforts center on
established Targeted Industry Clusters including Clean Energy, Water Innovation,
Bioscience, Technology, Uniquely Fort Collins, Local Food, Advanced Manufacturing,
and Healthcare. In addition, the City and businesses prosper when a skilled workforce
meets the needs of local employers, and fruitful partnerships are created with other
economic development organizations. The Loveland/Fort Collins Airport is an important
community asset that can enhance the economic activity within the community.
New opportunities and challenges exist related to adequate technological 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
• Engagement with local businesses to understand and address their needs
Definition & Descriptions
Please note the strategic objective #’s below will change in the final document
3.1 Facilitate the organization of an effective regional economic
development group. Improve effectiveness of economic health initiatives
through collaboration with regional partners.
• The region benefits from and has 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.
• The region is currently under- represented at the regional and national level.
Prospects and leads previously handled by the Northern Colorado Economic
Development Corporation (NCEDC) are now handled independently by various
municipalities and organizations.
• An organization focused on coordinating regional development activities with
national representation is needed.
• Develop and implement a unified strategy to define the roles, overlap, synergy
and approach to improve workforce training, attraction and retention, technical
DRAFT 2018 Strategic Plan February 26, 2018
24
and vocational opportunities, and market the various programs and initiatives
deployed by all groups.
• Collaboration should include regional and global partners.
3.2 Maintain and grow diverse employment opportunities. Enhance employment
opportunities through business retention, expansion, incubation and
attraction.
• Currently, approximately 70% percent of the jobs in Fort Collins require a high
school degree or less and 75% percent of the labor force has some college or a
college degree.
• The skills/education to job need mismatch makes it increasingly difficult for
employers to meet their labor needs.
• Projections for Fort Collins and Larimer County anticipate the creation of
28,000 new jobs in the next 5five years, which will outstrip worker growth and
exasperate the skills/education to job mismatch.
• The overall supply of land zoned for employment use is small and large parcels
are minimal, constraining the community’sies ability to create local
employement opportunities.
• Evaluate and develop policies, programs and tools that support the City’s
Economic Strategy and community values.
• Develop programs and opportunities that support livable wages that allow
citizens to live and work within the community.
• Retention: Provide services that enable continued success such as peer
and partner connections, training support.
• Expansion: Services that support business expansion such as real estate
identification and training support.
• Incubation: Encourage the formation of new businesses by partnering
with organizations such as Small Business Development Center and
Rocky Mountain Innosphere.
• Attraction: Aid businesses considering relocation by promoting the
benefits and assets of the community, and the supply identification of
real estate and workforce needs consistent with supported industry
clusters and primary employers’ supply chain needs.
3.3 Enhance business engagement to address existing and emerging business
needs.
• A business customer segmentation and analysis of each segement’s needs is
necessary to guide programs and initiative development.
• A process for assessing the satisfaction, dissatisfaction, and engagement of
business customers is needed.
• A consistent customer experience across the organization and to all business
segments is needed.
• Improvement in select current service delivery systems (e.g., Development
Review, Permitting, etc.) areis needed to provide efficient and transparent
services to all business customers.
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3.3 Support workforce development and provide community amenities that support
citizens and employers within the city.
• Primary and secondary employers are increasingly challenged to find and attract skilled
workers in technical and vocational areas of manufacturing and healthcare sectors.
• Support, encourage and develop programs and policies that promote training
opportunities.
• Encourage the development of workforce support services, such as child care that
enable employees to live and work within the City.
• Develop programs and policies that foster partnerships with regional and state
workforce development organizations.
3.4 Provide transparent, predictable and efficient processes for citizens and
businesses interacting with the City.
• Fort Collins touches businesses from start to finish. Being efficient, clear and
transparent with those navigating our processes helps build stronger relationships and
enhances our reputation as a place to do business.
• Maintain and improve systematic processes to encourage business retention,
expansion and creation.
3.45 Foster sustainable infill and redevelopment that enhances the community.
• Buildout within the City’s development boundaries is expected over the next 20
to 30 years. Growth will be denser and taller than historical norms and
additional infrastructure will be needed to support remaining open field
development. .
• Recent infill developments have met with significant community resistance to
higher density and heights.
• Infill development should enhance and preserve the character of existing
neighorhoods while allowing taller buildings in appropriate character
subdistricts while maximizing compatibility through appropriate design.
• Develop and promote policies and practices that are consistent with climate
action goals and strategies.
• Develop and promote policies and practices that bridge the tensions inherent with infill
developThe City of Fort Collins has many unique features that need to be
pPreserved and enhanced the features of Fort Collins that make it unique.
3.6 Enhance the economic vitality of our community.
• Partner with the Downtown Development Authority (DDA) to continue
progress.
• Develop programs and opportunities that focus on Mid-Town and other
activity centers throughout the city.
• Support and enhance the economic vitality of business districts in a way
that balances the needs of businesses, visitors, customers and residents.
• Continue to create and maintain a parking system that meets the needs
and expectations of residents, visitors and businesses.
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• Increase public access to convenient parking for people of all abilities.
• Provide parking at key locations to maximize effectiveness of integrated
transit, bicycle and pedestrian solutions.
3.7 Sustain high water quality to support the community and water-dependent
businesses.
• Residents appreciate the reliable, high quality water for home use,
recreation and City services.
• Protect our high tech and microbrew industries which require a high
quality and reliable water resource.
• Maintain and develop initiatives and programs to protect watersheds and
resources to ensure long-term water availability at competitive rates.
3.58 Maintain electric utility systems, services, infrastructure, integrity and stable,
competitivepredictible rates.
• The City’s lLow energy costs and high reliability, due to the underground
system, provides an advantage in attracting and retaining energy-intensive
industries. Maintaining theis system reliability and cost advantage is important
to retaining existing primary employers within the city.
• The underground system (electric, water and wastewater) is aging and will
require increased maintenance and replacement to maintain the current system
reliability.
• Significant storm water system improvements are planned but are not funded.
• Maintain cost of service 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.
3.6 Invest in utility infrastructure aligned with with community development.
• The population within the GMA is expected to grow from the current 170,000 to
an estimated 255,000 by 2040.
• Water storage capacity is needed to ensure water rights can be fully utilized to
meet future demand and drought management needs.
• New infrastructure is needed to deliver services to meet the needs of future
growth in areas such as the Mulberry Corridor and northeast Fort Collins.
3.79 Deploy Encourage the development of reliable, high-speed internet services
throughout the community.
• Voters approved a charter modification to allow the City to provide
telecommunication services as part of the current Light & Power utility.
• Voters also supported the issuance of up to $150M of debt to support the
implementation of high speed internet and associated services (video & phone).
• The creation of a new broadband utility service will require significant
organizational effort and require prioritization of activities during the start -up
phase.
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• High speed broadband services throughout the community will support
economic vitality, quality of life and , governmental operations, and can/will be
leveraged to facilitate Smart City goals.
Develop the capability to provide high-speed broadband services throughout the
community as they support economic vitality, quality of life and governmental
operations.
Develop programs that leverage connectivity and facilitate Smart City goa
3.8 Identify strategies to reduce train horn noiseSecure a quiet zone along the
Mason cCorridor to reduce train noise.
• Businesses and residents in proximity of the Mason Corridor are negatively
impacted by train horn noise.
• Work with the Federal Railroad Administration to identify cost- effective
solutions.
• Noise is eimpeding development along the Mason cCorridor.
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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 City’s natural areas open lands programsystem, 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. 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. In addition, uUtilities supports innovative
programs that go beyond compliance, promoting energy and water conservation,
efficiency and clean electricity sources.
The City’s Natural Areas Program isefforts to conserve natural areas are a core part of
the Fort Collins’ identity and culture. The program has conserved 4043,00044,000 acres
since its inception, and continues to conserve land while providing an increased emphasis
on stewardship, which includes restoring habitatsuch as habitat restoration and
maintaining visitor amenities, such as trails. Current Ongoing land conservation efforts
are focused on local, foothills 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.
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 Careful stewardship of open lands and natural areas
• A comprehensive and connected system of natural areas and open lands
• Partnerships with local, regional, state and national affiliates to achieve desired goals
and outcomes
DRAFT 2018 Strategic Plan February 26, 2018
29
• 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
• Efforts to encourage and regulate best practices in outdoor lighting to protect the
night sky
Definition & Descriptions
Please note the strategic objective #’s below will change in the final document
4.1 Achieve Climate Action Plan (CAP) goals by reducing greenhouse
gases (GHGs).Achieve Climate Action Plan (CAP) 2020 goals and continue
progress ontoward the 2030 goals.
• Eighty percent80% of residents support the cCity engaging in climate action,
and the City can support ways to engage and empower residents, businesses,
and institutions with opportunities for sustainable living practices.. (previous
SO)
• 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.
• The 2030 net energy goals to reduce 80 percent% for both the community and
the City organization, will require a systems approach.. (previous SO)
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. Provide a
reliable, high-quality water supply.
• The watershed acts as a primary water treatment facility, so monitoring and
protecting our watershed and focusing on long- term storage capability 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, there isanticipating additional stress on
water resources due to growth, climate change and lack of storage. means
additional conservation measures, education and programs are needed.
• Implement water 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 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.
•
4.3 Engage citizens in ways to educate and encourage behaviors toward more
sustainable living practices.
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• 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. Make it fun and
simple.
• Engage the community to support a shift in behavior and daily practices.
4.44.3 Implement indoor and outdoor air quality improvement initiatives.Improve
indoor and outdoor air quality.
• Fort Collins’ ground-level summertime ozone levels continue to be among the
highest along the Front Range.
• Surveys indicate 21-32 percent of Fort Collins households have a member
suffering from respiratory disease.
• Indoor air quality is typically more than 70 percent worse than outdoor air, and
70 percent of Fort Collins’ buildings have high radon levels.
• Promote strategies, programs and requirements that improve indoor and
outdoor air quality, such as the Healthy Homes Program.
• Implement fugitive dust control programs from increased infill redevelopment
projects.
4.4 Work towards long term net zero energy goals within the community and the
City organization using a systems approach. Achieve 2020 Energy Policy
goals and work towards long- term net zero
energy.
• 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’ Green House
Gasgreenhouse gas emissions, and costing around $150M per year to operate.
Significant opportunities exist through efficiency and conservation (the most
cost-effective approach) to reduce impacts.
• Alignment with Platte River Power Authorityother communities is needed Sto
support additional use of 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 educationAdditional education, training, regulations and
incentives are needed to address and achieve net zero energy goals.
• Generation and electric distribution systems should meet environmental goals.
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o4.5 Work towards long term zero waste goals within the community and the City
organization. Achieve the 2020 Road to Zero Waste goals and work towards
202530 zero waste goals.
• Fort Collins currently diverts about 58 51 percent of its waste stream, and the
majority of what is sent to landfills could be recycled or composted. 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. Larimer County Landfill is forecast to reach capacity
in 2025. Upon closure of the landfill, costs will rise for waste disposal in the Fort
Collins community (and for the City organization). Alternatives to landfilling will
become increasingly important forto helping maintain affordability.
• Initiate programs that address the CAP Framework including qualitative and
quantitative strategies that can reduce Fort Collins’ carbon footprint through
waste reduction, composting, tree planting, soil management activities and
promoting local food.
• Strategies for reducing waste, recycling, and composting more of the
community’s discards are critical for achieving Council-adopted goals for
Climate Action and the Road to Zero Waste Plan, as well as municipal
sustainability.
• The North Front Range Wasteshed Coalition (comprised of the Cities of Fort
Collins and Loveland, Larimer County, and the Town of Estes Park) is working
with the regional community to create new infrastructure and policies to support
responsible, cost-effective waste management and resource recovery in
Northern Colorado.
•
o4.6 Increase the community’s preparedness and resiliency for changes in
climate, weather and resource availability. Develop strategies to improve the
community's climate resiliency.
• Communities in the Intermountain West are particularly vulnerable to increased
temperatures, reduced snowpack, threats to water quality, increased storm
severity, natural hazards and threats to human health. In addition,
• eExtreme 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 to
impacts from climate change.
• Identify and address the public Public health and safety concerns, negative
economic impacts and resource constraints that may be impacted a result of by
a a changing climate.extreme weather, and develop a business continuity plan.
• Integrate additional awareness and consideration of future climate impacts into
current and strategic City planning.
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• Support programs that include ongoing monitoring of climate research and
evolving climate modeling are necessary to assist in future course corrections
and additional strategy identification.
• Reduce impacts on climate change.
o Expand, improve, restore and protect wildlife habitat, urban forests
and the ecosystems of the Poudre River and other urban ecosystems.
