HomeMy WebLinkAboutCOUNCIL - AGENDA ITEM - 05/21/2019 - COUNCIL PRIORITIES FOR 2019-2021DATE:
STAFF:
May 21, 2019
Kelly DiMartino, Senior Assistant City Manager
Tyler Marr, Senior Project Manager
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
Council Priorities for 2019-2021.
EXECUTIVE SUMMARY
The purpose of this item is to discuss and refine the list of Council priorities that were discussed at the May 4,
2019 Council retreat.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. Does Council agree with the characterization of the priorities presented?
2. Does Council have any additional clarification to add for priorities prior to a resolution coming forward?
BACKGROUND / DISCUSSION
Every two years, following a Council election, the newly seated City Council sits for a planning retreat to identify
priorities and confirm strategic direction. Priorities are identified for specific focus and action by the organization
on items that fit within the broader context of the City’s Vision, Mission, Strategic Plan and ensuring world class
service provision 24 hours a day, 365 days a year. Following the April 2, 2019 election, City Council held their
retreat over a two-day period on May 3 and 4. Through a process of priority identification and selection, Council
emerged with 20 priorities for its 2019-2021 term.
Many priorities reflect an enhanced effort of work already ongoing or a continuation of the previous Council’s
priorities. Staff has summarized what are believed to be the desired outcomes based on Council discussion at the
retreat. Following are the draft priorities and outcome statements:
• Affordable and accessible childcare
o Continue to identify barriers and needs related to increasing the supply of affordable childcare,
looking at a variety of solutions including development incentives and flexibility to ensure that
childcare is not a career and lifestyle limiting factor in Fort Collins.
• Undergrounding of electric infrastructure (transmission and distribution)
o Develop strategy to underground all electric system infrastructure within Fort Collins to improve
reliability and community aesthetics, including Platte River’s and other utilities’ transmission lines
and the remaining distribution lines owned by Light & Power.
• Low income benefits/rebates streamlining and consolidation
o Continue to simplify access to and participation in the variety of income-qualified benefits and
rebates the City offers. Explore elimination of redundant application and verification requirements
as well as potential impacts of setting a single income level which qualifies residents for all
programs.
• Equity and Inclusion
o Implement the usage of an equity lens, including staff and Council training, develop indicators
and metrics and consider a resolution regarding anti-discrimination.
May 21, 2019 Page 2
• Optimization of alleys outside of downtown
o Develop strategy for identifying, improving, and maximizing the use of alleys outside of the
downtown core, to fully utilize their potential and create opportunity through additional public
spaces and enable access for accessory dwelling units or affordable housing options.
• Equitable participation in culture and recreation programs
o Understand current state of participation in cultural and recreation programming and
subsequently make adjustments to current practices to improve equitable participation through
potentially expanded programming and targeted support.
• Mobile home park preservation and resident protections
o Develop policies/programs to preserve mobile home parks as a source of affordable housing and
enhance resident protections, particularly around issues of utility gouging and eviction.
• Neighborhood park refresh/future needs
o Complete assessment of current and future needs of neighborhood parks and explore funding
options that include private and public partnerships to secure resources for timely refresh of
parks.
• Reduce plastic pollution
o Consider local ordinances, state/federal advocacy, and expand educational efforts to reduce or
eliminate plastic pollution in Fort Collins and continue to track advances in treatment technology
for reducing or eliminating microplastics from water supplies (drinking, stormwater, wastewater,
and instream).
• Protect and enhance instream river flows
o Continue to improve and protect the ecological condition, aesthetic quality, and resiliency of the
Poudre River and its watershed/tributaries.
• Improved air quality
o Continue to reduce the impacts and prevalence of radon and ozone within the City through
regional collaboration, reduction in ground level ozone, and expanded education. Improve
understanding of microparticulates (particulate matter 2.5 microns or less in diameter) in Fort
Collins and any disparate impacts they may be influencing.
• Mitigate impacts of oil and gas encroachment into Growth Management Area
o Reduce or eliminate surface impacts of oil and gas production within the growth management
areas. Evaluate the impact and needed/desired changes as a result of Senate Bill 181 through a
robust public engagement process.
• Effective, innovative, and high-performing board
o Equip City Council with the resources, training and tools to be a highly effective, innovative, and
high-performing governing body.
• Reimagine community engagement
o Continue to improve community engagement and communication efforts to ensure policy
decisions that are informed by representative and inclusive cross section of a community that has
clear understanding of issues.
• City financial stability
o Increase understanding of sales tax leakage and revenue trends to inform revenue diversification,
appropriate City fees, and efforts to increase tax generation and revenue diversification within
Fort Collins.
May 21, 2019 Page 3
• Reimagine boards and commissions
o Better structure the board and commission system to set up success into the future, align with
Outcome Areas and allow for integrated perspectives. Explore models that allow for greater use
of ad hoc meetings, diverse stakeholders and additional community participation.
The remaining priorities need clarification prior to staff beginning to move in specific policy directions. As such,
staff is planning to bring the following priorities forward for newly scheduled work sessions to share work to date,
gain additional Council input and direction, and explore desired outcomes and possible next steps. These
priorities include:
• Strategies that create community jobs
• Small business plan
• Additional Bus Rapid Transit (BRT) corridors
• Affordable and achievable housing strategies
All of these priorities are outlined in Julia Novak’s retreat summary (Attachment 1), and staff will use this
information, as well as Work Session feedback, to populate Council’s Priority Dashboard. The Dashboard will
highlight intended outcomes and initial action steps when Council receives the first version in late June or early
July. For those priorities with clarifying work sessions needed, the intended outcomes will likely evolve over time
as the Council provides specific direction on each one.
ATTACHMENTS
1. Julia Novak Summary of Council Retreat (PDF)
2. Previous Council Priorities Dashboard, March 2019 (PDF)
3. Powerpoint presentation (PDF)
City of Fort Collins, Colorado
2019 Retreat
May 3 & 4, 2019
ATTACHMENT 1
City of Fort Collins, Colorado Page 1
2019 Retreat Report
The Novak Consulting Group
Strengthening organizations from the inside out.
On May 3 and 4, 2019, the Fort Collins Mayor and Council held a retreat to establish a foundation for
effective governance and identify priorities for the next 12 to 24 months. The retreat was facilitated by
The Novak Consulting Group.
