HomeMy WebLinkAboutMemo - Mail Packet - 4/20/2021 - Memorandum From Lawrence Pollack Re: Keep Fort Collins Great 2020 Annual Reportsfcgov.com
Attachment 1
2020 Keep Fort Collins Great Offer Details
UNote on financials included in this report
In cases where actual expenses are higher than budget, this is generally attributed to:
Project budgets that were appropriated in prior years. A project budget is appropriated in a
single year, but spending spans several years until the project is completed
2020 budgets do not include Reappropriations or budget carry-forward amounts from the
prior fiscal year
2020 budgets potentially include appropriations that were frozen as COVID-19 cost savings
measures and, thus, actual 2020 expenses may be well under the original budget
Street Maintenance and Repair (33% of KFCG)
UTransportation
o KFCG City Bridge Program (Offer 1.3)
2020 Budget: $1,700,000 Expenses and/or Encumbrances: $306,416
The budget was spent on design, construction, and staff time for bridge replacement
projects as well as inspection and other design services.
Note: due to a lack of “construction-ready” projects in 2020 to apply to this budget, the
amount not spent in 2020 will be utilized in 2021 due to these funds being non-lapsing
(i.e., they carryforward into the next fiscal year automatically). There are numerous
bridge projects in 2021 that our department is currently working on.
Funding was used for the following: completion of design of the Vine Bridge just west of
Timberline Road, prep work to begin inspection of structures in Spring of 2021,
identification of bridges for maintenance rehab (exposed foundations, railings, and
surface improvements), and completion of the design of Laporte Avenue bridges east of
Taft Hill Road.
UImpactU:The KFCG funding for the City’s Bridge Program allowed for preliminary
design of several critical bridges to prepare for construction with 2021 funding. These
projects will improve safety, functionality, and multi-modal connections on City’s
transportation network. These funds are being leveraged where possible to apply for
grant funding from FHWA and the State of Colorado. The KFCG funds being used on
the Laporte Avenue project is allowing two critical bridges to be replaced in conjunction
with one another, saving cost and impacts to the traveling public and addressing safety
concerns along a highly traveled school route
o Street Maintenance Program (Offer 35.1 & 35.13)
2020 Budget: $7,764,493 Expenses and/or Encumbrances: $6,811,731
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The budget was spent to resurface an additional 43 lane miles of roadway on arterial,
collector, and residential streets to maintain a Level of Service B, which correlates to a
pavement condition index of 70 or better.
In 2020, this budget replaced broken and heaved concrete sidewalk, curb and gutter in
preparation for 40 lane miles to be resurfaced in 2021.
The City was also able to modify or rebuilt 552 American with Disabilities Act (ADA)
ramps in 2020.
UImpactU:The KFCG funding contributed to part of the maintenance of City maintained
center lane miles, prolonging the life of infrastructure assets.
o Reduces the number of potholes and future maintenance costs.
o Streets ride smoother and look better, improving the overall impression of the
City of Fort Collins increasing the economic vitality.
o Streets, sidewalks, and bike lanes are safer for the community.
o Improves drainage preventing hazards of standing water.
Other Transportation (17% of KFCG)
UTransportation
o KFCG ENHANCEMENT: Railroad Crossing Maintenance (Offer 1.26)
2020 Budget: $125,000 Expenses and/or Encumbrances: $101,113
The budget was mostly spent on the cleanout of 10 crossings through the downtown
area to allow for better signalization efficiency and minimization of malfunctions in the
BNSF train signal system overall. This allowed for trains to get back up to normal
operating speeds which helped with traffic delays due to slower speeds previously.
Additionally, money was spent on an Engineering Assessment of potential quiet zones
through the downtown area.
UImpactU:The KFCG funding for the City’s Railroad Crossing Maintenance allows for the
replacement of one to two crossings per year, depending on the scope and size, as well
as funding for design and consultation fees as needed. These projects improve roadway
and multi-modal safety at these major intersections where railroad crossings are
located. These crossings can become a significant road hazard when maintenance
issues such as spalling, exposed rebar, and settling occurs, requiring replacement of
the railroad crossing surface.
o Transportation Planning Services (Offer 6.1)
2020 Budget: $89,031 Expenses and/or Encumbrances: $75,952
KFCG funds were applied to a portion of the main Transportation Planning budget used
to fund the City’s membership in the North Front Range Metropolitan Planning
Organization (NFRMPO).
UImpactU: These funds were part of the larger budget used by FC Moves to provide
transportation planning services. This membership in the NFRMPO is required to
secure state and federal funding for transportation projects and for regional coordination
of transportation planning efforts.
Page 3 of 56
o Safe Routes to School Program (Offer 6.3)
2020 Budget: $178,810 Expenses and/or Encumbrances: $150,203
KFCG funds were used to support the activities of the Safe Routes to School
(SRTS) program in its implementation of youth-related programming elements of the
Bicycle Master Plan, Transportation Master Plan and Pedestrian Plan. Funding
supported 1.5 FTEs (SRTS Coordinator and SRTS Assistant) and a basic operating
budget.
Due to the pandemic and closing of schools in early 2020, SRTS shifted to create a new
library of online learning resources for K-12 students, including 15 short educational
videos based on the SRTS curriculum normally taught in PE classes.
SRTS provided bike-ped safety education to 2,600 K-12 students during the year
(during normal PE classes pre-pandemic, via online learning during the pandemic, and
at bike camps over the summer).
SRTS launched a new program, in partnership with CARE Housing and Housing
Catalyst, to provide free bicycles to K-12 students living in their communities and to
repair residents’ bicycles. The free bicycles were sourced from donations from the Fort
Collins Bike Co-op and individual community members. All bikes were inspected and
repaired by an SRTS mechanic. A total of 40 bikes were given away and 153 bikes
repaired.
SRTS geo-located all bike racks at PSD schools in Fort Collins, creating a new
inventory of public assets related to active transportation among youth. There are
currently 290 bike racks at PSD schools, with a capacity of 4,400 bicycles.
SRTS distributed approximately 150 free bike helmets to students and parents who
needed them.
The SRTS program was selected by the National Highway Traffic Safety Administration
to be one of four cities in a nationwide study on “safety in numbers,” a research project
examining whether higher biking/walking rates lead to lower bike-ped crash rates.
UImpact:U Safe Routes to School provides high-quality programming focused on the 6
E’s of safe bicycling and walking: education, encouragement, engineering, enforcement,
evaluation, and equity. These activities equip children and adults with skills and
information to help them lead safer and healthier lifestyles through use of
active transportation.
o FC Bikes (Offer 6.4 & 6.16)
2020 Budget: $354,769 Expenses and/or Encumbrances: $288,587
FC Bikes piloted a Multimodal Access Grant Program, awarding $4,999 to NCIPA in
December 2020.
FC Bikes, in collaboration with Parking Services, completed a pilot of back-in angle
parking on Howes St.
In collaboration with Environmental Services, FC Bikes championed the Shift Your Ride
concept, with Shift Your Ride Month in September (supplemented with a grant award
from People For Bikes).
FC Bikes implemented a pilot wayfinding project to deploy temporary, green painted
markings on existing wayfinding routes to augment permanent wayfinding signs
(supplemented with a grant award from People For Bikes).
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FC Bikes completed signed wayfinding routes, including Spanish additions, as outlined
in the 2015 Bicycle Wayfinding Master Plan.
FC Bikes completed a pilot to allow Class 1 and Class 2 e-bikes on paved multi-use
trails, which was adopted as ordinance by City Council in April 2020.
FC Bikes made 1,621 community contacts on active modes education topics, including
300 new certifications in Bicycle Friendly Driver and 726 participants in adapted
classes.
FC Bikes continued annual Light Up the Night events and Bike Fix-It Bonanza,
collectively reaching an additional 340 community members.
FC Bikes supported the implementation of multiple bicycle and pedestrian
infrastructure improvements as identified in the Bicycle Master Plan, including:
o A new bicycle and pedestrian crossing at W. Elizabeth St. and Ponderosa Dr.
o Designed a new bicycle and pedestrian crossing to be constructed in 2021 at S.
Shields Street and Magnolia Street
o Designed a new bicycle and pedestrian crossing to be constructed in 2021 at S.
Lemay Avenue and Columbia Road.
UImpact:U FC Bikes’ programs and community ridership data were impacted significantly
by the COVID-19 pandemic in 2020. Signature public engagement events such as
Open Streets and Bike to Work Day were cancelled, as were most planned in-person
education programs. Moreover, ridership data suggests a reduction by nearly 50%
compared to 2019 data, an indication of the pandemic’s toll on travel behavior. The
pandemic also impacted the parent company which we relied on for Bike and Scooter
Share programs; Bike Share was eliminated, and service reduced for e-scooter
programs, though FC Bikes began to search for a new service provider and update to
the plan. FC Bikes began to focus on transportation equity topics and projects, which
have gained momentum and should continue to have positive impacts to our program
processes and outcomes in 2021 and beyond.
o School Crossing Guard Program (Offer 6.9)
2020 Budget: $94,350 Expenses and/or Encumbrances: $94,350
An intergovernmental agreement between the City and Poudre School District
established a school crossing guard program. The City contributes a fixed amount each
year to the program, and PSD administers the program by placing crossing guards at
major arterial crossings used by schoolchildren. Typically, there are 12 staffed crossing
locations; this year, due to COVID-19 impacts to school schedules, this staffing varied.
Increased guard locations were deployed as school returned to hybrid schedules which
included increasing number of drop-offs due to a decrease in busing capacity.
UImpact:U This funding represents an important collaboration between the City and the
public school system. Providing schoolchildren with safe crossings of major arterial
roadways is a shared responsibility of the community, and this funding makes these
crossings possible.
o Traffic Operations (Offer 34.1)
2020 Budget: $479,151 Expenses and/or Encumbrances: $412,890
Funding was used for signage and painting supplies for roadway maintenance. Also
includes $64,000 for seasonal hourly positions which were frozen due to budget
constraints.
Page 5 of 56
UImpactU:Maintenance of signs and pavement markings are necessary for the safety of
our transportation system. Traffic Operations crews replaced faded and damaged signs
and completed standard pavement marking maintenance including restriping of marked
crosswalks, arrows, bike lane stencils, railroad markings and longitudinal markings (i.e.
double yellow, white skip lines, etc.) throughout the City.
o Traffic Operations Equipment (Offer 34.2)
2020 Budget: $206,191 Expenses and/or Encumbrances: $223,870
Funding is used to replace or upgrade critical traffic signal infrastructure and equipment
that supports core services.
UImpactU:32TScheduled equipment replacement reduces reactive and costly repairs to
aging infrastructure. Operational improvements and upgrades to traffic signal equipment
increase the safety, reliability, and efficiency of the transportation system.
o Traffic signal upgrades in 2020 included countdown pedestrian indications, audible
pedestrian buttons, improved pedestrian push button accessibility, conflict monitors
and vehicle (video) detection. An upgraded pedestrian flashing beacon system was
installed on West Elizabeth near the Woodbridge Senior Apartments. Flashing
yellow arrows were installed to improve safety at College/Highway 1 and at
Ziegler/Council Tree. A line striper and red curb machine for pavement markings
were also upgraded as part of this offer.
o KFCG ENHANCEMENT: Adaptive Signal System Expansion (Offer 34.3)
2020 Budget: $28,281 Expenses and/or Encumbrances: $38,521
32TFunds were put towards traffic signal controller upgrades and vehicle
detection for implementation of adaptive signal control.
UImpactU:32TAdaptive signal control results in less delay and reduced
vehicle emissions. Adaptive detection and controller upgrades were made to the
following intersections.14T32T
o 32TCollege & Prospect14T32T
o 32TCollege & Trilby14T32T
o 32TRiverside & Mulberry14T32T
o 32TCollege & Mulberry14T32T
o Neighborhood Traffic Mitigation Program (Offer 34.5)
2020 Budget: $53,119 Expenses and/or Encumbrances: $53,119
The Neighborhood Traffic Mitigate Program (NTMP) is designed to work with residents
that are concerned with speeding and other traffic impacts in their neighborhoods.
UImpactU:Reduced speeds on neighborhood streets through the installation of traffic
calming infrastructure including speed humps and driver feedback signs.
Specific examples in 2020 include installation of speed bumps on Eastwood Dr,
Creekwood Dr, Lochwood Dr, Caribou Dr, Meadowlark Ave and Ponderosa Dr.
o Essential Street Operations (Offer 35.3)
2020 Budget: $1,132,963 Expenses and/or Encumbrances: $922,742
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KFCG funds were used to continue payments on lease purchase agreements entered
into from 2013 through 2020. Prior purchases include street sweepers, excavator,
rollers, Compressed Natural Gas (CNG) trucks, a mill and paver, and other various
pieces of equipment.
UImpactU:The Streets Department replaced aging equipment to improve efficiency and
productivity. These purchases allowed the department to maintain exceptional service
to the Fort Collins community for maintenance operations.
o Transit Local Fixed Route Network (Offer 45.1)
2020 Budget: $2,141,298 Expenses and/or Encumbrances: $821,582
KFCG funds provide a significant portion of the operational funding for the transit
network.