• The Poudre River has multiple and, at times, competing demands from
various users. It is also a natural amenity and ecosystem to be carefully
nurtured and maintained.
• Create partnerships with local, regional and national organizations that
focus on local and regional investments for the maintenance and improvement
of stream and river health.
4.54.2 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.
4.6
4.7 Meet all regulatory requirements while supporting programs that go beyond
compliance.Continually improve environmental regulatory performance.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
changing and more stringent state regulations regulatory and permit
thresholds., which present a direct challenge in the face of GHG reduction
goals. Specifically, improvements need to be implemented to meet regulations
for nutrients, metals, temperature and ammonia over the next few yearswhile
recognizing the need to address cClimate aAction pPlan goals.
• The management, maintenance and improvements of the City’s water and
wastewater assets, including treatment facilities and the distribution and collection
system.
4.8 NEW Protect and enhance natural resources including wildlife habitat on
cCity- owned properties and throughout the community.
• A focus on PromoteNature in the City projec 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.
• SupportContinue Natural Areas ongoing efforts to conserve and restore open
spacesnatural land areasthat provides: habitat and biological diversity,; public
access to foothills, rivers, streams, ponds, grasslands, and wetlands via trails,;:
buffers that provide identitythat provide separatione from neighboring
communities,; scenic vistas,; opportunities for environmental education and ;
watchable wildlife,; and, conservation of agricultural lands.
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• A focus on Nature in the City to ensure that 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.
• Development review and regulations are needed to require minimum buffers,;
work to minimize impacts,; protect the night sky, provide guidance,; and require
mitigation to conserve and enhance natural resources and wildlife habitats.
4.9 NEW Sustain and improve the health of the Poudre River and its tributaries.
• The Poudre River has multiple and, at times, competing demands from various
users.
• It is alsoThe Poudre River is a natural amenity and ecosystem to be carefully
nurtured and maintained.
• The City’s urban streams have been degraded by agriculture and urban
development.
• Maintenance of river health is dependent on Create partnerships with local,
regional and national organizations that focus on local and regional
investments. for the maintenance and improvement of stream and river health
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Safe Community
Please note the strategic objective #’s below will change in the final document
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 its appeal, viability, productivity and economic stability. The use of technology to
improve investigative techniques and communication is important, and with increased
dependence on technology, cybersecurity has become a high priority.
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’s sSstormwater 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
increase the level of public trust while makingeand keep our community
safe. r 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 ofL local, regional and federal resources
should be maximized agencies to address safety issues.
• Partnerships should continue to support key enforcement and education
programs such as animal control, mental health, substance abuse,
DRAFT 2018 Strategic Plan February 26, 2018
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detoxification, victim assistance, youth programs, bike safety, county jail and
programs to reduce repeat crimes.
• Continue Efforts to foster pPpublic-private partnerships and engaging the
community to 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. Ensure adequate staffing and training to mMeet the expected level of core
and specialized police services as the community grows. hance our Police
Services capability to foster public trust and create a safer community.
• As the community reaches full buildout and a population of approximately
255,000, the type and volume of crimes and community support needs will
change, requiring additional police resources and skill levels to maintain and
increase community safety..
• The police industry is changing, with a greater number of calls requiring
specialized training to deal wiith mental and behavioral health issues.
• Additionally, as agencies move towards 21st century policing principles, the use
of technologies such as body worn cameras and training related to the
appropriate use of force helps maintain a high level of transparency and public
credibility.
• To meet community expectations, Police Services needs to be nimble in
responding to emerging needs, which include bike patrol, vehicle noise, party
enforcement and others.
Projections indicate that the Agency must hire 6 additional police officers per year, as
well as 3 civilian support personnel per year, to stay even with existing service 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
• Hiring and training a police officer takes approximately 18 months before they can serve
as a solo officer.
• Provide fFacilities, equipment, technology and training capabilities are needed
to enable a high quality police force.
• Develop more diversified police operations that supportand neighborhood
policing and engage citizens in new ways that promote trust and community
connectivity.
5.3. Partner with Poudre Fire Authority to provide high-quality fire prevention,
community risk reduction and emergency responseemergency 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 805 percent.
• Fast response time is crucial to containing fire. PFA’s goal is to be on scene 80
percent% of the time within 6 minutes and 20 seconds.
• Increasing public Public awareness, including school programs, community
outreach and social media campaigns, supports fire prevention.
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• Development review services ensure that new construction, redevelopment,
and building activity are consistent with the International Fire Code.
• The community's demand for Emergency Medical Services continues to grow
rapidly, challenging PFA to address demand growth through alternative
response models and public education.
5.4. Improve Develop and implement emergency management and
preparednesspreparation and resiliency plans in collaboration with other
regional efforts.
• TThe City’s Emergency Management Plan Ongoing Additional training and role
clarity is needed regardingoutlines the Citywide emergency response and
recovery plans for all hazards and calls for ongoing training. as defined in the
City’s Emergency Management Plan.
• All City departments shouldshouldwill have Continuity of Operations (COOP)
plans, and Rrepresentatives of each involved department need that furtherto
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, and
that the City is in compliance with national and state standards for emergency
preparedness.
• The emergency management program leverages federal and state resources to
enhance City training programs, and emEmergency planning, preparation and
training should leveragel federal and state resources and be done in
collaboration with regional efforts.
• The current operational structure of having the emergency manager housed
within Poudre Fire Authority, rather than the City, creates communication and
coordindation challenges. Best practice research demonstrates that alternative
models could enhance service.
5.5. Address water, wastewater and stormwater infrastructure needs for the
protection of people, property and the environment. 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.
• Approximately 1,100 structures are at risk each year in the floodplain due to
inadequate stormwater infrastructure.
• There are 33.3 miles of water main that are overmore than 80 years old and
12.5 miles of water main that are overmore than 100 years old. As water mains
age, the reliability of the system decreases.
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There are 20 miles of There are 20 miles of wastewater main overmore than 100
years old, and 12 percent% of wastewater mains have a condition rating of
severe because of cracking, roots or offset joints.
• Funding alternatives should be identified to implement necessary regional
improvements.
As infill and redevelopment occurs, continue to integrate stormwater facilities
should be integrated with other Citywide goals (e.g., Nature in the City,
recreational opportunities, etc.).
To implement necessary regional improvements, funding alternatives must be
identified.
5.6. Optimize the use of data and technology to improve service, and protect
mission -critical infrastructure and enhance cybersecurity effectiveness.
• Cybersecurity is increasingly important to the protection of the City’s assets and
information as well as the protection of customer privacy..
• Cyber audits and awareness training are a critical component to ensuring the
security state of the City.
• Deploy cComputers and mobile devices toMany City services are reliant on
technology for the continuity of core operations. , aAdditionally, technology can
improve the effectiveness and efficiency of various services across the City.,
particularly in public safety.
Balance cost with real, tangible benefits to the organization and community.
• Use technology to monitor, protect and provides cyber security for mission-critical
infrastructure, such as water treatment facilities, the electrical grid, etc.
5.7. Reduce incidents of, and impacts from, disruptive behavior of the transient
population.
• Over the past several years, Fort Collins has experienced an increase in
disruptive behaviors around the city, causing numerous challenges and
frustration among dDowntown visitors, business owners and residents.
• Increasingly, the resources of Police, Natural Areas, and Parks resources are
consumed by transient issues, reducing the level of service provided to other
residents.
• While focused attention in Old TownDowntown has led to decreasing disruptive
transient behavior in thate downtown area, Midtown, the Mason cCorridor, the
Harmony cCorridor and Campus West have all experienced increased transient
activity.
• Ongoing attention and creative approaches to appropriately balance
compassion and consequences are needed.
5.8. 5.7 Improve security for visitors and employees at City facilities and
properties.
• The City has experienced an increase in security-related incidents happening at
Municipal Court that require police assistance.
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• Security controls for City facilities are managed by multiple systems,. A more
centralized system may improve the City’s ability to more effectively implement
enhanced security measures. and best practices point to one centralized
system as most effective.
• Perception of safety of Transfort, Parks and Natural Areas has a high impact on
residents’ utilizationuse and enjoyment of these services.
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Transportation
Fort Collins provides safe and reliable multi-modal travel to, from and
throughout the City.
The transportation system is a key component for nearly all aspects of the City of Fort
Collins. The system provides the connecting fabric among residences, employment,
schools and shopping. It is critical for economic success and commerce, interconnected
with land use, and is impactful to cClimate aAction pPlan and healthy living goals. The
success of a quality built and well functioning multi-modal system is a community
differeniator and reflected in quality-of-life performance measures.
The City uses data and analysis to develop and maintain a safe and reliable multi-modal
transportation network. It addresses gaps within the transportation network and
promotes biking and walkability throughout the community. Priority will be given to
managing and, where possible, reducing congestion and improving safety through
physical infrastructure improvements, use of innovative technology and demand
reduction. The City’s existing infrastructure will be highly functioning and well maintained.
The systems should be complete and designed to provide accessibility by offering a
variety of effective, efficient, complete, and safe transportation choices for all users.
I-25 is a vitial connection between Fort Collins and its regional partners. It’s function and
reliability is critical to the nNorthern Colorado region.
Allocation of roadway width, including reshaping streets to support safety and promote a
mix of modes, remains a priority. Street design that blends transportation needs with
social and environmental amenities creates a sense of place in our community.
A transit system that is efficient and productive 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.
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
DRAFT 2018 Strategic Plan February 26, 2018
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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 and mobile 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 mode choicess offor 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 reliable, as well as 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
• Support for and implementation of emerging trends such as electrification of the
vehicle fleet, connected vehicles, adaptive signal technology, etc
• Infrastructure and technology to address and mitigate the impact of train delays
Definition & Descriptions
Please note the strategic objective #’s below will change in the final document
6.1 Improve safety for all modes of travel including vehicular, pedestrian
and bicycle.
• Appropriate programs, policies, infrastructure improvements (e. g., accessible
sidewalks and safety conscious intersection design) and educational resources
are needed to reduce the overall number and severity of traffic accidents and
bike/vehicle accidents.
• Increase Ccommunity awareness and concerneducation regarding collisions
involving vulnerable road users including pedestriatns, bicycleists and
motorcyclists is a focus. and vehicle collisions with the increase in population
and bicycle riders.
• Quality infrastructure continues to be a focus, including safe, accessible, well-
functioning, high quality streets, bikeways, sidewalks and trails.
6.2 Manage traffic congestion and improve high priority intersectionsImprove
traffic flow to benefit both individuals and the business community.
• Specific infrastructure projects (such as intersections) to improve safety,
efficiency, and reliability can have signficiant positive impacts. Project
identification is through a data -driven approach and previously completed
prioritization studies.
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41
• Continue focus on efforts to increase bicycling throughout the Ccity, which will
have benefits to other modes of travel.
• Demand management strategies can be effective in reducing traffic congestion
and require a coordinated approach that evaluates the entire transportation
system.
• Leverage intelligent technology to maximize system capacity and efficiency.
Continue developing a high quality and efficient transportation infrastructure.
• Work with railways to rReduce delays associated with freight-rail lines.
Work with railways to reduce delays associated with freight-rail lines.
Develop systems and applications that provide citizens information that help reduce de
6.3 Improve transit availability and, grow ridership and address MAX parking
concerns.
• 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.
• Recent expansions of service require work to optimize and improve service.
Proposed expansion of service requires strategic alignment, community dialog,
funding and implementation plans.
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.
6.4 Support, enhance and accelerate the I-25 expansionDevelop long-term
transportation plans that improve local and regional transportation networks.
• Update the 2011 Transportation Master Plan to reflect critical changes,
emerging trends (e.g., unmanned vehicles) and opportunities, including social
impacts and accessibility, as well as transportation’s role in reducing GHG
emissions.
• Maximize linkage between on-street and trail bicycle and pedestrian
connections, including key grade-separated crossings.
• Continue exploring and addressing whole-system mobility issues, impacts,
opportunities and partnerships including railroad-traffic conflicts and horn noise,
and regional airport connectivity and accessibility.
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42
• Focus eEfforts should be focused on improvingexpanding the I-25 corridor from
Highway 402 to Highway 66 viathru collaboration with regional, and state and
federal partners.
• Regional partners – Larimer County, Weld County, Town of Berthoud, Town of
Johnstown, City of Loveland, Town of Timnath, Town of Estes Park, Town of
Windsor –, and private sector investors are contributing $55M toward the
Colorado Department of Transportation project to add Eexpress lanes from
Johnstown to Fort Collins along I-25.