Day One
The first day of the retreat included the Mayor, Mayor Pro Tem, City Councilmembers, City Manager, City
Attorney, and Municipal Judge.
The Mayor started the retreat by sharing his excitement for this City Council and the work they can do
over the next two years. He shared congratulations to three new City Councilmembers and the Mayor Pro
Tem. Today is to learn about where one another is coming from and how we work with City staff. There
is an opportunity to share hopes and expectations and, ultimately, to hold one another accountable. The
better the Council works together, the better the community will be served. The City Council is unique –
we work together through City staff. We get together weekly, and we work together like a family. The
Mayor shared that the term “High Performing Community – for all” is his term and the question is, at the
end of the day, how can we make this community better – for all? How can the Council be a high
performing governing body – come together and accentuate the talents of one another to better serve
the community? At the end of the Council experience, hopefully, we have all gained knowledge and
experience and, hopefully, it develops us as individuals professionally. A high performing board works
together and individually. How can talents be tapped? We can have a high performing government. Darin
talks about how nobody believes government can be high performing, but we can in Fort Collins. That is
why we are here.
Setting the Stage and Introductions
The group then introduced themselves and shared expectations that they had for the retreat for both
Friday evening and Saturday:
• Come together as a Council – appreciate, understand, make a commitment to one another
• Develop shared priorities
• Begin the process of alignment between the City Plan – Strategic Plan and Council Priorities
• Get to know each other and what is important
• What do we have in common?
• Eager to serve with colleagues – camaraderie
• A better understanding of the backgrounds, gifts, and interests
• Stay away from “tried it before;” open to looking again, challenge assumptions
• Focus on the how
• Be willing to question why we do things
• Kick off our working relationship
• Shared expectations of how we build consensus
• Post-election learning – what you hear when knocking on doors
• Clarity – intentionally align resources around resources
• Appreciate that leadership can be lonely
• Visibility and appreciation for our 24x7x365 services the City provides
• Hear Council discussion – understand your interests
• Understand the limited resources we have
• Help one another stay balanced
• Do we need to stop doing something?
City of Fort Collins, Colorado Page 2
2019 Retreat Report
The Novak Consulting Group
Strengthening organizations from the inside out.
High Performing Government – for All
The Council explored four questions relating to what it means to have a High Performing Government –
for All:
• What does it mean for City Government to be High Performing?
• What would it look like for the City to be led by a City Council committed to high performing
governance?
• What are the characteristics of a high performing community – FOR ALL?
• What should the City Council do to ensure it provides high performing governance?
What does it mean for
City Government to be
High Performing?
What would it look
like for the City to be
led by a City Council
committed to high
performing
GOVERNANCE?
Characteristics of a
high performing
community – FOR ALL
What should the City
Council DO to ensure it
provides high
performing
governance?
• Accountability – to
everyone
• SAR Process –
responsive to
resident questions
• Clear in
communication –
multiple audiences,
market
segmentation
• Always learning
and being curious
• High functioning is
a prerequisite to
high performance
• Data-driven
(informed)
innovation –
looking at things
from a new
perspective and
able to address
wicked problems
• Efficiency and ROI
• No games to halt
progress
• Outcome focused
• Focused on what
we can do for our
community
• We are committed
City of Fort Collins, Colorado Page 3
2019 Retreat Report
The Novak Consulting Group
Strengthening organizations from the inside out.
What does it mean for
City Government to be
High Performing?
What would it look
like for the City to be
led by a City Council
committed to high
performing
GOVERNANCE?
Characteristics of a
high performing
community – FOR ALL
What should the City
Council DO to ensure it
provides high
performing
governance?
• Focused on being
attractive to future
talent
• Demonstrate
progress
• Deep, authentic,
engagement with
the community
• No silos within or
outside – develop
durable
partnerships in all
sectors
The Ideal Member of the Governing Body
The Mayor and Council were asked to consider what makes an “ideal member of the Governing Body”
from three perspectives:
• What is the public looking for in a Mayor or City Councilmember?
• What is staff looking for from the Mayor and City Council?
• What are their council colleagues looking for in other members of the governing body?
City of Fort Collins, Colorado Page 4
2019 Retreat Report
The Novak Consulting Group
Strengthening organizations from the inside out.
City of Fort Collins, Colorado Page 5
2019 Retreat Report
The Novak Consulting Group
Strengthening organizations from the inside out.
Public Staff Council
• Honest
• Empathetic (x2)
• Trust
o Trusting
• Listens
o Listens to all sides
o Listens actively
o Active listener
• Persistent
• Patient
• Decisive
• Thick skinned
• Grateful
• Accountable
• Lean into public concerns
• Less agendas, more
curiosity
• Less policy solutions, more
“What’s the problem?”
• Advocate
• Courageous
• Ethical
• Out in the community
• Leader
• Can do attitude
• Transparent
• Available (x2)
• Do what I want
• Responsive (x3)
• Explains positions
• Communicates effectively
• Engages with everyone
• Compassionate
• Openness
• Open minded
• Authentic
• Sensitive
• Caring
• Work through the City
Manager
• Available
• Humorous
• Respectful (x3)
• Respectful of experience
and knowledge
• Informed
• Direct
• Efficient
• Honesty
• Appreciate competence
• Patient
• Empowers Staff
• Prescient
• Not overreaching
• Doesn’t cause extra work
City of Fort Collins, Colorado Page 6
2019 Retreat Report
The Novak Consulting Group
Strengthening organizations from the inside out.
Council Assignments
Council reviewed opportunities to serve as liaisons to Boards and Commissions. That information was
discussed on Day 1, and a summary of interest was provided on Day 2. The Council made some decisions
and will have further discussions as the official liaison and committee assignments are brought back for
adoption. The following items were discussed.
Board and Commission Assignments
• The Mayor agreed to be the interview partner for Landmark Preservation Commission and Parks
and Recreation Board rather than being the liaison.
• Emily agreed to be the interview partner for Planning and Zoning.
• Julie will talk with Ken about the Women’s Commission.
• Susan will talk to Ken about the Senior Advisory Board.
• Emily will talk to Ken about the Commission on Disability.