UImpactU:Transfort provided service to over 1.7 million passenger boardings in 2020
UHigh Performing Government
o ENHANCEMENT: Fleet Vehicle and Equipment Replacements (Offer 50.8)
2020 Budget: $ 35,709 Expenses and/or Encumbrances: $35,709
Replace vehicles that were past their service life through lease-purchasing financing
and in accordance with the City’s replacement policy.
UImpactU:Three vehicles were replaced. Reliable equipment allows us to provide our
basic core services.
Police (17% of KFCG)
USafe Community
o Police Office of the Chief and Administration (Offer 25.1)
2020 Budget: $424,970 Expenses and/or Encumbrances: $295,979
These funds support KFCG positions around the agency by paying for various police
supplies.
UImpactU:The availability of this budget allows for equipment through Police Supply to
keep officers equipped.
o Police Patrol Services (Offer 25.2 & 25.33)
2020 Budget: $1,016,311 Expenses and/or Encumbrances: $241,057
FCPS Patrol Division was the recipient of 2 KFCG positions. Funding for these
positions positively impacted shift strength, allowing for increased ability to respond to
priority calls for service as well as an ability to enhance community engagement. In
particular during 2020, Patrol officers were able to support and manage modified call-
types, community situations to include vulnerable residents, and participated in
numerous outreaches for birthdays, graduations, and other events in the community
during difficult COVID lockdowns.
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The underspend shown in Patrol Services was shifted to Community and Special
Services. The reason for this change is how positions were budgeted, they had
originally been within Patrol and were moved to Community and Special Services due to
internal re-organization.
UImpact:U The availability of this budget allows for officers who enhance service to the
community
o Police Community and Special Services (Offer 25.3 & 25.33)
2020 Budget: $1,537,312 Expenses and/or Encumbrances: $2,208,182
KFCG funds were used for various individuals and community-impact teams.
UImpact:U Crime Analyst (One Analyst)
The Special Operations-based crime analyst continues to provide valuable assistance
to uniformed officers and detectives by helping to identify new and ongoing crime
patterns, researching crime trends, and developing suspect information. Some of this
work ensures crimes which might not otherwise be solved are included and adjudicated
along with related cases.
This crime analyst works with traffic engineering data to help identify the intersections
and areas of most concern and develop a targeted and consistent enforcement
strategy with Patrol operations to reduce injury collision frequency and severity at those
locations. This data-driven, proof of concept, effort will inform the viability of future
program expansion.
UImpact:U Neighborhood Engagement Team - NET (Nine Officers)
NET is staffed solely through KFCG funding. To provide the most effective long-term
resolution of complex neighborhood quality of life complaints related to criminal
behavior, NET employs a holistic problem-solving approach which incorporates a
variety of entities which can each help address pieces of the overall problem.
Continued reductions in nuisance and neighborhood concerns were realized, from
impacts on low-level drug sources in neighborhoods, property crimes, prostitution
stings, and a significant resources being dedicated to neighborhood and larger-scale
transient-related disruptive behaviors.
UImpact:U Community Policing Lieutenant (One Lieutenant)
The Community Policing Lieutenant is heavily involved in the leadership of FCPS
community-based teams (School Resource Officers, District One officers, and NET).
Each unit continually demonstrates success in its area of deployment and expertise
and would not be as successful without this dedicated leadership.
UImpact:U District One Unit (Seven Officers)
The District One (D1) Unit is staffed partially through KFCG funding.
This team demonstrates a significant impact in resident safety and perception of
safety in the Old Town area.
Ongoing partnerships with private organizations and businesses reduce call-loads
and improve quality of work and life. Specifically, D1 partners with the city attorney’s
office, municipal court, municipal probation, and many service providers, to focus on
accountability and problem solving related to nuisance and criminal behavior.
Significantly and positively addresses transient-related disruptive behaviors to
include last summer’s shelter at the Aztlan Center.
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o Police Criminal Investigations Division (Offer 25.4 & 25.33)
2020 Budget: $1,530,236 Expenses and/or Encumbrances: $1,711,322
Funding provided seven detectives, one sergeant, three civilian investigative aides,
one criminalist, and one technical services specialist in the Criminal Investigations
Division (CID).
UImpact:U Forensic Services Unit (Two Detectives, One Sergeant and one Criminalist)
Processed 478 digital devices for forensic evidence
Patrol CSI’s responded to 164 call-outs for a total of 596 hours of work. This is an
increase from 90 call-outs in 2019 and 121 callouts in 2018
Expertise in these fields resulted in better identification, preservation, collection, and
processing of critical evidence. Several major cases were resolved with convictions or
pleas based on the quality of the evidence that had been collected
Provided community presentations to approximately 175 individuals in entities including
Poudre School District, Colorado State University, and Front Range Community
College, for a total of 181 hours
Trained internal and external law enforcement-related groups to include 23 members of
the new Evidence Recovery Team, 15 detectives in scene investigations, and 10 new
officers in basic crime scene processing
UImpact:U Investigative Aides (Three Aides and One Criminalist)
Administered a sex offender management program, with a community dashboard
viewable through a web-based portal, and improved tracking of the 296 registered sex
offenders in Fort Collins
Converted all sex offender data to a digital format and eliminated paper files
Retrieving stolen property from pawn shops and returning it to owners
Coordinating with detectives, analysts, and Federal agencies across the United States
to link criminal members of organized crime groups and identify and charge suspects
Revised and increased agency participation in the coordination of fugitive, repeat
offender, and gang inter-agency meetings
Review DHS child-crime cases for assignment to detectives
Plan and organize online internet safety initiatives and programs
UImpact:U Property Crimes Unit (Two Detectives)
These two detectives were assigned 89 cases with a clearance rate of 88%
Participated in the BATTLE auto theft task force for Northern Colorado and assisted or
led numerous operations during 2020
Maintained new license plate reader technologies in Patrol and CID to impact
increasing rates of auto theft
Investigated series of criminal mischief cases involving juvenile suspects involving
damage to churches, vehicles, and private property
Large COCCA investigation involving international criminals targeting Asian residences
and businesses. Multiple arrests made
UImpact:U Financial Crimes Unit (One Detective)
Closed 29 of 37 cases in 2020 (78%)
Routinely assists drug task force with financial documents and BankScan
Helped create FCPS academy curriculum for fraud and identity theft classes
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UImpact: UCriminal Impact Unit (Two Detectives)
Arrested repeat offenders/career criminals responsible for disproportionately large
amount of criminal activity and who pose a significant risk to the community
Assisted the Crimes Against Persons Unit in locating and arresting persons actively
preying on children through social media sites
Conducted long-term investigations to impact serious repeat offenders within the
community and coordinated with the Federal Bureau of Investigations and the District
Attorney’s office to prosecute cases
Captured 79 violent fugitives and closed out 111 active arrest warrants
Impacted gang-motivated criminal activity through intervention, suppression, and
education
UImpact:U Special Investigations Unit (One Technical Services Specialist)
Restructured the collection and distribution of criminal intelligence
Provided service and support for technical hardware application to support special
events throughout the year for the City of Fort Collins and FCPS
Increased communication, enforcement, and investigative activities to further impact
crime connected to narcotics
o Police Information Services (Offer 25.5 & 25.33)
2020 Budget: $1,286,484 Expenses and/or Encumbrances: $1,121,446
Funding provided five dispatcher positions, one Police Services Technician, and
Technical Services dollars for cell phone and landline usage.
UImpactU: Fort Collins 911 (Five Dispatchers)
These positions allow radio dispatchers to focus on primary radio traffic which was
identified as a needed safety improvement following critical incidents.
Collaboration continues with PFA to include analyzing response needs, evaluating the
emergency medical dispatch process and ensuring we have processes in place for fire
dispatching and COVID-related operational needs. Dispatch continues to be
instrumental in helping facilitate this process and others by participating in discussions,
providing insight, and ensuring information is relayed to responders.
UImpact:U Records Unit (One Police Services Technician)
The Police Services Technician (PST) is responsible for processing online police
reports submitted by residents. In 2020, there were over 2,400 reports submitted
online, which was a 20% increase from the previous year.
This PST is the main point of contact for the agency and they also aid in other areas
within the unit to include assisting with any document handling backlogs.
The Records Unit generally takes 15%-17% of the police reports for the agency with
the majority being handled by this PST.
UImpact:U Property & Evidence Unit (One Property and Evidence Technician)
Demand on the Property and Evidence Unit (P&E) continues to increase. There has
been an increase in evidence intake/disposals due to an increase in the number of
criminal investigations, as well as an increase in the number of body-worn camera
videos.
The body-worn camera program was expanded in 2017, and each year the number of
videos increases. In 2018, there were over 35,000 videos. In 2019, there were
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approximately 41,000 videos. In 2020, the total number of body-worn camera videos
rose again. Over 10,000 of these videos were copied and released to the DA’s Office.
In 2019, the P&E Unit took in over 19,000 items and disposed of over 7,500 items. In
2020, it took in nearly 13,000 items and disposed of over 14,000 items.
In 2020, FCPS created a professional staff Evidence Recovery Team (ERT) staffed by
our civilian employees. All six of the evidence technicians are team leaders and
respond to the majority of the callouts. In the first year, the ERT was utilized for 31
callouts which accounted for 387 hours.
o Police Vehicle Program (Offer 25.6)
2020 Budget: $144,070 Expenses and/or Encumbrances: $331,252
Funding in this offer provides the necessary vehicles, fuel, and maintenance for KFCG-
funded personnel.
UImpact:U Vehicles and their maintenance are part of a modern geographically
dispersed police force. These equipment items allow KFCG personnel to respond to
daily law enforcement and emergency needs anywhere in the City.
UHigh Performing Government
o Information Technology Infrastructure Equipment (Offer 3.3)
2020 Budget: $30,000 Expenses and/or Encumbrances: $30,000
Funds were put toward server replacements and upgrades that support the emergency
call system and emergency responders.
UImpactU:Replacing servers that have reached the end of their useful life ensures the call
system technology that supports emergency responders will continue to respond to
emergency calls more efficiently and effectively without fail.
o ENHANCEMENT: Fleet Vehicle and Equipment Replacements (Offer 50.8)
2020 Budget: $18,621 Expenses and/or Encumbrances: $18,621
Funding in this offer (in combination with Offer #25.6), provided the necessary vehicles,
fuel, and maintenance for KFCG-funded personnel.
UImpactU: Vehicles and their maintenance are part of a modern geographically dispersed
police force. These equipment items allow KFCG personnel to respond to daily law
enforcement and emergency needs anywhere in the City.
Fire (11% of KFCG)
USafe Community
o Police Information Services - FC911 Emergency Services Dispatcher (PFA Funded)
(Offers 25.5 and 25.31)
2020 Budget: $85,986 Expenses and/or Encumbrances: $87,539
2020 Budget: $77,527 Expenses and/or Encumbrances: $87,539
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These offers funded two Emergency Services Dispatcher at Police Services.
Dispatchers provide 24/7 emergency services to the community. In addition to radio
duties, dispatchers are responsible for handling 911, non-emergency, and
administrative telephone calls.
UImpactU:
These positions dispatch police, fire, and EMS personnel. Fort Collins 911 (FC911) is a
nationally accredited center for Emergency Medical Dispatching and provides life-
saving medical instructions to callers prior to EMS arrival.
The inclusion of partner agencies in the system provides efficient and effective patient
care through further collaboration citywide.
o KFCG: Poudre Fire Authority Operation, Maintenance & Capital (Offer 75.2)
2020 Budget: $3,021,465 Expenses and/or Encumbrances: $3,073,800
Heavy Rescue Equipment
UImpact:U Equipment for Heavy Rescue Apparatus including hydrafusion pump, chain
saw and accessories, and ice rescue suit ensures firefighters have the right equipment
needed at an emergency incident and provides for community safety.
South Battalion (4 FTE)
UImpact:U The addition of the South Battalion Chief provides a second command officer
every day in the community. This improves overall safety on larger emergency incidents
as well as appropriate supervision for the 11 fire districts/stations within the jurisdiction.
Ongoing Operations
UImpact:U Funding of ongoing operations in an amount that is the equivalent of 5.5
firefighter positions or one new fire engine each year.
Shift Safety Officers (3 FTE)
UImpact:U Implementation of the Shift Safety Officer places a qualified Fire Officer on the
scene of critical emergency scenes to protect the safety of firefighters. This reduces the
potential of injury and thereby reduces workers’ compensation costs.
Four-Person Company (3 FTE)
UImpact:U The four-person company staffing at Station 12, 321 Country Club Road, was
redirected to transition the Timnath volunteer station to a fully staffed station, which
provides compliance with the Accreditation Standards of Cover effective response force,
decreases overall response time, and provides a low Insurance Services Office rating,
thereby reducing insurance costs for home and business owners.
Emergency Medical Services (EMS) Position (1 FTE)
UImpact:U Reorganization of the EMS support function, including the addition of an EMS
Battalion Chief; aligns with PFA strategic goals and improves training, skills, protocols,
and EMS service levels provided to the community.
Planning and Analysis Battalion Chief (1 FTE)
UImpact:U The Planning and Analysis Chief is a member of the Senior Leadership Team
(Executive Staff) and acts as the organization’s accreditation manager (PFA achieved
accredited status with the Commission on Fire Accreditation International in 2015, and
again in 2020), which drives continuous quality improvement. The position also is in
place to question assumptions, Authority practices, and use of measures for program
improvement.