• Improvements to bridges, as well as pedestrian and bicycle access under I-25,
are key design elements that will help enable regional alternative modes of
transportation to safely cross the busy thoroughfare.
6.5 Improve aging and/or missing transportation infrastructure that serves Fort
CollinsDevelop plans that address adequate infrastructure within the
northeast area of Fort Collins.
• The northeast quadrant of Fort Collins is the last major quadrant of the City’s
Growth Management Area that remains largely undeveloped.
• The lack of transportation and utility infrastructure in the northeast quadrant
(some requiring significant investment) limits opportunities for affordable
housing and business development that would meet the same quality and
standards as the rest of the community.
• 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.Street
maintenance and the infrastructure of intersections and pedestrian
facilitiesways 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.
6.6 Maintain the current level of service for City of Fort Collins streets, medians,
and associated infrastructure.
• The cost of infrastructure maintenance continues to increase rapidly along the
Front Range of Coloarado.
• Street maintenance is highly reliant on sunsetting revenue streams; although
the ¼- cent dedicated sales tax was renewed by voters through 2025, the Keep
Fort Collins Great sales tax generates 50 percent% of street maintenance
funding and that tax is scheduled to sunset at the end of 2020.
• Innovative technology solutions may reduce ongoing costs.
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• Desired aesthetic components (e.g., medians) have an impact on project
implementation and increases ongoing maintenance costs.
6.7 Address parking needs dDowntown, along the MAX corridor and in
residential neighborhoods.
• Parking at key locations maximizes the effectiveness of integrated transit,
bicycle and pedestrian solutions.
• Access to convenient parking for people of all abilities is an important
consideration.
• Successful implementation of transportation demand management strategies
should reduce automotive congestion and the increasing need for associated
parking.
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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 attracts and 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 collaborates and problem-solves with adjacent
municipalities, CSU, school districts, Larimer County, special districts, and local
organizations, and interested individuals. 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 continuos improvement. ually improving using the Plan, Do, Check, Act
(PDCA) methodology. Data from surveys, performance metrics, operations, engagement
events and face-to-face interactions areis key to decision-making and pursuing strategic
opportunities for improvement. The City budget revenues and expenditures are prioritized
and balanced with reflects community values, challenges and opportunities.
Citizen involvement and a representative transparent government are cornerstones of a
high performing community. Research shows that Ccommunities with actively involved
residents derive are more satisfaction satisfied from open involvement and achieve more
results withand contribute greater benefit to the community as a whole. Participating
Engaged communities strive to be inclusive and equitable for all. 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
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• A high quality workforce that strives for continuous improvement in all areas
• A systems approach, driven by data, to effectively solve problems, creatively pursue
opportunities for improvement and develop innovative solutions
• Promoting a values-driven organizational culture that reinforces ethical behavior,
exercises transparency and maintains the public trustAn ethical workforce
• Attracting and , developing and retaining the best and brightest workforceemployees
who are the best and brightest in their fields
• Citywide strategies and standards for inclusive civic engagement
Definition & Descriptions
Please note the strategic objective #’s below will change in the final document
7.1 Provide world-class municipal services that meet the needs of the
communityto residents and businesses.
• Improve organizational capability and effectiveness through professional
development, leadership, change management, strategic thinking, business
acumen and staff engagement.
• Implement leading-edge continuous improvement practices that increase
productivity, effectiveness, and customer service and citizen
satisfaction.Delivering world-class services provides a platform for co-creation
that enables residents, businesses, and non-profit agencies to help enhance
Fort Collins and solve challenging community issues.
• Optimize the use of technology to drive efficiency and transparency to improve
services.
• Implement systems and processes that improve services and citizen
satisfaction, and that enable the City to achieve Baldrige recognition within the
next 5 years.s consistent with the City’s performance excellence journey.
• The City strives to meet the needs of the majority of community members.
Regulation, stewardship, voter- driven actions and other factors may dictate
circumstances in which the City is unable to satisfy some residents and
businesses.
7.2 Promote a values-driven organizational culture that reinforces ethical
behavior, exercises transparency and maintains the public trust through
ethical behavaior and transparency..
• The organization places a strong value on maintaining the public trust and has
articulated high expectations regarding ethical behaviortransparencyt.
• The City continues to focus on fostering a culture of ethical behavior and in
embedding core values into the culture to reinforce accountability.
• Balancing the social, economic and environmental health of the community is
critical to ensuring long-term sustainability of City services and resident
satisfaction.
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DRAFT 2018 Strategic Plan February 26, 2018
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• An organization-wide ethics program will clarify expectations regarding specific
behaviors, further embed the organization’s core values into the culture, and
reinforce accountability.
7.3 Improve core Human Resource systems, develop a total reward system and
address workforce planning and career development. Attract, retain, engage
, develop and reward a diverse and competitive workforce to meet the needs
of the community now and in the future.
• Compensation programs, position definitions, organizational structure and
performance management systems all play a significant role in employee
morale and the organizational culture. Cost of living increases, anticipated
retirement of City employees, and projected growth in the regional population
increase the challenges in the region and for the City related to talent
management.
• Improvements in these systems can and will drive improvement in the
organizational capability to deliver the outcomes and services of the City
Strategic Plan.The City organization has a need to develop diverse talent pools
and to increase diversity in its leadership pipeline.
• Key systems and processes on which to focus include career architecture,
compensation analysis, performance management and career development for
potential future leaders.The City relies heavily on a dedicated group of
volunteers to assist the workforce in delivering world-class services. Further
recognition of the role volunteers play in supporting our workforce can improve
service delivery.
• A diverse workforce leads to increased innovation, productivity, and creativity.
Current gaps within the City organization hinder our ability to fully access the
breadth and depth of talent represented by our community members.
7.4 Develop and implement initiatives to achieve safety goals and continue to
focus on employee health and wellness. Foster a culture of safety and
wellbeing across the City organization.
• The City’s safety culture is one of prevention, education, . Integral to that is
open communication; building relationships, safety 24/7, coaching each other,
speaking up/pausing work when a safety concern has been identified, safety
storytelling, and recognition as well as safe design principles and collaborative
partnerships with City Wellness.
• The City’s Total Recordable Injury Rate (TRIR) and Days Away Restricted or
Transferred (DART) case rates historically have been a higher than the
average for municipal and private organizations (according to data from the
Bureau of Labor Statistics).have improved significantly over the past two years,
but significant progress remains necessary to reach world -class
levels.Implementing this 3-year plan will improve that performance and result in
The City of Fort Collins being the benchmark for other local government
agencies.
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• The City recognizes a healthy workforce reduces costs and is an important part
of recruiting talent.
• The City continues to invest and drive improvements in establishing and
maintaining a healthy workforce.
7.5 Broaden methods of public community engagement to reach all segments of
the community by givingwith additional consideration to diverse
backgrounds, languages and needs.
• The City’s Public Engagement Strategic Plan focuses on fostering an engaged
citizenry, equipping staff to successfully lead public engagement projects,
prioritize inclusivity, and ensureing 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. Fort Collins has a diverse mix of residents thatwho desire
meaningful engagement, trust and regular communication with their local
government.
• These efforts supplement more traditional outreach to boards and
commissions, the business community, the environmental community and
general residents, which will continue.The communication landscape is rapidly
changing. Social media use has increased by 21 percent% globally since 2015,
meaning the City needs to continue to reimagine community engagement to
reach the entire community.
Utilize community engagement as a platform for co-creation of innovative
solutions and improvements to community need
• Support the development of youth leadership programs that provide access to
opportunities for youth to engage in community activities that develop future
community leaders.
7.6 Enhance the use of performance metrics and benchmark data to assess
results and program effectiveness.Leverage data, technology, metrics and
benchmarks to guide decisions, and improve results, and enhance service
delivery.
Optimize OptimizeWhen optimized, tTthe use of technology to drive efficiency
and transparency to improve services.enhance evidence-based decision-
making.
• As large data sets become more readily available for analysis and leveraging,
the City needs to evolve its business practices and use of technology to utilize
that data to provide improved services to the community.
• 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. Additional work is needed to identify benchmarks,
which help to identify world-class performance levels from regional, national,
and global comarisons.
• Integrating advanced information and Internet of Things technologies to help
manage key infrastructure, public health and safety systems can produce better
outcomes for residents and businesses.
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7.7 Address long-term funding requirements by diversifying the revenue base
and finding new revenue sources.Address revenue requirements to meet
known and emerging needs.
• 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.The Keep Fort Collins Great Ttax sunsets in 2020. This tax provides
close to $30M million in revenue annually to support services that residents
have come to rely on. Continuation of similar funding will be critical to the
ongoing delivery of existing service levels.
• Various areas across the City lack funding for new, enhanced and replacement
capital investments, including transportation infrastructure, transit, Golf, Parks,
grade-separated crossings etc. New revenue sources should be identified to
support infrastructure investment across the community.
7.8 Optimize the use of City assets through capital improvement planning,
preventative maintenance and asset management.Maintain assets to
optimize lifecycle cost, and reliability, and accessibility.
• As City assets age, renewal and replacement will become moreis critical to
maintaining the City’s character and appeal. infrastructure.
• Develop tools and systems thatTools and systems whichthat support capacity
planning and, capital asset needs, monitor asset life and, condition, and
schedule repairs (based on optimal asset lifecycle costs estimates) may
improve the effectiveness of asset management..
• An integrated, Citywide view of asset condition and maintenance requirements
is needed to ensure capital improvement coordination across the City and
optimal maintenance of existing assets.
7.9 Proactively influence policy and legislative development at all levels of
government regulation. .
• The City plays a critical role in influencing local, state and federal policy that
impacts our ability to achieve Key Outcomes.
• Proactive influence of other government policy and legislation can help ensure
a workable outcome for the City and its residents.
• Through the legislative policy agenda and participation in legislative and
regulatory stakeholder groups, the City proactively, rather than reactively,
influences policy outcomes.Policy decisions at other levels of government result
in sometimes burdensome compliance requirements that require additional
human capital as well as funding solutions to ensure legal compliance.
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Appendix A: Performance Measures
The City of Fort Collins is committed to being a data- driven organization. Using
quantifiable data and analysis, the City tracks and measures success in achieving the
Key Outcomes and Strategic Objectives defined in this plan. This includes identifying
appropriate metrics related to both Key Outcomes and Strategic Objectives, establishing
appropriate targets for each of these metrics, tracking the actual performance of each
metric over time, and regularly reviewing and discussing the performance.
Community Dashboard
Historically, the City uses operational and performance metrics. RecentThe City’s focus
on tying metrics to specific Outcomes and Objectives began in 2013. Staff, working with
City Council, developed aour 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.
Results Community Dashboard as of Q4 20175
Formatted: Font: 14 pt, Bold
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Neighborhood Livability and Social Health
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Culture and Recreation
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Economic Health
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Environmental Health
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Safe Community
Transportation
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High Performing Government
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Strategic Objective Metrics (Strategy Maps)
To further enhance the use of metrics, Strategy Maps have been created that tie specific
metrics to each of the Strategic Objectives within the City’s Strategic Plan. This is an
executive management tool whichthat is used to track organizational performance. It
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 similarly to the Community Dashboard metrics. This includes
identifying appropriate metrics related to both Key Outcomes and Strategic Objectives,
establishing appropriate targets for each of these metrics, tracking the actual performance
of each metric over time, and regularly reviewing and discussing the performance. The
metrics associated with each strategic objective may change over time as individual
metrics are improved or replaced with more meaningful ones.
Executive -level reviews occur monthly in meetings with the entire executive team where
the progress on the metrics is discussed. Underperforming metrics require action plans
that indicate organizational efforts to improve the performance of those metrics.