• Emily will be alternate for Finance Committee.
• Kristin agreed to be the alternate for the Legislative Review Board
Other Organization Assignments
• City/CSU Leadership Committee will be determined later.
• The Mayor will remain on the Forfeited Property Disposition Committee.
• Larimer County Behavioral Health Policy Council will be determined later.
• North College Urban Renewal Ad Hoc Committee – Kristin will be the Alternate.
• North College Urban Renewal Plan CAG will be Emily.
• North College MPO will be determined later.
• The Mayor will do North I-25 Coalition.
• Ross will join the Regional Water Collaboration Steering Committee.
Closing Comments
Each person shared a final word that summed up how they felt about the first evening of the retreat.
City of Fort Collins, Colorado Page 7
2019 Retreat Report
The Novak Consulting Group
Strengthening organizations from the inside out.
Day Two
On the second day, the Executive Leadership Team joined the group. The Mayor kicked off the meeting
with some opening remarks then shared highlights from the evening's discussion about a high performing
Council for all, a high performing City Council, and a high performing government. The conversation was
exciting, positive, and forward moving for this City Council. A great Council will drive great governance for
our community.
Setting the Stage and Introductions
The Executive Leadership Team (ELT) was invited to share their expectations for the day. Those present
on Friday were asked to share a reflection about what was important to them about the conversation
during that part of the retreat.
Expectations
• Absorb and learn
• Get to know the new Council
• Teach about Poudre Fire Authority and how we interact with the City
• Understand new Council Priorities
• Begin establishing relationships between the Council and ELT
• Listen and learn – where do we go?
• Listen, learn – understand how to deliver on Council priorities
• Learn what people are looking for from a strategic perspective
• Cliché Clarification, i.e. what is “City as a Platform?”
• Clarity is your friend
• Continue to come together as a Council
• Long term rhythms 30-50-100 years
• Listen and learn – align our staff around your priorities
• Be present – listen deeply – learn and adapt
• Coalesce as a legislative and executive team
• Clarity of flow into our leadership system
• Curiosity – Clarity
Reflections
• New Council is excited and open
• Robust conversation and feedback
• Enjoyed getting to know Council at a personal level
• Genuine interest in what it could mean to be high performing Council
• New Council – BE CONFIDENT AND BRING YOUR GAME
• Sense of anticipation and energy – eager to dig in and do the work
• TEAM – we are in it together – Co-Creation!
• Don’t be satisfied with average!
• Set clear goals and expectations for staff
• Open – easy to talk through; we left on the same page
• Challenge assumptions
• We want to be an effective and innovative governing body
• Encouraging – will bring their best selves to the game
• Cathartic – refreshing to see how we want to work together
City of Fort Collins, Colorado Page 8
2019 Retreat Report
The Novak Consulting Group
Strengthening organizations from the inside out.
Reviewing the Framework
The City Manager introduced the Strategic Plan and the organization's commitment to being accountable
to the Mayor and Council for accomplishing their shared priorities. The intent is to accomplish the
priorities in the two years this Council has to govern together.
Darin shared a drawing that depicted how the organization has evolved from responding as if everything
is a priority to a place that understands what makes Fort Collins so special. Being responsive to everything
stimulated a desire to be more strategic and develop a framework and a sense of priority for the
organization. The Baldrige Framework moved the City into a framework of being aligned and heading in
the same direction. Then the framework evolved to point toward the Vision – that clarity of Vision drives
the organization. Fort Collins has become strategic, and this meeting is an important part of the rhythm
of how things fit for the next two years.
1. The Election – Who is our Board of Directors?
2. Intentionally Onboard the Council – basics and logistics, an overview of services, tours of various
City facilities, then three specific hats the Council will wear.
i. General City
ii. Urban Renewal Authority
iii. Broadband
3. Two-Year Priorities.
4. Fall – Five-Year Strategic Plan Update – How do the first two years feed into the Strategic Plan and
re-adoption of the plan?
5. Spring (for Staff) and Summer and Fall (Council) two-year budget cycle. Putting money to the
priorities. Adopt the Budget.
6. Develop Annual Workplans.
7. Execution – operationalize the strategic plan.
The City lives a cycle of Plan – Do – Check – Act. It is a continuous improvement cycle. The two-year
cadence is very intentional. Staff is here today to be “all ears” and listen to your priorities, and we are also
professionals here to resource and support you!
City of Fort Collins, Colorado Page 9
2019 Retreat Report
The Novak Consulting Group
Strengthening organizations from the inside out.
Strategic Outcome Areas
The Seven Strategic Outcome Areas have evolved over the last 10-12 years. The Two-Year Budget is
framed around the Outcome Areas (buckets). Over the years, the Council has tweaked and adjusted the
framework to reflect emerging priorities and provide further focus for the organization. The Council
considered the current framework and made adjustments:
• Economic Health
• Transportation and Mobility
o Mobility and Transportation Systems: Fort Collins provides safe, sustainable, convenient
and reliable multi-modal travel to, from, and throughout the City.
• Safe Community
• Neighborhood Livability and Social Health
o Healthy Communities: Fort Collins plans for a high-quality built environment, supports
quality, diverse neighborhoods, and fosters the social health of the community.
• Culture and Recreation
o Vibrant Community: Fort Collins celebrates our heritage and provides diverse arts,
culture, and recreation opportunities.
• Environmental Health
• High Performing Government
Individual Initiatives
Councilmembers shared their individual priorities that were organized by Strategic Outcome Area. The
Council was then provided 19 “dots” to use to identify their personal priorities, so we could gauge the
energy of the full Council. The initial list of individual initiatives are below with the number of dots received
noted in parenthesis.
Strategic Outcome Area Individual Initiatives
Economic Health • Workforce Support and Development (6)
o City workforce Commission – City partner with PSD to
create internships that lead to jobs
• Affordable, Accessible Childcare (5)
• Reviving small business development process (5)
• 100% electric distribution underground (last 1% and high voltage
lines PRPA) (4)
• Sales tax revenue enhancement strategies (2)
• Electric distribution grid more resilient for the integration of DG,
RE, EV, DERMS at Neighborhood Level (2)
• Economic Development Plan (2)
• BHAG Business/Technology for Engagement/Partnership – talent,
wealth generation for all (1)
• Refine and Review Economic Development Strategies (1)
• Innovation and Economic Prosperity partnership with CSU/BIZ (1)
• Quarterly economic reports and updates (1)
• Smart cities and broadband integration (1)
• Refine Metro District Policies
City of Fort Collins, Colorado Page 10
2019 Retreat Report
The Novak Consulting Group
Strengthening organizations from the inside out.