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Operations/Support Division Chief (1 FTE)
UImpact:U Allowed for development of the Support Division and reduced the span of
control for the Operations and Support Division Chiefs. Articulates the Fire Chief's
Mission and Vision through the chain of command and ensures the employees in the
Operations and Support Divisions are living the Mission and Vision of the Authority.
Parks and Recreation (11% of KFCG)
UCulture and Recreation
o Memorial Parks (Offer 28.1 & 28.2)
2020 Budget: $102,279 Expenses and/or Encumbrances: $102,279
Seasonal work force was hired and assisted with maintaining the cemeteries’ grounds
during the growing season and aging equipment was replaced.
A long-term seasonal position was converted to a classified position to provide a more
consistent, dependable and skilled workforce.
UImpactU:The cemeteries were well maintained throughout the year meeting resident
expectations of maintaining grounds appropriately to honor departed family members
o Parks, Trails and Facility Grounds Maintenance (Offer 29.1 & 29.14)
2020 Budget: $679,858 Expenses and/or Encumbrances: $589,765
Seasonal workforce was hired. These employees provide seasonal park maintenance
including restroom cleaning, mowing, trimming, trash collection, flower/shrub bed
planting and maintenance, and sports field preps ($156,862).
New neighborhood parks and trails built since KFCG funds were approved in 2011, i.e.
Radiant Park, Registry Park, Waters Way Park, Crescent Park, Sugar Beet and seven
miles of trail were maintained in accordance with Park Division standards. Trailhead
Park turf area is being maintained with the remainder of the park development
scheduled to be completed fall of 2021. ($339,679)
The Senior Park Ranger is funded through KFCG. This position provides ranger
services and supervises two park rangers. ($93,224)
Unspent balance was due to frozen appropriations and delays in hiring hourly staff due
to pandemic crisis. Unspent funds were returned to the KFCG fund.
UImpactU: Seasonal workforce continued to provide maintenance during the growing
season with reduced programming and new parks and trails were appropriately
maintained.
Park Ranger staff has a direct supervisor to assist in dealing with day-to-day
operations and issues. This position has also provided additional staffing
coverage throughout the park and trails system.
o Parks Life Cycle Program (Offer 29.3)
2020 Budget: $550,000 Expenses and/or Encumbrances: $550,000
Completed trail bridge replacements
Concrete repairs at Edora Park
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Tennis court repairs at Fossil Creek Park
Completed Library Park playground replacement
Basketball court replacement at Rolland Moore Park
UImpactU:Parks facilities and infrastructure continues to be replaced and repaired with
available funding.
o KFCG ENHANCEMENT: 2.0 FTE - Park Maintenance Workers and Maintenance of
New Parks and Trails (Offer 29.8)
2020 Budget: $172,526 Expenses and/or Encumbrances: $172,526
Sugar Beet Park, completed in 2019 and maintained by Parks staff.
An additional 4.25 miles of trails completed in 2019 were appropriately maintained by
Parks staff.
Two Park Maintenance Workers were hired in in 2019 and working fulltime in 2020.
UImpactU: New parks and trails added to the system were appropriately maintained
meeting community expectations
o Ice & Aquatics (Offer 47.1)
2020 Budget: $530,674 Expenses and/or Encumbrances: $229,390
Funding in this offer supported all programming, facility, and clerical staff at Mulberry
Pool. Activities at Mulberry Pool include youth and adult swim lessons, private lessons,
water safety instruction, adaptive and therapeutic aquatics, as well as birthday parties,
group swim, and team practices. This offer also supported pool operations at the Senior
Center.
Mulberry Pool and Senior Center Pool closed in March 2020 due to the pandemic,
resulting in underspend in the aquatics area.
Mulberry Pool reopened in September while Senior Center Pool remained closed
through end of year.
$104,392 of underspend in aquatics was utilized to support other program areas that
continued to operate under health guidance and covid restrictions.
Remaining budgeted appropriations were reduced in response to covid-19.
UImpact:U Over 2,400 enrollments occurred for swim lessons and water fitness. Team
practices and leisure swim activities resulted in an additional 21,000 visits.
o Recreation Activities and Programs (Offer 47.2 & 47.14)
2020 Budget: $1,023,011 Expenses and/or Encumbrances: $1,127,403
Funding in this offer provided youth and teen programs, adult activities, adaptive
recreation programs and inclusion, drop-in use, facility maintenance, and clerical staff at
Northside Aztlan Community Center and the Senior Center.
KFCG funding, along with CARES federal relief enabled expanded licensed day care
opportunities for essential workers and provided safe remote learning options for PSD
students during the pandemic.
UImpactU: Over 106,000 participations occurring in program areas funded by KFCG.
o Recreation Administration and Communication Services (Offer 47.3)
2020 Budget: $150,000 Expenses and/or Encumbrances: $150,000
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Funding in this offer provides dedicated scholarship dollars to help Recreation provide
significantly reduced enrollment fees for income-qualified members to participate in
programs and activities.
This funding focuses support for youth and family participation in sports, aquatics,
camps, day care and other activities.
UImpactU:This funding supported over 2,800 reduced fee enrollments in activities,
including a partnership with PSD providing childcare for low-income families during the
pandemic. In addition, 2,426 reduced fee passes (youth, family, and adult) were issued
allowing unlimited drop-in visits to all facilities, resulting in over 16,000 visits for the year
by reduced fee pass holders.
o KFCG ENHANCEMENT: 0.25 FTE Increase - Adaptive Recreation Coordinator (Offer
47.7)
2020 Budget: $15,537 Expenses and/or Encumbrances: $15,537
The increase funded in this position supported adaptive programing as community
needs continue to expand.
The Adaptive Recreation Opportunities program offers adaptive activities including
aquatics, outdoor recreation, fitness, games, and social engagement as well as unified
sports and inclusion services.
UImpactU: 3,959 participations occurred in programs offered by ARO in addition to 3,585
inclusion hours provided in 2020.
o Gardens on Spring Creek (Offer 58.4 & 58.20)
2020 Budget: $107,995 Expenses and/or Encumbrances: $85,869
Funded a full-time horticulture technician that oversees maintenance of the Children’s
Garden and Sustainable Backyard.
Guest services staff redeployed during 2.5 months of closure due to the COVID-19
pandemic to help with the Spring Plant Sale and assist the horticulture team with garden
maintenance tasks since volunteers were not allowed on site. Guest Services staff
resumed their duties upon re-opening in June.
A Colorado State University horticulture intern was hired to help maintain the Gardens
while earning credit to complete her bachelor’s degree.
UImpact: UWhile The Gardens was closed during the pandemic, staff was redeployed to
host the plant sale online which was a huge success. The Gardens reopening in June
and was able to continue operations, albeit in a modified form to comply with State and
County health regulations.
Other Community Priorities (11% of KFCG)
UNeighborhood Livability and Social Health
o Social Sustainability (Offer 42.1)
2020 Budget: $568,047 Expenses and/or Encumbrances: $568,047
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Provided funding to 2 affordable housing programs, and 7 nonprofit human service
agencies that provide services and programs to low-income residents.
UImpact:
Provided funding for the development of 1 Habitat for Humanity home and
provide emergency assistance and home repairs for 22 low-income homeowners
Assisted 243 low-income parents with assistance for childcare allowing them to
work or continue their education; this assistance helps them budget family dollars
to pay their mortgage or rent.
1,243 victims of domestic violence were provided emergency shelter, food,
clothing, advocacy, assistance and long-term planning for their safety and self-
sufficiency.
Assisted 306 residents with housing counseling, roommate matching and rent
assistance to keep them in their housing situations or help them learn what is
needed to move into homeownership.
Provided 183 seniors with nutritious home-delivered meals allowing them to
remain independent in their homes.
251 seniors received safety-related home modifications and repairs, allowing
them to remain living independently in their own homes.
256 youth were provided life skills and workforce readiness training to help them
become self-reliant.
3,517 people experiencing homelessness were given resources to help them
survive on the streets or move into housing.
o KFCG ENHANCEMENT: Murphy Center Expansion & Housing Placement System
(Offer 42.12)
2020 Budget: $88,000 Expenses and/or Encumbrances: $88,000
The City provided $88,000 to Homeward Alliance to expand evening and day shelter
hours at the Murphy Center (the hub of services for people experiencing homelessness
in Larimer County).
UImpactU:
From January through mid-March 2020, funding supported extended evening,
weekday hours at the Murphy Center. These hours were 4pm – 9pm, with closure
coinciding with overnight shelter openings. Extended evening hours provided
people experiencing homelessness with a place to stay warm every evening –
there were no other options in Fort Collins.
From mid-March through mid-June 2020, funding assisted with maintaining
staffing levels as day and overnight shelter operations shifted to the Northside
Aztlan Community Center (NACC). Without the assistance of these funds, vital
services at the Murphy Center would not have been possible including mail,
laundry, and lockers as well as services at NACC.
From October thru December 2020, funding supported staff, security, and building
costs associated with expanded day shelter hours at the Murphy Center. Both
local overnight shelters changed their opening time to 5pm, but Catholic Charities
was no longer providing afternoon and weekend day shelter (which they had for
years prior). As a result, the Murphy Center hosted day shelter from 8am-5pm on
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weekdays (prior to this, they stopped at 1pm when Catholic Charities opened) and
from 8am-5pm on weekends (they did not provide any day shelter during the
weekends in the past). This provided 36 additional hours of day shelter per week.
Expanded hours staff served more than 2,000 unduplicated individuals through
2020. They also contributed to numerous agency-wide outcomes including:
• 300+ people escaped homelessness and secured permanent housing
• 109 individuals secured jobs and 265 Career Closet transactions
• Over 40,000 COVID-19 health screenings and referred dozens of guests to
the local Isolation, Recovery, Quarantine site for treatment
• Distributed PPE to all guests, including masks, hand sanitizer, and gloves
o Development Review Programs and Services (Offer 65.1 & 65.11)
2020 Budget: $99,239 Expenses and/or Encumbrances: $66,127
These funds support Fort Collins’ historic buildings as matching funds for federal, state,
and local grants; as matching loans for repairs and sustainable retrofitting of older
buildings; and to identify solutions for construction issues resulting in materials
conservation and adaptive reuse.
UImpactU:In 2020, Design Assistance funding helped twenty-five owners of older
properties address perplexing construction and design-related issues to sustainably
adapt their buildings; and Landmark Rehabilitation Loans provided matching funds to
repair defects and implement sustainable improvements in fourteen buildings and
structures. As a result, buildings are retained and made sound, property values
increase, and community character is enhanced. Grant matching funds of $6,000 were
leveraged to receive $15,588 in grants.
o KFCG ENHANCEMENT: 1.0 FTE Contractual - Historic Preservation Building Survey
(Offer 65.8)
2020 Budget: $91,407 Expenses and/or Encumbrances: $71,802
These funds enabled the City to hire a contractual position to survey properties containing
older buildings in likely areas of redevelopment and growth, to identify any buildings that
might qualify for preservation.
UImpactU:In 2020, an additional 866 properties were surveyed despite the limitations
imposed by Covid-19 and by the loss of the survey position through a reduction offer.
Surveys form the basis of all historic review processes and facilitate the review of
development projects and building permits. They also help inform the character of new
development. Survey also provides a better understanding of the actual numbers,
locations, and characteristics of historical resources.
o Neighborhood Programs and Services (Offer 66.1)
2020 Budget: $82,642 Expenses and/or Encumbrances: $76,312
Funded: Environmental Compliance position and incidentals
UImpactU:
This position supports community compliance with requirements regarding
construction and demolition recycling, outdoor residential burning, fugitive dust,
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roofing waste data collection, waste and recycling hauler licensing, and
community recycling policies.
This compliance supports progress toward Zero Waste goals and improved Air
Quality
o West Nile Virus Management Program (Offer 89.1)
2020 Budget: $375,864 Expenses and/or Encumbrances: $347,938
The bulk of the money for the West Nile Virus (WNV) Management Program was
expended on mosquito larvae reduction, mosquito trapping, and testing for the presence
of WNV. As Covid-19 budget concerns became apparent in late spring / early summer,
the WNV program held back spending on education and outreach so as to maximize
mosquito reduction.
UImpactU: Through the implementation of an integrated pest management approach, the
WNV Management Program reduced the risk of WNV to the community while balancing
social and environmental impacts. Mosquito surveillance and testing allowed for the
Larimer County Department of Health to make a data-driven recommendation to
conduct adult mosquito treatments. No KFCG funds were utilized for adult mosquito
treatments.
UCulture and Recreation
o Community Services Administration and Technology Support (Offer 27.1)
2020 Budget: $52,284 Expenses and/or Encumbrances: $50,562
This IT position continues to support the extensive IT needs within Recreation, Cultural
Services, Parks and Natural Areas.
UImpactU: IT systems and project implementation continue to improve because of this
position with the goal of enhancing customer satisfaction with City systems.
o Parks, Trails and Facility Grounds Maintenance (Offer 29.1)
2020 Budget: $66,701 Expenses and/or Encumbrances: $14,464
The 4P
th
P of July celebration was cancelled in 2020 due to the pandemic.
Small socially distant events were held around the community instead of the fireworks
display at City Park.
The City provided resources to assist with the drive-up fireworks display at the Ranch in
collaboration with Loveland and Larimer County.