Please note the strategic objective #’s below will change in the final document
Formatted: Justified, Space After: 0 pt, Line spacing:
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2018 DRAFT Strategic Objective Current and Proposed Strategy Map Metrics
1.1 Improve access to quality housing that is
affordable to a broad range of income levels
NLSH 3. Affordable Housing Inventory
NLSH 4. Fort Collins' Housing Opportunity Index (HOI) compared to western states
region HOI
1.2 Collaborate with other agencies to address
homelessness, poverty issues and other identified
high priority human service needs
NLSH 39. Winter Point in Time Count of Homeless Population
NLSH 84. Human Service Funding Portfolio
NLSH 85. Human Service Client Impact
1.3 Co-create a more inclusive and equitable
community that embraces and celebrates diversity
NLSH 81. Boards and Commissions Diversity Index
NLSH 61. % of citizens responding very good/good - Fort Collins as a place of
community acceptance of all people
1.4 Protect and preserve the quality of life in
neighborhoods
NLSH 1. Voluntary Code Compliance
NLSH 2. Response Time to Graffiti Removal
NLSH 64. % of citizens responding very good/good - Your neighborhood as a place
to live
TRAN 37. Average Speed on Neighborhood Streets
1.5 Guide development through community
planning, historic preservation and efficient
development review
Metrics still being evaluated:
NEW: # of landmarked properties or districts (Tom Leeson)
NEW: # of building permits (Tom Leeson)
NEW: % of Development Review applications completed within TBD
1.6 Foster positive and respectful neighbor
relationships and open communication
Metrics still being evaluated:
NEW: # of participants in Restorative Justice
NEW: % of mediation cases with agreeable resolutions compared to total
NEW: # of neighborhhood participating in the Neighborhoon Connections Program
NEW: # of graduates from the Neighborhood Leadership Program
1.7 Improve accessibility to City and community
programs and services to low and moderate
income populations
NLSH 37. Rebate Program Participation
CR 93. Recreation Programs - Cumulative number of scans for low-income reduced
fee passes
CR 94. Recreation Programs - Cumulative number of activity enrollments for low-
1.8 Evaluate the possible future annexation of the
Mulberry Corridor
No metrics identified
Neighborhood Livability and Social Health
2018 DRAFT Strategic Objective Current and Proposed Strategy Map Metrics
2.1 Develop recreational and cultural programs
with pricing and marketing strategies that drive
value, attendance and cost recovery
CR 1. Recreation Programs - Total Cumulative Participation
CR 5. Golf Courses - Total Cumulative Participation
CR 87. Trained Observer Program – Percentage Of Cemetery Ratings With No
Problems
CR 95. Recreation participant survey satisfaction
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2.2 Plan, design, implement and maintain the
City's parks and trails systems
CR 7. Paved Trails - Cumulative Number of Visits
CR 23. Trained Observer Program – % of Parks and Rec Fac Grounds Ratings With
No Problems
CR 62. Miles of Trail/10,000 Population
CR 67. % of citizens responding very good/good quality of - Recreational trails
CR 97. Trained Observer Program – Percentage Of Trail Ratings With No Problems
2.3 Provide enhanced opportunities for arts and
culture throughout the City
CR 2. Lincoln Center - Total Cumulative Participation
CR 3. Museum of Discovery - Total Cumulative Participation
CR 63. % of citizens responding very good/good - Quality of arts and cultural
opportunities in Fort Collins
NEW - # of public art projects in process or completed
2.4 Protect the health and longevity of the tree
canopy
CR 15. Pruning Frequency by Year < 18-inches in Diameter
CR 22. Pruning Frequency by Year > 18-inches in Diameter
Metrics still being evaluated:
NEW - Ratio of treated trees (or shadow planted) vs. # that die (Ralph Zendt)
NEW - look into metrics used by Tree City USA
2.5 Expand the Natural Areas land portfolio while
simultaneously maintaining existing lands and
access to nature.
ENV 98. % of citizens responding very good/good quality of - Natural areas and
open space
ENV 130. Natural Areas - Land Conservation - Acres per Capita
CR 6. Natural Areas Programs - Cumulative Participation per Capita (change target)
2018 DRAFT Strategic Objective Current and Proposed Strategy Map Metrics
3.1 Facilitate the organization of an effective
regional economic development group
Metrics still being evaluated:
1) # of new businesses brought in by group
2) $$ brought into the region by group
3) # of members representing the region at the national scale
3.2 Maintain and grow diverse employment
opportunities
ECON 5. Local Unemployment Rate
Metrics still being evaluated:
1) Regional or sectoral job growth by industry or sector
2) Wage level at or above a certain regional threshold
3) # of jobs in targeted sectors
4) Percentage of Occupations in danger of surpluses or shortfalls
5) % satisfaction from business survey from the questions, "The job Fort Collins
does at supporting or creating new jobs" or "Employment Opportunities"
3.3 Enhance business engagement to address
existing and emerging business needs.
Metrics still being evaluated:
1) Continue index average of four business survey questions from previous
strategy map metrics
2) % satisfaction from business survey of "Fort Collins as a place to do business"
New: Point in time satisfaction surveys
Follow up with CPIO re: metrics from the Business Engagement Team
3.4 Foster infill and redevelopment that enhances
the community
Metrics still being evaluated:
1) ratio of brown to green field value
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3.6 Invest in utility infrastructure aligned with
community development
Metrics still being evaluated
3.7 Deploy reliable, high-speed internet services
throughout the community
Metrics still being evaluated:
1) average cost of fiber laid
2) % Market Share
3) Average internet speed or reliability
3.8 Secure a quiet zone along the Mason Corridor
to reduce train noise
None identified
2018 DRAFT Strategic Objective Current and Proposed Strategy Map Metrics
4.1 Achieve Climate Action Plan (CAP) 2020 goals
and continue progress toward the 2030 goals
ENV 9. Percent decrease in community Greenhouse Gas (GHG) emissions from
2005 baseline
ENV 6. Percent decrease in municipal Greenhouse Gas (GHG) Emissions from 2005
baseline
ENV 3. Community Energy Use
ENV 13. Cumulative number of people receiving sustainability education
TRAN 65. % Commute Mode Share
4.2 Provide a reliable, high-quality water supply ENV 22. Turbidity of City drinking water
ENV 27. Water quality complaints per 1,000 customers
ENV 32. Annual water demand as percent of firm yield
ENV 104. Overall Water Conservation Program Effectiveness
ENV 101. Water efficiency plan annual targets and actual use
SAFE 8. Drinking Water Compliance Rate (% Days)
Metrics still being evaluated:
1) # Hydrants that meet fire code
2) # of water main breaks per 100 miles of pipe
4.3 Improve indoor and outdoor air quality ENV 16. Number of homes assessed for Healthy Homes
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 131. Indoor Air Quality: Number of Indoor Radon Tests
4.4 Achieve 2020 Energy Policy goals and work
toward long-term net zero energy
ENV 26. Community Percentage of Renewable Energy
ENV 23. Annual energy efficiency and conservation program savings (% of
community electricity use)
HPG 106. Consumer Product Utility Rebates
ENV 3. Community Energy Use
4.5 Achieve the 2020 Road to Zero Waste goals and
work toward 2030 zero waste goals
ENV 10. Community solid waste diversion rate
ENV 12. Tons of community recycled or composted materials, including cardboard
ENV 7. Community per capita per day of solid waste generation
NEW: A metric on the Integrated Recycling Facility
4.6 Develop strategies to improve the
community's climate resiliency
NLSH 27. Drinking Water Storage Availability
4.7 Continually improve environmental regulatory
performance
ENV 128. Number of New Recorded Environmental Compliance Violations
ENV 129. Number of New Identified Deficiencies Requiring Corrective Action
SAFE 8. Drinking Water Compliance Rate (% Days)
ENV 1. Wastewater Treatment Effectiveness Rate (%)
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2018 DRAFT Strategic Objective Current and Proposed Strategy Map Metrics
5.1 Improve community involvement, education
and regional partnerships to increase the level of
public trust and keep our community safe.
TRAN 39. Safe Routes to School Overall Student Participation
SAFE 30. % of citizens responding very good/good - Fort Collins as a safe place to
live
Metrics still being evaluated:
1) NEW: Volunteers for Police Community Programs OR a metric about educational
programs
2) NEW: % of positive interactions Natural Areas and Parks Rangers have with
residents and visitors
5.2 Meet the expected level of core and
specialized services as the community grows
SAFE 1. Percent of Time Police Priority 1 Calls Responded to Within 5 Minutes 30
Seconds
SAFE 89. Part 1 Crimes in Fort Collins (per 1,000 population)
Metrics still being evaluated:
1) NEW: A measure to evaluate the effectiveness of our communications
2) NEW: Metric on the % of time patrol officers are working on their core duties
compared to specialized services
5.3 Partner with Poudre Fire Authority to provide
high-quality fire prevention, community risk
reduction and emergency response services
SAFE 3. Percent of Time PFA intercedes prior to Flashover
SAFE 44. % of citizens responding very good/good quality of - Fire services overall
in Fort Collins
SAFE 90. Percent of Time PFA Fire Personnel are on Scene Within 6 Minutes 20
Seconds in the Urban Area
NEW: Compliance with fire inspections
5.4 Improve emergency management and
preparedness
SAFE 41. % of citizens responding very good/good quality of - emergency
preparedness in Fort Collins
SAFE 81. Compliance with National and State standards for Emergency
Preparedness
SAFE 91. % of City departments that have current emergency
preparedness/response plans
SAFE 86. CRS (Community Rating System) Rating for floods
NEW: % of businesses with continuity plans
5.5 Address water, wastewater and stormwater
infrastructure needs for the protection of people,
property and the environment
SAFE 87. # of structures in the flood plain
NEW: # of fire hydrants that do not meet fire code
NEW: Miles of wastewter pipe that exceed capacity or have a condition of
"Severe"
5.6 Optimize the use of data and technology to
improve service, protect mission-critical
infrastructure and enhance cybersecurity
effectiveness
HPG 26. Internet availability
HPG 27. Server availability (supporting 390 servers)
SAFE 92. Effectiveness of Cybersecurity Awareness Training
5.7 Reduce incidents of, and impacts from,
disruptive behavior of the transient population
Metrics still being evaluated:
1) NEW: % of patrol assigned to directive patrols (transients)
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6.2 Manage traffic congestion and improve high
priority intersections
TRAN 65. % Commute Mode Share
TRAN 28. Average Travel Speeds/Times on Arterial Streets
TRAN 44. % of citizens responding very good/good - Ease of driving in Fort Collins
Metric still being evaluated:
1) Travel Reliability metric
6.3 Improve transit availability and grow ridership TRAN 1. Transfort Fixed Route Passengers per Revenue Hour
TRAN 2. Cumulative Transfort Fixed Route Ridership (in thousands)
TRAN 45. % of citizens responding very good/good - Ease of traveling by public
transportation in Fort Collins
TRAN 67. % of Bus Stops that are ADA Accessible
6.4 Support, enhance and accelerate the I-25
expansion
None yet identified; we talked about 1) amount of funding by various sources
relative to the target cost and 2) project progress toward a target completion date
6.5 Improve aging and/or missing transportation
infrastructure that serves Fort Collins
TRAN 64. Percent Arterial Bike Network Crossings Completed
TRAN 62. Sidewalk Network (also linked to TRAN SO 6.1)
NLSH 26. Square Footage of Medians Renovated
6.6 Maintain the current level of service for City
streets, medians and associated infrastructure
TRAN 18. Pothole response time
TRAN 3. Cumulative Lane Miles of Roadway Pavement Improved
CR 98. Trained Observer Program – Percentage of Medians Ratings With No
Problems
6.7 Address parking needs Downtown, along the
MAX corridor and in residential neighborhoods
TRAN 66. MAX Parking Space Utilization
NLSH 82. RP3 Program - # of Properties and Citations
NLSH 83. RP3 Permits Issued
2018 DRAFT Strategic Objective Current and Proposed Strategy Map Metrics
7.1 Provide world-class municipal services to
residents and businesses
HPG 3. Average Response Time of Cases Submitted to Access Fort Collins
HPG 32. Customer Satisfaction - Overall
HPG 69. % of citizens responding very good/good to the City's performance in -
Efficient operation of programs and services
HPG 70. % of citizens responding very good/good to the City's performance in -
Encouraging sustainability in the community
7.2 Promote a values-driven organizational culture
that maintains the public trust through ethical
behavaior and transparency
HPG 71. % of citizens responding very good/good to the City's performance in -
Overall direction of the City
HPG 156. Monthly Active Users (fcgov.com)
HPG 157. Ethics Index
Metrics still being evaluated:
1) NEW: A Core 34 Index metric
2) NEW: # of touches of operational datasets on Open Gov
7.3 Attract, retain, engage, develop and reward a
diverse and competitive workforce to meet the
needs of the community now and in the future
HPG 6. City Employee Cumulative Turnover Rate
HPG 24. Number of Citywide Volunteer Hours
HPG 25. Number of Citywide Volunteers (ELT Priority)
Note: HPG 24 and 25 might be able to be combined
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7.5 Broaden methods of community engagement
with additional consideration to diverse
backgrounds, languages and needs
HPG 213. Utilities Affordability Portfolio Direct Assistance
HPG 66. % of citizens responding very good/good to the City's performance in -
Welcoming citizen involvement
HPG 81. % of citizens responding very good/good on the City's performance in
informing citizens
HPG 155. Social Media Combined Audience
Metric still being evaluated:
NEW: an "Our City" metric
7.6 Leverage data, technology, metrics and
benchmarks to guide decisions, improve results,
and enhance service delivery
HPG 26. Internet availability
HPG 27. Server availability (supporting 390 servers)
NEW: # of FC Lean projects by Service Area
NEW: # of Strategy Map metrics with benchmarks
NEW: # of completed Program Evaluation projects
7.7 Address revenue requirements to meet
known and emerging needs
HPG 1. Actual Cumulative Revenue Compared to Budget ($ millions)
HPG 158. Grant funding success rate on applications Citywide
7.8 Maintain assets to optimize lifecycle cost,
reliability and accessibility
HPG 122. # of City buildings assessed/entered into IP Gateway
Metrics still being evaluated:
1) NEW: $ spent on maintenance as a % of asset depreciation. Could be separate
metrics for Utilities, Fleet, Facilities
2) NEW: a metric on lifecycle costs
3) NEW: Ratio of planned vs. unplanned maintenance
7.9 Proactively influence policy and legislative
development at all levels
Metric still being evaluated
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Appendix B: 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 an Aaa Moody’s credit rating (which ranks in the top 3 percent), and
more than $2200M in reserves (excluding Enterprise Funds) due to prudent fiscal policies,
low debt and conservative management over of its approximatelye $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 floods, natural disasters, recession,s 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 2.83.2 percent based on taxable
sales historical average; Use Tax revenue growth of 3.6 percent based on last 105
year averages
• Property Tax -– tied to Consumer Price Index (CPI), growth currently calculated at
2.78 percent
• Capital Grants – project-specific and difficult to forecast, tied to CPI at 2.78 percent
• Shared Revenues – County and State distributions, compound annual growth rate
(CAGR) for majority of 2000s was 1.156 percent
• Cultural, Park, Recreation and Natural Areas Fees – 14-year historical rate of 3.3 26
percent
Primary Expense Drivers
• Salaries and Wages – Highly correlates to taxable sales; growth of 2.83.2 percent
• Benefits – 5.0 percent growth takes into account 8.35 percent growth rate
specifically on Healthcare, as well as growing number of employees and general
inflationis 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
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• Infrastructure --– 2.84.2 percent growth rate tied to sales and use taxproxy for
average of 2000s
The baseline scenario for “All Funds” (excluding Utilities) in the City indicates healthy
financials through 2020 at existing service levels and using existing revenue sources. The
Keep Fort Collins Great (KFCG) tax supplies a 0.85 percent tax revenue source, which
accounted for $286M of revenue in 20165. 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 and service
levels. 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 and forcing re-prioritization of future
expenditures., forcing a reduction from the current level of $207M to $161M in 2025.