Strategic Outcome Area Individual Initiatives
Mobility and
Transportation Systems
• BRT (5)
o Max #2 East-West
o North College BRT
• Encouraging Transfort use (understanding barriers to use (5)
• New terminal at Northern Colorado Regional Airport (2)
• Air hub service at FNL/NoCo RA (1)
• Earlier adopters AVs/EVs/UAVs Innovation Mobility (1)
• Transportation for seniors and low income – vans, buses for those
who can’t access Transfort
Safe Community • Homeless Misbehavior – threats to residents, fights, more
residents need to feel safe (2)
• Look at misdemeanor offenses for trail infractions
Healthy Communities • Affordable Housing (5)
o Land bank, land trust, mobile home park preservation
o Increase the resources for affordable housing
o Reviewing the development process for affordable housing
o Reevaluate the City down payment assistance program
o Down payment loans, using current stock, deed
restrictions, more aggressive approach
• Mobile Home Communities (5)
o Utility price gouging – quality of life standards
o Trailer Park as landowners – eliminate displacement and
provide security
o Preserving mobile home communities and protecting
residents
• Streamline low-income rebates/access (4)
• Diversity, Equity, and Inclusion (4)
o View policies and plans through this lens – CEDAW
Resolution, elimination of discrimination
• Improve Alleyways – pave and maintain (3)
• Revisit U+2 (2)
o Right size U+2 to include neighborhood improvement and
affordable housing
• Mulberry Avenue Gateway Plan I-25 to Leman (2)
• Transitional Housing/Prevention Homelessness (2)
• Resolution for Medicare for all
• Regional collaborative for affordable housing
• Livability standards – transportation, housing cost, average salary,
etc.
• 5G Issues and Impact Mitigation
Vibrant Community • Diversity of culture and recreation opportunities (5)
• Refresh old parks – make them the hub of the neighborhoods
again (by Laurel Elementary) (4)
• Arts and Culture Plan adoption and support
• Art as an economic driver strategy – night time economy, music (1)
City of Fort Collins, Colorado Page 11
2019 Retreat Report
The Novak Consulting Group
Strengthening organizations from the inside out.
Strategic Outcome Area Individual Initiatives
• Sustainable parkways and medians (1)
• Include private cultural entities in City planning – recognize
symphony, opera, MoA Gallery Walk, etc. (1)
• FoCo Tree Canopy Environment
• Cultural Resource integration – telling FoCo story
Environmental Health • Plastics (4)
o Reduce single-use plastic pollution
o Single-use plastic bags – charge? Tax?
o Plastic bag/straws
• River health (4)
o Further improve river/stream health
o Poudre River Health
o Maintain flows and purity of Poudre River
• Air quality issues (4)
• Regulations to protect FC from the encroachment of gas/oil (4)
• Climate Action Plan – more buy-in from the community, more
community solar (2)
• Continue to expand open space/natural area inventory (while
there is still time)
High Performing
Government
• Professional development opportunities for Council (5)
• Reimagine community engagement (5)
o Focused roundtable information sessions
• Board and Commission Evaluation and Modification (5)
o Board/Commission Redo to align with outcomes and use
more ad hoc
• Continue to improve City financial sustainability (4)
• Regionalism for local solutions (2)
o Robust City/County Engagement and partnership – FNL,
Waste, Health
• Baldrige 2.0 – Community organizations, Council, FoCo Govt (1)
• New City Hall Complex/Campus (1)
• Why did 40% vote for the Council pay question (1)
• More effective utilization of Ch. 14
City of Fort Collins, Colorado Page 12
2019 Retreat Report
The Novak Consulting Group
Strengthening organizations from the inside out.
Council Priorities
There were 11 items with five or more dots; nine with four dots and one with three dots that the Council
agreed should move forward as Council priorities. Items with five or more dots will be called Top Priorities,
four dots are High Priorities, and three dots are Other. Council then worked in small groups to refine the
initiative and define success. Some items were combined when the groups worked together. The final
initiatives presented by the groups are captured below and included as an attachment to this report. Staff
will work to refine the Council work plan further and bring the priorities back to the Council for adoption.
Strategic
Outcome Area Priority Council Priority Success
Economic
Health
Top Priority EH-1: Create Strategies that lead
to jobs for the community.
• Outcomes partnerships PSD
and FRCC
• Identify incentives
• City lead by example
• Internships
• Job placement to fill high
demand areas
Top Priority EH-2: Accessible, affordable
childcare for all.
• Increase capacity
• Identify true need – barriers
to childcare; define what the
childcare needs are that
exist in the community
• Fee waivers to incent
scholarships
• Rebates for development
fees for child care centers
• More flexible development
standards
• Childcare no longer a career
and lifestyle limiter
• Reduce barriers to entry
Top Priority EH-3: Executable plan to support
small business.
• The same level of support as
primary/key accounts
• Development/licensing
navigation
• Identify needs and gaps
• Resource awareness and
education
• Referrals to partners like
Innosphere and SBDC
High Priority EH-4: 100% Electric Distribution
underground (Last 1% and High
Voltage Lines (PRPA).
• Do as part of Connexion
• Work with PRPA
• Develop a phasing plan
• Underground replacement
strategy
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Strategic
Outcome Area Priority Council Priority Success
Mobility and
Transportation
Systems
Top Priority MT-1: Explore additional Bus
Rapid Transit (BRT) Corridors and
revisit transit priorities.
• Pursue transit priorities
• Pursue Federal Funding
• Mobility gap identification
• Identify barriers to use and
increase ridership
Healthy
Communities
Top Priority HC-1: Have staff explore the
following options for affordable
and achievable housing and
bring them back to Council.
• Purchase and deed
restriction
• Impact fees
• Regional partnerships
• Work with partners (CSU,
land trusts, etc.)