Unspent funds were returned to the KFCG fund.
UImpactU:The community was able to celebrate the 4P
th
P of July safely with small,
downsized community activities and the option of a drive-up fireworks display .
o Urban Forest Management (Offer 57.1 & 57.7)
2020 Budget: $204,707 Expenses and/or Encumbrances: $204,707
Funding was used for contract tree pruning and removal, tree replacement and for one
Forestry Technician position.
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UImpactU:Tree pruning, removal and replacement work addressed public safety and
improved tree health and urban forest species diversity.
UEconomic Health
o Downtown Landscaping and Maintenance (Offer 30.1)
2020 Budget: $236,566 Expenses and/or Encumbrances: $236,566
Flowers were planted and maintained during the growing season.
Cleaning between blocks along College Ave. included 8 power washings, daily tree
grate cleaning, and cigarette/trash pickup.
UImpactU:The Downtown flower program and cleanliness continues to contribute to the
success of the Old Town area of Fort Collins, and is a catalyst for people visiting the
downtown area.
o Economic Health Office (Offer 41.1)
2020 Budget: $299,400 Expenses and/or Encumbrances: $306,941
$30,000 – Industry Sector Support
UImpactU – On-going support of both the Northern Colorado Manufacturing
partnership and Healthcare Sector partnership enabling these entities to focus on
workforce development programs.
$57,500 – Entrepreneurial Support
UImpactU – Support of Innosphere ongoing operations including start-up company
support; local training and support programs such as SAGE. Innovation After
Hours supporting the transition to online physically distant engagements due to
pandemic public health guidelines. NoCO Bios, and the Clean Energy Cluster.
$25,000 – Reignite Our Economy Recovery Strategy
UImpactU – Contributed funding to the regional collaborative effort to develop a
strategy for economic recovery from the pandemic.
$27,870 – Larimer County Loan Fund
UImpactU – Funds from 2020 were combined with 2019 funds and repurposed from
the Main Street Lending Program to support a county-wide loan program targeting
businesses impacted by the pandemic. The loan fund supported many
businesses.
$40,000 – Larimer County Small Business Development Center
UImpactU - Pays for consulting, which is free to the small businesses that use SBDC
services (Loveland, Estes Park, Larimer County are all contributing partners to
offset consulting – consultants are paid, but free to business owner). Leverage is
10:1 including contributions for the SBA.
$48,000 – Support of the Housing Strategic Plan
UImpactU – Enabled the acceleration of the Housing Strategic Plan in the face of
challenging working conditions due to the pandemic. Funds were used to support
salaries enabling a focus on equity, as well as additional consulting costs.
$16,677 – Small Business Assistance Program
UImpactU – Supported the program primarily funded by the federal CVRF funds
because the total eligible business need exceeded the available federal funds.
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$16,605 – Business Survey
UImpactU – A survey of 4,000 plus businesses in February to understand their
perspective on the economy and challenges facing Fort Collins.
$45,289 – Sponsorships, Pandemic Response, and Other expenditures
UImpactU
• Numerous sponsorships including events that had to transition virtual due
to the pandemic, including Women In, Workforce Symposium, Start Up
Week, Talent Summit and She leads, other.
• Supported ForFortCollins.com Shop Local promotional campaign and
training for restaurants related to de-escalation and pandemic survival.
Additionally, a small portion of the funds were used to support the
subsidization of third-party food delivery through NoCo Nosh.
UEnvironmental Health
o Environmental Services (Offer 43.1 & 43.16)
2020 Budget: $184,424 Expenses and/or Encumbrances: $141,621
Recycling Educational Materials and Campaigns
Frozen: Christmas Tree Recycling
• UImpactU - City Christmas Tree recycling program was paused for 2020 –
residents instead utilized the Timberline Recycling Center, Hageman Earth
Cycle and Larimer County Landfill Green Waste Program to recycle trees.
• UImpactU - We distributed recycling educational materials and recycling
guidelines community-wide in support of strong recycling programs.
Funded Innovation Fund, SHIFT, consultant work and hourly staffing
UImpact
• The Shift Your Ride Campaign and the Shift Earth Day challenge were on-
line community programs that encouraged alternative transportation
choices and awareness building on individuation actions to make a
difference.
• CAP hourly funds allowed many community programs to be shifted to
online during COVID.
• The Department of Local Affairs awarded the City a grant to make the
Aztlan Community Center into a Resilience Hub. Innovation Fund budget
were used as matching dollars.
Funded staffing, Night Sky and ARS
UImpact
• Staff support for indoor air quality programs supported a shift in homes
assessments from in-person to by phone and online, and supported
development of virtual volunteer training.
• Air quality monitoring funds supported an air quality data website, and
ongoing particulate, sky brightness and visibility camera monitoring.
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o Timberline Recycling Center (Offer 43.2)
2020 Budget: $293,016 Expenses and/or Encumbrances: $293,016
Funded Timberline Recycling Center operations
UImpactU:
The Timberline Recycling Center Hard-to-Recycle Materials Yard received over
1.2 million pounds of recyclables, a 33% increase since 2019 and a 132%
increase since its first year of operation in 2017.
The Hard-to-Recycle Materials Yard was utilized by over 10,600 recyclers, a 30%
increase from 2019 and a 141% increase since its first year of operation in 2017.
The Everyday Recyclables Yard continued to be a valued community resource,
being utilized by an average of nearly 400 recyclers per day
o KFCG ENHANCEMENT: Road to Zero Waste Plan Update (Offer 43.10)
2020 Budget: $15,000 Expenses and/or Encumbrances: $0.00
Frozen in 2020
o Natural Areas - Planning and Special Projects (Offer 86.5 & 86.13)
2020 Budget: $100,034 Expenses and/or Encumbrances: $88,256
This offer funded an Environmental Planner position to assist with implementation of the
Nature in the City program. The reduction in expenses reflects a partial freeze on
funding to address reduced revenue and the economic impacts of COVID-19.
This offer funded the programmatic expenses for the Nature in the City program such as
outreach efforts, policy initiatives, program development expenses, plant materials,
volunteer events and more.
UImpactU:
Implementation of 16 community-driven projects across the City
48,550 square feet of native landscaping installed, increasing total area of Nature
in the City projects by 150%
Engagement of volunteers as community scientists to complete 212 biodiversity
surveys, documenting bird and butterfly abundance across the city
Supported distribution of 585 adventure kits to low-income families designed to
get kids outside and exploring urban green spaces.
Completed Land Use Code audit to identify opportunities for future code update
and leads to better integration of Nature in the City concepts into future
community development
Supported and participated in one regional event focused on conservation and
shifting the community landscape to native plantings
o ENHANCEMENT: Encampment Cleaning Services (Offer 86.10)
2020 Budget: $35,000 Expenses and/or Encumbrances: $9,502
Transient camps were cleaned up in parks and along trails.
Unspent funds will be returned to the KFCG fund.
UImpactU: Park and trails were kept clean and safe for the use by residents.
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USafe Community
o Municipal Court Services (Offer 33.1)
2020 Budget: $77,296 Expenses and/or Encumbrances: $26,988
Funded the 1.0 FTE Classified Special Agency Session (SAS) Municipal Court
Alternative Case Worker who works with defendants who without stabilized housing
and/or other service needs.
Savings created by the position being vacated at the end of May 2020. The Court’s
Probation Officer has taken over the case load until the position can be filled in early
2021.
Case Worker contributed daily to the temporary Northside Aztlan Community Center
shelter set-up during the City response to the COVID-19 pandemic.
Provided referrals to health services/screenings and Community Services, referrals to
residential treatment program, helped obtain ID/Birth Certificates, participated in the
inter-agency team meetings.
UImpactU: 140 individuals with a total of 295 cases were offered sentences which
included participation in the SAS program.
Participant Comments:
• “I’m proud of myself for the first time in like forever and I don’t like to point
out too often that I’m doing alright, but I think I’m doing ok.”
• “I was in a downward spiral until Andrea showed me that someone cared.
Bernadette came in and kept up the encouragement that got me to Fort
Lyon residential. I have 120 days sober and am looking forward to my
future. If not for the SAS program I would probably be in jail or dead,
definitely still on the streets.”
• “The SAS Program has been a great help for me in particular in finding and
utilizing community resources. Bernadette is a true asset and I actually look
forward to our monthly court reviews. The judge and all involved are very
positive. I've never before looked forward to going to court! I am actually
quite proud to be associated with this program.”
UHigh Performing Government
o Citywide Volunteer Services Program (Offer 5.3 & 5.9)
2020 Budget: $187,741 Expenses and/or Encumbrances: $175,205
Volunteer Services further strengthens the City’s commitment to its volunteers and
continues to broaden the City’s engagement with the community.
Volunteer recognition and educational events deepened connections among volunteers
and strengthened City-wide initiatives.
Engage—The City’s volunteer management and public registration platform serves to
centralize all aspects of a volunteer’s life cycle from application and screening to liability
requirements. This year a new module was added to track the many Volunteer
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“Adopter” programs throughout the City such as Adopt-a-Street and Adopt-a-Natural
Area.
In 2020 new volunteer programs were added to meet the growing needs of a community
in crisis. These include Adopt A Neighbor and VirtuVisit.
VSP grew relationships with CSU to provide additional internship opportunities for
young professionals.
UImpactU: 3,896 Volunteers donated 66,633 hours where the pandemic interrupted
and/or halted various plans, projects, and events essentially decreasing the need for
volunteers.
o Communications and Public Involvement (CPIO) (Offer 15.1 & 15.5)
2020 Budget: $84,060 Expenses and/or Encumbrances: $71,068
Supplemental funding for a full time Public Engagement Specialist
Funded training, online engagement platform and outreach to underserved populations
UImpact:U A full-time Public Engagement Specialist promotes, supports and helps direct
Citywide public engagement efforts with a particular focus on under-represented or
historically marginalized populations.
Continued training and development opportunities to enhance organizational
public engagement processes and capabilities including facilitation training,
roundtable discussions and expanded partnership with key community
stakeholders and cultural brokers.
Improved language access and resources, tools and technologies to allow for live
and printed translation and interpretation.
The OurCity online engagement platform supplements in-person engagement with
a suite to tools. The site has seen over 171,000 visits to date and has over 6,755
registered participants
o City Council (Offer 39.1)
2020 Budget: $16,000 Expenses and/or Encumbrances: $91
Due to Covid19 restrictions and economic impacts, the council appropriation
for training was frozen.
o Sustainability Services Admin (Offer 44.1)
2020 Budget: $62,500 Expenses and/or Encumbrances: $54,091
RACE Forward;
o Conference/training on Equity leading with race
o UImpact:
Increase staff capacity working on equity and inclusion efforts
Furthers Council priority and objective to advance equity for all, leading with
race, so that a person’s identity or identities is not a predictor of outcomes
Homelessness Facilitation
o North College Planning Studies – contracted work with BHA Designs
o UImpact:
Studies to support the work and exploration of 24/7 shelter needs in the
community
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Equity Office
o Equity Office consulting with Diversity Solutions
o UImpact:
Consultation and engagement to prepare, support, and advise the formation
of an Equity Office, as well as creating a new Equity leadership position
Homelessness Advisory Committee
o Facilitation of the Homelessness Advisory Committee – contracted with Trebuchet
for facilitation
o UImpact:
Creation and facilitation of multi-disciplinary and representative community
group to explore needs, options, potential locations, and other key elements
of a 24/7 homeless shelter
The first iteration of this advisory committee provided a recommendation to
the City Manager and City Council in 2020, and the second iteration is
currently working on more specific recommendations
Hourly Staffing
o Racial Justice Curriculum development and Affordable Housing assistance
o UImpact:
Staff development of Racial Justice Curriculum that was tested within SSA
in 2020 and has now started in Transfort
Assistance with Affordable Housing work including administrative support
for community engagement regarding the Inclusionary Housing and Impact
Fees Nexus Study
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Attachment 2
2020 City-Initiated Cost Savings and Efficiencies
They are grouped by:
A. Cost savings, partnerships and leveraging resources
B. Process and operational improvements
C. Technology and upgrades
D. Customer service improvements
A. COST SAVINGS, PARTNERSHIPS AND LEVERAGING RESOURCES
Department: CDNS - Historic Preservation - Preservation Partnerships
Description:The Historic Preservation Division has partnered with Colorado State
University’s Historic Preservation program to research and document the Warren Shores
Neighborhood. Students in four upper-division and graduate courses documented the
architecture and landscape design of this planned subdivision, created oral histories, and
produced a documentary on the neighborhood’s history and development. Designed by
architects Jim Cox and Tom Bolt to highlight planned parkway, landscape, and water features,
Warren Shores is believed to be among the first greenbelt developments in Colorado and is
the first in Fort Collins.
Benefits:
Provide emerging professionals with real life skills and marketable experience.
This is a collaborative project supporting the City and community goals to preserve and
promote important aspects of Fort Collins’ history.
Documentary, oral histories and building surveys are being used by Warren Shores
community to pursue State and National Register designation.
Project will be showcased at the state-wide 2022 Saving Places Conference,
encouraging other communities to engage in similar preservation partnerships.