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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. Healthcare Bbenefits
costs 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 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
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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.
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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 reflects the service that is being provided and
permits objective evaluation of the service program.
Plan Elements: Existing plan elements and other related documents that are
incorporated into City Plan.
Poverty Rate: 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.
DRAFT 2018 Strategic Plan February 26, 2018
71
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.
1
2018 STRATEGIC PLAN REVIEW
March 3, 2018
Attachment #3
2
• Process Summary
• Council Priorities
• Community Input Highlights & Themes
• Strategic Plan & Outcome Review
Agenda
Big Picture
3
2019 2020
BFO Programs & Initiatives
2018 Strategic Plan Provides Guidance to 2019/2020 BFO Programs & Initiative
PLANNING
ACTIVITY
EXECUTION
ACTIVITY
2016 Strategic
Plan
5 Yr. View
BFO
2017/2018
ELECTIONS
On Board
2015 2016 2017 2018
2015 Budget 2016 Budget 2017 2018
BFO Programs & Initiatives BFO Programs & Initiatives
2018 Strategic
Plan
5 Yr. View
BFO
2019-20
On Board
ELECTIONS
2019 2020
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 – 6-10 per Outcome, helps achieve the Outcome
• Metrics – tied to Strategic Objectives
ENVIRONMENTAL
SCAN
STRATEGIC PLAN DRIVEN BY COMMUNITY, COUNCIL
AND STAFF INPUT & PRIORITIES
Community Input
& Priorities
• Community Survey
• Focus Groups/Outreach
• Boards & Commissions
• Community Priorities
Council Input
& Priorities
• Community Concerns
• Retreat Priorities
Organizational Scan
• City Plan & Master Plans
• Economics & Financials
• Emerging Trends / Issues
• Infrastructure Issues
• Workforce trends
• Metrics
5
• Process Summary
• Council Priorities
• Community Input Highlights & Themes
• Strategic Plan & Outcome Review
Agenda
6
Council Priorities
Economic Health Strategic Objective
• Strategic Thinking on Fees 7.7
• Continue I-25 Buildout 6.4
• Business Retention/Expansion 3.3
• Workforce 3.2
• Small Business Visibility 3.3
• Innovation / City as a Platform V/M/V
• Broadband 3.7
• Smart City 7.6
Culture & Recreation Strategic Objective
• Arts, Culture & Museum Integration 2.3
7
Council Priorities
Environmental Health Strategic Objective
• Air Quality – Outdoor Burning 4.3
• Air Quality – Ozone 4.3
• Air Quality – Radon 4.3
• Prescription Drug Takeback 5.1
• PRPA – Integrated Resource Plan 4.4
• PRPA – 100% Renewable 4.4
• PRPA – Waste to Energy 4.5
• Climate Action Plan 4.1
Neighborhood Strategic Objective
Livability & Social Health
• Residential & CSU Parking 6.7
• Discussion the use Hughes Policy
• Short Term Rental Policy
• Efficiency Programs Low Income 1.7
• Behavioral Health 1.2
• Smoking in Old Town Policy
• Landbank Ownership 1.1
8
Council Priorities
Transportation Strategic Objective
& Mobility
• County/City Building Infrastructure 6.5
• Sidewalk Program 6.5
• North College Bus Transit 6.3
Safe Strategic Objective
• Expand Community Policing 5.2
• Community Trust in Policing 5.1
High Performing Strategic Objective
Government
• Reprioritize City Plan 1.5
• Reimagine Community Engagement 7.5
9
• Process Summary
• Council Priorities
• Community Input Highlights & Themes
• Strategic Plan & Outcome Review
Agenda
10
Community Input Process
• Statistically valid
• 762 responses
• Overall quality of City services high
• Areas of concern - housing affordability; traffic
Community
Survey
• 20 groups
• General (Drake Farmers Market, Board & Commissions)
• Specific focus (Business, low-income, Latino, sustainability
groups, youth, seniors, etc. . . )
Roadshows
• OurCity platform
• Social media
Online • More than 1,000 total interactions
11
Community Input Highlights & Themes
1.1 Improve access to a broad range of quality
housing that is safe, accessible and
affordable.
2.1 Improve the community’s sense of place with
a high value on natural areas, culture,
recreation and park systems.
5.1 Improve community involvement, education
and regional partnership to make our
community safer and stronger.
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.
2018 Community Outreach - Quantitative
Top 5 Strategic Objectives from 2016 to Preserve
Community Input Highlights & Themes
12
2018 Community Outreach -
Qualitative
Top 4 Themes
Affordable Housing
Multimodal and Public Transit Development
Controlled and Planned Growth
Environmental Sustainability
13
Community Input Highlights & Themes
2018 Community Outreach - Qualitative
Recurring Sub-themes and Important Notes Around Themes
• Mental health support
• Safety, trust building and transparency with police
• Appreciative of public engagement efforts and wanting more
• Businesses want more outreach/representation
• Focus on core government services
• Transient and homeless comments asked for support and services as well
saying it was an issue
• Jobs development for varying abilities
14
Community Input Highlights & Themes
2018 Community Outreach - Qualitative
Recurring Sub-themes and Important Notes Around Themes
• Keep look and feel of community and develop well-planned growth
• Incorporate/consider the varying needs of different populations such as people with
disabilities, students, young professionals, the elderly, etc.
• Safety applied to not only feelings of safety but traffic lights and traffic around schools
• Support for reliable, high-speed Internet and dependable utilities
• Environmental comments focused on preservation and access to open space and
natural areas
• Water protection and air quality
15
• Process Summary
• Council Priorities
• Community Input Highlights & Themes
• Strategic Plan & Outcome Review
Agenda
Process Improvements
16
• Strategic Objectives (SO) more specific and
less aspirational
• Context bullet points focused on the
“What/Why” verses the “How”
• Outcome Teams (ELT & Department Heads)
• Reviewed & modified proposed SO
• Developed metrics specific to the SO
• In BFO – each offer will tie to a primary SO &
it’s metrics
Need picture
Strategic Plan Introduction
17
• Strategy reflects priorities over the next 5 years –
guides decisions on what to fund
• Added details on Baldrige, Broadband, updated
values, advantages & challenges
• Retained
• Economic, Environmental & Social factors
• Partnerships are critical to achieving many objectives
• Updated major themes and areas of focus
• Affordable Housing
• Multimodal and Public Transit Development
• Environmental Sustainability
• Improve Traffic Flow
18
1.1 Improve access to quality housing that is affordable to a broad range of income levels
1.2 Collaborate with other agencies to address homelessness, poverty issues and other identified high
priority human service needs
1.3 Co-create a more inclusive and equitable community that embraces and celebrates diversity
1.4 Protect and preserve the quality of life in neighborhoods
1.5 Guide development through community planning, historic preservation and efficient development review
1.6 Foster positive and respectful neighbor relationships and
open communication
1.7 Improve accessibility to City and community programs and
services to low and moderate income populations
1.8 Evaluate the possible future annexation of the Mulberry
Corridor
Strategic Outcome:
Neighborhood Livability & Social Health
19
Strategic Outcome:
Culture & Recreation
2.1 Develop recreational and cultural programs with pricing and marketing strategies
that drive value, attendance and cost recovery
2.2 Plan, design, implement and maintain the City's parks and trails systems
2.3 Provide enhanced opportunities for arts and culture throughout the City
2.4 Protect the health and longevity of the tree
canopy
2.5 Expand the Natural Areas land portfolio
while simultaneously maintaining existing
lands and access to nature.
Strategic Outcome:
Economic Health
20
3.1 Facilitate the organization of an effective regional economic development group
3.2 Maintain and grow diverse employment opportunities
3.3 Enhance business engagement to address existing and emerging business needs.
3.4 Foster infill and redevelopment that enhances the community
3.5 Maintain utility systems, services, infrastructure and predictable rates
3.6 Invest in utility infrastructure aligned with
community development
3.7 Deploy reliable, high-speed internet services
throughout the community
3.8 Secure a quiet zone along the Mason Corridor to
reduce train noise
Key Strategic Outcome:
Environmental Health
21
4.1 Achieve Climate Action Plan (CAP) 2020 goals and continue progress toward the 2030 goals
4.2 Provide a reliable, high-quality water supply
4.3 Improve indoor and outdoor air quality
4.4 Achieve 2020 Energy Policy goals and work toward long-term net zero energy
4.5 Achieve the 2020 Road to Zero Waste goals and work toward 2030 zero waste goals
4.6 Develop strategies to improve the community's climate resiliency
4.7 Continually improve environmental regulatory
performance
4.8 Protect and enhance natural resources on City-
owned properties and throughout the community
4.9 Sustain and improve the health of the Poudre River
and its tributaries
Strategic Outcome:
Safe Community
22
5.1 Improve community involvement, education and regional partnerships to increase the level of public trust
and keep our community safe.