• Down payment assistance
• Inclusionary zoning
• Land bank strategy
• Other best practices
• Better align housing
inventory with our residents’
income levels
• Mid-year budget offer on
impact fee study
• Work session to inform
Council on what is being
worked on already
Top Priority HC-2: Develop policies to
preserve mobile home parks
(zoning, right of purchase,
purchasing the redevelopment
areas encroaching on locations,
etc.).
• Develop policies and present
them to Council
Top Priority HC-3: Quality of Life Issues in
Mobile Home Communities –
Protect residents of mobile
home parks; utility gouging;
work with eviction and
mediation.
•
High Priority HC-4: Provide an update to
Council on what is happening to
streamline low-income benefits.
Look at best practices and
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Strategic
Outcome Area Priority Council Priority Success
Other
Priority
HC-5: Develop a plan for
opportunities for improved
alleys outside of downtown area
– placemaking, front door,
access (ADU, granny flat, etc.).
• Full utilization and potential
of alley public space
Vibrant
Community
Top Priority VC-1: Understand the current
state regarding equitable
participation in City recreation
programs. Address gaps through
specific programs or support.
Develop opportunities that
appeal to diverse populations.
Develop metrics and desired
state.
• Equitable participation in
City cultural and recreational
programs
High Priority VC-1: Complete assessment of
current and future needs for
refreshing neighborhood parks.
Develop funding options
including public and private
partnerships.
• Plan with timeline, scope,
and metrics for
neighborhood park updates
Environmental
Health
High Priority EH-1: Implement local
ordinances to programs to
address plastics under City
authority. Explore state and
federal legislative advocacy.
Educate the community about
plastic pollution – how to
reduce.
• Reduce plastic pollution
• Eliminate microplastics in
drinking water and plastics in
watersheds and other
environmental areas
High Priority EH-2: Programs to protect and
enhance in stream flow. Assess
and monitor current efforts on
stream restoration. Reduce the
impact of municipal runoff.
• Improved ecological and
aesthetic quality, along with
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Strategic
Outcome Area Priority Council Priority Success
High Priority EH-4: Evaluate SB181 and
implications to Fort Collins.
Robust public engagement
around potential regulatory
options.
• Reduce or eliminate surface
impacts of oil and gas within
the GMA
High
Performing
Government
Top Priority HP-1: Professional Development
for Councilmembers – assess the
needs and interest of
Councilmembers. Identify areas
of overlap where staff and
Council would share mutual
benefit. Evaluate best practices.
Develop and fund a plan.
• Councilmembers equipped
at being a highly effective
and innovative board
Top Priority HP-2: Improve Public
Engagement – assess barriers to
participation in existing outreach
strategies. Measure the impact
of our effort and fill the gaps as
appropriate. Identify
opportunities to flip the model
of community engagement to
where they are and on their
time.
• Policy decisions are informed
by representative and
inclusive cross-section of
community opinion
• City Communications
accurately understood by all
Top Priority HP-3: Reimagine the Board and
Commission program.
• Align with council priorities
and strategic plan outcome
areas
• Shorter terms/term limits
• Greater use of Ad Hoc vs.
permanent commissions
• Meet as needed
• Incorporate more and
different voices
• Diversity and expand
participation
• Consider engagement
“where they are” strategies
High Priority HP-4: Continue to improve City
City of Fort Collins, Colorado Page 16
2019 Retreat Report
The Novak Consulting Group
Strengthening organizations from the inside out.
Closing
City of Fort Collins, Colorado Page 17
2019 Retreat Report
The Novak Consulting Group
Strengthening organizations from the inside out.
Attachment A: 2019-2021 Fort Collins City Council Priorities
Economic Health
EH-1: Create Strategies that lead to jobs for the community.
EH-2: Accessible, affordable childcare for all.
EH-3: Executable plan to support small business.
EH-4: 100% Electric Distribution underground (Last 1% and High Voltage Lines (PRPA).
Mobility and Transportation Systems
MT-1: Explore additional Bus Rapid Transit (BRT) Corridors and revisit transit priorities.
Healthy Communities
HC-1: Have staff explore the following options for affordable and achievable housing and bring them back
to Council.
• Purchase and deed restriction
• Impact fees
• Regional partnerships
• Work with partners (CSU, land trusts, etc.)
• Down payment assistance
• Inclusionary zoning
• Land bank strategy
• Other best practices
HC-2: Develop policies to preserve mobile home parks (zoning, right of purchase, purchasing the
redevelopment areas encroaching on locations, etc.).
HC-3: Quality of Life Issues in Mobile Home Communities – Protect residents of mobile home parks; utility
gouging; work with eviction and mediation.
HC-4: Provide an update to Council on what is happening to streamline low-income benefits. Look at best
practices and coordinate with other organizations.
HC-5: Adopt an equity lens tool for past and future decision-making including hiring, boards and
commissions, community engagement, budgeting, etc. and consider the CEDAW Resolution as part of the
Equity Lens.
HC-5: Develop a plan for opportunities for improved alleys outside of downtown area – placemaking, front
door, access (ADU, granny flat, etc.).
Vibrant Community
VC-1: Understand the current state regarding equitable participation in City recreation programs. Address
gaps through specific programs or support. Develop opportunities that appeal to diverse populations.
Develop metrics and desired state.
VC-1: Complete assessment of current and future needs for refreshing neighborhood parks. Develop
funding options including public and private partnerships.
City of Fort Collins, Colorado Page 18
2019 Retreat Report
The Novak Consulting Group
Strengthening organizations from the inside out.
Environmental Health
EH-1: Implement local ordinances to programs to address plastics under City authority. Explore state and
federal legislative advocacy. Educate the community about plastic pollution – how to reduce.
EH-2: Programs to protect and enhance in stream flow. Assess and monitor current efforts on stream
restoration. Reduce the impact of municipal runoff.
EH-3: Air Quality – Local, state, and federal advocacy. Evaluate radon working group recommendations.
Pursue further reductions of City ozone precursors. Expand community programs for ozone. Conduct
assessment of the microparticulate impact on disparate groups.
EH-4: Evaluate SB181 and implications to Fort Collins. Robust public engagement around potential
regulatory options.
High Performing Government
HP-1: Professional Development for Councilmembers – assess the needs and interest of Councilmembers.