Department: CDNS - Neighborhood Services - Neighborhood-Based Special Events &
Open Streets
Description: Due to public gathering restrictions, the City of Fort Collins was unable to host
several of our typical large-scale events. Because social connection is so important during
challenging times, Neighborhood Services partnered with other City departments to create
neighborhood-based, physically dispersed options and created some new neighborhood
traditions. FC Moves planned to cancel Open Streets, but with the help of Neighborhood
Services was able to host the event for 800 participants in locations throughout the City. This
gave us an idea of what Open Streets could look like in the future and provided a model that is
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much easier for the event organizers. 4P
th
P of July festivities was also moved to The Ranch or
canceled, so Neighborhood Services Staff organized a neighborhood-based chalk art virtual
contest along low-stress bike networks around the City. Neighbors reported the desire to
make this an annual tradition as a complement or alternative to heading downtown in the
evening to watch the big fireworks display and concert.
Benefits:
Improved neighborhood relationships.
Development of a communication network with neighborhoods across the City.
Provides participants for Neighborhood Services and Our Climate Future programs and
future advisory groups.
Responsibility and ownership by residents.
Increased registration and participation from the community by focusing activities along
low-stress bike networks, which established familiarity with the bike/walking routes and
activates those networks to improve place-making in neighborhoods.
Department: CDNS - Neighborhood Services - Eviction Legal Defense Fund (CARES
Act)
Description: Collaborated with community engagement staff from CPIO and the City
Attorney’s Office to develop, launch, and support a CARES Act-funded eviction legal defense
fund to keep residents housed during the COVID-19 recovery. Utilizing existing mini-grant
application and contracting processes, the cross-departmental team operationalized the fund
quickly to maximize the benefit to residents. The eviction legal defense fund service delivery
came from a mosaic of service providers embedded in the local community who were
coordinated by one of the grant recipients. Leveraging the relationships with existing
community partners and developing a new relationship with a statewide legal service provider
allowed us to provide a unique, first-time service for residents struggling with housing
instability due to COVID-19.
Benefits:
Built credibility and trust with neighbors, community partners, and other City
departments.
Development of a communication network with neighborhoods across the City by
leveraging relationships with and among community partners.
Centralized communications for residents on all types of available housing assistance.
Pilot program for “Neighborhood Liaison” model of a community partner point-person
for neighborhood coordination and communication.
Department: CDNS - Neighborhood Services - Mobile Home Park Residents’ Rights
Task Force
Description: An interdepartmental team was assembled and met monthly to complete mobile
home park residents’ rights livability projects. Including team members from Utilities, Social
Sustainability, CPIO, Planning, and Neighborhood Services provided a consistent
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communications process and feedback loops for public engagement. Keeping each
stakeholder department aware of the projects and resources available to the historically
underserved mobile home park residents leads to faster problem solving and additional
collaboration opportunities.
Benefits:
Strengthening community partnerships.
Increasing credibility in underserved neighborhoods.
Enhancing community awareness of resources and City activities.
Decrease staff time for project planning and logistics.
Decreased response time for mobile home park resident issues.
Created a team of City subject matter experts on mobile home park residents’ issues
who can address concerns in a consistent way.
Department: CDNS - Planning & Development Services - Virtual Community
Engagement in Planning and Development Projects
Description: Due to the COVID-19 pandemic, Planning staff transitioned all community
engagement efforts to virtual formats, utilizing Zoom, MS Teams, and other online platforms to
facilitate neighborhood meetings, focus groups, open houses, and to collect community input
on long-range planning, policy, and development projects. Staff completely transformed public
involvement to reach a broader array people and groups than have typically been involved in
planning efforts.
Benefits:
Removed transportation, time, and language-based barriers to community participation.
Utilized real-time translation services in Zoom to engage with Spanish-speaking
community members.
Increased access to neighborhood meetings and public hearings for development
projects, including the use of recordings to improve transparency.
Cost savings through the elimination of building rentals, reduced travel and setup time
for staff, and a more efficient use of staff time in community meetings.
Department: Information Technology and Human Resources: Integrating Core City
Applications to Reduce Administrative Efforts
Description: In an effort to streamline Human Resources (HR) related personnel processes
for new hires, rehires, promotions, and transfers, the Human Resources Information Systems
(HRIS) team worked with the Enterprise Resource Planning (ERP) team to integrate
Cornerstone, a personnel management application, to automatically transfer changes from
Cornerstone to the City’s ERP system nightly.
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Benefits:
Elimination of duplicate record entry in both Cornerstone and JDE
Elimination of various forms required by each department for these functions
Integration of DocuSign for electronic signatures by the employee required during on-
boarding
Implementation of self-service to update employee emergency contacts
Department: Information Technology: Telephone Circuit Consolidation
Description: IT consolidated 135 telephone circuits supported by multiple vendors to one
vendor and performed administrative updates of listings along with other telephone system
updates and operational maintenance to increase efficiency and lower ongoing costs of the
telephone system.
Benefits:
Negotiated State pricing discounts for circuit access and long-distance ongoing costs
Updated public directory listings and removed obsolete and redundant listings allowing
for cleaner data and more efficient phone management
Estimated ongoing savings to the City is approximately $50,000/year while achieving
more efficient administration of a single telephone account
Department: Parking Services & CDNS - Sharing staff resources
Description: Customer support staff in Parking Services was cross trained in contractor
licensing to support CDNS from a remote facility during the hiring freeze and reduced hours.
Benefits:
Temporary solution to backfill frozen positions.
Effectively spread workload across employees impacted by reduction in hours.
Continued timely customer service and accurate data input.
Department: Parks – support for Horsetooth Outlet Project
Description: Fort Collins Utilities enacted outdoor water use restrictions to lower risk to our
ability to meet customer water demand due to the combined impacts of the Cameron Peak
Fire, drought conditions and infrastructure improvements known as the Horsetooth Outlet
Project (HOP). Parks staff helped lower community-wide water demand to well below normal
levels throughout October, to ensure that we could continue providing uninterrupted water
service to our Utilities customers.
Benefits:
Water savings for the Utility
Water availability for residents
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Project was finished early from successful conservation
Department: Parks – Parks/DDA Operational partnership
Description: The Parks Division partners with the Downtown Development Authority to
maintain and beautify the downtown commercial district including Old Town Square and
renovated alleys. This partnership provides maintenance of public rights-of-way, horticultural
resources, interactive water features and event preparation and clean up.
Benefits:
Clean, safe and inviting space for the community to gather, entertain and recreate
Economic growth
Collaboration of organizations to benefit business and community
Department: Parks - Cemeteries Intern for GIS Verification
Description: Cemetery staff petitioned for and received an intern from the Colorado
Department of Labor and Employment to verify and compare the Cemeteries’ GIS website
with physical field maps and lot cards. This intern is also scanning and indexing historical
interment forms to improve accessibility of data by Cemeteries staff.
Benefits:
Cost savings from staff efficiencies
Customers will be able to tell if a grave space is available through our website
Original historical documents were taken to the Museum of Discovery to be archived
Department: Parks - Forestry Division
Description: The Forestry Division has partnered with Colorado State University,
Sustainability and Utilities Departments in creating urban tree canopy cover maps that have
helped overlay canopy cover percentages with vulnerable populations within the community,
heat island effect/hotspots, and areas most impacted by public ash tree mortality in relation to
Emerald Ash Borer.
Benefits:
These maps have been integral in identifying areas that equitably and inclusively focus
our tree replacement efforts community wide.
We have a better understanding of where our hotspots are in town and where canopy
cover is needed.
These efforts are further helping prep for Our Climate Future Next Big Move on the
needs for an Urban Forest Strategic Plan.
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Department: Parks - Golf Division
Description: The Golf Division has restructured the maintenance administration of City Park
Nine golf course. With the retirement of the superintendent of the golf course, the Golf division
eliminated the Superintendent position and decided to use two assistants and have the
Manager of Golf oversee their activities.
Benefits:
Salary savings will be utilized within the Golf Division on projects and increasing
staffing in lower-level positions.
By utilizing two assistants the Golf Division can help to build the bench depth for future
Superintendent openings.
The assistants will receive training directly from the Golf Manager streamlining
communication and making sure the assistants are ready for future roles.
Department: Police – Administration Division – Personnel & Training Unit
Description: After completing an analysis, a business plan was completed and presented
outlining the implementation for an in-house POST certified training academy. The proposal
was approved, and work is completed. The inaugural academy will begin May 17, 2021.
Benefits:
Academy training will be reflective of FCPS standards and culture; no need to retrain
Cost savings of approximately $45K-$90K a year in outside tuition alone
Reduces the amount of time from hiring to solo operation for police officers
Department: Police – Criminal Investigations Division
Description: All CID units optimize their community impact through robust partnerships.
Benefits:
The Forensic Services Unit (FSU) joined the United States Secret Service - Electronic
Crimes Task Force. This partnership provides access to equipment and training that
were previously unavailable.
The FSU created a new unit comprising of civilian employees to assist in
investigations. This unit was named the Evidence Recovery Team. The unit assists
with major case and warrant evidence handling and has been deployed numerous
times, at a lower cost, in support of detectives. This program serves under the
Property & Evidence Unit.
The FSU assisted the Windsor Police Department, Larimer County Sheriff’s Office,
and Weld County Sheriff’s Office with homicide investigations.
The Crimes Against Persons Unit (CAPU), in response to the substantial increase in
internet crimes against children, hosted live online training for parents in English and
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Spanish, which was also recorded and attached to the FCPS website for future
viewing.
CAPU also put together brief information videos which were placed on the FCPS
website as a resource for parents to watch help them understand how they can
protect their children.
CAPU leaders partnered with the Department of Human Services (DHS) to teach
case workers and law enforcement on joint investigations. CAPU has taken the lead
in creating and providing training with DHS across Larimer County, to create
consistency of knowledge and efficiencies.
CAPU leaders attend regular meetings with CSU, participate in educational classes at
CSU, attend meetings with an interdisciplinary group reviewing child fatalities, and
attend monthly reviews with an interdisciplinary group associated with the Child
Advocacy Center.
Department: Police – Information Services Division
Description: The Combined Regional Information Sharing Project (CRISP) is a regional
partnership with other Larimer County public safety agencies. CRISP provides a reliable
public safety software solution that allows regional agencies to share police and fire data,
manage incidents and provide for redundancy and continuity of operations, as necessary.
With the City of Loveland joining CRISP in 2018, the agencies moved to a county-wide
software project, whereas each of the three larger agencies agreed to shared costs and use
and management of the new system. In late 2020, a new Computer Aided Dispatch, Records
Management System, and Jail system were brought online.
Benefits:
Expands a regional partnership among the City of Fort Collins, Larimer County, and the
City of Loveland for purposes including shared oversight of the system as well as equal
shared costs, resources, and data from the system and having redundant business
continuity and interoperability.
Enhances collaboration and cooperation among all member agencies in Larimer
County
Provides for situational awareness between all agencies and the ability to provide
mutual aid
Leverages financial and intellectual resources of partner agencies
Department: Police – Special Operations Division
Description: The Campus West Connections facility never realized its full-potential due to an
inability to keep the front desk staffed and because of declining utilization by the public. Even
though we leveraged personnel from our partners, such as CSU Off-Campus Life, CSU
Student Resolution, Neighborhood Services, and Code Compliance, the number of hours we
could staff the front desk continued to decrease. With the onset of COVID, the number of
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people looking for services at this office dwindled; therefore, the cost of maintaining the office
became impractical and it was closed.
Benefits:
Funding was redeployed to support Social Sustainability’s Homeless Coordinator
position and the expansion of Outreach Fort Collins.
Equipment and furniture were redeployed to workspaces for Police Services’ newly-
created Mental Health Response Team.
Department: Police – Special Operations Division
Description:The Special Operations Division created a Mental Health Response Team in
cooperation with our Patrol Division and UCHealth EMS. The team, comprised of two FCPS
officers, a mental health clinician from UCHealth, and a community paramedic from UCHealth,
is designed to assist residents who are acutely experiencing mental health issues and
frequently interact with 1P
st
P responders. This response was previously done by law
enforcement officers alone, who may or may not, have had additional training in mental health
concerns.
Benefits:
Residents receive a response from a team of 1P
st
P responders who are better trained and
equipped to assist them with the management, both short-term and long-term, of their
mental health concerns.
Patrol officers are relieved of the responsibility of trying to navigate the available
resources to assist residents experiencing a mental health crisis. In the last quarter of
2020, this resulted in Patrol officers spending approximately 46% less time on the
scene of these calls for service.
Leverages financial resources of a partner organization and enhances the
effectiveness due to its personnel’s knowledge, skills, and abilities.
Department: Police – Special Operations Division
Description: For the past three years, the State of Colorado has made grant funding
available to help address unlicensed and illegal marijuana activity in Colorado. In 2020, the
District Attorney’s Office was awarded approximately $354,000 in grant funds to which Police
Services had access.
Benefits:
Investigations completed to date have addressed criminal activity and improved
neighborhood livability while providing insight into the level of unlicensed/illegal
marijuana activity in the community.
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Grant dollars helped to provide additional resources to existing staff without having a
direct impact on the city budget.
Some of these dollars were used to acquire long-term storage for evidence seized in
black-market investigations.
Additional funds were used to pay overtime staff to investigate cases and dismantle
black-market grow operations in Fort Collins neighborhoods and regionally.