5.2 Meet the expected level of core and specialized services as the community grows
5.3 Partner with Poudre Fire Authority to provide high-quality fire prevention, community risk reduction and
emergency response services
5.4 Improve emergency management and preparedness
5.5 Address water, wastewater and stormwater infrastructure
needs for the protection of people, property and the
environment
5.6 Optimize the use of data and technology to improve service,
protect mission-critical infrastructure and enhance
cybersecurity effectiveness
5.7 Reduce incidents of, and impacts from, disruptive behavior
of the transient population
5.8 Improve security at City facilities and properties
Strategic Outcome:
Transportation
23
6.1 Improve safety for all modes of travel
6.2 Manage traffic congestion and improve high priority intersections
6.3 Improve transit availability and grow ridership
6.4 Support, enhance and accelerate the I-25 expansion
6.5 Improve aging and/or missing transportation
infrastructure that serves Fort Collins
6.6 Maintain the current level of service for City
streets, medians and associated infrastructure
6.7 Address parking needs Downtown, along the
MAX corridor and in residential neighborhoods
Strategic Outcome:
High Performing Government
24
7.1 Provide world-class municipal services to residents and businesses
7.2 Promote a values-driven organizational culture that maintains the public trust through ethical behavaior
and transparency
7.3 Attract, retain, engage, develop and reward a diverse and competitive workforce to meet the needs of
the community now and in the future
7.4 Foster a culture of safety and wellbeing across the City organization
7.5 Broaden methods of community engagement with additional consideration to diverse backgrounds,
languages and needs
7.6 Leverage data, technology, metrics and benchmarks to
guide decisions, improve results, and enhance service
delivery
7.7 Address revenue requirements to meet known and
emerging needs
7.8 Maintain assets to optimize lifecycle cost, reliability and
accessibility
7.9 Proactively influence policy and legislative development
at all levels
Metrics
25
• Metrics for each Strategic Objective were developed by Outcome Team
• Discussed centered on what metrics would indicate success achieving the Objective
• Metrics by Objective are included in Appendix A of the draft 2018 Strategic Plan
• Example below:
6.1 Improve safety for all modes of travel including vehicular, pedestrian and bicycle
• Safe 27 – Voluntary speed compliance (Monthly)
• Safe 6 – Number of Injury/Fatal crashes
• Trans 63 – Number of people trained on vehicle, bicycle, and pedestrian safety
• Tran 62 - Sidewalk network
6.2 Improve traffic flow to benefit both individuals & the business community
• Tran 65 - % Commute mode share
• Tran 28 - Average travel speeds/times on arterial streets
• Tran 44 - % of citizens responding very good/good – ease of driving in Fort Collins
Theme Discussion
26
1.2 Collaborate with other agencies to address homelessness, poverty issues and other
identified high priority human service needs
5.7 Reduce incidents of, and impacts from, disruptive behavior of the transient population
1.8 Evaluate the possible future annexation of the Mulberry Corridor
5.2 Meet the expected level of core and specialized services as the community grows
3.1 Facilitate the organization of an effective regional economic development group
1.3 Co-create a more inclusive and equitable community that embraces and celebrates
diversity
Next Steps
27
• Finalize draft per Council input
• Share draft with staff March xx to support BFO offer creation
• Council adoption of 2018 Strategic Plan April 17th
• August 14th
Work Session – 2017/18 Results, 2019/20 Metrics
28
Back-Up
Process - How it Worked
29
OWNER ACTIVITY
CPIO
• Citizen Survey results
• Citizen engagement – non traditional groups
• Boards & Commission meetings
RESUL TS
TOP PRIORITIES:
• Affordable Housing
• Multimodal & Public Transit
• Controlled & Planned Growth
City Staff • Internal assessment by department
• Documented issues implications
Matrix by Outcome of issues &
challenges
Strategy
Core Team
• Reviewed all data – developed issues matrix
• Confirmed Council Priorities incorporated
• Outcome & Objective draft write-up
Draft Strategic Plan
• Intro Section
• Strategic Objectives & context bullets
Steering Team • Detailed review & edits – outcomes, objectives, metrics
• Alignment of critical issues to be addressed
• Missing issues, are issues characterized correctly
• Do metrics make sense
Draft Strategic Plan for Council Review
March 3rd
Outcome Teams • Reviewed / modified proposed strategic objectives
• Identified metrics for each strategic objective
Updated Draft Strategic Plan
• Strategic Objectives
• Metrics assign to each SO
• Enviro Sustainability
• Traffic
1 PROGRESS KEY 25% 50% 75% 100% December - 2017
CITY COUNCIL
INITIATIVE DASHBOARD
The purpose of this dashboard is to track the progress of priorities established during the May 2017 Council retreat. It will be
updated quarterly and included in packets to guide the scheduling of items on the 6-month planning calendar.
Last Updated: December 31, 2017
Next Major Update: March, 2018
PROGRESS
COUNCIL
RETREAT PRIORITY PURPOSE AND OUTCOMES SERVICE AREA ACTION PLAN
ECONOMIC HEALTH
ECONOMIC HEALTH
FOCUS - Strategic
Thinking about Fees
Purpose: Improve community
understanding of why we have fees, how
they are used, how they are calculated, and
what alternatives to fees exist
Outcomes:
• Be more strategic with fees
• Work team position paper
• Less contention on how/when fees
are updated, inputs to be included,
ultimate fee recommendations
Financial
Services
Next Council Action:
No regular meetings or work
sessions scheduled at this time
Other Info:
• Work team formed and
met every two weeks Sep
– early Nov
• Effort expected to take 6-9
months to discuss all fees
• Utilities & PDT working to
update remaining utility &
development fees
• Project temporarily on
hold due to staff turnover;
Anticipate restart early Q2
2018
ECONOMIC HEALTH
FOCUS - Continue
focus on I-25 buildout
Purpose: Work with CDOT and regional
partners to fund I-25 lane expansion from
Fort Collins to Denver
Outcomes:
• Establish a funding source and
timeframe for completion
Planning,
Development,
and
Transportation
Next Council Action:
January 2 Council meeting to
review CDOT IGA
Other Info:
• Phase 1 has been
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CITY COUNCIL
INITIATIVE DASHBOARD
PROGRESS
COUNCIL
RETREAT PRIORITY PURPOSE AND OUTCOMES SERVICE AREA ACTION PLAN
ECONOMIC HEALTH
FOCUS - Business
Retention &
Expansion (BRE)
Purpose: Enhance the ability of businesses
to succeed
Outcomes:
• Engage with the business
community to understand current
barriers and challenges to success
• Identify and coordinate resources
that support existing businesses in
the city
• Maintain a mix of land uses that
support the retention and
expansion of businesses
Sustainability
Services
Next Council Action:
No regular meetings or work
sessions scheduled at this time
Other Info:
• 2017 year in review memo
presented to Council by
1/31/18
• 2017 Annual Update memo
on BRE activity in Q1
• Update to Business
Engagement Action Plan
(BEAP) draft document
anticipated Q1 2018
• Several focus groups
targeting specific industries
underway
• On-going engagement in
City Plan update with a
focus on employment and
industrial land supply and
suitability
ECONOMIC HEALTH
FOCUS - Workforce
Purpose: Address employer talent needs
and diversify employment opportunities for
residents
Outcomes:
• Close the skills gap and increase
career pathways in the community
• Create alignment between
employers, partners, and
educational institutions regarding
current and future workforce
needs
• Strengthen systems for regional
collaboration - specifically related
3 PROGRESS KEY 25% 50% 75% 100% December - 2017
CITY COUNCIL
INITIATIVE DASHBOARD
PROGRESS
COUNCIL
RETREAT PRIORITY PURPOSE AND OUTCOMES SERVICE AREA ACTION PLAN
CONNECTED
SMART CITY -
Innovation / City as a
platform
Purpose: Encourage an economic
ecosystem that fosters the development of
new and creative industry
Outcomes:
• Retain, develop, and recruit
entrepreneurs and cutting-edge
companies
• Develop and support infrastructure
that encourages entrepreneurism
and innovation
• Enhance economic diversification
by supporting industry clusters
Sustainability
Services
Next Council Action:
No regular meetings or work
sessions scheduled at this time
Other Info:
• Leverage cluster funding to
address barriers within
specific industries
($200,000 in 2018)
• City as a Platform Task
Force recommendations
coming in January
• “City as a Platform” report
draft complete – executive
summary coming in
January
CONNECTED
SMART CITY -
Broadband
Purpose: Encourage the development of
reliable, high speed internet services
throughout the community
Outcomes:
• Fiber to the Premise to enable
high speed symmetrical service to
all premises within the GMA
• Service provided by either the
City, a 3rd Party, or a combination.
Financial
Services
Next Council Action:
• Appropriation 1st reading
scheduled for Jan 2
• Work session scheduled
for Jan 30
Other Info:
• Post Nov 7th election and
4 PROGRESS KEY 25% 50% 75% 100% December - 2017
CITY COUNCIL
INITIATIVE DASHBOARD
PROGRESS
COUNCIL
RETREAT PRIORITY PURPOSE AND OUTCOMES SERVICE AREA ACTION PLAN
CONNECTED
SMART CITY - Smart
City Technology and
Infrastructure
Purpose: Foster a data rich environment in
the City that allows for the following
outcomes
Outcomes:
• Increase the use of data for real
time infrastructure monitoring
• Increase access to City data sets
for cocreation possibilities
• Partner with other governments
and business to address
challenges
Information and
Employee
Services/
Utilities/
Sustainability
Services /
Planning,
Development,
and
Transportation
Next Council Action:
No regular meetings or work
sessions scheduled at this time
Other Info:
• Front Range “Smart Cities
Alliance” launched
September 25
• Posted Open Data
Manager position, funded
for 2018
• Finalized What Works
Cities engagement.
Participation led to draft
governance document and
a head start on creating a
city-wide data inventory.
• Leverage existing
infrastructure to prepare for
future tech like autonomous
vehicles (smart meters,
LED streetlights, traffic
signals)
• Partner with researchers on
data sets that benefit the
Fort Collins community on
the services provided
SMALL BUSINESS
VISIBILITY
Purpose: Increase visibility of small and
5 PROGRESS KEY 25% 50% 75% 100% December - 2017
CITY COUNCIL
INITIATIVE DASHBOARD
PROGRESS
COUNCIL
RETREAT PRIORITY PURPOSE AND OUTCOMES SERVICE AREA ACTION PLAN
ENVIRONMENTAL HEALTH
AIR QUALITY
ISSUES – Outdoor
Burning
Purpose: Protect human health and
reduce nuisance from outdoor wood smoke
Outcomes:
• Implement Council direction
regarding residential outdoor
burning
Sustainability
Services
Next Council Action:
Council work session planned
in Q1 2018 to review a public
engagement plan
Other Info:
• Continue tracking
complaints and providing
outreach about legal
burning, and potential
health effects
• Identify a range of
alternatives including
banning fire pits
AIR QUALITY
ISSUES - Radon
Purpose: Protect human health
Outcomes:
• Increase mitigation of high radon
levels
Sustainability
Services
Next Council Action:
No regular meetings or work
sessions scheduled at this time
Other Info:
• Continue outreach and
subsidized kit sales
• Memo to Council with
updates planned in Q1
• Seeking efficiencies by
moving from a manual to a
digital tracking system at
radon test kit point of sale
• Exploring options to better
characterize radon
mitigation rates
• Identify options to better
communicate risk and
increase mitigation rates
• Form a working group to
evaluate potential options
to increase testing and
6 PROGRESS KEY 25% 50% 75% 100% December - 2017
CITY COUNCIL
INITIATIVE DASHBOARD
PROGRESS
COUNCIL
RETREAT PRIORITY PURPOSE AND OUTCOMES SERVICE AREA ACTION PLAN
AIR QUALITY
ISSUES - Ozone
Purpose: Protect human and
environmental health by reducing ozone
precursor emissions
Outcomes:
• Reduce ozone precursor
emissions
• Lead by example in reducing
ozone precursor emission from
lawn and garden equipment and
other sources (e.g. update City
contract requirements)
Sustainability
Services
Next Council Action:
No regular meetings or work
sessions scheduled at this time
Other Info:
• Update Air Quality Plan in
2017/2018, including
addressing ozone
emissions
• Council memo with 2017
air quality data summary,
including ozone, will be
sent in Q2 2018
• Support Transportation
Master Plan update in
2017/2018, including
evaluation of air quality
impacts for potential
transportation scenarios
• Continue or expand Lawn
& Garden equipment
rebates
• Completed 2017 Lawn &
Garden pilot project for
City gov. Beginning
planning for use of 2018
funds
• Received Lawn and
Garden equipment grant
from the Regional Air
Quality Council (RAQC)
• Participate in state Ozone
SIP planning through the
RAQC.