Identify areas of overlap where staff and Council would share mutual benefit. Evaluate best practices.
Develop and fund a plan.
HP-2: Improve Public Engagement – assess barriers to participation in existing outreach strategies.
Measure the impact of our effort and fill the gaps as appropriate. Identify opportunities to flip the model
of community engagement to where they are and on their time.
HP-3: Reimagine the Board and Commission program.
HP-4: Continue to improve City Financial Sustainability.
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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.
End of Council Term Update – As of March 18, 2019
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:
None – 2018 actions complete
Other Info:
• 2019 planned efforts
a. Step 3 of CEFs
b. Development Review
Fees
c. Wet Utility Fees
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:
• Minority Owned Business
Listening Session –
Completed (Great
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INITIATIVE DASHBOARD
PROGRESS
COUNCIL
RETREAT PRIORITY PURPOSE AND OUTCOMES
SERVICE
AREA ACTION PLAN
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
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
• Talent 2.0 Website to go
live in Q1 2019
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:
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PROGRESS
COUNCIL
RETREAT PRIORITY PURPOSE AND OUTCOMES
SERVICE
AREA ACTION PLAN
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
Broadband
Next Council Action:
No regular meetings or work
sessions scheduled at this time
Other Info:
• Contracts in place for
CIS/OSS, Electronics,
Design & Construction.
• Teams launched in Aug for
the CIS/OSS
implementation.
• Design Electronics work
began in Sep 2018.
• Hiring of internal staff for
both Network, Outside Plant
and MDU/Business Sales is
in progress.
• Jan 2019 start design/build
of neighborhood fiber.
• Social media accounts
launched in February –
Facebook & Twitter
• Marketing Strategy in
development.
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
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INITIATIVE DASHBOARD
PROGRESS
COUNCIL
RETREAT PRIORITY PURPOSE AND OUTCOMES
SERVICE
AREA ACTION PLAN
SMALL BUSINESS
VISIBILITY
Purpose: Increase visibility of small and
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:
No regular meetings or work
sessions scheduled at this time
Other Info:
• Continue support of the
Larimer County Small
Business Development
Center ($40,000 annually)
• Working with Downtown
Business Association and
area businesses to increase
access to Sales Tax Data
• Sharing the results of the
Small Business Needs
Assessment Survey with
internal and external partners
ENVIRONMENTAL HEALTH
CITY OF FORT
COLLINS UTILITIES
AND WOODWARD
INC. WASTE TO
ENERGY PROJECT
Purpose:
Partnership with other city departments and
Woodward to design, procure, construct,
and operate 2 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
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PROGRESS
COUNCIL
RETREAT PRIORITY PURPOSE AND OUTCOMES
SERVICE
AREA ACTION PLAN
PRESCRIPTION
DRUG TAKEBACK
PROGRAM
Purpose: Provide opportunities to safely
dispose of prescription and over-the-
counter-drugs
Outcomes:
• Explore partnership with UC
Health
• Protect water quality by avoiding
dumping
Reduce presence of expired/unneeded
prescription and over-the-counter drugs
Police
Services/ City
Manager’s
Office / Utilities
Next Council Action:
No regular meetings or work
sessions scheduled at this time
Other Info:
• Daily drop-off location
continues at FCPS
• 2nd 2018 event held on
October 27 collected 208
pounds of drugs
• Total between kiosk and
event equaled 1432 pounds
of drugs collected
• The next takeback event is
scheduled for April 27, 2019
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:
Update will be provided with the
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INITIATIVE DASHBOARD
PROGRESS
COUNCIL
RETREAT PRIORITY PURPOSE AND OUTCOMES
SERVICE
AREA ACTION PLAN
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:
Update will be provided with the
Climate Action Plan update
scheduled at the June 25 Work
Session
Other Info:
• Platte River plans to
complete their IRP in 2020
one year ahead of the
regularly scheduled due date
of 2021
• Platte River will seek
approval from Western Area
Power Authority (WAPA) for
an out-of cadence IRP
submission
• Platte River hosted public
meeting October 25 to kick-
off the IRP process for public
engagement with Utilities
staff
• Staff is coordinating with
Platte River on a range of
sub-tasks, such as the
demand side management
potential study.
AIR QUALITY
ISSUES - Radon
Purpose: Protect human health
Outcomes:
• Increase mitigation of high radon
levels
Sustainability
Services
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INITIATIVE DASHBOARD
PROGRESS
COUNCIL
RETREAT PRIORITY PURPOSE AND OUTCOMES
SERVICE
AREA ACTION PLAN
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:
March 19th Council Session
scheduled for final consideration
of:
• Nuisance Code updates
• Appropriation of resources
for implementation and
enforcement
Other Info:
• Received Council support for
public engagement plan in
February 2018
• Policy research and public
engagement was conducted
in 2018
• Received Council feedback
to update nuisance code at
February 2019 Work
Session
Ongoing
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
Sustainability
Services
Next Council Action:
No regular meetings or work
sessions scheduled at this time
Other Info:
• Update Air Quality Plan in
2018/2019, including
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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:
Climate Action Plan update
scheduled for June 25 Work
Session
Other Info:
• 2019-2020 will focus on
Climate Action Plan update;
plan update will be in
partnership with the Energy
Policy and Road to Zero
Waste update and
incorporate mitigation,
resilience/adaptation and
equity lenses.
• Currently conducting
outreach to develop the
plan’s scope.
• Will launch 2019 messaging
campaign at Earth Day, April
22.
SAFE COMMUNITY
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
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PROGRESS
COUNCIL
RETREAT PRIORITY PURPOSE AND OUTCOMES
SERVICE
AREA ACTION PLAN
Ongoing
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:
• Community Trust
Stakeholder Group
concluded regular
meetings. Met with new
Police Chief in Sept. 2018
• Report provided to Council
in late May 2018, detailing
work to date, stakeholder
views, and planned or
continuing staff actions
• Established police-
community group for
cooperative discussion -
training events
• Partnering with City Service
Areas and NGO’s to align
missions and focus efforts
with homeless/transient
populations
• Police recruiters continue to
attend La Familia cookouts
• Most relevant police policies
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INITIATIVE DASHBOARD
PROGRESS
COUNCIL
RETREAT PRIORITY PURPOSE AND OUTCOMES
SERVICE
AREA ACTION PLAN
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:
• Staff recommended a new
fee policy regarding
nonresidential RP3 permits
primarily for schools and
some existing businesses
within the RP3 zones
• Staff provided the new
permit fee per
administrative policy to the
City Manager for
authorization in September
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 has contracted with
CalAtlantic Homes of
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INITIATIVE DASHBOARD
PROGRESS
COUNCIL
RETREAT PRIORITY PURPOSE AND OUTCOMES
SERVICE
AREA ACTION PLAN
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 further Council action
planned.