Department: Recreation - Recreator Distribution Now Online
Description: The COVID-19 Pandemic significantly impacted recreation revenues and
shifting health guidelines caused many changes to scheduled Recreation programs. These
changes occurred more frequently than a printed guide could effectively manage.
Benefits:
Moving to all digital has resulted in editing that can occur in real time as changes occur.
Printing and mailing costs are reduced by nearly $100,000.
Limited sales of digital ads are still being made to supplement Recreator production.
Electronic newsletter efforts have been enhanced to compliment the online Recreator.
Department: Recreation - Senior Center Mask Factory Partnership
Description: Early in the pandemic face coverings and masks were in short supply. A group
of volunteers used the Senior Center to sew masks. These masks provided staff masks to
allow Recreation facilities to reopen, provided first responders with masks, and gave
UCHealth nursing staff additional PPE.
Benefits:
This program created over 3,000 masks.
All materials were donated by JoAnn Fabric.
Volunteers created masks six days per week for over six weeks.
Department: Streets - Street Maintenance Program (SMP) and Other City Departments
Collaboration on Construction Projects
Description:The Street Maintenance Program, Traffic Operations, Engineering, FC Moves,
and Utilities made a substantial effort to collaborate on several construction projects in which
each department had a mutual interest in performing work that maximized City resources.
Examples include Hickory, Woodridge and Pleasant Valley.
Benefits:
By collaborating in all phases of construction, crews on site were able to use materials,
equipment, and labor on various items resulting in significant cost savings.
Traffic control costs were shared among departments.
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Because projects were looked at holistically, the impact to residents and the traveling
public was minimized, significantly reducing traffic control, project costs, and
reoccurring disruptions to residents.
Department: 36TTraffic Operations - Video System 16T36T
16T
36TDescription:Traffic Operations is partnering with the Police and Information
Technology departments to share access to video feeds from monitoring cameras located
along city streets. Traffic cameras installed throughout the city monitor congestion, incidents,
closures, and other traffic issues. The ability to view roadways provides Traffic personnel with
information to detect and respond to traffic issues. Video recording and public information
requests will be managed by the Police Department. The Police Department will use the
archived video for investigations.16T36T
Benefits:
Leverages expertise and skills of staff among departments.
Collaborative approach benefits both departments and residents requesting this
information.
Department: Traffic Operations - Bike Rack Installation and Relocation
Description: 36TTraffic Operations continues to partner with 36T43TFCMoves36T43T to install and relocate
bike racks.36T43TFCMoves36T43T is responsible for numerous bike racks that have been installed in the
right-of-way. The pandemic has negatively impacted the restaurant industry, therefore bike
racks were relocated or removed to open up the space to be used by restaurants for outdoor
dining.
Benefits:
Expanding space for outdoor dining increased restaurants capacity.
Improve relationships with local businesses.
B. PROCESS AND OPERATIONAL IMPROVEMENTS
Department: CDNS - Historic Preservation - GIS Survey Map
Description: In 2020, Historic Preservation staff, in partnership with IT’s GIS team, released
the revised Historic Resources GIS service
(31TUhttps://gisweb.fcgov.com/Html5Viewer/Index.html?viewer=historicU31T). Preservation staff has
taken on the responsibilities for maintaining this data that is available in the City’s GIS data
warehouse for all GIS users in the City organization and is displayed on this map. Staff post
historic survey results every week as appeal deadlines expire and/or neighborhood/area
surveys are completed and certified. Ongoing process improvements will improve the quality
and breadth of data.
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Benefits:
Streamlines survey data released to the public by making data management the
responsibility of Preservation staff as results are certified in real time.
Provides up-to-date planning information to the public, including developers, property
owners, and community residents.
Provides an easy reference source for City staff to facilitate certain review types,
provide information to the public in a timely manner, and for planning.
Department: CDNS - Neighborhood Services - Access Fort Collins for Mobile Home
Park Neighborhoods
Description: The Mobile Home Park Oversight Complaint System administered by the state
does not allow anonymous complaints, excludes renters from reporting livability issues, and
takes more than 6 months to begin an investigation. Using the existing Access Fort Collins
reporting system as a local resource that is directly funneled to the Mobile Home Park
Residents’ Rights Task Force allows residents to communicate issues without fear of
retaliation, allows renters or groups to submit complaints, and connects residents with local
City Staff invested in resolving neighborhood conflict and livability issues. Complaints
submitted through Access Fort Collins are often resolved within hours.
Benefits:
Strengthening community partnerships.
Increasing credibility in underserved neighborhoods.
Enhancing community awareness of resources and City activities.
Decreased response time for mobile home park resident issues.
Created a team of City subject matter experts on mobile home park residents’ issues
who can address concerns in a consistent way.
Department: CDNS - Planning & Development Services - Conversion to Electronic
Recording Process
Description: Full evaluation and modernization of the final approval and recording process for
development plans resulted in the conversion of an entirely paper/mylar process to an
electronic process that can now be managed through DocuSign.
Benefits:
Time savings for the staff involved in routing, signing, and processing final plan
documents.
Elimination of the use of mylar (plastic) for final documents, and significant reduction in
the use of paper.
Significant reduction in printing/production costs for customers.
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Department: CDNS - Planning & Development Services - Creation of New Metrics for
Development Review
Description: Improved tracking and metrics to measure the performance and efficiency of
the development review process. Includes metrics that describe the length of time that
development applications spend in the City process, compliance with deadlines for the
departments involved in development review, and overall customer experience in the
development review process.
Benefits:
Data tracking and reporting that more directly reflects the quality and efficiency of the
development review process.
Increased transparency, as the new metrics are directly tied to quarterly reporting and
the bi-annual budgeting process.
Creation of feedback loops to more quickly address issues as they arise.
Department: CDNS - Planning & Development Services - Electronic Submittals for
Zoning Permits
Description: Creation of new electronic submittal process for sign permits, home occupation
licenses and variance applications, which are all managed by the Zoning work group. This
also included a streamlined process for managing payments for sign permits via trust
accounts. This has eliminated the need for paper applications and makes it easier for
customers to apply for permits.
Benefits:
Customers no longer need to come to a City building to submit permit applications,
reducing time demands and costs for applicants.
Faster processing time for applications, which improves customer response times and
increases staff productivity.
Eliminated a significant amount of paper (e.g., previously 9 hard copies were required
for all variance applications).
Department: CDNS - Planning & Development Services - Inspection Process
Improvements in Environmental Planning
Description: Creation of new data sheets and an inspection tracking system for Natural
Habitat Buffer Zone inspections, which will improve the collection and reporting of inspection
information over time.
Benefits:
New data sheets will speed up inspection process, which will allow staff to conduct
more inspections and/or spend more time on other critical tasks during inspection
season.
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Single location for all inspection information will improve access to data and continuity
for staff and customers over time.
Department: Environmental Services: Online Roofing Permit Forms
Description: ESD staff partnered with IT to develop a tool that will allow roofers to submit
data online
Benefits:
This process improvement saves significant amounts of time for both roofers and City
staff; staff had been manually processing ~ 500 permits/month
The form auto-populates with information from the roofing permit
The form auto-enters information into the tracking spreadsheet
Feedback from roofers has been very positive
Department: Environmental Services: Hauler Licensing
Description: ESD staff has automated hauler licensing for new haulers and annual renewals
Benefits:
Haulers fill in the application and upload required documents online
Payments are made online through a pre-generated invoice through the Sales Tax
Office before application is approved and license is issued
Avoids using paper documentation
Avoids incomplete applications from being submitted since questions can be required
on the online system
Haulers appreciate the ease of submitting their application or renewal
Department: Environmental Services: Hauler Reporting
Description: ESD staff has automated hauler quarterly reporting with online tracking
Benefits:
This process saves staff time of collecting documentation and recording it
Information is deposited in a spreadsheet
Eliminates paper documentation and possible errors in transferring
Department: FC Moves - On-line Bicycle Education
Description: The FC Moves Education and Encouragement team transitioned several
bicycle education classes from in-person to virtual classes. The COVID-19 situation reduced
the ability to continue hosting in-person classes as planned in 2020. The team moved the
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classes to a virtual format with great success. This includes Bicycle Friendly Driver, Cycling in
Winter, Dirty Imperative Repairs Trailside, Bike Maintenance 1 and Everyday Cycling.
Benefits:
The benefit of virtual classes included the ability to continue education and outreach during
COVID-19 imposed restrictions. This format also allowed for improved participation, since
people could take the classes from home, which also broadens the potential pool of
participants. Once COVID-19 restrictions are lifted these virtual classes will be a great tool
alongside in-person classes to provide greater impact for the program overall.
Department: Information Technology: Streamlining of HelpDesk Support
Description: In order to handle the increased number of help tickets as the City shifted to a
Work From Home operating model in response to the COVID-19 crisis, City IT transitioned the
use of the phone system to emergencies and had City staff submit HelpDesk tickets via email.
Benefits:
Reduced the time to create tickets from several minutes to nearly instantaneous
Allowed our first line team to maintain service levels throughout the pandemic.
Department: Information Technology: Firearms Training Test Results for Police
Services
Description: Replaces a manual paper process into a digital system that immediately notifies
the officer’s chain of command and the Police Training Unit of a failed test.
Benefits:
Eliminates a legacy paper process with an entirely online system
Allows the chain of command to be notified immediately when an officer has failed a
firearms test
Failed tests are automatically archived instead of manually scanning paper forms
Department: Parks – Installation of WeatherTrak “Smart Controllers” for Irrigation
Description: Irrigation controllers in 5 community parks, 33 neighborhood parks, and 2
cemeteries were replaced with controllers that are accessible via internet and mobile app. To
date, 48 sites have been converted in Parks, Cemeteries, Downtown and Facilities. 51
median/streetscapes controllers have been added to the system with 6 more added in 2020.
Benefits:
Cost savings comes from labor efficiencies and fuel savings.
Water savings comes from improved information on flow and alerts that report breaks
in piping.
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This information also assists with keeping water accounts within allotment budgets
Department: Parks – Asset Management Plan Phase 1
Description: The Parks asset management plan goal is to create a strategic plan than not
only reflects age and condition of assets, but also measures level of service and goals of the
community. Phase one of the plan includes Information gathering and goal establishment,
development of electronic screening sheets, establishment of evaluation criteria & weighted
matrix, and data collection preparation. The plan was started in 2020 and phase one is
targeted to be completed in late Spring of 2021.
Benefits:
Provides a baseline condition report that additional funding requests will be based on.
Developing a template in alignment with other asset management programs within the
City
Department: Parks - Forestry Division
Description: The Forestry Division utilized an industrial wood screw attachment designed to
split large diameter tree trunk sections during our wood recycling and tub grinding efforts.
Benefits:
Forestry has a strong relationship with Storm Water Utilities which allows for use of
their excavator eliminating the cost to rent a machine for the wood screw attachment.
By splitting down large diameter wood with the use of the wood screw we significantly
reduce the time it takes for contract tub grinding reducing our cost of converting wood
into mulch.
Department: Parks - Forestry Division
Description: The Forestry Division also converted their old-time tree spade that is utilized
less these days, into a Traffic Attenuator to protect Forestry and Horticulture Crews when
working along busy arterial and collector streets.
Benefits:
We utilized a truck that was already within the Forestry fleet and repurposed it into a
piece of equipment that keeps our colleagues safer – a huge safety improvement!
The Traffic Attenuator can be removed when not in use for traffic operations and the
truck now has a versatile flatbed that is also utilized for other needs.
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Department: Police Department and Information Technology: Case Tracking Process
Improvement
Description: In an effort to reduce the overhead involved with manual case tracking for the
Criminal Investigation Division, City IT developed entry forms for detectives and the
foundation of a reporting solution to provide multiple benefits, including the elimination of
manual copying and pasting of data from multiple spreadsheets and manually creating reports
for each year.
Benefits:
Centralized and standardized data entry and eliminates the need to recreate reports
year over year
Centralized and automatic reporting through dashboarding, including the ability to
provide statistics to the public with little effort
Ability to upgrade/enhance/integrate quicker and easier through central forms
management
Department: Police – Patrol, Information Services, and Special Operations Divisions
Description:Discussions between FCPS and PFA resulted in a philosophy of “Right Sizing
Responses.” We evaluated each of the call types in the computer aided dispatch system and
compared the number of units responding to a typical call of that type with our desire for the
number of units responding to a typical call. In some cases, we were able to decrease the
number of units responding and in other cases we were able to eliminate an agency from that
response completely.
Benefits
Increased roadway safety by decreasing the number of units responding to the call for
service.
Increased public safety as more units are available for dispatch if fewer units are
assigned to other calls.
Department: Police – Special Operations Division – School Resource Officer Unit
Description: Emergency response pre-plans were created for each of the high schools by our
SRO team. The plans include access points, staging areas, treatment areas, and reunification
information.
Benefits
Consistent information is available to all officers for each specific site.
This provides for continuity of nomenclature and placement of responding units,
thereby, decreasing the opportunity for confusion during a critical incident.
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Department: Police – Information Services – Fort Collins 911
Description:In 2020, the Corona Virus pandemic impacted many operations to include the
911 center. After the initial outbreak, Fort Collins 911 partnered with Larimer Emergency
Telephone Authority (LETA) and Poudre Fire Authority to create a process for identifying
potential COVID medical cases to streamline the process for patient care but also provide
information to responding units so they could prepare for this potential contact. This
partnership evolved to include specific steps needed for our law enforcement first responders
to ensure their safety.