• Installation of ozone
monitoring and education
exhibit at the Gardens on
Spring Creek coordinated
with Gardens build-out,
currently planned for
7 PROGRESS KEY 25% 50% 75% 100% December - 2017
CITY COUNCIL
INITIATIVE DASHBOARD
PROGRESS
COUNCIL
RETREAT PRIORITY PURPOSE AND OUTCOMES SERVICE AREA ACTION PLAN
PRESCRIPTION
DRUG TAKEBACK
PROGRAM
Purpose: Provide opportunities to safely
dispose of prescription drugs
Outcomes:
• Explore partnership with UC
Health
• Protect water quality by avoiding
dumping
• Reduce presence of
expired/unneeded prescription
drugs
Police Services/
City Manager’s
Office / Utilities
Next Council Action:
Staff report at Jan/Feb Council
Meeting
Other Info:
• Two Drug Take Back
events completed in 2017
• Daily drop-off location
continues at FCPS
• FCPS collected over 3,700
lbs of prescription drugs in
2017
• Assisted UC Health in
connecting with the state
to establish a new drop-off
site at Harmony
Emergency Department
PLATTE RIVER
POWER AUTHORITY
AND FORT COLLINS
UTILITIES ENERGY
FUTURES -
Integrated Resource
Plan
Purpose: Coordinate with Platte River
Power Authority the transition to generation
that meets the Climate Action Plan goals
Outcomes:
• Achieve the City’s 2020 climate
action goals identified in 2020,
2030 and 2050
• Ensure key shareholders and
public are engaged
Utilities
Next Council Action:
Utilities staff will present
distribution strategy at work
session 2nd quarter 2018
Other Info:
8 PROGRESS KEY 25% 50% 75% 100% December - 2017
CITY COUNCIL
INITIATIVE DASHBOARD
PROGRESS
COUNCIL
RETREAT PRIORITY PURPOSE AND OUTCOMES SERVICE AREA ACTION PLAN
PLATTE RIVER
POWER AUTHORITY
AND FORT COLLINS
UTILITIES ENERGY
FUTURES –
Customer Requests
for 100% Renewable
Energy
Purpose: Offer customers the ability to
procure 100% renewable portfolio options
that Fort Collins Utilities can deliver with our
generation provider Platte River Power
Authority
Outcomes:
• Create options for customers who want
to have 100% renewable energy
delivery
Utilities
Next Council Action:
Approval as a part of rate
changes in Q3, 2018
Other Info:
• Create an inventory of
customers that have or are
interested in an RE100
commitment
• Create project plan that
manages the scope,
timeline and costs to offer
customers an RE 100%
energy delivery option
• Present to City Council for
approval as a part of rates
PLATTE RIVER
POWER AUTHORITY
AND FORT COLLINS
UTILITIES ENERGY
FUTURES – Waste to
Energy
Purpose:
Partnership with other city departments and
Woodward to design, procure, construct,
and operate 4 Co-Gen units and 1 gas
conditioning system. Once operational the
infrastructure will enable the Drake Water
Reclamation Facility to convert biogas
generated from Anaerobic Digestion to
beneficial on-site use for heat and energy
needs
Outcomes:
• Reduce the GHG emissions related to
anaerobic digestion and current flaring
of excess biogas generation
• Reduction in energy use at the Drake
9 PROGRESS KEY 25% 50% 75% 100% December - 2017
CITY COUNCIL
INITIATIVE DASHBOARD
PROGRESS
COUNCIL
RETREAT PRIORITY PURPOSE AND OUTCOMES SERVICE AREA ACTION PLAN
CONTINUED
PROGRESS ON
CLIMATE ACTION
PLAN
Purpose: Leverage efficiency and
innovation to accelerate the transition to a
clean energy economy and protect Fort
Collins’ quality of life and climate.
Outcomes:
• Achieve the City’s 2020 climate
action goal (20% below 2005) and
long-term (2050) carbon neutrality
goals.
• Increased community (business,
resident, and academic)
engagement in achieving the
goals.
Sustainability
Services
Next Council Action:
• Sustainability staff is
actively coordinating with
Utilities on the Renewable
Energy February 13 Work
Session
• A CAP Update Work
Session will be scheduled
in Q2 2018
Other Info:
• Implement funded
initiatives through the 2017-
2018 BFO process
• Iterative process of
evaluating funded progress
(quarterly) and modeling
(annually) to achieve goals
• Compiling 2020
Implementation Plan to
better communicate all
initiatives to public (will
complete in Q1 2018)
• Establishing key tools, e.g.,
Climate Economy Action
Plan and marketing
campaigns, to empower
residents and businesses
(marketing campaign in
spring 2018)
• Innovation Summit to
identify $10 Problems
associated with CAP to be
held in Q1 2018 and will
inform 2018 Innovate Fort
Collins Challenge
10 PROGRESS KEY 25% 50% 75% 100% December - 2017
CITY COUNCIL
INITIATIVE DASHBOARD
PROGRESS
COUNCIL
RETREAT PRIORITY PURPOSE AND OUTCOMES SERVICE AREA ACTION PLAN
SAFE COMMUNITY
COMMUNITY TRUST
IN POLICING
POLICY
(COMMUNITY
TRUST INITIATIVE)
Purpose: Gather information and conduct
analysis of community-proposed
Community Trust Ordinance
Outcomes:
• Review of proposed Community
Trust Ordinance
• Review of existing policies
• Historical review and comparison
• Difference between a Sanctuary
City designation and proposed
Community Trust Ordinance
• Other city research
• Options for modifications of
existing City policies or laws
• Process to report policy violations
• Community outreach process/plan
Sustainability
Services/
Police Services
Next Council Action:
No regular meetings or work
sessions scheduled at this time
Other Info:
• Staff from CMO is leading
effort to fulfill
communications plan sent
to Council in December.
• Police partnered with
Social Sustainability in
community meetings with
Spanish speaking
communities at La Familia
• Facilitating follow-up
meetings at La Familia at
community member’s
request
• Attended individual
Listening Sessions at
specific Council Member
requests.
• Mid-town business focus
on providing police
services
• Completed 6 month bike
project with businesses
and neighborhoods on
transient criminal behavior
• Spanish Speaking officers
11 PROGRESS KEY 25% 50% 75% 100% December - 2017
CITY COUNCIL
INITIATIVE DASHBOARD
PROGRESS
COUNCIL
RETREAT PRIORITY PURPOSE AND OUTCOMES SERVICE AREA ACTION PLAN
EXPAND
COMMUNITY
POLICING
Purpose: Expand Community Policing to
increase public safety and public trust
outcomes
Outcomes:
• Open and operationalize a
collaborative, shared space to be
used by City and CSU
departments
Police Services
Next Council Action:
No regular meetings or work
sessions scheduled at this time
Other Info:
• Campus West
Connections opened and
serving the community
• Temporarily re-assigned
police personnel to staff
CWC
• One police officer
incorporated regular foot
patrols and business
checks
• Engagement with student-
focused apartment
complexes
NEIGHBORHOOD LIVABILITY & SOCIAL HEALTH
RESIDENTIAL
PARKING PERMIT
PROGRAM AND
CSU PARKING
IMPACTS
Purpose: Review and amend existing RP3
program
Outcomes:
• Ensure program is being
implemented as intended
Planning,
Development,
and
Transportation
Next Council Action:
No regular meetings or work
sessions scheduled at this time
Other Info:
• On December 5, 2017, an
ordinance was adopted
by City Council
establishing an RP3
Management Area and
revising the RP3 section
12 PROGRESS KEY 25% 50% 75% 100% December - 2017
CITY COUNCIL
INITIATIVE DASHBOARD
PROGRESS
COUNCIL
RETREAT PRIORITY PURPOSE AND OUTCOMES SERVICE AREA ACTION PLAN
EXPAND IGA
DISCUSSION TO
USE OF HUGHES
STADIUM
Purpose: Engage CSU in a discussion on
the use of Hughes Stadium. Suggest a
community conversation with the County,
CSU, residents, and the City
Outcomes:
• Help CSU engage in a community
discussion about future uses of the
stadium site
Planning,
Development,
and
Transportation
Next Council Action:
No further Council Action
planned
Other Info:
• CSU hosted a
neighborhood listening
session on September
20th and a general
community listening
session on October 18th
• CSU will soon begin
deconstruction of Hughes
Stadium and has
discussed a possible
annexation of the property
into the City of Fort
Collins during 2018
SHORT TERM
RENTAL REVIEW
Purpose: Review STR implementation and
consider potential code changes to address
known challenges and community feedback
Outcomes:
• Consider code changes
• Continue to monitor
implementation
City Manager’s
Office/ Planning,
Development,
and
Transportation
Next Council Action:
No further Council Action
planned
Other Info:
• Grandfathering deadline
was extended to October
31, 2017. To date we
13 PROGRESS KEY 25% 50% 75% 100% December - 2017
CITY COUNCIL
INITIATIVE DASHBOARD
PROGRESS
COUNCIL
RETREAT PRIORITY PURPOSE AND OUTCOMES SERVICE AREA ACTION PLAN
UTILITY /
EFFICIENCY
PROGRAMS FOR
LOW INCOME
FAMILIES &
INDIVIDUALS
Purpose: Ensure low income segment is
supported for utility bill, conservation and
efficiency services and programs, which
also includes renewable offerings
Outcomes:
• User-friendly resources that
support utility bill assistance
• Outreach that brings materials and
awareness on support for
efficiency and conservation
improvements
• Manage opportunities for low
income to participate in renewable
energy offerings
Utilities/
Sustainability
Services
Next Council Action:
Presenting Income Qualified
Rate at Jan 30 work session
Other Info:
• Bring forth income qualified
rate options with
enhancements
• Increase fund-raising
donations to Payment
Assistance Fund
• Review national survey
data on low income
customers as it relates for
the smart grid Specifically,
outreach options
associated with
technology, rentals versus
ownership for conservation
and efficiency, and
awareness in order to
create an outreach
campaign
• Goal of 10% increase in
direct customer assistance
programs has been met in
2017 (22% increase)
• Will be receiving ‘16-‘17
season results by end of
November
BEHAVIORAL
HEALTH / DETOX
14 PROGRESS KEY 25% 50% 75% 100% December - 2017
CITY COUNCIL
INITIATIVE DASHBOARD
PROGRESS
COUNCIL
RETREAT PRIORITY PURPOSE AND OUTCOMES SERVICE AREA ACTION PLAN
LANDBANK
PROPERTY
RFP OWNERSHIP
Purpose: Update Land Bank policy and
successfully deploy another land bank
property
Outcomes:
• Produce more affordable housing
units by selling existing parcels to
development partner(s)
• Use sales proceeds to purchase
additional land bank parcels
• Maximize the development
potential of the Land Bank
program through identifying new
resources and incentives
Sustainability
Services
Next Council Action:
Council meeting to consider
ordinance planned in Q1
Other Info:
• December 7 Affordable
Housing Board public
hearing on policy refresh
was final public outreach
event
• Staff is assessing parcels
to select for next
deployment for home
ownership
• Historic Review appeal
under way for one parcel.
Additional studies and
appraisals under
consideration
• Work has begun to draft a
request for a development
partner to release early
2018
CULTURE & RECREATION
ARTS, CULTURE &
MUSEUM
INTEGRATION
Purpose: Explore opportunities to leverage
City resources through community
partnerships and collaboration
Outcomes:
• Promote opportunities for
interaction between local
museums and cultural institutions.
• Examine Fort Fund programs for
possible updates and revisions
Community and
15 PROGRESS KEY 25% 50% 75% 100% December - 2017
CITY COUNCIL
INITIATIVE DASHBOARD
PROGRESS
COUNCIL
RETREAT PRIORITY PURPOSE AND OUTCOMES SERVICE AREA ACTION PLAN
TRANSPORTATION & MOBILITY
COUNTY
ENGAGEMENT FOR
BUILDING
INFRASTRUCTURE
IN CITY GMA
Purpose: Engage Larimer County in
discussion about assistance for building
infrastructure and programming within the
City’s GMA
Outcomes:
Gain County assistance in funding:
• Sidewalks
• Streets
• Bike trails
• Neighborhood Issues
Planning,
Development,
and
Transportation /
Financial
Services/
Community &
Operation
Services
Next Council Action:
No regular meetings or work
sessions scheduled at this time
Other Info:
• City and County staff
have begun coordination
meetings to discuss
regional transportation
solutions and partnership
opportunities
• City staff will coordinate
with County staff on the
Transportation Master
Plan update
• Current areas of focus are
northeastern and
northwestern parts of the
GMA
Prioritization
model
complete
COMPLETE
SIDEWALK
PROGRAM FOR
PUBLIC SAFETY
Purpose: Update City sidewalk
prioritization model to improve public safety
and enhance safe routes to school
Outcomes:
16 PROGRESS KEY 25% 50% 75% 100% December - 2017
CITY COUNCIL
INITIATIVE DASHBOARD
PROGRESS
COUNCIL
RETREAT PRIORITY PURPOSE AND OUTCOMES SERVICE AREA ACTION PLAN
NORTH COLLEGE
BUS RAPID
TRANSIT
Purpose:
Short Term- Provide enhanced transit
service as an interim solution to meet
transit demand needs on the North College
corridor.
Long Term - Determine feasibility, plan
and implement a North College Bus Rapid
Transit service.