Other Info:
• Council made a
modification to the penalty
associated with violating
the smoking ordinance in
December
• Council received a memo in
January with staff’s
recommendation to not
change the Smoke-Free-
Zone perimeter to include
Library Park
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:
No regular meetings or work
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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:
No further Council Action
planned after “Good News”
update at Feb. 5 City Council
meeting.
Other Info:
• Utilities Affordability Portfolio
with the Income Qualified
Assistance Program (IQAP)
launched on Oct. 1, 2018
• Completed IQAP application
process with 829
applications received.
Largest low-income
enrollment for a Utilities
program.
• Continuous enrollment
initiated in 2019.
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
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PROGRESS
COUNCIL
RETREAT PRIORITY PURPOSE AND OUTCOMES
SERVICE
AREA ACTION PLAN
TRANSPORTATION & MOBILITY
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:
• 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
ongoing
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
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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
Planning,
Development,
&
Transportation
Next Council Action:
No further Council action
planned.
Other Info:
• Staff has prepared a service
improvement option for BFO
2019-20
• BFO offer not funded.
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
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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:
• The City has updated
the engagement
spectrum to illustrate
the progression and
reciprocal nature of
public engagement.
This and additional tools
also emphasize the
community’s two largest
stakeholder groups,
businesses and
residents. Quarterly
training & development
opportunities will
enhance and equip
internal public
engagement capacity
and capability.
• Internal resources and
collaboration continue to
grow. The new Public
Engagement
Collaboration Team
works to align efforts
and outreach to plan
more effective outreach
May 21, 2019
City Council Priorities
ATTACHMENT 3
Direction Sought
1. Does Council agree with the characterization of the priorities as
presented?
2. Does Council have any additional clarification to add for
priorities prior to a resolution coming forward?
2
Council-Term Planning Timeline
3
BFO Programs & Initiatives
EXECUTION PLANNING
Strategic Plan
BFO
2021/2022
ELECTIONS
On Board/
Retreat
2019
BFO Programs & Initiatives
2020 2021 2022
2019 Budget 2020 Budget 2021 2022
Priorities
4
• Adopted formally by Resolution
• Provide specific focus and action within context of vision and mission
• Progress reported quarterly through Dashboard
• Strategic plan, budget offers, Council or administrative action
Priorities By Outcome Area
Neighborhood Livability & Social
Health
1. Affordable and achievable
housing strategies
2. Mobile home park preservation
and resident protections
3. Equity and inclusion
4. Low income benefits/rebates
streamlining and consolidation
5. Optimization of alleys outside
of downtown
Economic Health
1. Strategies that create
community jobs
2. Affordable and accessible
childcare
3. Small business plan
4. Undergrounding of electric
infrastructure (transmission and
distribution)
5
Priorities By Outcome Area
Transportation
1. Additional Bus Rapid
Transit (BRT) corridors
Culture and Recreation
1. Equitable participation in
culture and recreation
programs
2. Neighborhood park
refresh/future needs
6
Priorities By Outcome Area
Environmental Health
1. Reduce plastic pollution
2. Protect and enhance instream
river flows
3. Improved air quality
4. Mitigate impacts of oil and
gas encroachment into
Growth Management Area
High Performing Government
1. Effective, innovative, and
high-performing board
2. Reimagine community
engagement
3. City financial stability
4. Reimagine boards and
commissions
7
Next Steps
• Resolution consideration of all priorities on June 4
• Work sessions to clarify outcomes on:
• Strategies that create community jobs
• Small business plan
• Additional Bus Rapid Transit (BRT) corridors
• Affordable and achievable housing strategies
• Dashboard reporting starting this summer
8
Direction Sought
1. Does Council agree with the characterization of the priorities as
presented?
2. Does Council have any additional clarification to add for
priorities prior to a resolution coming forward?
9
both online and on-the-
ground.
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
/ Financial
Services/
Community &
Operation
Services
Next Council Action:
No regular meetings or work
sessions scheduled at this time
Other Info:
• Staff submitted an update
memo to Council on March
8, 2019 regarding current
City/;County/PSD
cooridination in the GMA;
projects under discussion
include: ped/bike
improvements along West
Vine Drive, and Trail
connections near Lincoln
Middle School.
museums and cultural institutions.
• Examine Fort Fund programs for
possible updates and revisions
Community
and
Operation
Services
Next Council Action:
No regular meetings or work
sessions scheduled at this time
Other Info:
• The Director of Cultural
Services, and the Director of
the Museum of Discovery,
met with the Mayor to
discuss the initiative and
believe that the FoCo
Creates Arts and Culture
Master Plan, as drafted,
addresses the initiative.
• Following editing and
refinement, the FoCo
Creates Arts and Culture
Draft Plan is being shared
with stakeholders and the
public in February and
March.
• An assessment of the Fort
Fund program is a proposed
action item in the Culture
Plan.
sessions scheduled at this time
Other Info:
• Second RFP for Home
Ownership product on
Kechter parcel closed late
February. Staff reviewing
responses.
• Grand Opening of Village on
Horsetooth on March 14
with 96 one-four bedroom
apartments. Leasing
ongoing.
• Work continues on acquiring
additional parcels
Ongoing
BEHAVIORAL
HEALTH / DETOX
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:
No regular meetings or work
sessions scheduled at this time
Other Info:
• Ballot measure passed in
November
• Council selected
Councilmember Stephens to
sit on the Policy Advisory
Committee
Colorado (LENNAR
Homes) to develop the
property. Staff has met
with representatives and
encouraged holding at
least 2 neighborhood
meetings as part of
community engagement
prior to submitting any
plans. The project is likely
to be residential with a mix
of housing types, solar, and
include a park.
translated into Spanish and
posted on FCPS website
• Presented Spanish policies
and plans to HRC in March
2019
NEIGHBORHOOD LIVABILITY & SOCIAL HEALTH
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:
Work session on March 26, 2019
to discuss STRs in Multifamily
buildings.