Benefits:
Online tools such as the EIDS tool were updated to provide specific questioning to
callers related to COVID, travel, contact with others, etc. This streamlined the process
for Emergency Dispatch personnel in gathering pertinent information.
Providing additional information to Fire/EMS responders related to potential COVID
cases allowed first responders to prepare for calls to include having information about
when they may suit up in different gear for protection.
Screening of law enforcement calls for service to help identify individuals in households
who may have symptoms. Responses were noted in call notes so officers could make
additional decisions on how they may approach a situation.
Department: Police – Information Services – Technical Services Unit
Description: The entire Technical Services Unit was able to immediately transition to remote
work in response to COVID-19 without decreasing the quality of service. We also improved
our efficiencies and deployed several of our prototype processes, due to work we had been
doing prior, to ensure operational processes could be accomplished both on-site and offsite.
Benefits:
Remote and offsite flexibility was put into place for safety
More streamlined self-service support model was put into place to reduce help ticket
delays
Developed a more automated phone rollout process as part of self-service model
Developed a self-service accessories model to reduce help tickets
Department: Police – Information Services – PD Systems Unit
Description: Wireless Pilot – Cellular connectivity has been a struggle for FCPS officers in
their patrol vehicles causing laptop outages. This pilot tested new routers and software to put
into vehicles. It was determined that the new system would help with connectivity in the field.
Benefits:
Officers can connect mobile data laptops in the field to do their work instead of going
back to the PD.
Officers having better connections can get real-time updates as crime scenes unfold.
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The efficiencies of working from their cars save time and have more time interacting
with the public.
Department: Police – Criminal Investigations Division
Description:The Property and Evidence Unit returned to CID management after serving
many years in the Information Services Division. Sex offender file management modernized
and digitized.
Benefits:
This move brought into alignment the evidence intake and storage functions which are
significantly related to forensic and investigative services of the CID.
Paper files for over 300 currently registered sexual offenders were converted to an
easily searchable electronic format. Additional paperwork, which must be retained for
a period of time, for deactivated offenders was included. This will save the department
time, money, and paper.
Department: Police – Criminal Investigations Division
Description:In 2019, CID (the Criminal Investigations Division) applied the LEAN process to
reorganize the division and address the increased demand for investigative services. One
outcome was to repurpose three detectives to create the GIU (General Investigations Unit).
Due to staffing shortages, the unit had no personnel until 2020.
Benefits:
Allows these detectives to conduct basic criminal investigations while allowing more
experienced detectives to focus on cases requiring higher levels of expertise.
Allows officers to serve a shorter rotation time focused on criminal investigations
before returning to the Patrol Division with increased skills.
Reduces back-log of cases waiting to be investigated
Provides on-the-job mentoring and training, succession planning, and a clear path for
career diversification.
GIU was created with no increase in FTE’s
Department: Municipal Court Electronic Documentation
Description: To support the Court’s Vision of providing “World Class Municipal Court
Services”, support environmental sustainability, and to address concerns related to the
COVID-19 pandemic, the Court completed its transformation to a “paper only on-demand”
caseload.
Benefits:
Cases from creation to completion are filed, motions/orders created, documents
electronically signed, communication emailed directly from the case, and archived all
electronically. This final step has eliminated paper case files.
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The Court electronically handled approx. 8400 case in 2020 reducing its environmental
footprint.
Touch screen monitors added to customer service windows which allowed defendants
to electronic sign documents.
Paperwork copies of documents only provided when requested.
Department: Recreation - Centralization of Vehicle Management
Description: Recreation vehicle management is now centrally managed. Prior to this change
all vehicles were managed by individual areas. There are 16 vehicles managed by the
Recreation Department. Most vehicles are 15 passenger vans and require driver safety
trainings.
Benefits:
This change allows more efficient inventory management to increase utilization
throughout the department.
Drivers trainings and inspections have now been standardized.
Maintenance is now streamlined through one point of contact.
Department: Streets - Integrated Mapping Program
Description: The Streets Department collaborated with ARCGIS to design a mapping
program that integrates current Sweeper AVL data with the ARCGIS program to map sweeper
locations
Benefits:
Eliminates redundancy in sweeping.
Eliminates missed areas, ensuring all streets within a Sweeping Zone are swept.
Eliminates the need for sweepers to go back and sweep any missed areas in a
Sweeping Zone.
Department: Streets - Concrete Barrier installations
Description:Collaborated with the State of Colorado, Engineering, and Downtown
Businesses to install concrete barriers in the Downtown District to increase seating capacity.
Benefits:Allow downtown businesses to serve more customers due to COVID-19 restrictions.
Department: Transfort Operations - COVID Service Streamlining
Description: Transfort streamlined services in response to the Covid-19 pandemic. Multiple
routes were suspended and replaced with an on-demand transportation service provided by
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our contractor Z-Trip. Additional vehicles were assigned to remaining routes to increase
frequency and provide additional social distancing capability.
Benefits:
Greater safety for passengers through social distancing.
Greater safety for employees through smaller capacity and greater social distance.
Significant cost savings during low ridership.
C. TECHNOLOGY AND UPGRADES
Department: CDNS - Neighborhood Services - Sustainable Neighborhood, Mini-Grant
and Neighborhood Night Out Mini-Grant Applications
Description: The process for applying for Neighborhood and Neighborhood Night Out mini-
grants, and Sustainable Neighborhood Designation was simplified by leveraging the existing
Eproval software program to provide a user-friendly, on-line application.
Benefits:
Utilized existing software technology and support systems to improve customer service.
Reduced barriers to applying for neighborhood grants.
Reduced the number of staff hours required to review and approve program
applications.
Created a new, simple access for residents to apply for these neighborhood
enhancement programs.
Department: CDNS - Planning & Development Services - MS Teams and Zoom for
Development Review Coordination
Description: Use of MS Teams and Zoom for interdepartmental coordination and customer
meetings has reduced the need for staff in multiple departments/buildings to travel back and
forth to 281 N College for project meetings.
Benefits:
Time savings for staff who previously traveled to other buildings for meetings many
times per week.
Allows more staff and customers to participate in development review meetings.
Increased the speed and efficiency of collaboration with internal and external partners,
which in turn improves customer service.
Department: Information Technology: Implementation of Citrix Virtual Apps and
Desktop
Description:Implemented Citrix Virtual Apps and Desktops to solve performance issues
while working remotely for any application. This solution provides a full Windows 10 desktop
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allowing for applications to function at datacenter speeds. Citrix also provides support for high
end graphic applications like AutoCAD.
Benefits:
Provides a Windows 10 desktop on hardware that was within the City network.
Significantly increased the speed when accessing applications remotely.
Support for high end graphic applications.
Department: Information Technology: Implementation of Hub Monitors
Description: City IT introduced hub monitors to replace standard monitors into its ongoing
infrastructure to support City staff. Hub monitors integrate docking stations with monitors in
an easy to manage 2-in-1 solution for both computers and peripherals.
Benefits:
Enable more efficient work from home environments
Reduced support for setup since this is one piece of equipment instead of requiring two
pieces of equipment
Warranty extended from 1 year for docking station and 30 days for monitors to 3 years
for the combined hub monitor which combines the two into one warranty
Saved the City approximately $50,0000 in 2020 at a savings of $130 per setup
Department: Information Technology: Implementation of Remote Desktop Service
(RDS)
Description:Implemented Remote Desktop Service to solve speed and connectivity
issues when the city started the work-from-home model. This was a quick solution that was
implemented within a couple of weeks and resolved immediate needs and increased
performance to support City employees in their remote work environments.
Benefits:
Provided a remote desktop on server hardware that was within the City network.
This significantly increased the speed when working with Oracle and access
databases.
Worked with ArcFM product, a GIS software add-on to manage their utility
infrastructure, where this was previously almost non-functional under the work-from-home
model.
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Department: Information Technology: Expansion of the Geographic Information
System (GIS)
Description:Expanded the usage and number of services on the ArcGIS Portal environment
while also implementing self-provisioning on the Portal. This allowed staff another solution for
working with GIS data from a remote work environment.
Benefits:
Ability to work on the portal creating web maps apps and services without the need for
a VPN connection
Increased performance on accessing Oracle Database GIS Data
Saved hours of research needed for creating an account in the Portal thus more
efficient account creation capabilities
Department: Information Technology and Police Services: CAD/RMS Upgrade
Description: The new Computer Aided Dispatch (CAD)/Records Management System (RMS)
system now connects all public safety entities in Larimer County to one system. Installing this
new system also moved the operation away from hardware that was either end of support or
close to it.
Benefits:
All public safety entities in Larimer County have one system to share data and
communicate through.
Having a more modern system allows our system to be more secure and better
supported.
Department: Information Technology & Utilities Water Distribution: Computerized
Maintenance Management for Utilities Assets
Description: Over the past years, Utilities’ Maximo system (computerized maintenance
management) has been deployed in phases which, in 2020, integrated Water Distribution
operations. This greatly enhances the planning and scheduling of routine asset maintenance
to improve overall reliability of the water mains, valves, storage tanks, hydrants and other
water components. The mobile solution, Data Splice was also deployed for field crews.
Benefits:
Enhanced asset maintenance processes with central system used by all water
departments
Three legacy systems were retired due to the implementation of this modern system
Field crews carry their work orders and ESRI maps into the field using mobile tools
Enhanced ability to establish typical work-order costs for use in rate analysis
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Standardized work order and maintenance management and processes between all
five water departments which has tremendous benefits using one standard enterprise
system
Department: Information Technology: Deployment of Microsoft System Center
Configuration Manager
Description: As the City transitioned to a Work From Home operating model, IT implemented
Microsoft’s System Center Configuration Manager to keep all computers updated, patched,
and provisioned with new software regardless of whether a user was connected via a Virtual
Private Network.
Benefits:
Security updates and patches are deployed to computers no matter where they
connect to the internet without the reliance of having to wait for computers to be
connected on site
City IT can deploy new software to a computer quickly and without relying on Virtual
Private Networking
This lays the foundation for City staff to be able to install approved software on demand
remotely
Department: Parks - Hand-held lawn and garden equipment conversion
Description: The Parks Department continues to work toward Climate Action Plan goals
through converting gasoline powered small equipment (backpack blowers, trimmers,
chainsaws) with electric and compressed natural gas (CNG) and smaller, more efficient gas
engines. The Parks Department has currently reached the 50% conversion rate for hand-held
equipment. The City of Fort Collins was awarded the Clean Air Champions Award by the
Regional Air Quality Council for the City’s efforts to reduce emissions through the Municipal
Lawn and Garden Equipment Replacement program and Fleet’s Municipal Fleet Electrification
program.
Benefits:
Quieter, more enjoyable experience for the public
Employees are working in a healthier environment – no longer breathing exhaust or
transporting gasoline
Using energy very efficiently while reducing our carbon footprint
Department: Parks – GIS maps
Description: Park irrigation systems and snow removal routes were mapped in GIS and
made available to crews on their phones through a mobile app. Maps can be accessed in the
field for locating routes and irrigation system components.
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Benefits:
Cost savings from labor efficiencies
Fuel savings
Better understanding of irrigation assets
Department: Police – Patrol and Information Services Divisions
Description: Contact Form reporting. In response to 36TSB20-217 (passed into law as the Law
Enforcement Integrity and Accountability Act ), officers are now required to document certain
additional information for every contact they have with a person.16T36T 16T
Benefits:
Rather than documenting these matters on paper or in disparate systems, the PD
Systems team created an electronic form (available on mobile devices) which allows
for immediate entry and later retrieval in a simplified format.
Department: Police – Special Operations Division
Description:Purchased a mechanical arm for the SWAT robot to increase safety during high-
risk incidents.
Benefits:
Can now remotely move items in a room (e.g. clothing, blankets) to uncover a suspect
hiding under them while keeping officers safely at a distance
The camera for the robot is now mounted on the arm, which allows operators to look
on top of tables or beds and inside confined spaces; again, this is useful in finding
hidden suspects.
The arm is equipped with a remote initiator which allows SWAT to utilize distraction
and breaching devices without being in the same room.
Department: Police – Criminal Investigations Division
Description: Purchased and deployed several new investigative technologies such as: 360-
degree view camera, alternate light source, body-worn cameras, and a multi-media computer
workstation.
Benefits:
Reduced personnel hours committed to investigative tasks
Allowed employees to successfully secure digital evidence for investigations and
prosecution of serious felony crimes
Technologies created a force multiplier, allowed prompt attention to other investigative
tasks.
Enhanced accuracies, lowered evidence processing times, and integrated processes
Body-worn cameras provide safety, accountability, and more robust evidence
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Department: Recreation: Virtual Programs
Description: The COVID-19 Pandemic caused program staff to learn new ways to deliver
programs and services. Many programs are now offered simultaneously in-person and
remote. This offers patrons a choice of how to participate in programming based on the
patrons needs.
Benefits:
These programs were created to minimize additional costs for a significant return on
investment.
Fitness programs, adaptive recreation, education, and early learning programs are now
offered virtually.
Department: Streets - Efficiencies for Street Sweeping
Description: Identify obstacles in the street using leading edge technology.
Benefits:
Capturing data quantifying street sweeping inefficiencies.