Outcomes:
Short Term
• Improve transit access, connectivity
to the transit system and higher
frequencies of service to our riders
with trips on the North College
corridor
• Collect ridership and other data to
augment the planning efforts for
long term BRT goals on North
College
Long Term
• Implement a bus rapid transit
system for North College to include
uniquely designed stops, branded
60-foot, articulated buses, high
frequency service, all-day service
span, off-vehicle fare collection,
passenger information at stops, and
possibly a separate bus guideway
Planning,
Development, &
Transportation
Next Council Action:
Council consideration of BFO
offer
Other Info:
• Staff has prepared a
project Scope of Work to
begin stakeholder
outreach and service
framework in winter/spring
2018, leading to the
submittal of BFO offers on
the Short Term and Long
Term improvements
• Community outreach from
January – May, 2018
• During spring engagement
process, seek funding
partners
• Develop strategy for
funding in preparation for
17 PROGRESS KEY 25% 50% 75% 100% December - 2017
CITY COUNCIL
INITIATIVE DASHBOARD
PROGRESS
COUNCIL
RETREAT PRIORITY PURPOSE AND OUTCOMES SERVICE AREA ACTION PLAN
REIMAGINE
COMMUNITY
ENGAGEMENT
Purpose: Enhance overall community
engagement efforts and strengthen
organizational capacity for effective public
engagement
Outcomes:
• Systematic use of public
engagement framework and
planning tools
• Leverage new tools and
technology to increase
engagement with all segments of
the community, with additional
focus on underserved populations
• Use data to evaluate and improve
public engagement efforts
Information and
Employee
Services
Next Council Action:
No regular meetings or work
sessions scheduled at this time
Other Info:
• OurCity online public
engagement platform
continues to grow as new
projects like Broadband,
FoCo Creates and KFCG
are added. YTD, the site
has seen 6.5K visitors.
• Community Survey results
are in and will be shared
at the Jan. 9 Council Work
Session
• City Plan and FoCo
Creates Arts & Culture
Master Plan community
kick-off is Feb. 12
• Updates to the internal
Communication and
Public Engagement staff
resource page are
underway
2019-2020 budget
HIGH PERFORMING GOVERNMENT
REPRIORITIZE CITY
PLAN
Purpose: Identify what’s working well
within the existing City Plan in order to
focus staff and Council resources on areas
which need addressed
Outcomes:
Adjust scope and resource of City Plan to
focus on identified needs.
Planning,
Development, &
Transportation
Next Council Action:
No further Council Action
planned
Other Info:
• Re-scoping is complete
and needed resource
identified
• Currently implementing
the revised scope and
have initiated the
project
• Make needed improvements near
Lincoln Middle School and Poudre
High School.
• Produce new prioritization model
for sidewalks
Planning,
Development, &
Transportation
Next Council Action:
No further Council Action
planned
Other Info:
• City staff updated the
citywide sidewalk
prioritization model to
include equity and safety
to give a higher weight to
arterial sidewalk needs
• City staff is prioritizing the
completion of a sidewalk
on the south side of La
Porte Avenue to address
pedestrian connectivity to
Poudre High School
• City staff completed a
sidewalk along Vine Drive
to provide connectivity for
the Alta Vista
neighborhood to the
Vine/Lemay intersection
Operation
Services
Next Council Action:
No regular meetings or work
sessions scheduled at this time
Other Info:
• Public kick off for FoCo
Creates in conjunction
with City Plan is Feb 12
• Arts and Culture Master
Plan process has
engaged hundreds of
people to date
• Fort Fund was reviewed
and updated by CuRB and
approved by City Manager
in December
• Convene area
performing/visual arts
organizations and
museums to promote
partnerships - ongoing
FACILITY
Purpose: Partner with the County and
others to build capacity for behavioral
health services
Outcomes:
• Successful county ballot measure
for a facility
• Identified ways to increase
capacity in Fort Collins in the
interim
Sustainability
Services / City
Manager’s Office
Next Council Action:
Council work session
scheduled for January 23
Other Info:
• Understand and align with
County plan
• Implement actions that the
City can take to support
the initiative
• Continue to collect data
from Outreach Fort Collins
and Murphy Center’s new
Housing First Initiative to
demonstrate the need
have received 343
applications.
SMOKING IN OLD
TOWN
Purpose: Evaluate effectiveness and
changes related to existing smoking
ordinance
Outcomes:
• Reevaluate geographic boundary
• Look at enforcement methods
• Examine dedicated smoking
locations
• Make any Ordinance Amendments
as desired
Planning,
Development,
and
Transportation
Next Council Action:
No regular meetings or work
sessions scheduled at this time
Other Info:
• Council made a
modification to the penalty
associated with violating
the smoking ordinance in
December
• Staff is reviewing options
for mitigating impacts on
the perimeter of the
Smoke-Free-Zone and
Library Park. Will provide
a memo to Council in
January
of the Traffic Code.
• Staff will be providing
update memos to Council
when an RP3 vote
occurs, and when a new
zone or portion of a zone
is implemented
• A customer satisfaction
survey will be distributed
to residents in RP3 zones
in Q1 2018
added police business
cards in Spanish
• FCPS Created Spanish
Speaking Facebook and is
actively engaging Spanish
speaking community
members
• Partnering with City
Service Areas and NGO’s
to align missions and
focus efforts with
homeless/transient
populations
Water Reclamation Facility measured
in % change in kWh
Utilities
Next Council Action:
No regular meetings or work
sessions scheduled at this time
Other Info:
• Revisit the scope and
design of the Drake Water
Reclamation Facility Co-
Generation Project based
on Council feedback,
return on investment, and
available funds
• Finalize City of Fort Collins
and Woodward Agreement
• Coordinate key
shareholder and public
outreach as part of next
update in 2021
• Integration of Zero-Net-
Carbon into Utilities overall
portfolio
• Draft Distribution system
planning team and project
charter that achieves a
systematic approach from
generation to meter
anticipated to be launched
in January
2018.
mitigation rates
• Applied for and received
2017-2018 state funding
medium sized businesses (SMEs) within
the community
Outcomes:
• Raise awareness of the benefits of
supporting small businesses and
the local economy
• Support the development of
emerging industries and clusters
• Understand the barriers to
success faced by small
businesses
Sustainability
Services
Next Council Action:
Receive Business Engagement
Resource Kit by Jan 31
Other Info:
• Business Engagement
Action Plan (BEAP) draft
document anticipated Q1
2018
• Increase media coverage
of small businesses in City
communications
• Use Citizen Survey to
understand business
satisfaction
• Include Council in visits to
businesses
• Continue support of the
Larimer County Small
Business Development
Center ($40,000 annually)
Nov 28th work session,
staff moving from
“Encourage” to “Deploy”
focused on the Retail
model
• Interim Launch team
assembled and focused
on:
Recruit key positions
Issue RFPs and begin
contract discussion
CAO code changes
Bond issuance
Governance and
Delegation of Authority
to workforce
Sustainability
Services
Next Council Action:
No regular meetings or work
sessions scheduled at this time
Other Info:
• Working with Fort Collins
Area Chamber to support:
Talent Ambassador
Program and other
implementation steps
• Additional prioritization of
next steps to occur in Q1
2018
delayed due to vendor
selection and budgetary
constraints; anticipate
construction begins Q2
2018
• IGA w/ CDOT; funding
agreement with Timnath
and property owners for
local share of Prospect
Interchange
• Continue efforts with
regional partners and
CDOT to gain additional
funding for I-25 gaps to
SH-66
Metrics still being evaluated:
NEW: One of the Core 34 metrics on Leadership
NEW: Job offer acceptance rate
7.4 Foster a culture of safety and wellbeing across
the City organization
HPG 150. Cumulative Total Cost of Workers Comp Claims
HPG 4. City Employee Safety - Total Recordable Injury Rate (TRIR) YTD
HPG 5. City Employee Safety - Days Away Restricted or Transferred (DART) Rate
YTD
NEW: a metric about Well Days
High Performing Government
2) NEW: % of transient contacts
3) NEW: Other metrics from Police Services
4) NEW: Metric from Outreach Fort Collins
5.8 Improve security at City facilities and
properties
NEW: # of contacts with onsite security after hours
NEW: % of facilities at the desired level of security
Safe Community
2018 DRAFT Strategic Objective Current and Proposed Strategy Map Metrics
6.1 Improve safety for all modes of travel SAFE 27. Voluntary speed compliance (Monthly)
SAFE 6. Number of Injury/Fatal Crashes
TRAN 63. Number of People Trained on Vehicle, Bicycle, and Pedestrian Safety
TRAN 62. Sidewalk Network (also linked to TRAN SO 6.7)
TRAN 39. Safe Routes to School - Overall Student Participation
Transportation
4.8 Protect and enhance natural resources on City-
owned properties and throughout the community
ENV 8. Post Restoration Status of Urban Natural Areas (3 year measurement cycle)
ENV 14. Existing Condition of Active Restoration Sites
ENV 44. Poudre River riparian restoration measured by cumulative area brought
into the 5 year floodplain (will be replaced by new river metrics- see 4.9)
ENV 130. Natural Areas - Land Conservation - Acres per Capita
4.9 Sustain and improve the health of the Poudre
River and its tributaries
Use 2 new river metrics that are currently being developed to replace ENV 44
which could be used until the 2 new measures are finalized:
New: Floodplain connectivity metric (5 year floodplain)
New: Aquatic connectivity (fish passage projects).
Environmental Health
2) water smart development
3) permit valuations
4) carbon neutrality
3.5 Maintain utility systems, services,
infrastructure and predictable rates
ECON 7. Electric System Average Interruption Duration Index (SAIDI) in Minutes
ECON 46. Electric System Average Interruption Frequency Index (SAIFI)
Metrics still being evaluated:
New: % of critical infrastructure within 5 years of end of useful life (water &
electric as separate metrics
Economic Health
CR 96. Recreation Programs - Cumulative number of enrollments on opening day
registration
Metrics still being evaluated:
NEW - Lincoln Center profitability by quarter
Culture and Recreation
word. How about develop and implement?
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Metrics still being evaluated:
NEW: One of the Core 34 metrics on Leadership
NEW: Job offer acceptance rate
7.4 Foster a culture of safety and wellbeing across
the City organization
HPG 150. Cumulative Total Cost of Workers Comp Claims
HPG 4. City Employee Safety - Total Recordable Injury Rate (TRIR) YTD
HPG 5. City Employee Safety - Days Away Restricted or Transferred (DART) Rate
YTD
NEW: a metric about Well Days
High Performing Government
2) NEW: % of transient contacts
3) NEW: Other metrics from Police Services
4) NEW: Metric from Outreach Fort Collins
5.8 Improve security at City facilities and
properties
NEW: # of contacts with onsite security after hours
NEW: % of facilities at the desired level of security
Safe Community
2018 DRAFT Strategic Objective Current and Proposed Strategy Map Metrics
6.1 Improve safety for all modes of travel SAFE 27. Voluntary speed compliance (Monthly)
SAFE 6. Number of Injury/Fatal Crashes
TRAN 63. Number of People Trained on Vehicle, Bicycle, and Pedestrian Safety
TRAN 62. Sidewalk Network (also linked to TRAN SO 6.7)
TRAN 39. Safe Routes to School - Overall Student Participation
Transportation
4.8 Protect and enhance natural resources on City-
owned properties and throughout the community
ENV 8. Post Restoration Status of Urban Natural Areas (3 year measurement cycle)
ENV 14. Existing Condition of Active Restoration Sites
ENV 44. Poudre River riparian restoration measured by cumulative area brought
into the 5 year floodplain (will be replaced by new river metrics- see 4.9)
ENV 130. Natural Areas - Land Conservation - Acres per Capita
4.9 Sustain and improve the health of the Poudre
River and its tributaries
Use 2 new river metrics that are currently being developed to replace ENV 44
which could be used until the 2 new measures are finalized:
New: Floodplain connectivity metric (5 year floodplain)
New: Aquatic connectivity (fish passage projects).
Environmental Health
2) water smart development
3) permit valuations
4) carbon neutrality
3.5 Maintain utility systems, services,
infrastructure and predictable rates
ECON 7. Electric System Average Interruption Duration Index (SAIDI) in Minutes
ECON 46. Electric System Average Interruption Frequency Index (SAIFI)
Metrics still being evaluated:
New: % of critical infrastructure within 5 years of end of useful life (water &
electric as separate metrics
Economic Health
CR 96. Recreation Programs - Cumulative number of enrollments on opening day
registration
Metrics still being evaluated:
NEW - Lincoln Center profitability by quarter
Culture and Recreation