Other Info:
Staff will present proposals at the
March 26 work session to
address building and fire code
issues in multifamily STRs.
Next Council Action:
No regular meetings or work
sessions scheduled at this time
Other Info:
• Campus West Connections
substation continues to
host programs and
neighborhood events at the
facility
• This project continues to be
of value in bringing
agencies together to work
on neighborhood problems
around campus.
• Low walk-in traffic and
budget shortages have led
to a conversation about
reducing walk in hours.
• This facility continues to be
a catalyst for collaboration
and problem solving.
addressing ozone emissions
• Support Transportation
Master Plan update in
2018/2019
• Finalized purchases of
electric municipal lawn and
garden equipment with 2018
funds
• Received 2019 RAQC
commercial lawn and garden
equipment grant.
• Ozone monitoring site
installed at the Gardens on
Spring Creek, and will be
accessible when new
Gardens areas are opened
in 2019.
Next Council Action:
Council update memo planned
for April 2019.
Other Info:
• Continue outreach and
subsidized kit sales
• Received 2018-2019 state
funding
• Completed working group
meetings to evaluate
potential options to increase
testing and mitigation rates
• Presented working group
results to Air Quality
Advisory Board in February
2019
Climate Action Plan update
scheduled at the June 25 Work
Session
Other Info:
• Fort Collins adopted a 100%
renewable electricity by
2030 goal in October
• Platte River adopted a 100%
non-carbon by 2030
resource diversification
policy in December
• Platte River signed a Power
Puchase Agreement for an
additional 20MW of solar at
the Rawhide Energy Station.
Commercial Operation
anticipated in 2020
• Staff determining next steps
on Green Energy program
options based on planned
changes to Platte River
wholesale rate structure in
2020
• Platte River is in progress on
development of the
Roundhouse wind project
(165 megawatts) and a new
20 megawatt solar facility.
of excess biogas generation
Reduction in energy use at the Drake
Water Reclamation Facility measured in %
change in kWh
Utilities
Next Council Action:
No regular meetings or work
sessions scheduled at this time.
Other Info:
• Procurement of gas
conditioning unit has been
executed.
• Project design is
substantially complete.
Project construction will
begin in June 2019 and
expected to be complete by
end of 2020.
Services/
Utilities/
Sustainability
Services /
Planning,
Development,
and
Transportation
Next Council Action:
No regular meetings or work
sessions scheduled at this time
Other Info:
• Core staff team is
developing strategy for
identifying priorities within
this space and to prepare
for Smart Cities Readiness
Grant Application in Winter,
2019.
• Open Data efforts continue
to focus on publishing
frequently requested data,
expanding the inventory of
City-owned data, and
creating new ways for the
public to interact with City
data
• Program evaluation and
potential reset of Industry
Cluster grant funding
anticipated Q1, 2019
• ELT Committee formed to
prioritize implementation
actions
Attendance)
• Developing individual
Council Business Visit
Strategies - Target
Completion end of March
• Sharing the results of the
National Business Survey
internall and externally
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:
No regular meetings or work
sessions scheduled at this time
Other Info:
• A letter of support for the
CDOT INFRA Grant was
prepared and sent to the
U.S. Department of
Transportation encouraging
funding for the I-25
Segments 7 and 8 project.
ATTACHMENT 2
Financial Sustainability.
• Study sales tax leakage
• Revenue trend identification
and community awareness
• Revenue diversification
• Review City Fees
• Shop Fort Collins
improved resilience of the
Poudre River and streams
High Priority EH-3: Air Quality – Local, state,
and federal advocacy. Evaluate
radon working group
recommendations. Pursue
further reductions of City ozone
precursors. Expand community
programs for ozone. Conduct
assessment of the
microparticulate impact on
disparate groups.
• Impact mitigation of high
radon levels
• Reduce ozone precursors
• Understand the prevalence
of microparticulate pollution
coordinate with other
organizations.
• Understanding from Council
on the status of efforts
High Priority HC-5: Adopt an equity lens tool
for past and future decision-
making including hiring, boards
and commissions, community
engagement, budgeting, etc. and
consider the CEDAW Resolution
as part of the Equity Lens.
• Understanding disparities in
the community and make
progress to reduce them
• Grateful
• Trust
• Thoughtful
• Can do attitude
• Authentic
• Polite
• Diligent
• Leader
• Systems thinking
• Clarity and Direction
• Agreeable
• Prepared (x3)
• Accountable
• Flexible
• Open
• Open minded
• Consensus building (x2)
• Grateful
• Support
• Engaged
• Willing to engage
• Collegial
• Friendly and upfront
• Act as a body
• Respect different priorities
• Community-for-all
perspective
• Acknowledges differences
• Articulate
• For the right reasons
• Transparent
• Fair
• Disagree respectfully
• Speak respectfully
• Respectful (x4)
• Honest
• Curiosity
• Trust
• Community listening
• Active listening
• Listens
• Future focus
to learning –
engaged with CML
and NLC
• High functioning is
a prerequisite to
high performance
• Focused on local
policy and relevant
action
• Engaged and
collaborative –
externally,
regionally,
nationally
• Trustworthy,
stable, and willing
to change when
appropriate to do
so
• Inclusive
• Active
• Environmental
commitment
• This can be a
question that
drives our
decisions: Will this
decision move us
toward being a
high performing
community FOR
ALL?
• Meet our
community where
THEY are
• Let everyone
THRIVE
• “If it is not for all, it
is not for us.”
• Equitable
• Engages – two-way
– well!
• Engaged, durable
partners who co-
create a high
performing
community
• Effective boards
are intentional
• Each person
achieves
something greater
personally by being
part of this
• Understand how
each person
contributes to the
body
• Identify shared
learning
opportunities
• Be curious – “tell
me more”
• Tapping into the
knowledge of key
stakeholders who
can contribute
expertise
• Build a base level
of knowledge