GIS Mapping for operators.
Prior to leaving a zone after sweeping this mapping system will let them check all
streets have been attended to, no return trips are needed.
Improves air quality by reducing potential for airborne particulates.
Improves neighborhood livability and aesthetics.
Increases cost savings.
Department: Streets - MD-30 Portable Weather Station mounted on snowplows
Description: The Streets Department mounted a Vaisala MD-30 on one plow truck per plow
route.
Benefits:
Gives real time location, road and weather conditions in each route which greatly aids
in snow removal efficiency.
Gives a photographic breadcrumb trail for snow managers to directly observe the
effectiveness of our snow removal processes.
Aids in incident investigations.
Department: Streets - New Railcar Mobile Conveyor
Description: Purchased new railcar mobile conveyor for offloading salt from railcars.
Benefits:
Decreases time offloading railcars by 50-60%.
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Decreased overtime needed to offload salt and allows crews to work their assigned
duties.
Significantly decreases spilled and wasted salt from the offloading process, saving
Snow Budget money
Department: Traffic Operations - Upgraded sign printer
Description: Purchased an upgraded sign printer that prints directly on reflective sign
material which allows staff to print 80% of the warning and regulatory signs.
Benefits:
100 % faster printing
Less down time
Turns a two-person job into a one-person job.
Less material waste
Decreases repetitive hand motions.
Department: Traffic Operations - Adaptive Signals
Description:
Implemented state of the art traffic signal controls at the following arterial intersections:
College & Prospect
College & Trilby
College & Mulberry
Riverside & Mulberry
Adaptive signal control modifies intersection signal timing and the time relationships between
signals to minimize stops, fuel consumption and air pollution.
Benefits:
Improves traffic flow.
Reduces emissions and fuel consumption.
May reduce rear end crashes.
D. CUSTOMER SERVICE
Department: CDNS - Historic Preservation - Website Enhancements
Description: The division is continually enhancing the Historic Preservation website and
content to streamline and improve navigation for users. Significant website reorganization in
2020 included a “soft” launch of incentives and best practices information under the “Rehab
Right” heading. 31TRehab Right31T serves as a clearinghouse for financial incentive information for
historic property owners. Additional improvements being added provide guidance on
preservation best practices specific to Fort Collins’ climate and code requirements on key
topics (weatherization, energy efficiency, adding dwelling units, etc.).
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Benefits:
Rehab Right rebranding provides a “one stop shop” for best practices and for financial
incentives that the city’s historic property owners can leverage for maintenance and
repair work.
Provides up-to-date planning information to the public, including developers, property
owners, and community residents.
Department: CDNS - Neighborhood Services - Adopt a Neighbor (COVID Expansion)
Description: With the onset of COVID-19, the existing Adopt A Neighbor volunteer matching
program (historically assisting lower income and disabled neighbors in need with snow
shoveling) was expanded to assist neighbors with accessing supplies, resources, and
services. COVID-19 put residents not typically identifying as “in need” into high-risk categories
based on age, other health conditions, and caregiving responsibilities. For the first time, the
Adopt A Neighbor program was able to create safe, physically distanced access for grocery
pickup, pharmacy deliveries, Food Bank connections, and social connections. Using the
existing Engage system for volunteer matching and repurposing the structure of the existing
Adopt A Neighbor program allowed Volunteer Services and Neighborhood Services to meet
the rapidly changing needs of the community in just a 48-hour timeframe.
Benefits:
Strengthening neighborhood connections.
Increasing credibility in underserved neighborhoods.
Improving customer service for a wider demographic of participants.
Decrease staff time for volunteer matching.
Improving health and safety for families, seniors, and caregivers.
Department: CDNS - Neighborhood Services - Mobile Home Park Mini-Grant Funds
Description: Neighborhood Services had a one-time Mobile Home Park Mini-Grant funding
appropriated by City Council. These MHP funds were awarded to neighborhoods in two grant
rounds per year, utilizing the streamlined process developed for other neighborhood mini-
grants. Assistance with outreach and implementation of this project came from community
partners with established, trusting relationships with mobile home park residents. Mini-grants
were awarded for projects to improve health, safety, and neighborhood livability as well as
projects to assist property owners and managers with compliance with new Municipal Code
changes.
Benefits:
Increased equity in neighborhood programs for mobile home park residents.
Increased application numbers for mini-grant funds and increased the number of new
neighborhoods applying for mini-grant funding.
Improved the ability of property owners and managers to comply with new local and
state mobile home park livability laws.
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Department: CDNS - Neighborhood Services – Online Neighborhood Meetings and
Working from Home: MS Teams, One Drive, & SharePoint
Description: Utilizing a variety of remote work technology to allow Neighborhood Services
Program Staff to work from home during the pandemic has created more avenues to
collaborative work, file sharing, and accessibility. With travel time no longer required to/from
worksites and meeting locations, more time is devoted to projects, tasks, and direct
interactions with customers. The flexibility of work hours are possible because of non-
mandatory office hours allowing us to better meet customer needs. Neighbors are rarely
available to discuss issues or attend neighborhood meetings during the 8-5 Monday-Friday
work week. Allowing Neighborhood Services Program Staff to shift work times more easily to
accommodate the needs of customers also translates to fewer overtime hours required to
carry out our work and attend meetings. Our Staff is now available on bad weather days, in
the evenings, and via video conferencing so neighbors can meet with us from the comfort of
their own homes without delays or cancelations due to travel or timing factors.
Neighborhood Development Liaison also offered weekly Zoom training session “office hours”
to allow neighbors a safe, guided space to try out the software features to prepare for
participation in neighborhood meetings, Planning & Zoning Board hearings, and City Council
meetings.
Benefits:
Increased access to Neighborhood Services Staff by community members at times
most convenient to them.
Increased participation numbers for neighborhood and development review meetings.
Improved collaboration with multiple authors working on a single document
simultaneously.
Improved communication within the department and across the City through use of the
Teams chat functions or instant video conferencing availability.
Contributes to Climate Action and Transportation goals by reducing single-driver
vehicle trips.
Department: CDNS - Planning & Development Services - Customer Experience Survey
Description: Launched a new “post-process” customer survey to evaluate the experience of
development review applicants after key points in the process. A long-form survey is sent to
all applicants after they complete a hearing or final approval/recording for their project.
Benefits:
Increased data collection on the customer experience over the course of the
development review process.
Aids with identification of areas of focus for future process, code, and customer service
improvements.
Creates a feedback loop that allows for quicker follow-up with customers in response to
concerns or negative experiences.
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Department: CDNS - Planning & Development Services - Self-Service Enhancements
for Customers
Description: Prior to COVID-19 building shutdowns, the front lobby was enhanced to
facilitate more “self-service” opportunities, as well as a more welcoming environment for
customers. A kiosk computer was added to allow for customers to conduct research, apply for
permits, or provide additional application information. As a result of the pandemic shutdowns,
an external dropbox was added outside the building to allow customers to submit payments,
plans and other items to the City without needing to enter the building. Both Development
Review and Building Services have also implemented new processes for accepting digital
plan submittals and payments over the phone, saving customers a trip to the building in many
cases.
Benefits:
Reduced the need for trips to a City building, or multiple trips if items are missing from
an application.
Improved the overall customer-friendliness of the Development Review Center.
Reduced the number of front counter interactions, which increased the capacity of staff
to address emails, phone calls, or other customer service tasks.
Department: Engineering - Development Review
Description: Development Engineering Review has been able to adapt and update our
procedures to maintain our standard level of service while experiencing an increase in
submittal volumes.
Benefits:
Maintain targeted level of service while still meeting targeted metrics and deadlines.
Revisions to the review process for electronic submittals were implemented that can be
utilized after lockdown restrictions are lifted.
Department: Environmental Services: Healthy Homes Phone assessments and virtual
training
Description: As a result of COVID-19, the Healthy Homes program has made indoor air
quality assessments available over the phone and online. Additionally, the program has
shifted its volunteer training program to a virtual, online-learning platform.
Benefits:
Allows for access to program resources at different levels
Upon completion of an assessment, program materials, that are normally provided
during in-home assessments, are delivered to participants’ homes.
Assessment process was streamlined to focus on community member’s needs, and
now, participants in the program receive a printed copy (with pictures) of their
assessment report.
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Volunteers are able to complete assessments from anywhere as long as they have a
phone connection.
The new online training allows prospective volunteers to go through training content at
their own pace. The training is flexible to the prospective volunteers’ schedule.
Department: Information Technology: Accela Online Permit System
Description:Accela is a software product used by the City for to manage and issue building
permits through online permit application and payments.
Benefits:
Self-service online building permits for the majority of over-the-counter permits
Self-service online payments allow customers to pay fees using a secure portal
These improvements make it so the City’s customers do not necessarily need to come
into the office to obtain a permit or pay fees in person
Department: Information Technology: Text Message Alerts for Utilities Conservation
Events
Description: This enhancement allows Utilities commercial customers to receive text alerts
whenever a load-shedding conservation event is scheduled, started, and ended. Conservation
events are scheduled whenever the power grid is experiencing high loads, which results in
premium energy prices.
Benefits:
Provides commercial customers advance warning of high demand on the power grid
Allows customers to reduce energy bills by lowering consumption during peak times
Provides transparency into load-shedding conservation events
Department: Municipal Court Zoom Hearings
Description: To support the Court’s Vision of providing “World Class Municipal Court
Services” and to address concerns related to the COVID-19 pandemic, the Court implemented
Zoom hearings. The newly created Zoom hearings include 1 P
st
P appearance arraignments,
prisoner arraignments, Pre-trial Readiness hearings, and Attorney Pre-trial Conferences
Benefits:
Zoom hearings allow additional flexibility for defendants who need to appear in Court
by allowing them to appear remotely which helps mitigate possible transportation and
childcare needs, and additional health and safety concerns related to the pandemic.
Zoom hearings help keep in-person staffing to a minimum in order to comply with City
and County Health District pandemic directives.
Many positive comments received from customers who have participated in Zoom
hearings.
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Department: Parks - Cemeteries Digital Documentation Upgrades for Customer Service
Description: Cemeteries staff improved virtual and digital communication due to the Covid-
19 restrictions. Transactions can now be completed either virtually or in-person. Additionally,
some grave sales were completed via mobile video conferencing applications. These process
improvements significantly benefited the community during the pandemic.
Benefits:
Customers could maintain social distance
Customers could still complete needed documentation for interment services
Customers could view and purchase a grave space remotely
Department: Parks - Forestry Division
Description: In 2020, the Forestry Division was able to utilize emerald ash borer funding to
hire a 12-month contractual Sr Coordinator position. This position supported the
implementation of the Emerald Ash Borer Management & Response Plan as well as assist
other Forestry Staff meet the demands of development review, expansion of inventory, and
Small Cell Facilities and Connexion - providing better customer service to developers and
other City Departments.
Benefits:
Emerald ash borer was detected in Fort Collins in May 2020 and this position was
integral in implementing the post-detection phase of the EAB Management & Response
Plan.
Given staffing challenges and overtime restrictions in 2020, this contractual position
provided the expected level of service and turnaround time on projects and
development review.
This position has allowed the capacity to focus on other priority work such as Land Use
Code and Muni code updates, strategic planning, and continue to meet weekly
development review deadlines.
Department: Parks - Forestry Division
Description: Developed rotational street tree pruning in Old Town, and mass mailings of pre-
notification information related to structural pruning in newly developed neighborhoods. This is
an efficiency for both process and operational Improvements, as well as customer service.
Benefits:
Old town has a mix of trees covering all diameter sizes. Selecting and prioritizing
blocks allows for proficient and efficient tree management.
With the collaboration of the communications department, Forestry moved from
physically delivering post cards to residents to mass mailings and social media for pre-
notification information related to structural pruning and scheduling.
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A set pruning rotation allows the urban forest management efforts to be more
predictable for community members, improves public safety, decreases storm damage,
and reduces service requests coming into the Division.
Department: Police – Administration Division
Description: Created a transparency page filled with information about the agency’s training
and performance outcomes. The page is continually updated with pertinent information for
community members and decision-makers.
Benefits:
Accurate and timely information for inquiring community and media members
One-stop source for data when events occur
Provides local perspective and information rather than relying on national comparisons
or data
Department: Police – All Divisions
Description: Members from all five d36Tivisions coordinated community engagement events
throughout the year. These events included 36Tcelebrations for birthdays, anniversaries,
graduations, and other events throughout the community. With the limited ability to gather
and recognize individuals, personnel drove by houses in caravans with their lights activated to
acknowledge milestones in the lives of community members. Other physically-distanced
gatherings were held at homes and facilities to acknowledge community members.
Benefits:
Opportunities for officers and residents to interact in a non-traditional manner
Increased communication and reduced barriers typically present in a law enforcement-
residents encounter
Trust and good-will are fostered as we engage members of our community in their
neighborhoods.
Department: Police – Criminal Investigations Division
Description: The Victim Services Unit (VSU) continues to expand top-tier service to our most
vulnerable residents. The unit utilizes city-funded, grant-funded, and volunteer advocates.
Benefits:
Nearly 2,000 victims and family members were served by the VSU team. There were
over 8,800 different types of services offered to the victims and family members.
With only two city-paid employees, the VSU provides exceptional service primarily
through 18 trained volunteers.
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